1200-1300 Updated

An organization is undergoing an agile transformation. The executive leadership team is concerned that they will lose control over the scope of the project. What should the project manager, who is responsible for this project, do to mitigate this risk?

• Ensure that the executive leadership team approves all scope that is being proposed by the multiple agile teams to avoid misalignment.

• Propose a governance model that empowers the teams while providing the necessary oversight to the executive leadership team.

• Propose a multilayered gate system based on risks and financial expenditures, involving the executive leadership team as needed.

• Assure the executive leadership team that the current governance model will not be affected by the agile approach.

An organization is transitioning to an agile approach. At the project's first sprint review, the product owner did not accept the result of the sprint and has some concerns. What should the project manager do?

• Organize a sprint retrospective and discuss the issues and how they can be avoided in the next sprint.

• Ask the project team to address the product owner's issues since the product owner is responsible for the scope in agile.

• Ask the product owner to accept the outcome since the team delivered what was agreed in the sprint planning.

• Create a record in the issue register and escalate the issue to the project steering committee.

A few new team members working on a public housing project are unfamiliar with the system. They do not understand how to evaluate residents applying for a subsidy to build a house, including the rules and criteria for applicant approval. What should the project manager do?

• Plan a training session for the new team members not familiar with the system.

• Communicate the rules and criteria to the team members through email.

• Work only with the team members familiar with the system

• Document which rules and criteria the new team members are not familiar with

A project manager who takes over halfway through a project determines that the cost performance index (CPI) is 0.65. A detailed audit identifies that the project cost was analogously estimated, and the audit team thinks that something was missing in the way the estimates were done. What should have been done to avoid this problem?

• Included lessons learned from past projects

• Used bottom-up estimating

• Utilized three-point estimates

• Validated the schedule performance index (SPI) to evaluate deviation

During the third iteration of a project, the product owner requests another mandatory feature. This also happened in the previous two sprints, which resulted in failure and caused frustration within the team. What should the project manager do next?

• Incorporate the changes in the last sprint before the first release.

• Call for an internal meeting to discuss the changes and their value.

• Ask the product owner to prioritize the backlog with the project team.

• Request the scrum team to prioritize the product backlog.

A project manager is managing a large project. A stakeholder has just discovered a new risk that has not been identified in earlier stages. What should the project manager do?

• Communicate the risk to the steering committee and request a mitigation plan from senior management.

• Perform a risk analysis directly with the stakeholder who raised the risk and update the risk register.

• Confirm to the stakeholder that the risk register has been completed and validated by all stakeholders.

• Add the risk to the risk register and reevaluate the register with help from the project team and stakeholders.

A project manager is about to slant the testing phase of a new project. Historical data show there is a high risk of failing the agreed acceptance criteria. How should the project manager ensure the acceptance criteria are met?

• Perform tests and routinely track results as per the quality management plan.

• Make sure the stakeholders are aware of the acceptance criteria.

• Negotiate to obtain approval if most of the tests have passed.

• Modify the acceptance criteria before the official delivery.

A project manager is working on a product development project. When the product is delivered, there are major issues that require rework and delay new feature development. Which action should the project manager take to resolve the quality issues?

• Plan for continuous validation of the product.

• Discuss adding business scenario tests with the customer.

• Discuss adding additional test cases with the product owner.

• Add more test scenarios based on the issues found.

During the last two iterations of a project, one of the team members had low performance. The project manager conducted two feedback sessions with the team member and escalated the issue to the resource manager and project sponsor, but there has been no improvement. What should the project manager do next?

• Escalate the situation again to the project sponsor.

• Review this obstacle during the daily standup meeting.

• Request a new resource to execute the activities.

• Provide feedback to the resource at the sprint review.

A company has decided to initiate a project to eliminate a sales channel that has been unprofitable for the past 3 years. Some members of the project team are pessimistic about the project. What should the project manager do in this situation?

• Engage the functional managers to describe the project's impact to the team members directly.

• Provide team members with specific and clear instructions on the project objectives and tasks.

• Communicate the project's impact and plans to engage the project team throughout the project.

• Escalate the team's concerns and ask the project sponsor to change the team's composition.