Companies A and B are codeveloping a cutting-edge technology product. Based on customer feedback, the marketing department urgently requests a new feature in 2 weeks. Company A's front end is ready, but company B requires 4 weeks to deliver the complete back end and is busy with the current release. What should the project manager do to obtain agreement from both companies and acceptance from marketing?

Plan the delivery of a minimum viable feature in 2 weeks to enable early showcasing of business value.

Stop the current release work for 4 weeks in order to work and deliver the new feature completely.

Create a special release 4 weeks after the current release to deliver the new feature in its entirety.

Add the new feature to the list for the next release and continue working on the current release.

A project manager has been assigned to deliver a challenging project on time and within budget. The project manager needs to empower the team members by removing organizational impediments and facilitating collaboration. What should the project manager do to lead the project?

Perform the project sponsor activities.

Assume the functional manager role.

Some of the team members who are working on a new software tool are in a public space, arguing over a new feature being coded instead of completing the coding. How should the project manager handle this situation and get the team to complete the task?

Bring the team members to the meeting room to discuss the new feature and to reach a common understanding of the necessary coding.

Contact the human resources (HR) department to tell them there is an argument in a public space and that they need to intervene immediately.

Engage in the conversation in the public space by telling them the expectations of the feature and advise them to return to their workspace.

Listen to the argument from a nearby location to understand the situation, then offer insight into the features when the team is calm.

A project manager is managing a government project that targets the development of small businesses in remote towns. The project team is having difficulty conducting entrepreneurship training in some of the targeted towns because the local municipal governments will not authorize the training. As a result of the delay, project implementation is at risk. What is a probable reason for this?

The project did not identify and engage the correct stakeholders.

The project should have constructed training centers in the remote towns.

The project did not fully engage the project sponsor.

The project should have representatives in all the remote towns.

A project is in progress with a team that is new to agile approaches. After the first sprint review, the team performance begins slipping, and the conclusion is that there is not an adequate flow of work for the team. What should the project manager do?

Discuss the issue with the stakeholders.

Provide the product owner with training.

Submit a change request to rebaseline the project.

Change the project approach to hybrid.

During iteration two of a project with two teams (A and B), the project manager is concerned that there are two critical activities from team A that must be started in iteration four. Additionally, these two activities are dependent on an activity from team B that has not yet been prioritized. What should the project manager do?

Include the dependent activity in the current iteration for team B.

Cancel the current iteration and reschedule it with the dependent activity.

Ensure team B prioritizes the dependent activity in iteration three.

Assign the two critical activities to team B in iteration two.

A project manager is assigned to a new project team that has several stakeholders who can have significant influence over the project outcomes. The project manager categorized the stakeholders into four different groups and wants to define the communication strategy. How should the project manager handle communication?

Develop and define a communication strategy for stakeholders.

Define and direct communication to influential stakeholders.

Utilize a uniform communication structure across all groups.

Describe the four groups in the project stakeholder matrix.

An agile project started 6 months ago. Since the beginning of the project, there have been disagreements among team members regarding daily meetings since some of the team members are not available at the same time. The project manager is convinced an agile team should be self-organizing, and that meeting times should be worked out by the team. What should the project manager do?

Recognize the team's contributions.

A team has been working for some time on a project with incremental deliveries. The project manager noticed that one of the team members is less engaged in team meetings, yet delivers promptly. While discussing the source of demotivation, the team member informed the project manager that this is due to a feeling of lack of skills in dealing with new tasks. How should the project manager address the issue?

Discuss growth and development needs with the team member and provide learning opportunities accordingly.

Replace the team member with a resource from another team who already has the requisite training and skills needed.

Review which tasks the team member would feel more motivated to work on, then assign those tasks to the team member.

Create a self-paced learning plan with the team member during working hours, with checkpoints on learning progress.

In a hybrid project, the customer has issued a contract that specifies the deliverables for each quarter. The customer wants to show their stakeholders a tangible outcome in the first quarter and wants to move the second milestone to the first quarter. The project manager explains to the customer that it is not feasible unless the requirements for the second milestone are changed. Which two actions should the project manager take?

Ask the customer for their priorities regarding the requirements for the second milestone.

Escalate the issue to upper management to resolve the problem, and suggest a plan.

Convince the customer to leave the second milestone in place and not change it.

Tell the customer that moving the milestone has a very high impact on the cost of the project.

Go back to the development team and discuss which second milestone requirements can be performed in the first quarter.

A project team is conducting sprint planning. At the end of the sprint, the product increment must be deployed on a customer's site. The product owner received an email from the account manager that the customer may not be ready to install the new version of the product. What should the project manager do?

Contact the customer's project manager.

Ask the sales team to inform the customer.

Ask the product owner to inform the customer.

Contact the customer's technical lead.

A project development team is located in different areas around the world. Last week, a very important release was delayed because one of the developers did not respond on time to an email that was sent to everyone. The developer seems to have missed reading the email. What should the project manager do to avoid these situations?

Review the communications management plan.

Review the stakeholder engagement plan.

Review the resource management plan.

Review the risk management plan.

During a sprint, one of the team members found an issue. According to the team member and the product owner, the issue has a higher level of importance than the other features of the sprint, but is not a roadblock to completing it. What should the project lead ask the project team do?

Follow the sprint plan by delivering the features established for the sprint and prioritize the issue in the backlog.

Avoid the temptation to make any changes and address the issue in the next sprint.

Submit the issue to the change control board (CCB) to evaluate and formally approve a plan to address it.

Address this issue only as it has a higher priority than the remaining features of the same sprint.

An external project manager is managing the construction of new corporate offices for a large company. The project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component. The client has rejected hiring the external resource because of the high cost, even though it is within the project budget. What should the project manager do to resolve this issue?

Evaluate the consequences and meet with the client to explain the possible scenarios.

Try to accomplish the task internally by leveling resources from other projects.

Ask the client for a meeting and explain that the task will not be performed.

Hire the resource in order to achieve the project objectives.

In a daily standup meeting, a project manager notices that a team member's reports include incomplete tasks with no impediments. A colleague informs the project manager that this team member is experiencing a personal issue. What should the project manager do?

Coach the team member on how to keep work and personal issues separate.

Ask the human resources (HR) manager to speak with this team member.

Reallocate this team member's tasks to others for the immediate future.

Understand the team member's personal issue and offer them support.

In a project, one team member has been asking for directions and what actions to take on many tasks. As a result, the team member has performed slowly in project delivery. What should the project manager do to help this team member?

Empower the team member to make decisions.

Assign another senior team member to coach the team member.

Address the team member's performance accordingly.

Mentor the team member on a regular basis.

A project manager has noticed that a critical team member is consistently arguing with a client. This has started to have a negative effect on the meetings. How should the project manager address this?

Explain the impact of the scenario to the project team member.

Talk to the client privately to highlight the situation.

Remove the project team member from all future meetings.

Recommend a performance improvement plan to the project team member.

A company plans to initiate a project involving a new technology. Approval for the project is required. What should the project manager do?

Review the cost and schedule baselines for execution.

Define change management for the new technology.

Identify the risks in implementing the new technology.

A project manager is performing the role of scrum master for a team of developers. There is a conflict among the developers, generated by differences in how a feature can be delivered. The project manager organized a few spikes to resolve this conflict. What should the project manager do next?

Allow the team to decide on their own which option should be implemented.

Organize a multivoting event to achieve consensus of the whole team.

Organize more spike events until consensus of the team is reached.

Ask the project sponsor to decide which option should be implemented.

In the middle of a software development project, the lead design programmer accepted an offer from a competitor. The project manager needs to find a replacement to meet an upcoming milestone. What should the project manager do?

Consult the risk response plan.

Issue a request to the change control board (CCB).

Assign the tasks to another team member.

A project manager notices a conflict in the team on both technical and interpersonal levels during the execution phase of a project. What should the project manager do?

Hold a team meeting to understand and address the conflict.

Schedule a monthly meeting to handle all project conflicts.

Address the conflicts during the lessons learned session.

Hire an external consultant to lead an organizational intervention.

In an agile project, the team decided to have a rotating group of facilitators for the daily scrum. Overall, most of the facilitators have grown and done well in this role; however, a few of them tend to run inefficient daily scrums. What should the project manager do next?

Praise the team for self-organizing and growing, then work one-on-one with the facilitators, as needed.

Return to using the scrum master as the facilitator for the daily scrums now that the trial period is over.

Ask the facilitators who are doing well to continue and recommend that the others stop facilitating.

Retrain all team members on daily scrum facilitation to ensure there is consistency in the approach.

A project manager discovers that the project team is spending a large amount of time delivering several reporting formats for the same project updates to multiple stakeholders. What should the project manager do to reduce the time spent on these activities?

Segment the types of communications to be delivered to different stakeholders.

Update the communications management plan to remove less influential stakeholders.

Delegate all of the stakeholder communications activities to a project team member.

Hold biweekly status meetings to deliver information to all stakeholders at once.

A project manager has been transferred to another country to work on a key project. The project manager successfully completed the planning phase and has started the execution phase, reporting good progress. During the last meeting with the project sponsor, the project manager was told that some stakeholders have complained that the project manager's emails are very harsh. What should the project manager do to solve this situation?

Adjust the communications management plan to gain stakeholder trust.

Determine the level of influence of the stakeholders who are complaining.

Change the communication mode from emails to meetings to reduce stakeholders complaints.

Explain to the sponsor that the communication model being used is from company headquarters.

When trying to track project benefits, a project manager realizes that some key performance indicators (KPIs) are not yet defined. What should the project manager do?

Coordinate with the benefit owner to track and collect the missing data and build the KPIs.

Forward the issue to the benefit owner and ask them to collect the missing data and build the KPIs.

Work with the business analysts to track and collect the missing data and build the KPIs.

Ask the program manager to track and collect the missing data and work to build the KPIs.

A project manager is assigned to work on a complex and innovative project. The technology being used and developed is new and complicated, and most of the stakeholders are unfamiliar with it. Which approach should the project manager use as a servant leader?

Allocate resources to provide training about the new technology to the stakeholders.

Escalate the issue with upper management to find a novel solution for this situation.

Contact the project sponsor to get those stakeholders removed from the project.

Ask stakeholders to find and self-fund education about this new technology.

A project is in the start-up phase of the project life cycle. The project team consists of 20 people from five different countries. The project team is scheduled to have quarterly face-to-face meetings. However, due to unforeseen circumstances, no face-to-face meetings can occur. The project manager is concerned that the team may not be able to fulfill their individual roles without face-to-face meetings. What should the project manager do in this situation?

Utilize virtual teams for meetings and deliverables.

Use the contingency reserve and subcontract the work.

Review the risk register for this unforeseen circumstance.

Ask for an extension of time on the project deliverables.

A key project stakeholder does not attend any of the project meetings and is providing false information that the project team is not delivering on time. What should the project manager do to address this situation?

Discuss communication needs with the key stakeholder.

Email the latest status report to the key stakeholder.

Create a new communication artifact for the key stakeholder.

Share the meeting recordings with the key stakeholder.

A project manager encounters a governance issue during the project execution phase. One of the team members complains about receiving assignments from multiple people and states they are not able to work effectively. What should the project manager establish first in the project governance structure?

Clear responsible, accountable, consult, and inform (RACI) matrix

Clear project work breakdown structure (WBS) and timeline

Resource management and conflict resolution plan

Risk management and issues resolution plan

A project manager has been asked to participate in the procurement process for a software application that allows customers to buy online elearning courses. The project manager will take over the project once the supplier has been sourced. What should the project manager do before the project starts?

Ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement.

Ask the project sponsor to involve the legal department in the negotiation for the project agreement.

Notify the project sponsor that the project manager cannot be involved in the agreement negotiation process.

Inform the project sponsor that once the agreement has been signed, there cannot be any changes to the scope of the project.

A company is about to start a complex research project. Due to the level of uncertainty, the project manager recommends the use of a hybrid approach; however, the organization only has experience with predictive projects. How can the project manager strategize the use of a hybrid approach to the organization?

Present the benefits of a hybrid approach to key stakeholders to get their support.

Submit a notification to the project team confirming they will be using a hybrid approach on the project.

Send a letter to the project management office (PMO) requesting to use a hybrid approach.

Create a project change request to execute the project using a hybrid approach.

During project implementation, one team finds out that a key project deliverable was not budgeted. What should the project manager do first?

Meet with the team to discuss alternatives.

Escalate the issue to the project sponsor for resolution.

Hold the team accountable and ask for an immediate solution.

Remove the deliverable from the project scope.

During the final stage of the launch for a new design, team members are having a conflict about some features of the design. What should the project manager do?

Call a stakeholder meeting along with team members and seek consensus.

Ask stakeholders to reduce the scope in order to meet project deadlines.

Ask the project sponsor to make the decision about the design features.

Review the design with the team members and propose a new launch date.

An agile team is developing a new content management system. Some of the team members are struggling to deliver certain features since they have never worked on this type of solution. What should the project manager do?

Encourage the team to hold a knowledge-sharing session in each iteration.

Ask the team to read through all of the available system documents.

Encourage the team members to make changes directly in the system.

Replace the members with new members who understand the system.

Key decision makers are meeting to define the objectives of a new database migration project. There are many disagreements about scope and time lines among the leaders of various company departments. How should the project manager impartially prioritize the requirements to be integrated?

Rank the requirements with the highest benefit-cost ratio as more important.

Retain only requirements that result in profitable revenue growth.

Ensure the CEO selects the requirements from all department leaders.

Give each department a fixed budget that will cover ten requirements.

An agile team is required to address a technical, complex requirement that has no visual deliverable to show the customer. What guidance should the product manager provide to improve the requirement development?

Discuss this with the team and reprioritize the backlog to deliver maximum value by including a portion of the complex work.

Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on later in the project.

Allow the team to focus and complete the complex work because it will reduce the risk of finding issues later in the project.

Inform the customer that there will not be any deliverable due to the complexity involved in the requirement.

A project manager is leading an electrical project that spans five towns. The project manager is informed by the team that one of the towns is not allowing the team to work there even though the town was included in stakeholder engagements before the start of the project. What should the project manager do?

Engage with the town's authorities to discuss the reason for the change in commitment and agree on a solution.

Instruct the team to move to the next town and continue the project to avoid further delays.

Change the project scope and seek approval to exclude this town from the overall project.

Retrieve all minutes of stakeholder engagements and send to the town as a reminder of their commitment to the project.

A government agency is developing a new connectivity policy. The assigned project manager is a famous economist with international recognition. The team is eager to work with the project manager, but feels intimidated. The project manager realizes that a junior economist, whose tasks are behind schedule, is especially intimidated by the situation. What should the project manager do first?

Consider organizing paired work sessions for the junior and senior economists.

Reassign some of the junior economist's tasks to other economists.

Evaluate the performance of the junior economist in the upcoming months.

Request to replace the junior economist with a more experienced economist.

A project is halfway through its execution phase. The quality specifications for the project deliverables are formally accepted. However, a key stakeholder is dissatisfied, stating that the deliverables do not meet the quality specifications. What should the project manager do in this situation?

Review the requirements traceability matrix and conduct inspections.

Inform the project sponsor of the stakeholder's dissatisfaction.

Document the issue in the issue log and send a report to management.

Notify the stakeholder that arbitration procedures will be followed.

A team is finishing the third release to present to the stakeholder as part of a demonstration. The company that subcontracts the developers has communicated that there is a cash flow problem and the company will not be able to provide the same resources for the next iterations. What should the project manager do next?

Analyze the impact against the release plan if the blocker is not addressed.

Create a risk register to track the risks and request additional budget.

Project Management Quiz

Authored by Minh Vũ

Information Technology (IT)

Professional Development

Used 1+ times

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48 questions

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MULTIPLE CHOICE QUESTION

30 sec • 1 pt

A project manager is leading a large public project that will have a high impact on the town's citizens. How should the project manager define the different requirements?

Analyze the interests and influence of stakeholders and evaluate their requirements.

Include only the key requirements and keep the stakeholders informed about scope decisions.

Add only the opinions of the team, because they know the objectives of the project.

Include only the common requirements of each stakeholder group in the project goals.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

A project manager is assigned to a regulatory project for their country. The deadline for delivering results in compliance with the new laws is very tight, and the project team members have not yet been assigned. One of the project manager's peers informs the project manager that a project with the same scope for a different country was completed 1 year ago. What should the project manager do first?

Review organizational process assets (OPAs) and perform analogous estimating.

Ask for additional resources and review the project estimate.

Complete a bottom-up estimation for the project activities.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The team lead on a project has left the organization and management wants to promote engineer A to this position. The project manager is confident that selecting engineer A will add problems to the project and believes that engineer B would better fit this role. The project manager discussed all of the arguments with management but their decision remains unchanged. What should the project manager do?

Promote engineer B instead since the project manager has the authority to make this decision.

Help engineer A to become familiar with this new role and ensure engineer B stays motivated.

Coach engineer B to be prepared to perform this role if and when engineer A fails.

Request management approval that engineer B will be promoted if engineer A fails in this role.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

A project manager has been assigned to a new project that will be delivered using an agile framework. The sponsor is asking for a cost estimation to build the business case. What should the project manager do?

Ensure the client representative is involved in the estimation.

Ensure that a 20% contingency is included in the estimation.

Review the completion costs of similar projects.

Review the lessons learned from similar projects.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

A company is interested in reducing production costs in one of its production lines. When the project charter was about to be approved, one of the key stakeholders questioned the project's value and caused a delay in the approval. What should the project manager have done to avoid this setback?

Developed benchmarking

Assessed feasibility and impacts

Detailed the project charter

Analyzed stakeholders

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The project manager just started leading a project team from which the previous project manager resigned. After a quick evaluation of the project, it is apparent that team morale is low due to continuous disagreement about how to complete tasks. Tasks are taking longer than forecasted and the project is off schedule. What should the project manager do?

Conduct a meeting with the project team to discuss and address the sources of disagreement.

Crash the project timeline to ensure the project is back on schedule.

Inform the stakeholders that the project will be delayed due to previous team management.

Issue a change request to extend the project schedule based on identified delays.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The deliverables of a project have been completed. However, the stakeholders did not approve the deliverables, because they did not cover the needs of the business. Which actions should the project manager have taken to avoid this situation?

Defined the project management plan and ensured it met the project objectives and business needs.

Ensured that the stakeholders participated in the daily meetings to confirm that the project was developing correctly.

Provided and explained the sprint backlog at the beginning of the project to the stakeholders and project team.

Requested that the team change the frequency of the deliverables in the development phase to obtain earlier feedback.

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