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WorksheetsPMI SH - Build and Lead a Team (0.5)
Total questions: 30
Worksheet time: 15mins
During the team meeting, two of the team members who worked on the same tasks are arguing about who is at fault for the task being late. None of them want to be perceived as the one who caused the delay.
What is the most likely cause of this issue?
Conflicting Priorities
Unclear Responsibilities
Personal Competition
Personnel Selection
An organization has decided to implement agile and a project manager with Scrum Master has been selected to coach the project team to understand agile delivery. One of the team members asks the project manager what servant leadership hierarchy means.
How should the project manager respond?
Team members are supposed to serve their manager.
Managers are supposed to serve their team members.
Clients are supposed to serve the team members.
Team Members are supposed to serve their clients.
Which leadership behavior is least likely to boost motivation in an Agile project team?
Instruct the team to immediately use a new productivity tool.
Ask the team to vote if a new work method should be adopted.
Assign individual team members to the tasks in the backlog.
Ask for a volunteer to run a customer satisfaction survey.
A hybrid project has the following characteristics:
It is in the early stages.
It has a brand new team.
The project manager will be very busy executing other projects during the first two weeks of the project.
During this early stage, how should the project manager develop the new project team?
Ensure the team understands self-organizing principles.
Plan and host several team-building events to normalize the team.
Provide daily project status updates to keep the team informed.
Get to know each team member through one-on-one conversations.
After success in a particulary challenging project phase, a project manager reassigned a high-performing team member to a more strategic task.
This is an example of what?
Recognition
Risk acceptance
Mentorship
Scope change
An organization is developing a new product. What should the project manager of this development do first to improve the success of the project?
Work with the project management office (PMO) to develop a detailed project schedule.
Work with the marketing team to conduct an impact analysis to identify the target market.
Work with the project sponsor to define the project vision and overall initiative.
Work with the stakeholders to identify the appropriate project team members.
A new graduate recently joined a mature agile R&D team. A mentor, assigned to work with the graduate, is overwhelmed by the extra workload. Team performance and motivation are dropping.
How can the project manager help with this situation?
Maintain a laissez-faire leadership style with the team, but use a transactional style to give firm guidance to the graduate.
Ask the mentor to use a collaborative servant leader approach to perform the usual duties along with the mentor role.
Cancel the mentor plan and focus on keeping the graduate motivated by learning through an intensive immersion.
Ask three more team members to share the mentor role in order to reduce the individual mentor workload by 75%.
A chief technology officer (CTO) is enthusiastic about an organization's recent adoption of servant leadership practices. The CTO requests that all project managers apply servant leadership practices, but seems to be unsure of the practical applications.
Which statement below best represents how the project manager should respond to the CTO's request?
Explain that servant leadership can be adapted and applied to any project situation.
Remind the CTO that servant leadership is more suited for projects using agile methods.
Clarify that servant leadership practices typically focus on the client's preferences.
Affirm that servant leadership only works for projects with substantial resources.
During the execution phase of your project, a Resource Manager informed you that one of the experts allocated to your project had to be motivated in order to perform very well.
What would be the recommended actions to address this issue?
Remind the functional manager that is his duty to motivate his team
Remind the team member that there are penalties for bad behaviours.
Remind the team member that there are financial incentives for the team.
Remind the team member their important role and how it will be rewarded.
To handle a change in requirements, a project team needs to be motivated and flexible to reprioritize tasks. What leadership style would help the team to perform well in changing and uncertain conditions?
A collaborative approach will boost motivation, learning, growth, and innovation around a project vision.
A directive approach will boost team confidence by ensuring that team members only work on the tasks suited to their qualifications.
A collaborative approach will ensure that project procedures are well-documented and complete enough to cover all situations.
A directive approach will prepare the team for frequent changes by adapting the project vision to new directions.
Project managers should wear a leadership face and drive the project team to achieve the expected deliverables. What qualities should a project manager have?
(Choose 3).
A.Lead
Ethical
Adapt
Aggressive
Empower
At the midway point of a project, the project manager was informed of a market movement that would make the project results useless to the client. This information could cause the project to be cancelled or at least a big change on the scope and desired outcome.
What should the project manager do next?
Prepare all status reports and demos to keep the client focused on the project execution that has been successful.
Have a transparent discussion with the project sponsor, offering support on the strategy evaluation if needed.
Continue working on the project execution, as the business strategy is not responsibility of the project manager.
Halt the project immediately, as the project manager knows it will be useless to the client.
Which statement correctly differentiates management from leadership?
Managers ask how and when; leaders ask what and why.
Managers focus on long-term goals; leaders focus on short-term goals.
Managers challenge the status quo; leaders accept the status quo.
Managers inspire trust; leaders rely on control.
A functional manager questions whether certain aspects of a project are in compliance with the project's goals. Which document should the project manager review to address the functional manager's concern?
Statement of work (SOW)
Project charter
Project management plan
Project management information system (PMIS)
A project manager is not sure if the team has the critical skills needed to implement a key feature of an upcoming deliverable. In order to mitigate the risk of sprint failure, what should the project manager do?
Ask for support from the sponsor to replace the low performers with new team members with a specific skill set.
Negotiate with the stakeholder to postpone this key feature to a later release while figuring out a better alternative.
Identify the potential skill gap and propose a strategy to address the gaps with training, mentoring, or coaching.
Embrace the risk, accept the sprint failure, and try to motivate the team toward better performance in the future.
What are the four team-building leadership styles?
Visionary, affiliative, coaching and participative
B.Visionary, affiliative, coaching and pace setting
C.Visionary, affiliative, coaching and directive
Visionary, affiliative, coaching and high waters
A team lead is assigned to an ongoing project. The team members have been working together for a while.
How should the team lead start building relationships?
Distribute tasks and observe the quality of the deliverables.
Talk about personal preferences and make sure the team understands your approach.
Ask some team members to share information about other members to become familiar with the team.
Ask the team members directly about both personal and work-related matters.
A team member is hosting an event and invites several colleagues through their work calendars. Another team member, who was not invited to the event, is noticeably distracted during several standup meetings.
What should the project manager do?
Ask the individual who is hosting the event to mark it as private.
Set up a meeting with the distracted team member to discuss any issues.
Ask the individual who is hosting the event to use private communication methods.
Add a social events section to the charter to handle these situations.
In the company cafeteria, a project manager overhears an unengaged stakeholder mocking the style of language used in the project manager's status report.
What should the project manager do?
Meet with the stakeholder privately to find out how to make communication more engaging.
Ask the company's public relations officer for tips on how to make written communications more captivating.
Stop sending the status reports to the stakeholder and use only direct email to communicate with them.
Update the project social contract to prohibit disrespectful communications when referring to project members.
During the weekly meeting, team members are reviewing the tasks assigned by the Project Manager. A few team members are complaining that there is not enough information to estimate how long it will take to complete the work.
What is the most likely cause for this issue?
Project objectives are not clearly defined
The business environment is very dynamic
Internal competition between team members
Roles & Responsibilities are not clearly defined
After an organization trained and implemented a new mandatory project management software application for all project staff, the project manager noticed that several team members show low levels of commitment to the new software.
What is the cause for this?
Fear of the unknown
Lack of required skills
Lack of clear project vision
Too much communication
Question
A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams.
What should the project manager do?
Accept the risk of the project missing deadlines due to the mismatch.
Provide appropriate training to compensate for the mismatch.
Update the project schedule to reflect the delay.
Emphasize to the teams the importance of meeting the agreed deadlines.
A project manager leads two highly motivated teams who typically work on 3-4 concurrent short projects with tight deadlines. Recently, communication, morale, and project performance have declined across teams and the project manager wants to improve team effectiveness and project success.
What should the project manager do first?
Implement a new collaboration tool to facilitate communication between both teams.
Conduct individual performance reviews to identify and address performance issues within each team.
Organize team-building activities to increase team cohesion and boost morale.
Facilitate open communication sessions to identify and address underlying challenges.
A project manager notices schedule performance issues due to the expertise levels of project resources. Some experienced resources check unnecessary details, and some junior-level resources take a long time to complete tasks. What should the project manager do to help the team enhance their performance?
Identify each individual's knowledge gaps and address those gaps through training.
Note this in the risk register and address this with the team during a retrospective session.
Inform the sponsor that the deliverable will not be available on time due to insufficient expertise.
Meet with human resources to have them address the individuals that are missing skills.
A newly formed team has become accustomed to agile practices. The project lead has noticed that while they are performing according to expectations, there is boredom with daily team practices among many of the team members.
What should the project lead do in this situation?
Allow the team to self-organize and have them analyze the situation in their retrospective session and self correct.
Challenge the team to find new ways to achieve higher levels of performance to improve the situation.
Speak with individual team members to determine what they would like to do to improve the situation in the team.
Have the team inform senior management of the situation and ask for recommendations.
A project manager wants to motivate their team members and improve project performance.
Which approach is most likely to be effective?
Reward all team members equally with formal awards to publicly recognize their achievements.
Implement initiatives based on the project manager's understanding of what motivates others.
Delegate motivation to team members, assuming they are professionals who self-motivate.
Offer a diverse range of motivational incentives tailored to individual team member needs.
An executive stakeholder has crucial decision power on the execution and success of a project. How should this stakeholder's importance be reflected in the stakeholder engagement plan?
Describe the executive's support level, expectations, risk threshold, and appropriate communications for various project needs.
Rank the executive in an organizational chart and illustrate any affinities or hostilities with other stakeholders.
Label the executive as "supportive" and ensure that email, phone numbers, and absence/vacation times are up to date.
Describe the executive's involvement in similar past projects in order to decide the appropriate engagement level on a case-by-case basis.
Members from an agile team have been consistently tardy for stand-up meetings and are not meeting project target dates. The project leader assumes the issue may be difficulty with self-managing tasks within the team.
What action should the project leader take?
Aid the team to construct an agreement amongst them that details coveted behavioral norms.
Convene with the team to review the issues and detail actions to solve them.
Adopt a higher leadership role and set an example for the behavior needed.
Assemble agile and time management training for the team to complete.
A project team has successfully completed a project. The same team and three new people start another project led by a new scrum master.
How will the new scrum master lead?
High directive, high supportive
Low directive, high supportive
High directive, low supportive
Low directive, low supportive
A new project manager is assigned to lead an agile project. The project manager wants to use motivation to encourage the team to perform well throughout the project.
What should the project manager do?
Implement a reward system aimed to keep the team engaged and motivated.
Use the management reserves to fund some team-building activities.
Inflate project estimates to provide a financial buffer for team activities.
Ask project sponsor to fund more for team building activities.
