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WorksheetsPMP F2 Examsim
Total questions: 175
Worksheet time: 2hrs 44mins
Name
Class
Date
1.
During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of this approach has been proven in past projects inside the organization.
What should the project manager do first?
a)
Confirm team capabilities before introducing adaptive tools and artifacts to the project.
b)
Contact the project sponsor and request new team members who are familiar with adaptive projects.
c)
Freeze the design stage and look for an external resource to run iterative design at extra cost.
d)
Update project documents to include adaptive tools and artifacts and plan the first iterative session.
2.
The project manager needs to survey the necessary parties to reach a consensus and build a common vision for the project. To achieve better results, who should be engaged in the development of a common vision strategy?
a)
The client and the delivery team
b)
The delivery team and the project sponsor
c)
The project team and the stakeholders
d)
The project owner and the client
3.
During a status meeting, a team member alerts the project manager that the delivery timeline for a component prototype is unattainable due to the unanticipated complexity of the requirements. After confirming the impending delay, the project manager must take action to address the situation.
How should the project manager address this issue? (Choose two)
a)
Identify the extent to which the complexity will impact the rest of the project.
b)
Delegate prototype development to a more experienced team member.
c)
Allocate additional funding to the development budget to expedite delivery.
d)
Assign additional resources to prototype development and proceed as planned.
e)
Prioritize the requirements and concentrate on the most important ones.
4.
A project manager is working on a deployment project to replace some equipment that will soon become obsolete. A review of the schedule and cost has revealed that a 5-month delay is likely.
How should the project manager address risks from the delay?
a)
Analyze the business impact in order to reprioritize the deliverables.
b)
Request to negotiate with the vendors for a longer support period.
c)
Ask to order new equipment immediately so there will be no support issues.
d)
Acknowledge these constraints and take them into account when planning.
5.
During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not follow the plan. They performed tasks by personal preference, without communicating with the project manager. The senior team member is an expert and a critical resource for the project.
How should the project manager address this?
a)
Discuss this with the resource personally, then update the resource management plan if necessary.
b)
Discuss this with the functional manager, then update the resource management plan if necessary.
c)
Discuss this with the functional manager, then update the team charter if necessary.
d)
Discuss this with the resource personally, then update the team charter if necessary.
6.
The government of a country intends to construct a multibillion-dollar railway across three major cities and hires a contractor to oversee construction. The project's design will be finalized within a few months of signing the contract, but the government has time constraints and expects the project to be completed within 24 months. The project manager wants to ensure a balanced distribution of risk between the government and the contractor.
Which two techniques should be considered during the development of the project management plan? (Choose two)
a)
Fixed-price increments
b)
Not-to-exceed time
c)
Early cancellation option
d)
Dynamic scope option
e)
Graduated time and materials
7.
A project manager is working on a project charter and discovers that two key stakeholders are transferring to other departments and replacements have not been identified yet.
What should the project manager do next?
a)
Put the project on hold until the replacements are identified.
b)
Involve senior management to resolve the challenge.
c)
Obtain support from the project sponsor to continue the project.
d)
Perform an impact analysis of the possible delays.
8.
A project manager is assigned to take over an ongoing project. During the quality review, the team discovered that 40% of the deliverables have defects and require rework, with an expected worsening trend.
What should the project manager's first step be?
a)
Evaluate the cost of the rework.
b)
Review the quality management plan.
c)
Review the user stories.
d)
Perform a root cause analysis.
9.
A project manager is beginning a new financial software project in a very competitive environment. The regulations for compliance are clear, but the requirements are not clear. The customer stresses that they need results as soon as possible.
Which implementation approach should the project manager choose for this project?
a)
Repeating and refining project phases in multiple iterations.
b)
Progressing through a linear sequence of stages.
c)
Embracing change and focusing on delivering value.
d)
Focusing on delivering the project in multiple increments.
10.
The research and development team is planning to build a new facility that will focus on improving existing products the organization has developed. It will be a multi-year initiative.
What should the project manager do first?
a)
Develop a scope management plan that will focus on the expected objectives of the initiative.
b)
Develop a business case document that covers the return on investment (ROI) of the initiative.
c)
Develop a resource management plan to cover resources and contingency planning.
d)
Develop a communications management plan to address stakeholder needs.
11.
In order to reduce procurement time during a bidding process, a project manager decided to contract the additional work to a current contractor. The other bidders are complaining about this decision because they think that the process lacked transparency and fairness.
What should the project manager have done to prevent this?
a)
Invited all potential bidders to a meeting.
b)
Awarded the contract without negotiation.
c)
Followed the company's bidding procedure.
d)
Shared the project objectives with all bidders.
12.
A project manager is preparing to start a project and notices that the project team is having difficulties communicating and collaborating. The team has never worked together before. The project manager wants to understand each individual's behavior and tailor the leadership style to create a more effective team environment.
Which tools or techniques should the project manager use in this situation? (Choose two)
a)
Personality assessments
b)
Weekly teleconferences
c)
One-on-one coaching
d)
Technical assessments
e)
Cultural assessments
13.
A project manager oversees an agile project with an experienced project team. The project manager does not typically attend the daily stand-up meetings, but they sit in on them from time to time. After attending one particular meeting, the project manager noticed that the meeting was not productive.
What should the project manager do to improve the situation?
a)
Analyze the dynamics of these meetings, remove impediments, and provide feedback.
b)
Ask the team to send meeting minutes to the project manager after each daily meeting.
c)
Start attending daily meetings to promote a better collaboration effort with the team.
d)
Delegate the responsibility to the product owner to facilitate future daily review meetings.
14.
A project manager conducted an analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. Several key stakeholders missed the analysis session and their input was not included in the analysis.
What is the main consequence of stakeholders missing the analysis session?
a)
Formal approval of project change requests is delayed.
b)
Stakeholder dissatisfaction with key project deliverables.
c)
Conflict in subsequent phases of the project may result.
d)
D.Inconsistent input on benefits from key stakeholders.
15.
In the middle of a project, the project manager realizes that a specific set of skills is needed to complete project development. Unfortunately, none of the team members possess the necessary skills.
What is the first step the project manager should take to address this issue?
a)
Reorganize the project team to include people with the necessary knowledge and skills.
b)
Review the timeline and budget to consider training, outsourcing, or other alternatives.
c)
Organize adequate training for the project team to close the knowledge gap.
d)
Search for alternative ways to achieve project objectives without the required skills.
16.
A project manager has received quotes from two vendors for the same parts. Vendor A has informed the project manager that they fulfilled a similar order two months ago at a price that was 2% under the original planned cost. Vendor B has a history of on-time delivery but has announced a price increase.
How should the project manager evaluate this situation?
a)
Review the agreements and procurement documentation for Vendor B to force them to keep the original pricing.
b)
Evaluate the contract clauses to reduce the orders from Vendor B, and buy them from Vendor A to improve project indicators.
c)
Use the metrics from Vendor A to request better pricing from Vendor B, keeping both providers as a risk mitigation strategy.
d)
Review the work performance information of both vendors against their contracts to find the preferred supplier.
17.
During the first few days of executing a six-week project, an impediment is discovered by the project team. The project manager worked with the team to develop and implement a strategy to resolve the issue. Afterward, the project manager discovers that, as a result, the project can now be completed in only three weeks.
What should the project manager do?
a)
Work with stakeholders to determine the best course of action.
b)
Change the project scope to include additional deliverables.
c)
Maintain the original six-week timeline and milestone schedule.
d)
Reallocate the team to other projects to maximize efficiency.
18.
During a software development project, the team realized that several features failed to comply with quality requirements. After receiving instructions to fix the issues, one team member becomes frustrated, claiming that unclear requirements are causing the issues. Other team members argue that negligent testing is the real cause of these issues. The testers blame poor coding quality.
What should the project manager do?
a)
Support the project team in a retrospective to identify the root cause of the quality issues.
b)
Remove the most frustrated resource from the team as the confusion is impacting team motivation.
c)
Perform a quality review in each stage of the development life cycle to identify quality issues.
d)
Discuss the issue with the management team to identify possible solutions to improve quality.
19.
A project manager is delivering a complex project for a client who has their own project manager. The client's project manager is the sole decision maker for the project but is not the delegated financial authority. For every financial decision, the client's project manager must seek approval from a higher authority. This additional step has caused significant impacts on resource management, cost, and time of project delivery.
How can the project manager resolve this problem?
a)
Raise this problem in the quarterly project status report.
b)
Add the problem to the lessons learned report.
c)
Escalate the problem to the project steering committee.
d)
Discuss the problem with the client's project manager.
20.
An organizational transformation project has two workstreams running in parallel between corporate headquarters and an overseas office. Before kick-off, the project manager is scheduled to meet the overseas office leader.
What should the focus of the meeting be?
a)
Informing the overseas office leader of the project's strategic value, key deliverables, and their expected involvement.
b)
Reaching an agreement on the choice of procurement strategies to be employed by the overseas office.
c)
Assisting the overseas office leader in communicating with the corporate headquarters staff about the project.
d)
Identifying and assigning a subject matter expert (SME) to represent the project at the overseas office.
21.
A company has decided to utilize a diverse international team that will work virtually. This will be the first time that the team is working together. The project manager is creating a communication plan for the project. What should the project manager do in order to build an effective project communications management plan?
a)
Study the impact of cultural differences on communication.
b)
Implement a one-way email push communication method.
c)
Create a cloud-based resource folder for the project team.
d)
Appoint a skilled communications manager for the project.
22.
While reviewing progress in the middle of an iteration, the scrum master points out a major risk due to a user story dependency.
What should the project manager do next?
a)
Update the product backlog.
b)
Update the project charter.
c)
Update the risk register.
d)
Update the issue log.
23.
A project manager is experiencing issues with the functional manager of a project team member. The functional manager has given the team member another assignment and has told the team member that the previous project should be a lower priority.
What should the project manager do?
a)
Escalate the issue to senior management.
b)
Communicate the importance of the project to the team.
c)
Refer the functional manager to the project charter.
d)
Request additional resources for your project.
24.
During the testing phase of a technical project, the project manager discovers some issues with the final product and subsequently learns that after negotiations, important product features were excluded from the contract's scope in an effort to minimize costs for the client.
What should the project manager do to resolve the issue?
a)
Escalate the issue to the sponsor to make a decision to redefine the scope and solve the problem.
b)
Work with the client to negotiate and ensure the inclusion of the missing crucial features in the project.
c)
Continue with the project as planned and register the contract scope issue in the issue log.
d)
Review the lessons learned to find a solution for contract negotiation and scope issues.
25.
A project manager realizes that an email intended for a specific team member has been mistakenly sent to the entire global project team. This email contains critical feedback regarding a recent incident. What should the project manager do next?
a)
Ignore the mistake and assume that team members will understand the situation.
b)
Acknowledge the mistake and apologize for any unintended consequences.
c)
Request that the unintended email recipients delete the message without reading it.
d)
Send a private message to the team member apologizing for the critical feedback.
26.
A stakeholder complains that a product component is not easy to use. What should be the immediate next step for the project manager?
a)
Check if the component meets the design and performance specifications.
b)
Collaborate with the stakeholder to confirm the acceptance criteria for the product.
c)
Ask a user experience expert to meet with the stakeholder and explain the component design.
d)
Raise a change request according to the stakeholder’s requirement concerns.
27.
A developer has completed the deliverable for a feature. The product owner is not sure how to assess the quality of the deliverable.
Considering that the project is using an agile approach, what kind of tool or technique should the product owner use?
a)
Expert judgment
b)
Decision making
c)
Demonstrations/reviews
d)
Checklists
28.
An experienced project manager is mentoring a new project manager assigned to their first project. As the new project manager prepares for the project, they are overwhelmed by the number of stakeholders identified by the team.
What should the experienced project manager tell the new project manager to do next?
a)
Perform a stakeholder analysis to determine the relative importance.
b)
Categorize key stakeholders using a workbook register.
c)
Update the communications management plan with stakeholder preferences.
d)
Prioritize stakeholders based on the stakeholder register.
29.
A project manager has been assigned to an existing agile team and is preparing for an upcoming project. The last project that the team worked on was so successful that a senior stakeholder requested that the team use the same governance structure for the new project.
What should the project manager do next?
a)
Consult with the project management office (PMO) to gain their insight on governance for the project.
b)
Collaborate with the team and the senior stakeholder to discuss tailoring the existing governance
c)
Inform senior management that the same project governance can be used for the new project.
d)
Request that the senior stakeholder discuss all governance-related concerns with the product owner.
30.
The tables show the requirements for an agile project with the anticipated return on investment (ROI) and identified project risks, along with the analysis details.
What should the priority order be in the risk-adjusted product backlog?
a)
Requirement 3, Requirement 1, Requirement 2, Risk 3
b)
Risk 3, Risk 1, Risk 2, Requirement 3, Requirement 1, Requirement 2
c)
Requirement 3, Risk 3, Requirement 1, Requirement 2, Risk 2
d)
Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2
31.
During sprint planning, an agile team and product owner identified that the team should be able to finish five user stories. However, during the sprint, the team worked on more than five stories but did not complete any stories at all.
What should the project manager do?
a)
Clarify priorities with the team.
b)
Create smaller stories in the future.
c)
Review the definition of done (DoD).
d)
Update the product release plan.
32.
During initial project planning, a project manager was informed that a team member had been exclusively allocated to the project. Halfway through the project, the team member was assigned to another project.
What should the project manager do?
a)
Discuss the impacts on project delivery with the functional manager and develop an appropriate course of action.
b)
Register this as a risk in the risk register and implement the appropriate response.
c)
Ensure that team members are cross-trained on all project tasks to increase the potential value of the project outcome.
d)
Escalate this issue to the project sponsor to develop an appropriate course of action.
33.
A project manager is preparing for an organization-wide software system replacement project that will have a significant impact on business operations. It is crucial to provide training to ensure that everyone within the organization can effectively use the new software system, but training resources are limited. What is the most effective action the project manager should take to ensure successful training for all organization members?
a)
Incorporate a detailed training and coaching component as a project deliverable.
b)
Determine the specific needs and requirements of different user functions.
c)
Recruit additional trainers to ensure adequate training coverage throughout the organization.
d)
Prioritize training efforts by identifying which features are most essential.
34.
A stakeholder on an agile project has attended the sprint demo where the team shows the minimum viable product (MVP) as defined by the product owner. During the session, the stakeholder complains that there were no release notes or technical product guides provided.
Which two actions should the project manager take? (Choose 2)
a)
Explain that technical product guides are not part of the agile process.
b)
Tell the stakeholder to contact the product owner for documentation.
c)
Clarify the stakeholder's need for release notes and technical product guides.
d)
Acknowledge the stakeholder's concerns over missing documentation.
e)
Provide the release notes and technical product guides as soon as possible.
35.
A company is transitioning from a predictive to an agile project management approach. The project manager has noticed that team members have valuable ideas on how to improve productivity.
How can the project manager leverage these ideas?
a)
A.Make use of project retrospective sessions for discussions and learning.
b)
Use iteration planning to discuss and adopt new ways of working.
c)
Develop and share guidelines for team training and mentoring.
d)
Engage with the product owner to facilitate fast-tracking of the transition.
36.
During the execution of repair work, the root cause of the damage was discovered to be failures that occurred during the construction phase. The same contractor who performed the construction work is performing the repairs. Because of this, the CEO wants to negotiate with the contractor for a reduced price.
What should the project manager do?
a)
Negotiate with the contractor to cancel the repair work and pay compensation for the previous work.
b)
Negotiate the repair work with the contractor based on a shared risk-reward relationship.
c)
Proceed with the contractor without mentioning the issue since the previous work is already closed.
d)
Proceed with the contractor and subtract the amount paid for supervision of the previous work.
37.
Some of the project's materials have been ordered from overseas. The supplier notifies the project team that the materials will not reach the site on time due to a customs clearance delay that will affect the critical path.
What should the project manager do first?
a)
Ask the logistics team to arrange an expedited clearance.
b)
Revisit the risk register and implement the respective risk response.
c)
Identify the root cause of the delay and add it to the bid documents.
d)
Ensure the suppliers cover any additional costs due to the delay.
38.
During a daily standup, some team members realized they were not all prioritizing the requirements in the same way. This could impact the current iteration's goals.
What should the project manager do to resolve this issue?
a)
Schedule an iteration review session and update backlog priorities.
b)
Meet with the team and product owner to clarify priorities.
c)
Ask the project sponsor to redefine the prioritized values.
d)
Define priorities based on the urgency of requirements and risks.
39.
A team member with sufficient experience and knowledge informs the project manager about a conflict with another team member and asks for advice and assistance. The project manager schedules a meeting to discuss the conflict with the team members involved.
What should the project manager do during the meeting to resolve the conflict?
a)
Determine a resolution together.
b)
Mandate the solution unilaterally.
c)
Separate the team members.
d)
Identify who instigated the issue.
40.
Critical project equipment is being produced by an overseas vendor. A quality survey revealed noncompliance with some of the project specifications.
What should the project manager do next?
a)
Assign project personnel to oversee the vendor's facility to ensure compliance with the specifications.
b)
Review the production contract to determine if the referenced specifications were included.
c)
Schedule a workshop with vendor representatives to provide an overview of the project specifications.
d)
Schedule regular meetings with the vendor to personally control this situation.
41.
A project manager realizes that some newly hired team members have not been as productive as expected. The project has a very rigid timeline, and the lower-than-expected productivity issue is putting the project at risk.
What should the project manager do to address this issue?
a)
Provide additional training to the new team members.
b)
Conduct job shadowing within the project team.
c)
Institute project milestone completion incentives.
d)
Notify the team that productivity must improve.
42.
A project has a budgeted cost of $120,000. According to the schedule, 15% of the project should have been completed after one month. After a month, only 12% of the project has actually been completed.
What is the scheduled performance index (SPI)?
a)
0.6
b)
0.8
c)
0.9
d)
1.25
43.
A project manager is working on a new healthcare management application. One of the team members will be leaving the organization and a new team member is taking over their tasks. The new team member is concerned that several parts of the new application cannot be tested yet, despite sign-off by the outgoing team member. How should the project manager address this situation?
a)
Trust the sign-off from the outgoing team member and proceed with the project as planned.
b)
Conduct a thorough review of the untested parts of the application before proceeding.
c)
Inform the new team member that testing will happen in a later phase of the project.
d)
Ensure that the outgoing team member creates a knowledge transfer document for the new team member.
44.
One day before starting a task, the technical lead proposed a new implementation approach that could reduce the schedule by one week. However, if the approach does not work, the task will be delayed by three days.
What should the project manager do next?
a)
Initiate a change request to reduce the schedule by one week.
b)
Tell the technical lead that the new approach is not feasible.
c)
Refer to the network diagram to determine the float for this task.
d)
Communicate the possible three-day delay to the sponsor.
45.
An organization makes an acquisition of a similar product halfway through the development cycle of a potential product. This might create an overlap in the product portfolio.
What should the project manager do next?
a)
Assess the feasibility and viability of the project with the product owner.
b)
Continue to develop the product for the benefit of the organization.
c)
Discuss the potential impact of the acquisition with team members.
d)
Halt the project until a clear path emerges for the product roadmap.
46.
The project manager of a software development project for a financial institution realizes that team members are unusually delayed on their assigned tasks. The project manager has not experienced this before on previous, similar projects. After further investigation, the project manager determined that the delays were linked to the recent resignation of an experienced team member.
What should the project manager have done to avoid this situation?
a)
Ensured there was a well-defined path to promotion.
b)
Provided continuous guidance to project team members.
c)
Identified competency risks and developed a mitigation plan.
d)
Scheduled periodic training for all project team members.
47.
A project manager has been assigned to an important project with stakeholders who have different expectations for the project. Some stakeholders also have a high degree of influence on the project.
How should the project manager handle this situation?
a)
Control the degree of stakeholder influence to better align with the project objectives.
b)
Include the influential stakeholders' requirements and ensure other stakeholders are aligned with the project goals.
c)
Elicit and negotiate stakeholder requirements according to each stakeholder's influence.
d)
Manage the stakeholders carefully and apply stakeholder expectations without impacting the project objectives.
48.
During project execution, the project sponsor decides to replace a subject matter expert (SME) on the project.
What should the project manager do?
a)
Negotiate with the project sponsor to retain the SME on the project.
b)
Ensure there is sufficient knowledge transfer between the SME and their replacement.
c)
Indicate to the new SME that the project knowledge base has all the needed information.
d)
Meet with the project sponsor to explain the conflicts among the project team.
49.
A project manager is leading a complex software development project. The project team cannot agree on which process to use when solving a specific problem.
What approach should the project manager take to help bring the team to consensus?
a)
Exert expert authority and define the path forward for the team.
b)
Update the responsible, accountable, consult, and inform (RACI) matrix and assign the work to a different team.
c)
Assign a new team lead who has experience in solving similar software development problems.
d)
Facilitate a meeting and encourage team members to come up with potential solutions.
50.
A virtual team is midway through a sprint on a complex task and is ahead of schedule. During the daily coordination meeting, a new team member interrupts and asks everyone to describe what they worked on prior to the current sprint.
How should the project manager handle this situation?
a)
Thank the new team member for their interest and direct them to the project management plan.
b)
Explain that the daily coordination meeting is not the best time for this discussion.
c)
Instruct the new team member to leave the daily coordination meeting because they are interrupting.
d)
Ask all team members to list the tasks they completed prior to the current sprint.
51.
A project manager is concerned about delivering the planned business value because the product owner is not engaged. What should the project manager do to address the concern?
a)
Review and update the communications management plan.
b)
Review and update the stakeholder engagement plan.
c)
Review and update the resource management plan.
d)
Review and update the risk management plan.
52.
A newly hired project manager is assigned to a school construction project. The school serves students from surrounding neighborhoods and must be completely energy efficient. The project manager must provide a final report.
How can the project manager determine whether the planned business value was delivered?
a)
Inspect the approved technical specifications to confirm that they match the final product deliverables.
b)
Consult with the team and confirm that the customer was satisfied with the construction of the school.
c)
Review the project charter and business case to determine if the deliverables achieved the intended benefits.
d)
Demonstrate that the school construction project was delivered on schedule and within budget.
53.
A firm is currently facing a cost overrun and needs liquidity to overcome the financial crisis. A critical project is underway and is expected to bring a reasonable monetary return for the firm, yet, the project is over budget. Senior management needs to assess the project's alignment with organizational objectives and requests that the project manager provide a report on the matter.
What should the project manager do to prepare a report for management?
a)
Examine and evaluate documents to gain insights and extract meaningful information.
b)
Compare actual results to planned ones by analyzing the differences between actual performance and budgeted values.
c)
Identify and analyze patterns, tendencies, or changes in data over a specific period of time.
d)
Assess the economic feasibility of the project, by comparing the costs with the benefits expected by senior management.
54.
A customer is performing a weekly visit to a project site to inspect the final stage of product development. The quality manager alerts the project manager that the customer has been very unprofessional and reprimanded the team members during previous weekly visits.
What should the project manager do to address this incident?
a)
Draft a letter complaining about the behavior of the customer inspector.
b)
Allow the week to pass by, then send a complaint to the customer.
c)
Discuss the matter with the project manager's senior management team.
d)
Understand the situation by speaking with the team members and the customer.
55.
In an ongoing project, performance is continuously evaluated to determine benefits. Which two actions should the project manager do at the beginning of the project? (Choose two)
a)
Ensure approval of the performance parameters with the stakeholders.
b)
Hold regular meetings with all of the stakeholders.
c)
Agree on the requirements for measurement tracking.
d)
Review the project administration on a regular basis.
e)
Simulate and predict the performance parameters for key stakeholders.
56.
As part of the project sprint review, stakeholders appear uninformed and are unable to agree on how to move the project forward. What should the project manager do first to ensure stakeholders are able to approve the project deliverables?
a)
Review the communications management plan.
b)
Perform a systemic stakeholder analysis.
c)
Include stakeholders in daily coordination meetings.
d)
Colocate the team to guarantee better teamwork.
57.
A project team is in sprint thirteen of a fourteen-sprint project. The project team placed a game-changing feature on the backlog for the next release. The product owner is informed that a competitor is launching a new product with a feature that closely resembles the feature placed on the backlog. The product owner is demanding that this feature be incorporated into the current release.
What should the project manager do?
a)
Organize a review meeting with the development team to understand the extent of work required.
b)
Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact.
c)
Perform the required assessments and raise a change request with the change control board (CCB).
d)
D.Inform the product owner that this game-changing feature will be added to the product's next release.
58.
A project manager is assigned to a new project with a team that the project manager knows well and has worked with a number of projects. The team's average velocity is eight points per sprint. Another team has some time between projects and assists the team with sizing stories. The table below shows the estimated story points for each of the new features that will be built. The business wants to confirm a delivery date as soon as possible.
Which two actions should the project manager take? (Choose two)
a)
Explain to the business that the team will need ten sprints to deliver the features.
b)
Inform the business that the team that will be doing the work needs to estimate the feature sizes.
c)
Set up a meeting between both project teams to understand how their estimation of story sizes works.
d)
Explain to the team that the sizing was already done and they will need to deliver the project in 10 sprints.
e)
Discuss the business request with the team and determine a solution to plan for a five-sprint schedule.
59.
A project manager is required to obtain approval for project requirements before proceeding to the delivery stage. During the project's execution, the project manager realizes that the initial estimates were unrealistic and the project will take much longer to complete. The project manager will have to obtain approval for more realistic project requirements.
What should the project manager do to mitigate the problem and keep the project on track while waiting for approval?
a)
Reprioritize project deliverables to enable phased delivery in increments.
b)
Divide the project team into distinct units focusing on different components.
c)
Survey the project team to see if anyone can work overtime to meet the deadline.
d)
Update the schedule baseline so that it is based on realistic estimates.
60.
During a final inspection of a new product, the project team discovers a significant defect in one of the key deliverables. This defect poses a security risk to the client, who expects to start using the deliverable in two weeks.
What should the project manager do?
a)
Conduct a quality investigation and initiate corrective action.
b)
Use the contingency reserve to cover the cost of the defect.
c)
Meet with the client to explain the cause of the defect.
d)
Send the client a letter apologizing for the inconvenience.
61.
After the transition and completion of a large equipment installation project, the project manager receives a request from the customer to add some operational cost to the project budget for team-building activities. The project was completed under budget, project contingency reserves were not spent, and the team-building activities will ensure the operational team's optimal performance.
What should the project manager do?
a)
Reject the request and close the project financials.
b)
Perform the integrated change control process.
c)
Approve the expenditure to ensure customer satisfaction.
d)
Document the request in the lessons learned repository.
62.
A project manager notices that a critical team member has lost interest in the project. The team member's lack of interest has led to decreased productivity.
How should the project manager address this issue?
a)
Escalate this issue to the human resources (HR) manager.
b)
Replace the team member with a more interested team member.
c)
Schedule a meeting with the team member to identify the cause.
d)
Increase the team member's salary and bonus opportunities.
63.
Project team members inform their project manager of a challenge they are facing. This challenge will likely impact project timelines.
What should the project manager do next?
a)
Determine if the team's challenges impact the critical path.
b)
Initiate a change request to extend the project timeline.
c)
Work with the team to assess the impact on the overall project.
d)
Escalate to the project sponsor for proper resolution.
64.
At the beginning of a project, the project manager meets the product owner and the business analyst to work on a requirements-gathering process to create the list of requirements, features, and product backlog. Which elements should be considered to ensure all user stories are well-written and sized correctly to allow for smooth agile project delivery? (Choose two)
a)
Independent, negotiable, and estimatable
b)
Unique, applicable, and replicable
c)
Subdivisible, suitable, and considerable
d)
Concise, detailed, and executable
e)
Valuable, small, and testable
65.
A project is facing a one-month delay, and the project manager realizes that a change request is necessary. The change control board (CCB) will review the change request at their next meeting, which is in two weeks. However, if the implementation of this change is delayed by two weeks, upcoming supply chain disruptions will cause a two-month delay to the project schedule.
What should the project manager do?
a)
Implement the change immediately to avoid the upcoming supply chain disruptions and the two-month delay.
b)
Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions.
c)
Meet with the sponsor and ask them to contact the CCB and request their immediate approval.
d)
Request that the CEO approve and implement the change to avoid the potential two-month delay.
66.
A project manager was recently assigned to an investigation project. Due to the complexity of the project, the project manager is unsure if any regulation applies.
How should the project manager determine which regulations apply to the project?
a)
Consult with a manager who has a higher level of authority for this decision.
b)
Contact the project management office (PMO) manager as they are in charge of determining the regulations required for agile projects.
c)
Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any regulations are applicable.
d)
Request a signed letter from the client to confirm if any regulations apply to any project deliverables.
67.
The project scope statement is approved by the project sponsor. The team members would like to modify the work breakdown structure (WBS) without changing the scope and send a request to the project manager.
What should the project manager do with this request?
a)
Determine which changes to implement and inform the team.
b)
Refuse the request and escalate it to the project sponsor.
c)
Tell the team that they cannot modify the established WBS.
d)
Discuss it with the team and make a decision by consensus.
68.
The development of a final project schedule is delayed due to the inability to negotiate an agreement with one of the vendors needed for successful project delivery.
What should the project manager do?
a)
Circulate meeting minutes and discuss the agreed and outstanding clauses with the project team and customer.
b)
Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary.
c)
Meet with the project sponsor and seek their support in replacing the vendor due to the inability to negotiate an agreement.
d)
Communicate the project needs and influence the vendor to accept the terms as soon as possible for successful project delivery.
69.
A product development project has run into design issues. As a result, the team has decided to change the approach of the product design phase from a predictive to an iterative approach.
What should the project manager do to ensure a smooth transition between approaches?
a)
Schedule a workshop with the team to plan the upcoming iterations.
b)
Work with the team to establish a team site and product artifacts.
c)
Meet with the product manager to analyze upcoming user stories.
d)
Work with the product manager to define the number of iterations.
70.
A group of agile team members have just completed in-person training for a number of critical and complex organizational processes. The next day, several team members voiced concerns and said they were having trouble remembering what they learned. Another training session is available next week, but the team is already behind schedule on some critical tasks, and the training takes a full workday.
What should the project manager do to address this concern?
a)
Ask team members to partner with one another to share the information they learned.
b)
Create an information radiator with the key takeaways from the training.
c)
Invite team members to reattend the training if they need a refresher.
d)
Refer team members to training review notes to find the information they need.
71.
During a one-year project, a team delivered everything as requested and defined by the product owner and met all of the sprint goals. The project was on track regarding schedule, scope, and budget. A few months after the project release, the product satisfaction surveys show that the customer's level of satisfaction is surprisingly low.
What should the project manager do to prevent this situation in the future?
a)
Hold a kick-off meeting at the beginning of the project.
b)
Improve application of test automation techniques.
c)
Increase project management office (PMO) involvement.
d)
Conduct periodic reviews with customer involvement.
72.
A project manager was recently assigned to an information technology project. The project is in the initiation stage, and the team found a compatibility issue in the technical infrastructure used by the vendor and the organization.
What initial step should the project manager take to address this issue effectively?
a)
Examine if there is an alternate solution.
b)
Escalate the issue to the technical infrastructure team.
c)
Check the lessons learned database.
d)
Consult the project sponsor about the issue.
73.
In an environment subject to various elements of ambiguity and change, what should an agile project manager do to keep track of artifacts? (Choose two)
a)
Update the artifacts frequently and quickly in a transparent fashion.
b)
Define which technology to use in the project management plan.
c)
Define which technology to use in the communications management plan.
d)
Increase the use of social computing tools.
e)
Use historical information from previous projects as a template.
74.
Part of a project has already been delivered as planned and on schedule. However, unclear requirements for some of the remaining requirements may negatively impact the scheduled completion.
How should the project manager approach the issue?
a)
Prioritize the most important features and clarify the vague requirements.
b)
Initiate a change request for project sponsor approval for a scope change.
c)
Record the issue and escalate it to the steering committee for a decision.
d)
Acquire additional resources to complete all of the requirements on time.
75.
An organization is adopting an agile approach to fulfill its customer's requirements. Prior to that, the organization worked with specialized resources and project managers who were assigned to the project for a fixed amount of time.
What should the organization change to better adopt the agile approach for resource planning?
a)
The product owner should request specialists to be assigned to the team only when they are required.
b)
The team should consist of generalists and specialists capable of adapting to changing requirements.
c)
The agile team should decide on which customer requirements will be developed and delivered.
d)
Customer involvement should be reduced in order to avoid disruptions and confusion.
76.
In preparation for a meeting with the CEO of an organization, a project manager asks a team member to prepare a monthly report for the CEO. The CEO provided a specific format for these reports at the start of the project. The day before the meeting, the project manager reviews the report and discovers that it is not formatted as specified by the CEO.
What should the project manager have done to avoid this situation?
a)
Asked for the report from the team member earlier to ensure it was in the requested format.
b)
Requested that the CEO provide more detailed format requirements for creating monthly status reports.
c)
Used interactive communication to confirm that the team member acknowledges the specified format.
d)
Modified the communications management plan to include the new report format requirements.
77.
A five-year highway construction project is in its third year of execution when the project manager receives a complaint from a local community group. The group is upset because they noticed that the path of the highway changed and now runs closer to their homes. This conflict has disrupted construction and put the project in danger.
What should the project manager have done to avoid this issue?
a)
Created a contingency plan to mitigate the impact of community opposition.
b)
Established an internal review board to integrate quality assurance activities.
c)
Held community meetings to keep stakeholders informed of progress and changes.
d)
Ensured that the project planning was confidential and well-documented.
78.
A project manager is working on an internal project and notes that the visions and goals of other department leaders are not clear. This creates confusion and ambiguity within the project team, and it is becoming difficult to distinguish between the wish list and scope items.
Which document should the project manager review to clarify this situation?
a)
Project Charter
b)
Communications Management Plan
c)
Risk Register
d)
Stakeholder Engagement Plan
79.
A company is creating a new application for its users. The agile team completed the initiating stage and is performing iterations to complete planning and execution. However, a stakeholder wants to change the order of the deliverables to demonstrate new aspects of the app to stakeholders.
How should the project manager address this situation?
a)
Include the stakeholder in sprint planning to ensure the right priorities are assigned.
b)
Use key performance indicators (KPIs) to verify that the project is progressing on schedule.
c)
Ask the stakeholder for a change request and submit it to the change control board (CCB).
d)
Explain to the stakeholder that modifying the schedule now will increase the delivery risk.
80.
A project team is unexpectedly audited. Several nonconformances were identified during the audit. Which three actions could the project manager have taken to prevent this situation? (Choose three)
a)
Monitored conformance and quality standards.
b)
Anticipated potential nonconformance items.
c)
Asked that the team remain ready for an audit.
d)
Ensured that the auditors were experienced.
e)
Rejected the unexpected audit request.
81.
An agile project manager is overseeing a Kanban project and wants to assess task completion roadblocks for an upcoming major milestone. What should the project manager do?
a)
Create a performance metric using the work in progress limit.
b)
Ask a trusted team member about the issues the team is facing.
c)
Review the blocked items with the team during standup meetings.
d)
Host a stakeholder meeting to discuss task completion roadblocks.
82.
A project team, distributed across three different countries, is having a difficult time arranging meetings. The team members are also unclear about the project requirements and are having trouble getting their questions answered.
What should be done to increase project success?
a)
Work independently until it is necessary to integrate the work.
b)
Review the communications management plan and increase information sharing.
c)
Increase the frequency of team meetings to discuss any questions.
d)
Bring questions to the functional managers to resolve issues across the team.
83.
During a kick-off meeting with the project sponsor and various project members, it became clear that it was not necessary for some participants to be present. In addition, one required expert was not aware of the meeting and was not present at the meeting.
What should the project manager have done to prevent this from happening?
a)
Established a fixed communication platform to provide updates on the project to all stakeholders.
b)
Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project.
c)
Developed the project charter including the roles and responsibilities of all the stakeholders.
d)
Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.
84.
A hybrid project is using an iterative design process for product development. However, there are separate teams for design and execution, which is causing concerns.
What should the project manager do to address these concerns?
a)
Establish a centralized repository for project documentation and product validation.
b)
Request that the design team be made responsible for project execution as well.
c)
Communicate to the project management office (PMO) that a hybrid approach is too risky.
d)
D.Enhance team skills by providing training on an adaptive project management framework.
85.
Team members are transferred from a predictive project to a newly formed agile team. The new team members are expressing dissatisfaction about the additional training they are required to complete in the internal project team chat channel. How should the project manager address this situation?
a)
Ignore the complaints and assume that the new team members will adapt over time.
b)
Schedule a meeting to discuss the concerns and provide clarity on the training's importance.
c)
Remove the additional training requirement to alleviate team members' dissatisfaction.
d)
Send a memo outlining the mandatory training and consequences for non-compliance.
86.
During product demonstration, a stakeholder suggests that the product does not meet expectations. What artifact should the project manager use to assess the stakeholder's suggestion?
a)
Minimum viable product (MVP) description
b)
Definition of done (DoD)
c)
Definition of ready (DoR)
d)
Acceptance criteria on the user story
87.
A company is implementing an agile approach for a new project. Which action should the project manager take to ensure they are acting as a servant leader?
a)
Keep strict control of the team and their activities.
b)
Serve as a backup in case a team member becomes ill.
c)
Ensure the team follows all processes as defined without question.
d)
Understand the bottlenecks and support the team to remove them.
88.
During project execution, a project manager is informed that some resources will soon be removed from the project. What should the project manager do to address this situation?
a)
Schedule an urgent meeting to keep stakeholders informed.
b)
Inform the stakeholders during the next scheduled review meeting.
c)
Update the risk register with this urgent risk to the project.
d)
Determine which resources are essential and request resource leveling.
89.
A developer is expressing concerns about the time spent on daily standups, updating stories, creating tasks, and reviewing dependencies between stories instead of developing code. Other team members support the comment.
What should a servant leader do next?
a)
Ask for suggestions on how to manage their time more effectively.
b)
Reduce the interactions among team members to increase development time.
c)
Explain the definition of an information radiator to the project team.
d)
Acknowledge the developer's frustration and emphasize the benefit of each activity.
90.
A project manager is working on a virtual project with a global team for the first time and encounters an issue with stakeholder participation in team meetings. Some stakeholders do not participate, others complain about scheduling, and others do not acknowledge meeting invitations.
What should the project manager do to address these issues and ensure smoother meetings?
a)
Allow the stakeholders to participate in asynchronous meetings using written communication.
b)
Inform the project sponsor of the situation and ask for support in enforcing meeting attendance.
c)
Review the organizational culture and structure to properly coordinate meetings.
d)
Reschedule meetings for different times and dates according to time zones.
91.
During a multidisciplinary project, a project manager learns that there are many conflicts about design among team members from different disciplines. What should the project manager do to ensure the smooth delivery of the project?
a)
Identify the matter as a risk and check available budget reserves.
b)
Ensure that the project sponsor is aware of the current situation.
c)
Escalate to functional managers and seek resolution.
d)
Facilitate team discussions to achieve the desired results.
92.
A project manager has been assigned to a project that is currently late and over budget. The project uses a predictive approach integrated with agile iterations for the most critical part of the scope. During the project assessment, the project manager notices that the team is afraid of making mistakes and is seeking individual recognition, while lacking accountability.
How should the project manager improve productivity?
a)
Develop a performance management plan for each project team member and share the performance results with the team.
b)
Enable collaboration, create common goals, and celebrate group achievements, while providing group rewards.
c)
Reinforce and communicate the next milestone, following individual performance and execution on a detailed level.
d)
Request approval to replace a few team members so the project team can understand the importance of meeting goals.
93.
A project manager is leading a team of software engineers in developing a new mobile app. The team consistently meets deadlines but the quality of their work has been declining. The project manager suspects this may be due to a lack of training. How should the project manager address this situation?
a)
Organize a team-building workshop to improve collaboration and team morale.
b)
Hire new team members with more experience to compensate for the performance decline.
c)
Conduct a skills gap analysis to identify specific training needs and provide targeted training.
d)
Implement a strict performance evaluation system to motivate team members to improve their performance.
94.
A company is expanding its product manufacturing to a new country. The date the company will start operating is set and broadly communicated, but the project team is not sure if there is enough time to get all the product features implemented.
What should the project manager do to ensure there is enough time to implement the critical features on the committed date?
a)
Add resources to the project team, as this will increase the velocity and enable the team to deliver more value.
b)
Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities.
c)
Cut operations documentation because this can be completed after product delivery and operation starts.
d)
Escalate the concern to the executive level and request a new and feasible project due date.
95.
A project manager has developed a schedule for a project involving various departments. The project manager met with each team member to develop a work breakdown structure (WBS). However, after the WBS was finalized, the project manager discovers that some tasks are redundant.
What should the project manager have done to avoid this issue?
a)
Enlisted subject matter experts (SMEs) to provide scheduling guidance.
b)
Organized group sessions for all team members to review the WBS together.
c)
Improved the communication channels with all team members.
d)
Prepared a task assignment matrix to represent the WBS.
96.
A project manager is beginning a new project and is starting to form the project team. The project manager has not worked with anyone from this team previously, and most of the team members do not know each other, and some are located in different countries.
Which two actions should the project manager take to help the team work more closely together? (Choose two)
a)
Identify the cultural differences and potential conflict areas to mitigate these going forward.
b)
Allocate a budget for the team members to temporarily relocate for the duration of the project.
c)
Arrange virtual team building sessions that allow team members to get to know each other.
d)
Select team members who have previously worked together to be allocated to the project.
e)
Identify experienced team members to provide mentoring for the less experienced team members.
97.
In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed for the project in a few weeks.
What should the project manager do?
a)
Conduct a brainstorming meeting.
b)
Employ the nominal group technique.
c)
Conduct a release plan meeting.
d)
Use prototypes to refine the design.
98.
A newly launched product prototype is receiving a number of customer complaints. To reduce negative feedback, the team comes up with an action plan. At the end of the quarter, however, the project manager found there was no significant reduction in complaints.
What should the project manager do next?
a)
Identify the key performers on the team and recognize them appropriately.
b)
Identify the team members who lack the required skills and train them.
c)
Revisit and reevaluate the project’s key performance indicators (KPIs).
d)
Report the status to the executive management team and seek help.
99.
An agile project team has not completed the tasks within the current iteration. During a meeting, the project sponsor gives the team a final date for task completion.
How should the project manager proceed?
a)
Request that a functional manager becomes a team lead to ensure processes are followed.
b)
Appoint a team leader to take responsibility for the team's iteration planning and completion.
c)
Advise the project sponsor that the team is responsible for managing work within iterations.
d)
Advise the team to comply with the new schedule provided by the project sponsor.
100.
Halfway through implementation, the project co-sponsor, who is contributing a significant amount of capital to the project, informs the project team of an additional feature to the project deliverable.
What should the project manager do?
a)
Assess the impact of the new requirement and update the risk register.
b)
Complete the current project as planned and update it later with the new requirements.
c)
Collect the co-sponsor's requirements and perform the integrated change control process.
d)
Convince the co-sponsor to maintain the current scope and complete the project as planned.
101.
An oil refinery project is in the middle of the execution phase. The project team found that the project is delayed because of an environmental regulation change, procurement delays, and a change in government. However, the project deliverable is still urgently needed.
What should the project manager do next?
a)
Terminate the project immediately, avoid further loss through more expenditure, and absorb the current loss.
b)
Review the impact of the changes, comply with the new regulations, and then propose a realistic plan.
c)
Make the necessary arrangements for the procurement materials, and continue the project as planned.
d)
Stop the project and negotiate with the new government to pay the invoices for work done up to that point.
102.
After a few iterations, the project manager feels that even though the team is completing the work as planned, the team is not completely comfortable with some of the agile processes followed in the project. When should the project manager talk about this and make adjustments?
a)
At the next daily coordination meeting.
b)
At the lessons learned workshop
c)
At the next retrospective meeting.
d)
At the next iteration planning meeting.
103.
A team is transitioning from a predictive to an agile approach. Which two obstacles are the team most likely to encounter? (Choose two)
a)
Management provides freedom for the team to decide.
b)
Management continues to control the processes of delivery.
c)
Management would like the team to learn and adapt.
d)
Management support is lacking for team empowerment.
104.
Due to economic implications, a company announces imminent layoffs. A project is nearing delivery, and the team is worried about losing their jobs. Team morale is very low, and the project manager is experiencing increased delivery delays from the team.
What should the project manager do to address team morale?
a)
Replace team members who are not delivering optimally to improve overall productivity.
b)
Provide regular updates on the layoff situation and discuss its impact on the team and the project.
c)
Keep all information about the layoffs confidential to avoid causing further anxiety.
d)
Meet with the project team to assure them that they will not be laid off and their jobs are safe.
105.
The project manager of an agile project notices that many stakeholders are skipping iteration planning and review meetings. Some stakeholders admit that they do not see the value of the meetings and prefer not to participate. The project is in danger of falling behind schedule due to the lack of stakeholder participation.
What should the project manager do first to address this issue?
a)
Review and update the communications management plan.
b)
Identify gaps and mentor stakeholders on the iterative approach.
c)
Record the iteration review and share it with stakeholders.
d)
Build a RACI matrix and develop a training plan for stakeholders.
106.
The project teams are having difficulties coordinating their tasks due to several constraints and dependencies. The project management office (PMO) suggests a monthly project report be distributed to stakeholders. However, the customer is concerned about not knowing the progress and what is holding up the project.
What three solutions can the project manager use to resolve this situation? (Choose three)
a)
Add a daily meeting to review project status and impediments.
b)
Share missing performance information in the monthly status meeting.
c)
Add a daily or weekly project status report that includes dependencies.
d)
Adapt a project status report to include missing information.
e)
Ask vendors to provide a monthly status report for the customer.
107.
A project team has complete access to all project-related data, including visual data and information like the Gantt chart, prioritization matrix, story map, and other inputs. However, a project team member repeatedly requests more granular details on a work package than the Gantt chart indicates. The Gantt chart is confirmed to be comprehensive and current, and the other project team members feel that the current Gantt chart is sufficiently detailed.
What should a project manager do to address this situation?
a)
Create a new communication channel with granular updates.
b)
Ensure that the team member understands the granular information retrieval process.
c)
Remind the project team member that the Gantt chart was the agreed format.
d)
Continue to ignore the project team members' requests.
108.
A project manager has just taken over an ongoing project from another project manager. During a review of the project management plan, the new project manager realizes that the cost variance and schedule variance are largely negative. Several reported issues have not been resolved, vendors have not been paid for work done, and risk mitigation is quickly depleting the budget.
Which two actions should the original project manager have taken to avoid this situation? (Choose two)
a)
Outlined the project's assumptions and documented them in the project charter.
b)
Added a substantial contingency reserve budget to the project charter.
c)
Identified high-level risks and risk responses in the project planning phase.
d)
Identified appropriate and comprehensive project handoff procedures.
e)
Ensured that the project governance controls were approved and implemented.
109.
A large transformation project has moved its project management office (PMO) to a virtual environment. There have been performance issues with the PMO team regarding the daily tasks they perform, which are now affecting the project.
Which three actions should the project manager take to improve the performance of the PMO team? (Choose three)
a)
Nurture confidence among the PMO team members by providing them with the required training on project management tools.
b)
Hire a new senior manager for the virtual teams to improve collaboration between departments.
c)
Suggest that management dissolves the virtual team or moves the PMO to a colocated area.
d)
Build a collaborative environment by having regular connections among the PMO team members.
e)
Provide access to communication tools to help the virtual teams connect better with the stakeholders.
110.
A new program manager checks the status of a project. The forecast shows the project is slightly behind schedule. However, in reporting, the project manager stated that the project is on track. The program manager asks the project manager to explain the discrepancy. The project manager explains that the forecast discrepancy is due to a new estimation technique.
What should the project manager have done to avoid this discrepancy?
a)
Asked the program manager to use the old forecasting technique
b)
Educated the program manager on the new forecasting technique
c)
Aligned the project artifacts with the new estimation technique and provided them to the program manager
d)
Ensured that the program manager has the necessary knowledge to understand estimation techniques
111.
Regular check-ins with the delivery team reveal low morale and a lack of efficiency. What should the project manager do to address these concerns?
a)
Perform a skill assessment.
b)
Conduct teambuilding exercises.
c)
Remove all project roadblocks.
d)
Conduct a satisfaction evaluation.
112.
A project manager is leading a new implementation project with a global project team. As team members are in different geographical locations and time zones, the project manager has to decide on the most effective team engagement strategy.
What is the first action the project manager should take?
a)
Develop a communications management plan.
b)
Set up daily conference calls to track work.
c)
Ask all team members to utilize an online task board.
d)
Ask team members to align their work schedules.
113.
A member of a development project team informs the project manager that the operating system is not going to be installed on time due to a late upgrade by the supplier. What should the project manager do first?
a)
Determine the impact of the situation.
b)
Modify the schedule to reflect the situation.
c)
Inform the stakeholders about the problem.
d)
Have the project team brainstorm a solution.
114.
For an agile project, some team members have other commitments or responsibilities. The project manager faces the challenge of not having a team that is fully dedicated to the project. How should the project manager ensure good velocity, cycle duration, and on-time iteration completion with a non-dedicated team? (Choose two)
a)
Tell team members to log their time to guarantee that they prioritize their time effectively.
b)
Request that the product owner and stakeholders provide cross-functional team members.
c)
Get buy-in from the product owner and stakeholders for obtaining full-time team members.
d)
Revisit the resource log to ensure the most skilled resources are on the project.
e)
Deploy additional team members, irrespective of the story points or iterations.
115.
A project team realizes that the product's architecture will not support the growing number of users.
What should the project manager do?
a)
Assign a team member to execute performance testing and ensure the product's performance is acceptable.
b)
Hire external experts to assess the product architecture and come up with a resolution plan.
c)
Engage with the product owner on the new development and prioritize the solution on the product backlog.
d)
Negotiate with the stakeholders to slow down product development until a viable solution is available.
116.
An external stakeholder has a significant impact on the project, as they have the ability to approve or reject changes to the project scope, timeline, and budget. What approach should the project manager take with this stakeholder?
a)
Communicate with the stakeholder according to the stakeholder engagement and communications management plans.
b)
Request feedback from the stakeholder so that the project meets the stakeholder's expectations and can be delivered as planned.
c)
Add the stakeholder to the risk register and quantify the level of impact that the stakeholder could have on the project goals.
d)
Inform the stakeholder of the key project benefits and keep them updated on the project's progress and milestone achievements.
117.
During project execution, a key stakeholder is replaced with a new team member who has approval authority. The new member states that the project deliverables are not aligned with the design and does not approve them. However, a few weeks later, the project manager learns that the new team member had not been informed of changes during execution.
What should the project manager have done to avoid this miscommunication?
a)
Organized a meeting with the sponsor before the execution began.
b)
Updated the stakeholder register to include the new team member.
c)
Asked the previous stakeholder to hold a meeting with the new team member before leaving.
d)
Updated the project charter during the execution phase to include all the changes.
118.
A project manager is overseeing a procurement project for a company that has a dedicated procurement management team that handles all contracts. The quarterly report identifies six contracts that do not align with the company's objectives.
What will be the most suitable action for the project manager to take?
a)
Keep the six contracts despite their misalignment.
b)
Suggest terminating all contracts that are misaligned.
c)
Ask the project sponsor to revise the contracts.
d)
Request that the customer revise the contracts.
119.
An adaptative project team is globally distributed and the team members speak different primary languages. Daily meetings are conducted virtually in a common language. The project manager is made aware that there are some communication issues. Differences in pronunciation, accent, and vocabulary make it extremely difficult for some members to understand each other.
What should the project manager tailor to improve the daily meeting and avoid misunderstanding?
a)
Use the call to verbally summarize the work status as reported by the team members.
b)
Use an electronic task board to give a visual representation of work status and progress.
c)
Ask for a change in the project's budget to provide access to a translation service.
d)
Ask all team members to report on work completed, upcoming work, and blockers.
120.
During the execution phase of a project, the project manager is reassigned to another project. A new project manager takes over and quickly realizes that the project is facing issues with the quality and scheduling of some deliverables.
Which of the following should the new project manager do first?
a)
Update the project plan to reflect the new schedule and quality requirements.
b)
Review the project schedule and focus on delivering the project on time and within budget.
c)
Meet with the project team to assess the situation and develop a plan to address the issues.
d)
Evaluate the project team's skills and ask the project sponsor for additional resources.
121.
During a project review meeting, an end user reports that the personal computers supplied for testing are experiencing performance degradation.
Which three immediate actions should the project manager take to address this issue? (Choose 3)
a)
Record the issue in the issue log.
b)
Change the project scope.
c)
Assign ownership for the issue.
d)
Buy new personal computers.
e)
Implement a resolution of the issue.
122.
A project manager is assigned to a new project. The requirements are still evolving, but there is a need to deliver business value quickly.
What approach should the project manager take in this situation?
a)
Develop mitigation strategies to address the risks of evolving requirements.
b)
Use a product backlog and complete the highest priority requirements first.
c)
Ensure scope changes are documented in the requirements traceability matrix.
d)
Develop a feature burndown chart and show progress on requirements.
123.
A customer reviewed a product and requested additional features that were not in the requirements documentation. The work-in-progress (WIP) limits have already been optimized for the teams working on different work components.
How should the project manager begin to resolve the customer requirements?
a)
Build the product according to the previously agreed customer requirements.
b)
Discuss the feasibility and impact of the new features with the product owner.
c)
Breakdown work on additional features with existing component teams.
d)
Release increments of the additional features for customer validation.
124.
During a standup meeting, the project manager discovers that one of the software developers is struggling to complete work because they lack experience with automation testing, potentially affecting the sprint goal. A quality assurance engineer on the team has automation testing experience but is busy preparing a presentation for new employees.
What action would increase the chances of achieving the sprint goal?
a)
Reassign the automation work to the engineer as soon as the presentation is finished.
b)
Immediately train the software developer on automation testing and then proceed with testing.
c)
Ask the quality assurance engineer to assist the software developer as soon as possible.
d)
Reschedule the automation testing for when the quality assurance engineer is available.
125.
During a retrospective meeting, some team members expressed that they strongly disagree with how the product owner and scrum master handled some issues related to the scope of the last cycle.
What should the project manager do first?
a)
Review the backlog with the product owner to ensure the scope is appropriate.
b)
Collect all available information from the team and address the problem.
c)
Schedule a meeting with the specific team members to discuss the issue.
d)
Discuss the team's concerns with the product owner and the scrum master.
126.
While gathering requirements for the project scope, the project manager realizes that some of the stakeholder requirements have a conflict.
What should the project manager do to define a clear scope?
a)
Assist affected stakeholders in reaching a consensus.
b)
Follow the recommendation of the technical consultant.
c)
Escalate to the project sponsor to make a decision.
d)
Conduct a meeting with the disagreeing parties only.
127.
A project manager is working on a project to modernize a bank's information technology (IT) infrastructure. The project manager recently received approval of the project's change management plan from the project sponsor. The project sponsor now requests that the project manager implement a new piece of technology in the solution.
What should the project manager do next?
a)
Add the new technology as a risk in the risk register.
b)
Submit a change request to the change control board (CCB).
c)
Update the schedule and cost baselines with the new technology.
d)
Request the project sponsor to procure the new technology.
128.
A construction company is implementing a new strategic project with a fixed budget. While monitoring the project, it was discovered that the overall project cost was increasing. The project manager learns that this is because the team is using more materials than detailed in the original scope. The cause of this discrepancy is that two of the team members are new to the organization and have not been reporting the acquisition of new materials.
What should the project manager have done to prevent this situation?
a)
Documented the risk of a materials cost deviation in the project's risk matrix.
b)
Provided training on the material acquisition process and reporting requirements.
c)
Created a contingency reserve to cover cost overages associated with materials.
d)
Avoided the inclusion of new engineers on a strategic project with a fixed budget.
129.
An agile project is in the first of six iterations. The team is located globally, so the meetings are in a virtual environment. After the fifth daily meeting, the project manager realizes that not all members are actively participating.
What should the project manager do?
a)
Ask the team members why participation is lacking.
b)
Engage and guide the team to encourage all members to participate.
c)
Ask each team member individually to participate in future meetings.
d)
Allow the team to find their own way to fully participate.
130.
A project team is creating a stakeholder engagement assessment matrix to govern stakeholder management activities during project execution. The team learns that a key stakeholder is aware of the project, but is unsupportive of the outcome.
What type of stakeholder is this?
a)
Resistant
b)
Leading
c)
Neutral
d)
Supportive
131.
A client has contracted a company to manage a large project in an agile environment with many subcontractors. The client is giving direct orders to the subcontractors, rather than to the contractor's project manager. This has created conflict within the team.
What should the project manager do to prevent this situation from occurring again?
a)
Keep the team informed about client expectations.
b)
Invite the client to the team planning meeting.
c)
Tell the team to avoid conflicts with the client.
d)
Ask the client not to give direct orders to the subcontractors.
132.
As agreed at the start of a predictive project, all outgoing information should be shared beforehand with the project manager. During the project, one of the team leaders communicated directly with the sponsor, bypassing the project manager. As a result, unfiltered information was conveyed to the sponsor, and important information from the team was not being shared with the project manager.
What should the project manager do next?
a)
Remind the team leader to always inform the project manager before providing information to stakeholders.
b)
Talk to the team leader to find out if they have any personal issues with the project manager.
c)
Modify the team's agreements to obtain project manager approval prior to sending out any communication.
d)
Talk to the sponsor to find out what the team leader has shared with the sponsor directly.
133.
In the middle of a release, the project manager is replaced. Feedback provided by the team to the new project manager hinted at team friction caused by the previous project manager's constant demands for rapid delivery.
What approach should the new project manager adopt to quickly establish credibility with the team?
a)
Do what the team needs to be done, maintain the action log, and provide feedback.
b)
Help the team succeed with excellent service, on-time commitments, and an adequate budget.
c)
Assess the culture of the team, and observe and interact with them.
d)
Have the team explain what is needed, create tasks, and report progress on those tasks.
134.
A new project has a team divided between onsite and offshore locations. The project manager observed a rising conflict between the two parts of the team during project initiation.
What should the project manager do first?
a)
Communicate the project scope to all team members.
b)
Organize a face-to-face meeting during project kick-off.
c)
Identify this conflict in the risk register log.
d)
Record this conflict in the project issue log.
135.
A new agile team is forming and the project manager notices that the team is struggling in many areas. The team is experiencing both the inability to meet iteration commitments and team member conflicts.
What should the project manager do next?
a)
Involve management to help resolve the conflicts.
b)
Inform management that commitments will not be met.
c)
Raise the issues in the retrospective and propose solutions.
d)
Coach the team both as a whole and individually.
136.
During a project closing review meeting, the project manager notes that a software development task took longer to complete than was planned. Which action should the project manager take for continuous project improvement?
a)
Update the performance data in the lessons learned register.
b)
Update the risk register so the problem will not happen in the future.
c)
Update the problem in the issue log and distribute it to the project team.
d)
Update the communications management plan with details of the problem.
137.
During the planning phase of a project, the project manager is having trouble identifying stakeholders. Without input from the correct stakeholders, getting user feedback will be challenging.
What should the project manager do?
a)
Review the stakeholder engagement plan.
b)
Inform the project sponsors.
c)
Refer to the project charter to identify stakeholders.
d)
Review the project scope document.
138.
A project manager has been engaged by a managing director to transform the project management office (PMO) from a waterfall structure focused on software development to an agile PMO. The manager of the PMO has been particularly resistant to the change. Upon investigation, the project manager realizes that the manager's resistance is due to a lack of agile knowledge may make them seem incompetent.
How should the project manager proceed?
a)
Ask the managing director to intervene with the PMO manager to explain why this is necessary.
b)
Ask the project team to support the transformation regardless of the PMO manager's negativity.
c)
Implement a change management strategy to ensure that the process meets governance requirements.
d)
Implement a training program on agile for all staff to ensure there is congruency of learning for everyone.
139.
During the last five daily standups, one team member on a hybrid (predictive-agile) project has been vague about what they have accomplished and what they are planning to accomplish.
What should the project manager do?
a)
Meet with the team member to ensure that they have a clear understanding of what is expected of them.
b)
Review the issue in the next retrospective meeting and determine what corrective action should be implemented.
c)
Raise the issue of task accountability with the team and stakeholders at the next iteration review meeting.
d)
Facilitate a meeting with the entire team and stakeholders to review the risks and impediments faced by the project.
140.
A dispersed project team just finished a sprint with complex tasks ahead of schedule. During the retrospective, a new member of the team interrupts and asks everyone to explain their roles and what they are planning on working on for the next sprint.
What should the project manager do?
a)
Address the situation immediately and answer the new team member directly.
b)
Inform the team member that this would be best handled in another meeting.
c)
Ask each team member to explain their role and what they will work on for the next sprint.
d)
Set up one-on-one meetings with each team member and the new team member.
141.
A project manager has been hired to lead a multinational enterprise program with a geographically distributed team. The team members are located in different countries and have varying opinions about status reporting. Some prefer detailed reports, while others prefer them to be brief. Some team members want to send daily status reports, while others want to send weekly status reports.
How should the project manager resolve the issue?
a)
Ask the team to adhere to the communications management plan.
b)
Escalate the reporting issue to the project sponsor for guidance.
c)
Request that the team resolve the issue amongst themselves.
d)
Change the existing template for status reporting to accommodate.
142.
The execution of a construction project in a remote area requires team members to live together in corporate dormitories when they are required to be on-site. Several team members approach the project manager to complain about the way one team member behaves after work. They have expressed concerns that the behavior is negatively impacting team morale and cohesion.
What should the project manager do to address this issue?
a)
Call a meeting to discuss the problem with the team.
b)
Plan a team-building session to discuss the problem.
c)
Move the team member in question to a new dormitory.
d)
Review the team norms and discuss this with the team.
143.
The leadership team of a company asked a project manager for an ad-hoc status update on the latest iteration of a project. The project manager directed the leadership team to the project folder. The leadership team informed the project manager that some information was missing.
What should the project manager have done to avoid this situation?
a)
Told the team to review the folder before sharing it and add the missing information.
b)
Told the team to review the folder before sharing it and add the missing information.
c)
Inspected the project folder carefully before sharing it with the leadership team.
d)
Updated the project folder regularly to ensure project artifacts were always current.
144.
A company has hired a project manager to implement an adaptive project framework. The project has made some progress, but the team is frustrated because the client does not provide feedback or participate in defining acceptance criteria.
What could have caused this situation?
a)
The development team has no experience in managing an adaptive project.
b)
The client plans to implement the project and does not need to participate.
c)
The client does not understand the importance of their involvement.
d)
D.The development team has not produced a complete prototype.
145.
A project manager has a new project. The work breakdown structure (WBS) and sequence of activities have been defined, but the team has difficulty estimating the duration of each activity.
Which approach should the project manager take to ensure the estimates are reliable?
a)
Ask each team member to estimate the duration of each activity.
b)
Consider the project schedule constraints and estimate the activities accordingly.
c)
Access performance records of similar, past projects and use them as a reference.
d)
Consult other project managers for the duration estimate of each activity.
146.
A customer has rejected an interim project deliverable. What should the project manager do?
a)
Review the reason for the rejection, and check the deliverable against its acceptance criteria.
b)
Analyze the customer requirements, and rework the deliverable to an acceptable quality.
c)
Create a deliverable improvement plan, and implement it for the remainder of the project.
d)
Document the rejection of the deliverable in the Lessons Learned log, and review it with the project delivery team.
147.
During execution, the customer submits a change request to maintain the project's business value, which has been threatened by a recently implemented government regulatory change. The project manager analyzes the change, which will require 50% of the project deliverable to be reworked and will incur additional costs to the customer.
What should the project manager do?
a)
Submit the change request to the CCB as the customer will be comfortable absorbing all additional costs.
b)
Submit the change request to the CCB and advise the panel to consider rejecting the request due to its impact.
c)
Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
d)
Submit the change request to show the change as having no impact, then proceed without notifying the CCB.
148.
An experienced project manager joins an ongoing project and wants to estimate the amount of time required to tackle several complex tasks. The team uses a kanban board but is open to new approaches. The project manager suggests using story points.
What is the first thing the team should do before implementing this new approach?
a)
Calculate the story points only for new backlog items.
b)
Estimate the story points required for the entire task board.
c)
Convert all work in progress (WIP) items to story points.
d)
Measure and track story points over several sprints.
149.
A key project sponsor requires monthly progress reports and assigns a contact person to communicate with the project manager. Soon after, the contact person begins to request weekly reports and demands that they contain extra details. Despite delivering these frequent and highly detailed reports, the project manager finds out that the sponsor is complaining of non-receipt of the monthly progress reports.
How should the project manager address this situation?
a)
Compile all previous reports, summarize them, and send the summary directly to the project sponsor.
b)
Schedule a meeting with the project sponsor and contact person to address the communication gaps.
c)
Explain the content and frequency of progress reporting to the contact person and the project sponsor.
d)
Provide the project sponsor with full access to the company’s project management dashboard.
150.
A project is halfway complete, and despite a good schedule performance index (SPI), the customer has identified several minor issues. Most of the issues could be resolved quickly and easily if the customer could directly communicate with the development team. The project manager agrees, but some team members feel unsure about their ability to adequately engage the customer.
How can the project manager support successful customer engagement?
a)
Assess members' communication styles and provide feedback as needed to mentor the team.
b)
Ensure that all project team members understand their specific roles and responsibilities.
c)
Assess the project team's technical skills and provide additional product development training.
d)
Update the schedule performance index (SPI) and review all project team communications.
151.
During project closure, the team considers that the final sprint retrospective is not necessary because there are no remaining sprints. What could be a possible helpful outcome of holding this sprint retrospective?
a)
Improvement in velocity if the same team is formed in the future
b)
Promotion opportunities for the team members
c)
Information that could be useful for future projects
d)
Tips for adapting to working together if that happens in the near future
152.
A software delivery team at a large bank is frustrated by the documentation requirements put in place by the governance department in charge of their change control board (CCB). The project manager approaches the governance department and requests that they work together to reduce the amount of paperwork required from the delivery team, explaining that it slows them down and adds overhead costs.
This is an example of what kind of leadership?
a)
Servant leadership
b)
Transactional leadership
c)
C.Directive leadership
d)
Constructive leadership
153.
A project can gain downstream marketing benefits if additional equipment is included in the project scope. However, this equipment is still in an early development phase and will not be ready to meet the project timelines. A member of the project steering committee is in favor of its inclusion.
How should the project manager proceed?
a)
Prepare a scope change request to include the additional equipment because it is beneficial to the marketing team.
b)
Provide a clear rationale for its exclusion based on the business case and its impact on the project timelines
c)
Conduct a survey among steering committee members to assess their individual project requirements for a consensus decision.
d)
Request the project sponsor to escalate the issue to the steering committee member to avoid delaying project approval.
154.
After emailing a recent project status report, the project manager learns that a number of recipients are no longer involved with the project. The project manager needs to verify the distribution list for future status reports.
What should the project manager do?
a)
Review and update the communications management plan.
b)
Review and update the schedule management plan.
c)
Review and update the responsibility assignment matrix.
d)
Review and update the resource management plan.
155.
During the course of a project, the team has to address unexpected issues that may impact the schedule and budget. Many of the issues require immediate resolution before other interdependent issues can be addressed. The communication management plan indicates that the client and key internal stakeholders only require monthly reports.
How should the project manager communicate the impact of these issues?
a)
Update the project issue log to ensure the communication issues are captured internally.
b)
Maintain monthly client and internal stakeholder reports as indicated in the communications management plan.
c)
Increase communication with the client and stakeholders as necessary to manage the issues and their impact.
d)
Revise the communications management plan and request approval of the revised plan.
156.
A project manager has just received news that a new regulation has been adopted and the expectation is that the project will be delivered compliant with this new regulation. This was previously documented as a risk item with a low probability and a moderate impact.
What should the project manager do first?
a)
Revisit the risk register and update the rating and response.
b)
Update the issue log and apply corrective action.
c)
Revise the project management plan.
d)
Initiate a change request for the updated regulation.
157.
A new project manager is assigned to an ongoing agile project. The project is now starting its second 4-week iteration cycle. The project manager finds there are significant differences of opinion within the project team, leading to major setbacks for the project.
What should the project manager do in order to help overcome differences and bring the project back on track?
a)
Promote conversation among team members in upcoming review meetings to help solve the problem.
b)
Schedule a team out activity to allow people to know each other better and feel comfortable talking.
c)
Allow the team to self-organize before the next iteration to solve the problem.
d)
Reach out to their functional managers so they can talk to the team members and solve the problem.
158.
A project team member suddenly approaches the project manager and asks to resign from the project. The team member is upset because of poor treatment and consistent complaints from the technical leader. The team member explains that they are no longer willing to tolerate this treatment from the technical leader. The project manager has never had quality issues with the team member.
How should the project manager handle this situation?
a)
Allow the team member to resign and replace them since there are additional resources available.
b)
Discuss the situation with the team member to determine why the technical leader is treating them poorly.
c)
Talk to the technical leader to determine how the team member is poorly performing.
d)
Speak with the team member and technical leader to analyze the conflict and resolve it through mediation.
159.
An agile team is developing a product with strict budget constraints. The customer is requesting a new independent feature be added to the solution in development. The project manager is concerned that adding the new feature will exceed the budget.
What should the project manager do next?
a)
Evaluate the new feature with the customer.
b)
Reject adding the new feature.
c)
Add the new feature to the product backlog.
d)
Reprioritize the product backlog.
160.
A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed three years ago. What should the project manager do to create a reliable cost estimate?
a)
Identify the critical parameters and generate an estimate based on the variation of the parameters.
b)
Take the original estimate and multiply it by a factor determined by the company's standard for every year.
c)
Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
d)
Use a commodity exchange for material cost and labor rates for the cost variation and compute a new estimate.
161.
On an agile project, a team member has been taking smaller, easier user stories from the backlog, not those with the highest priority. How should this be addressed?
a)
Remind the entire project team that the highest priority user stories need to be taken from the backlog first.
b)
Instruct the team member to select larger and more challenging user stories in the subsequent iterations.
c)
Meet with the team member to understand why they pick easier stories and tailor the workload approach as needed.
d)
Retrain the team member on the core technologies used to build the product to address the skill gap.
162.
During a progress meeting, the project team learns that an identified risk materialized. The project manager decides to execute the risk response plan, but the contingency reserve does not cover the total budget for that plan.
What should the project manager do?
a)
Ask the project sponsor to apply the management reserve to cover the remaining cost of the response.
b)
Ask the project sponsor to provide an additional budget to compensate for the cost overage.
c)
Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.
d)
Use the contingency reserve and assess options to reduce the budget to cover the remaining work.
163.
A new project manager joins an organization that has never had formal project management processes. Some team members refuse to participate in basic tasks such as taking ownership of action items at meetings.
What should the project manager do?
a)
Set up a private meeting with the specific team members to discuss the benefits of project management.
b)
Create an internal document outlining the benefits of project management for all team members.
c)
Explore the benefits of project management with executives of the organization.
d)
Host a meeting with the team focused on collaborative problem-solving to develop an approach to accomplishing project tasks.
164.
A project team is working on a complex technology project. A competitor introduces a product with a new feature, forcing the team to make changes to keep their product from becoming obsolete. The software that the team was using was outdated and could not accommodate the development of the new feature and must be replaced with new-to-market software. The team is excited, but they do not have experience working with the new software.
What should the project manager do to address this knowledge gap?
a)
Train the team to use the new software.
b)
Hire new team members with software knowledge.
c)
Ignore the technological advancements.
d)
Discuss the new product features with the competitor.
165.
While working on a long project with many changes, a project manager is informed by a team member that some users are uncomfortable with certain product functionalities released in the previous iteration.
Which action should the project manager take?
a)
Ensure that the team assignments are clear.
b)
Obtain stakeholder feedback and team insights.
c)
Communicate the changes to the team.
d)
Update the change log and issue log.
166.
A project manager works in a matrix organization. Following a reorganization, several key project resources are reassigned to another project. The project no longer has the resources needed to successfully deliver the project.
What should the project manager do?
a)
Refuse to release the newly reassigned resources.
b)
Review the communications management plan.
c)
Review resource allocation and utilization plans.
d)
Review resource needs with the functional manager.
167.
A key member of a project team publicly declares that another team member has been speaking negatively about them. The team member threatens to quit their job if the project manager does not take immediate action to address the conflict.
What should the project manager do first?
a)
Call a team meeting because the project is in jeopardy without the key team member.
b)
Meet with the accused team member to understand their point of view.
c)
Postpone the scheduling of the next meeting to allow the issue to diffuse over time.
d)
Choose to remove one of the two team members to address the conflict.
168.
During project implementation, a stakeholder is questioning the purpose of the project and wants to pause the project to assess a new process that may affect the final deliverable.
What is one of the first things the project manager should do?
a)
Use a power/interest grid to determine the stakeholder's influence on the execution of the project.
b)
Consult with the project sponsor to determine the next steps and the potential new process.
c)
Postpone any changes to a future project in order to fulfill the deliverables in the current project.
d)
Revisit the acceptance criteria with the stakeholder to ensure the quality level is appropriate.
169.
A project team member informs the project manager that all items are complete and the team is ready to move on to the next iteration. The project manager reviews the iteration board and notices incomplete items. The iteration ends today, and the missed items will not be completed on time.
What should the project manager have done to ensure that all of the iteration backlog items were completed on time?
a)
Validated iteration backlog items using the definition of done (DoD).
b)
Scheduled longer delivery timelines for project iteration cycles.
c)
Requested that the team reports progress during daily standups.
d)
Asked team members to demo their work as soon as it was ready.
170.
The night before a standup meeting, a project manager realizes that they will be unable to attend the daily standup meeting in person but will join via phone. The project manager sent an email to the project team letting them know. One of the team members is upset that, despite having the longest commute, they are expected to attend the meeting in person.
How should the project manager address this situation?
a)
Amend the current attendance policy to allow all team members to attend standup meetings remotely.
b)
Rotate the location of the standup meetings to ensure that everyone has an equal opportunity to attend in person.
c)
Review the guidelines for meeting attendance including when remote attendance is allowed and under what circumstances.
d)
Communicate the reasons for attending standup meetings in person and the benefits of doing so.
171.
An extremely talented and results-oriented team member is suddenly struggling with a personal problem. Due to this, there is a change in the team member's behavior, and it starts to affect the project deliverables as well as the morale of other team members.
What should the project manager do?
a)
Assign the team member to an activity that will not substantially impact deliverables.
b)
Approach the team member privately and work together to develop a plan to address the issue.
c)
Add the team member's problem to the project issue log and inform all key stakeholders.
d)
Ask the human resources (HR) manager to handle the issue and continue working as planned.
172.
A colocated project team is facing communication and collaboration issues. Some team members have roles that require them to work different hours, some arriving early, others leaving later. At a recent weekly meeting, several team members were absent.
What is the best way for the project manager to ensure the team can attend all necessary meetings?
a)
Encourage team members to work the same hours.
b)
Discuss the meeting with the missing team members.
c)
Create an information radiator for public display.
d)
Schedule team meetings during overlapping core hours.
173.
While closing a project, the client finds some defects in the deliverable. What should the project manager do next?
a)
Review the output against the acceptance criteria.
b)
Extend the project until all deliverables are accepted.
c)
Persuade the client to accept the output as is.
d)
Pay the penalty for the defective deliverable.
174.
A project manager is working on a global project with team members in several different countries. To manage communications, the project manager plans to hold virtual meetings and on-site visits once a month.
What should the project manager do next while working with this team?
a)
Ask the IT manager of each site to manage the technical components of the virtual meetings.
b)
Request the team members' résumés and become familiar with the teams' experiences.
c)
Propose and establish a team charter with the rules and principles to be followed.
d)
Request the budget for weekly in-person meetings with the entire team to allow for direct contact.
175.
Although a project is performing within its time, scope, and budget constraints, the project manager learns that the project sponsor is unhappy with its progress.
What should the project manager have done to avoid this situation?
a)
Conducted frequent reviews and assessments to identify and address any potential risks.
b)
Aligned project objectives with the expectations and requirements of the project sponsor.
c)
Communicated regularly with the project sponsor to provide updates and address any concerns.
d)
Implemented strict control measures to ensure that project milestones and deliverables are met.
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