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WorksheetsProject Management Scenarios Worksheet
Total questions: 45
Worksheet time: 23mins
A project manager who is managing a critical project in a multinational company is conducting a progress meeting with all team members. During the meeting, one of the team members states that they are facing a critical problem that will prevent them from completing their assigned task. What should the project manager do?
Ask the team member to follow the approved communications management plan to communicate their issue
Schedule a meeting with the concerned team member to review and update the issue log together
Review the risk register with the team member to find the proper response action for this issue.
Ask the team member to raise a change request to assess the issue in detail
During a project's third iteration, two of the existing team members were replaced. As the project entered the next iteration, the team velocity dropped and the performance started to slip. What should the project manager do?
Guide the team to revert back to the forming and storming stages
Escalate the issue to the project sponsor.
Convene a team building event to address key performance indicators (KPIs).
Discuss the decrease in productivity with human resources
During the last sprint review the product owner stated that the product does not deliver any value. The project manager believes that the product meets all the provided specifications. The team is confused by the product owner's statement. What should the project manager do when using a hybrid approach?
Escalate the matter to the executive board so they can decide on next steps
Prioritize the project backlog and ask the development team to fix the issues
Review the project's benefits management plan with the product owner.
Ask the product owner to terminate the project as it is no longer aligned to the expected benefits
An agile project team is looking to develop quality standards for a project. How should the project manager coach the team?
Determine the tools and techniques suitable for the project and ensure that testing is done early and continuously.
Inform the team that user acceptance testing is required to ensure that the product owner accepts the solution.
Insist that test-driven development is implemented along with the automated testing.
Ensure that the definition of done (DoD) is provided when the product owner agrees that all acceptance criteria have been met for the user story.
A geographically distributed project team has development issues between the collocated and virtual teams causing productivity to decrease. What should the project manager do to address this issue?
Force the team members to work from one location.
Develop protocols for resolving conflicts between team members.
Obtain special expertise to advise the team members.
Set up face-to-face meetings with project team members.
A Scrum team has committed to delivering a specific capability in their first release. Multiple operational issues have prevented the developer from delivering key capabilities. The technical lead has also given notice that they are resigning from the company. What should the project manager have the Scrum team do to recover from these issues?
Review constraints in the ongoing sprint planning and evaluate options for the release plan.
Stop the sprint and replan and prioritize the backlog to reduce resource levels.
Consult the resource management plan for an appropriate response.
Continue with existing sprint plans to ensure some of the scope will be delivered.
A project manager is leading a large-scale project that involves 70 stakeholders. The project manager has heard various comments and expectations from the customers, some of which are contradictory. Consequently, some requirements are not clear. What should the project manager do to build consensus regarding the requirements?
Escalate the issue to the management team for their review and guidance.
Create a survey template to collect feedback from stakeholders to reach an agreement.
Organize a face-to-face meeting with all stakeholders to understand their interests and concerns.
Leverage expert judgment to determine the requirements that should be considered.
A project manager has been asked to lead a project. The performing organization does not have a project management office (PMO) or formal governance policies, procedures, and guidelines for this type of project. What should the project manager do first to determine a governance approach for the project?
Consult a subject matter expert (SME) as to the best governance policies, procedures, and guidelines to be used by the project.
Consult with team members and stakeholders to determine whether the organization has any informal governance policies, procedures, and guidelines.
Choose either a predictive or agile framework best suited to the nature of the project, and use this framework as the basis for project governance policies, procedures, and guidelines.
Coach the self-managing team to produce tailored governance policies, procedures, and guidelines for the project.
A key project stakeholder who was a big supporter and motivator for the project team is leaving the organization. The project team is experiencing low morale and poor teamwork. What should the project manager do to improve morale?
Identify the wants and aspirations of the team.
Build team connections and emotional bonds.
Forge consensus through team participation.
Set goals and push the team to achieve the goals.
According to a new product development process, the marketing department will begin adding business and user requirements directly into agile project documents. Which agile documents should receive this information? (Choose two)
Product backlog
Sprint backlog
Release burndown chart
Definition of Done
User story templates
During the course of the project several obstacles are identified that are preventing the project from moving forward. What should the project manager do to remove the obstacles?
Have the project team work on other activities
Implement plans to remove the obstacles
Escalate to the project steering committee
Prioritize the obstacles for resolution
The project is delayed due to the high amount of major changes requested by different stakeholders at different stages of the project. If the project continues on the same path, it will consume twice the time and budget planned. What two actions can the project manager take to be more cost effective? (Choose two)
Conduct a stakeholder analysis
Reinforce team communication
Update the project management plan with the new timeline
Adopt an incremental approach
Leverage work between team members
A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis the project manager discovers there is a mismatch of competencies in one of the teams. What should the project manager do?
Emphasize to the teams the importance of meeting the agreed deadlines
Provide appropriate training to compensate for the mismatch
Update the project schedule to reflect the delay
Accept the risk of the project missing deadlines due to the mismatch
A project manager is managing a complex research project with a high level of uncertainty. A request is made to implement a mechanism to measure the quality of the deliverables. Using a hybrid approach, what techniques can be used to achieve this goal?
Daily Scrum and product owner quality assessments
Scrum master reviews and the quality Kanban method
Paired work and the customer role method
Time-boxed iterations and standup review meetings
The steering committee has asked a project manager experienced in agile to provide an indication of the time remaining on a medium-sized project. What tools can be used to provide this information?
A release burndown chart
Analysis of the business requirements document
Story points for the remaining user stories
Surrogate measurements
The product team is progressing with a prototyping approach to deliver a multiyear business initiative. A few user stories are taking longer to be delivered. What should the project manager do?
Determine the risks and identify a resolution during the retrospective meeting
Inform stakeholders about the delay during project updates
Determine cross-dependencies and plan a spike in the next sprint
Discover the gaps in the communications management plan and address them accordingly
The project sponsor of a major initiative is consistently changing the prioritization of modular work packages. The team is used to three-week sprints and is becoming increasingly frustrated with the daily changes in scope. What should the project manager do?
Move to a Kanban strategy so that work can be reallocated more easily
Decrease the sprint cycle to the average reprioritization request by calculating it in days
Set up a meeting with the project team and ask for their opinion on what to do
Set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle
A team is ready to start working on a project with a customer who was very difficult to work with in the past because the customer was unable to describe exactly what they wanted. What approach should the project manager take to remove this impediment?
Follow a predictive approach in order to obtain formal acceptance of each deliverable
Work with the product owner to define the minimum viable product(s)
Reinforce the negotiation and soft skills of the team through training
Develop and monitor a plan with due dates to reduce the time of completing the product
An agile team has been struggling to keep up with the planned pace, which is frequently resulting in sprint failures. What should the project manager do to help avoid this situation in the future?
Switch to a Kanban approach, implementing features on a first-come, first-serve basis, fostering a sustainable pace
Review the velocity of the team over the last several sprints and adjust the plan accordingly
Ask the project sponsor to approve overtime to compensate for the lack of performance while adjusting the plan
Replace junior team members with more experienced ones and negotiate the project scope to compensate for the budget gap
for a project has reported the potential for a delivery delay due to a technical issue with the sub-supplier. To stay on schedule, the vendor proposed replacing the sub-supplier's component with a similar part that is different from the one that is stipulated in the project specifications. What should the project manager do next?
Accept the proposed replacement in order to keep procurement activities on track
Insist on using the component per the project specifications and air freight the equipment to mitigate the delay
Instruct the vendor to use the part that is compliant with the project specifications and update the schedule
Consult with a subject matter expert (SME) to see if the proposed change is acceptable
At the end of a meeting a functional manager takes the project manager aside to raise some concerns on behalf of a project team member who is unclear about their role and responsibilities for the project. What should the project manager do in this situation?
Develop a work plan for the project team member with the help of the resource manager
Advise the functional manager and the project team member to review the resource management plan
Tell the functional manager and the project team member to review the project charter
Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member
A project manager is struggling to figure out the performance of the project teams in an agile environment for the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points Which team is performing better?
Team A as they have calculated fewer story points than team B.
Team B as they have calculated more story points than team A
The team that completes the most stories selected from the sprint backlog
The team with the least amount of defects in their deliverables
During the implementation stage of a project. a newly appointed team leader approaches the project manager to verify the team's tasks and schedule. The work did not go as planned due to the team leader's lack of management experience. This could cause delays for the project. What should the project manager do?
Ask the human resources director to appoint a senior team leader
Inform the project sponsor about the possible delay
Directly manage the project team to avoid project delays
Provide mentoring to the newly appointed team leader
A project for Company A was successfully delivered within scope schedule, and budget by the end of the last iteration However during the project celebration ceremony, one of the business stakeholders says they perceive the project as a failure as it did not add any business value. What should the project manager have done to avoid this perception?
Involved the business stakeholders in the sprint review
Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits
Implemented a closing survey for key stakeholders
Confirmed that there is a communications management plan in place to make business stakeholders aware of the success
A project manager for a strategic initiative realizes a new stakeholder is interested in the project and wants to ensure the stakeholder is fully aware of the goals, objectives, benefits, and risks of the project. What should the project manager do to enhance the success of the project?
Add the new stakeholder to the communications management plan
Share the project status reports with the new stakeholder.
Update the stakeholder engagement plan
Schedule a meeting with the new stakeholder
After the project charter's approval the project manager needs to work on detailed project requirements, constraints and assumptions with stakeholders. However, not all of the stakeholders are immediately available for a meeting in the short term. What should the project manager do in order to gather the information needed from stakeholders?
Email, call, or meet with each stakeholder separately to obtain their input
Conduct a meeting to build the project management plan with the stakeholders who are available
Escalate to the project sponsor that not all stakeholders are available for a meeting
Meet with the project management team to build the project management plan before consulting stakeholders
A project manager meets with external stakeholders to explain the objectives and outline expectations for a new project. A key stakeholder appears to support the project, with the condition that other unrelated projects will receive financial support. Due to cultural sensitivities the project manager is reluctant to be direct with the key stakeholder on this matter. The project cannot proceed without the support of this stakeholder. What should the project manager do?
Proceed with the project without allowing scope creep to occur
Use the contingency funds to provide support for the requested projects
Cancel the project since the stakeholder's request is out of scope
Inform the sponsor and document the request in the stakeholder engagement plan
A key stakeholder for a construction project has been spending a lot of time at the site and interrupting the team's efforts. What should the project manager do in this situation?
Work to understand the key stakeholder's concerns and provide feedback in regular project status reports
Arrange an ad hoc meeting to address the key stakeholder's concerns with team members
Reinforce with the key stakeholder that the project is performing on schedule
Escalate the situation to the project sponsor because the key stakeholder's behavior is impacting progress
A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identified by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved. What should be the project manager's next steps?
Conduct a proof of concept to make sure there are no problems in the revised design
Amend the design specifications and pass them to the development team for reprogramming
Make a change request and get format approval from the project owner
Inform the client of the problem and follow the change request process
During the course of a project, a junior team member approaches the project manager for some direction and advice on risk mitigation. How should the project manager respond?
Tell the junior team member that the information is available in lessons learned
Offer guidance and follow up with some developmental activity for the junior team member
Inform the junior team member that risk mitigation is not part of their work
Refer the junior team member to the senior team member who develops the risk mitigation strategy
A stakeholder on a project has a reputation for being easily angered and unreasonably difficult on projects. The project manager would like to minimize the impact of the stakeholder's behavior on the development team. What training should the project manager choose for their team to help with this situation?
Communication training
Negotiation training
Emotional intelligence training
Agile training
A company is using a predictive approach for the development of a particular component as defined in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches. What should the project manager do about the development team's request?
Escalate the request for additional financial resources
Forward the request to the project management office (PMO) to amend the organizational process assets
Ask the project sponsor to obtain approval for implementation of the new approach
Analyze the requirements that will need to be addressed under the requested method
From previous lessons learned working with a client, a project manager notes that the client's turn-around times on documents sent for approval were very slow and well outside of the agreed timelines. At the initial kick-off meeting with the same client, how should the project manager approach this issue for the new project?
Inform the client that extra resources will be added to give the client more time for reviews
Update the project risk register with the potential for delays
Work with the client on an acceptable amount of time for document approval
Inform the client of their responsibility in relation to document approval
During a daily standup meeting, a roadblock was raised that is preventing one of the team members from proceeding with work. The project manager figures out that it is due to a technical issue. What should the project manager do to prioritize this critical impediment?
Solve the issue for the team member
Perform a brainstorming session to address the issue and add the solution to the sprint
Escalate the issue to the software vendor for technical resolution
Coach the team to come up with their own solution and add it to the next sprint
A project manager who is new to an organization observes that an approaching deadline is likely to be missed because there have been some delays on the project due to a lack of resources. What should the project manager do next?
Review the milestone list to determine which tasks can be fast-tracked
Review the risk management plan to identify the response strategy
Escalate the issue to the sponsor and debrief them about the situation
Organize a team meeting to discuss the next course of action
A project is being executed. The project's life cycle is defined as predictive; however, a major deliverable will be handed over incrementally to the customer. The assigned resources are experienced and reliable and are willing to make decisions that the project manager used to make after each incremental delivery on other projects. What should the project manager do?
Schedule a steering committee meeting and obtain their approval on the request
Support the decisions of the team and transfer the decision making responsibility to them
Inform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions
Consult the product owner about letting the resources make decisions
After reviewing the project management plan with key stakeholders, the project manager was told that an 18‑month release plan was unacceptable and the product should launch in six months. Based on the new timeline, what should the project manager do?
Plan for overtime, apply crashing and fast tracking and share the risk of failure with project stakeholders
Review the project backlog looking for high‑priority items and come up with a minimum viable product (MVP) that fits the expected timeline
Seek approval with the sponsor to triple the project budget, hiring more people to compensate for the compressed schedule
Go over the critical path with stakeholders, explaining why it is not possible to deliver all the scope in the expected timeline
A project manager is managing a hybrid project. After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently. How should the project manager respond?
Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance
Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework
Record the issue in the issue log and escalate the conflict to the project sponsor for assistance
Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews
In the beginning of project execution, the project manager finds out that a key resource will be unavailable for two weeks which could cause a delay to the schedule. What should the project manager do first?
Assign the tasks to another resource, and ask the resource to work double shifts
Update the schedule to reflect the project's changes in duration
Ask human resources (HR) for a replacement, and update the risk register
Update the resource management plan and resource allocation chart accordingly
The change control board (CCB) rejects a change request submitted by a subject matter expert (SME). The SME refuses to accept this rejection and does not want to continue the project without the change. What should the project manager have done to avoid this situation?
Requested that the sponsor approved the change request first
Assessed the change’s overall impact to the project before submission
Ensured that the change request was aligned with the project scope
Submitted the change request directly to the CCB
After reviewing the project management plan with key stakeholders, the project manager was told that an 18-month release plan was unacceptable and the product should launch in six months. Based on the new timeline, what should the project manager do?
Plan for overtime, apply crashing and fast tracking, and share the risk of failure with project stakeholders
Review the project backlog looking for high-priority items and come up with a minimum viable product (MVP) that fits the expected timeline
Seek approval with the sponsor to triple the project budget, hiring more people to compensate for the compressed schedule
Go over the critical path with stakeholders, explaining why it is not possible to deliver all the scope in the expected timeline
A project manager is managing a hybrid project. After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently. How should the project manager respond?
Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance
Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework
Record the issue in the issue log and escalate the conflict to the project sponsor for assistance
Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews
A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project's chances of success?
Plan a working session focusing on the scope, vision, and mission of the initiative
Start developing the project management plan based on a previous project template from the project management office (PMO)
Conduct benchmarking to determine the business viability of the initiative
Conduct an impact analysis of the new initiative to determine how the project should be rolled out
A food company is developing a new product using a predictive approach, and the product is currently in the testing phase. Given the nature of the feedback of the tests, the project manager has decided to use an iterative approach. At the end of one of the iterations, a new regulation related to the product is enacted. What should the project manager do next?
Make a change request regarding the project's scope to ensure compliance
Include an assessment to verify compliance in the next iteration
Conduct an iteration review to address the new regulation
Start the tests over, adapting the trials to the new regulation
A project manager is assigned to a new marketing campaign. The sponsor gives the project manager an approved project management plan for review and explains the scope, business requirements, deliverables, and stakeholders. The project manager asks to see the project charter to gain a better understanding of the project. The sponsor says the project is small and simple so there is no need for a project charter. What should the project manager do?
Speak with peers about the need for a project charter
Develop the project charter and send it for approval
Explain that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager's responsibilities
Agree that the project does not require a project charter, especially since the deliverables and milestones are included in the project management plan
