In an agile environment, a project is running iteration four out of six. A team member leaves the company with no replacement. What should the project manager do?
A. Ask the sponsor for an experienced team member in the company to help the project team.
B. Reduce the scope of the project and inform stakeholders.
C. Ask the team for extra work to fulfill the project commitment.
D. Update the issue log and refer to the resource management plan to address the situation.
A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work.
How should the project manager build a cohesive, high-performing team?
A. Ask the human resources (HR) department to arrange interview meetings to select the team.
B. Organize the team members into several kick-off sessions based on technology type.
C. Ask prospective team members to write a short biography explaining how they can contribute to the team's success.
D. Review the list of team members' skills and understand how they will work together to deliver the project outcomes.
A project manager has been appointed to lead a project but has not previously worked with the project team members. The project manager notices that the team is a mix of senior and junior professionals.
What should the project manager do to start establishing a successful relationship?
A. Schedule one-on-one meetings with the project team members to coach them on how to do their work better based upon previous experience.
B. Start speaking with each team member separately to understand their needs and personal goals to determine a leadership style.
C. Establish authority in the team by setting ground rules and key performance indicators (KPIs).
D. Schedule a team-building activity and start meeting personally with the project team members.
A network transformation project to increase efficiency and return on investment (ROI) is in the implementation stage. A conflict between the head of the network and the transformation manager arises. What should the project manager do to manage this?
A. Lead the parties to find a compromise.
B. Analyze the context of the issue.
C. Escalate the problem to the project sponsor.
D. Evaluate the influence of the parties involved.
A project manager is managing a project for a government owned company using an iterative approach. The first useful release to production consisted of three iterations. Each iteration was successfully checked by the client's representatives in the test environment. However, when the team started deploying to the production environment, the security team declined it.
What should the project manager have done to prevent this?
A. Implemented the authorization in the first iteration.
B. Reviewed the compliance requirements with stakeholders.
C. Deployed to production after the first iteration.
D. Planned smaller iterations to review the results more often.
After meeting with stakeholders, a project manager working at a computer gaming company is creating a project management plan for the company's newest offering. The project manager learns that the company's main competitor is scheduled to release a similar offering leveraging the newest technology. The project manager fears that the competitor's offering is better in multiple ways compared to the project manager's project.
What should the project manager do?
A. Meet with the project team to discuss the concerns and determine how to ensure the project's deliverable can compete with the competitor's.
B. Note this concern in the risk register and meet with the sales team to identify mitigation options factoring in the competitor's offerings.
C. Perform a Kano analysis factoring in the competitor's offering and present it to the stakeholders.
D. Meet with the development team to see what changes will improve the project compared to the competition's deliverable.
Company A has a culture of adhering to policies and procedures. A project manager is applying an agile approach to their in-house software development project, but even with training, they are still unable to deliver efficiently. What should the project manager do first to improve this situation?
A. Empower and coach the team members to focus on project delivery results.
B. Identify key team members who can influence others to contribute efficiently.
C. Follow company procedures and retrain team members on the agile approach.
D. Ask company management to delay the project and grant it additional time.
A project is in the planning phase. The project manager notices that the available engineers do not have the required skills. Since outsourcing is not an option for this project, the project manager asks human resources (HR) to hire or assign engineers with the required skills. However, the company cannot afford this at the moment.
What should the project manager do first?
A. Introduce a mentoring program to facilitate knowledge sharing.
B. Change the scope to include only the work that the team is qualified to do.
C. Add extra time for training during the course of the project.
D. Use the management reserve to obtain the needed resources.
A senior project manager is assigned to lead a team of project managers to run a large initiative. One of the key stakeholders often bypasses the senior project manager and gives instructions to the other project managers directly. What should the senior project manager do?
A. Tell the project managers to document the stakeholder's instructions.
B. Evaluate the stakeholder analysis to identify the stakeholder's influence.
C. Review the benefits realization plan with the sponsor and the stakeholder.
D. Escalate to the project sponsors and the manager of this stakeholder.
A project manager noticed that a team member has been struggling with some tasks, which may ultimately impact the completion date. Team morale is low because they will not get the expected bonus if they do not finish on time. What should the project manager do next?
A. Update the project schedule and budget estimates.
B. Ask the client to approve a delay in the project schedule.
C. Acknowledge the team for their accomplishments, encourage them, and offer assistance to avoid future delays.
D. Ask the human resources (HR) department to replace the team member and add an additional resource.
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