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?
A. Escalate the request for additional financial resources
B. Forward the request to the project management office (PMO) to amend the organizational process assets
C. Ask the project sponsor to obtain approval for implementation of the new approach
D. Analyze the requirements that will need to be addressed under the requested method
A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway. Materials are not being delivered on time and this phase of construction is already behind for what was initially planned.
What should the project manager do first to prevent the project from going further off track?
A. Perform a risk assessment and define a risk response action plan.
B. Proceed with the project using management reserves to cover any delays or losses.
C. Propose a pause in this phase to save labor costs and asset depreciation.
D. Establish new partnerships with other suppliers in anticipation of any delays.
The rollout of a new finance system is in the execution phase. A number of issues have surfaced in the last month that are slowing the project down. A new project sponsor has recently started with the company but has not had time to meet the project manager. The project is at the point where the issues are significantly impacting delivery of the project.
How should the project manager alert the new project sponsor about these concerns?
A. Send an email invitation to the project sponsor to attend all of the project team's weekly meetings, and hope the sponsor will find time to attend
B. Send an email to the project sponsor summarizing the project status and key concerns, and request an immediate face-to-face meeting to discuss them
C. Continue emailing updated project status reports highlighting the key risks and issues, and wait for the project sponsor to request a meeting
D. Complete a risk analysis outlining the delays and impacts, and email a copy of the risk register, urging the project sponsor to respond
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?
A. Develop a work plan for the project team member with the help of the resource manager
B. Advise the functional manager and the project team member to review the resource management plan
C. Tell the functional manager and the project team member to review the project charter
D. Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member
After the second iteration of a component development project, the project team conducts a retrospective It shows that in the initial phase the project has failed to comply with a product functionality. The planning for this product has a predominantly predictive approach.
Which technique will help the project manager to accelerate the deliverable?
A. Impact mapping
B. Rolling wave planning
C. Collective code ownership
D. Scrum of Scrums
A project manager is appointed for the deployment of a new solution. The solution will be integrated into the environment by a third-party vendor This vendor just announced a delay in delivering a key component, which will impact the project schedule.
What should the project manager do?
A. Ask for expedited delivery of the component to mitigate the risk of schedule delays
B. Ensure that relevant stakeholders and expectations are identified and assess the component delay
C. Perform a detailed analysis of the release content for each component of the solution.
D. Propose a new design of the solution to replace the external component with an internal one
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?
A. Requested that the sponsor approved the change request first.
B. Assessed the change's overall impact to the project before submission
C. Ensured that the change request was aligned with the project scope
D. Submitted the change request directly to the CCB
A company that is heavily focused on delivering projects using predictive approaches on- boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements. How should the project manager plan the delivery of the project?
A. Wait for the requirements to be more clear before any further action is taken on the project
B. Ignore the unclear requirements and focus on the delivery plan of the project
C. Escalate the issue of unclear requirements to the management team and wait for final authorization
D. Break down the requirements and prioritize the requirements into iterative work packages
To estimate the costs of a new project that is similar to a project that was implemented last year, the project manager meets with a group of experts from the previous project. The group uses a three-point estimating technique. The project manager submits the estimated budget to the project sponsor for approval. The project sponsor, who is new to the company, is concerned because the budget exceeded their expectations.
What should the project manager do?
A. Review the organizational process assessment to determine if a contingency reserve was considered in the budget estimate
B. Review the historical information and lessons learned from last year's project to justify the new budget estimate
C. Change the budgeting technique to a more accurate, bottom-up cost estimation.
D. Use soft skills to convince the project sponsor to approve the new budget estimate
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?
A. Communication training
B. Negotiation training
C. Emotional intelligence training
D. Agile training.
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