In a multinational multi location project with virtual teams a project manager has established a project baseline. The project manager discovers that multiple risk elements have appeared. The project manager did not foresee these risks during the planning stage of the project.
What should the project manager calculate to address this critical budgetary situation? (Choose two)
A. Contingency control in the project and rebaseline
B. Mitigation control in the project
C. Benefits management control in the project
D. Integrated change control in the project
E. Currency exchange rate
Some members of a project team are frustrated by a new team member who previously worked in a Scrum setting. This new team member approaches members of the project team on a daily basis in what appears to be an attempt to engage in individual standup meetings.
What should the project manager do?
A. Schedule a meeting for the project team to review the communications management plan.
B. Tell the rest of the project team to continue discussions with the new team member
C. Send an email to the project team outlining the communications strategy.
D. Mentor the new team member on the methodology the project team is using
Five agile teams working together on a product recently performed release planning Midway through the project, each team showed that their progress was on track. When all of the teams integrated at the product level, many integration issues were observed. The overall product release progress declined with predictions showing the committed content will not be able to be accomplished.
What should the project manager have done differently?
A. Formed a separate quality assurance team to test all items coming from each team at the end of each sprint
B. Performed a Scrum of Scrums on a regular basis to help the teams remove impediments
C. Ensured frequent and continuous integration of work to obtain early feedback and continuous learning
D. Arranged an online session on the integration concept and suggested tools to the teams
While reviewing prototypes, the quality team found some deviations that do not affect the mam functionality but have the potential to be an issue in the future. To avoid major problems in the future, the team recommends corrective actions that will require additional funds. The project is already struggling to stay on budget and has even used some of the contingency reserves.
What should the project manager do?
A. Ask the product designer why the deviation was not considered in the design phase
B. Report to the project sponsor that the product is working and the project is struggling with the budget.
C. Evaluate and initiate the change request process with the stakeholders
D. Ask the quality team to discard the sample and test again with a new sample
A project to develop a large hydropower plant is in the implementation phase and is managed using a hybrid approach. What should the project manager do to ensure full compliance of quality requirements during the execution phase?
A. Analyze the quality requirements.
B. Plan quality management
C. Continually survey the quality of the deliverable
D. Set up quality policies and procedures
A retail chain is evaluating a project to replace payment systems across all its stores in multiple locations. The project does not pass the financial threshold but is also expected to increase market share, improve customer services and retain more customers. The project is planned as a phased implementation building on learning from the retrospectives during each phase.
How should the business increase the value of the project?
A. Quantify the expected tangible and intangible benefits in the benefits management plan for each phase.
B. Ask the benefits owner to reassess the identified risks that are impacting the outcomes of the financial benefits.
C. Consult with experts on methods to reduce costs and increase the financial value of the project.
D. Use a fishbone diagram to find the root cause of the lower financial benefits with the benefits owner.
The programming activities of a project were planned to last 35 days per module, but the programming of the first module has taken 45 days. What should the project manager do?
A. Ask the team to work overtime to complete the deliverable on time
B. Evaluate the situation and identify ways to compress the schedule without impacting baselines
C. Check the scope to verify if there is scope creep and get the project on schedule
D. Submit a change request to the project sponsor to change the schedule
A learn has been working for two months and has consistently missed planned user stories. How should the project manager address this issue?
A. Ensure the sprint size is appropriate for the iteration duration.
B. Promote changing the iteration duration in order to commit as planned.
C. Engage in recruiting a highly skilled resource to reinforce the skills.
D. Consider using a reward system to encourage timely delivery
One of the main inputs required for a deliverable is missing due to a miscommunication between the vendor and project manager. Because of the missed deliverable, the critical path of the project is extended. What should the project manager do next?
A. Start an audit of the vendor's processes and procedures
B. Review lessons learned from previous projects with this vendor
C. Make a detailed analysis on vendor issues during the project
D. Execute a contingency plan to address the issue with the vendor
A project manager finished reviewing the project deliverables for the current iteration with the customer. A new key stakeholder who just joined the customer's team, complains that the results do not provide the capabilities the business anticipated.
What should the project manager do to address this issue?
A. Create a change request and update the scope management plan
B. Conduct stakeholder identification and a project objectives review session
C. Update the stakeholder list and fix the deliverables
D. Update the project management plan and lessons learned
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