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?
A. Identify the wants and aspirations of the team
B. Build team connections and emotional bonds
C. Forge consensus through team participation.
D. Set goals and push the team to achieve the goals
An integrated project involves the interaction of both hardware and software and the sponsor has approved the schedule management plan. The project team evaluated the product's feasibility of functionality and accelerated testing. What should the project manager do as a servant leader?
A. Support the team as necessary to find the minimum viable product (MVP).
B. Amend the project budget to include MVP testing
C. Submit a change request to the project sponsor for accelerated testing.
D. Develop the product as per the schedule to perform integration and testing
A multinational company has a plan to expand their business into a new country where they currently have no presence. A project manager is assigned to initiate this project. After reviewing the business case, what should be considered first when developing an appropriate implementation strategy?
A. Acquire project resources from the new country to mitigate the risk of uncertainty
B. Evaluate the environmental and regulatory factors and identify high-level risks and assumptions
C. Identify and monitor the risks closely since the company does not have lessons learned for this country.
D. Ensure that project sponsors are in agreement on the project deliverables and timeline during the project
A project team has recently completed the initial sprint for developing an automated payroll system for a company. The project manager has scheduled a sprint planning meeting with the product owner and team members to discuss which features should be worked on next.
Which two pieces of information does the project manager need in order to make this meeting productive and effective? (Choose two)
A. Sprint charter
B. Burndown chart
C. Company mission and vision
D. Product backlog
E. Sprint goal
A project manager is managing a project to develop a new tool. Because of the nature of the project, the project manager decides to use an agile approach. One of the identified risks becomes an issue when the project manager finds out that another company patented a very similar tool.
What should the project manager do to address this issued?
A. Schedule a meeting with critical stakeholders to review the issue and decide on the next steps.
B. Put the project on hold and release the resources until the issue is resolved.
C. Inform the product owner and log the issue in the risk register to monitor closely for next steps.
D. Contact the company that owns the patent of the similar tool to compare the similarities and differences with the current project.
After gathering all the requirements for a project with dependencies on external stakeholders, the project team is finishing the second iteration. At this point, the project manager learns about a possible change in regulations that would prevent the product launch.
What should the project manager do to realize benefits?
A. Add an entry in the risk log
B. Implement the changes
C. Review target benefits.
D. Improve the team's velocity
During project execution, the project manager notices that the work performance reports have deteriorated drastically in less than two weeks. The project team in country A is complaining about delays resulting from holidays occurring in country B that have impacted their project team.
How should the project manager handle this situation?
A. Implement crashing to compress the schedule and improve the schedule performance index (SRI).
B. Implement fast-tracking to compress the schedule and improve the SPI
C. Perform conflict management using the project's resource management plan.
D. Review the risk management plan to evaluate the probability and impact of these delays
The project manager is experiencing delays with two critical tasks that are to be executed by two different teams. The project manager realizes that the functional managers of these two teams have an unsolved conflict and they are not communicating properly.
What should the project manager do?
A. Arrange a meeting with the managers and try to reach an agreement.
B. Communicate with the project sponsor regarding the need to resolve the conflict between the managers.
C. Evaluate the impact of the delay on the project and look for alternatives to create a remediation plan
D. Meet with both teams and their managers and try to figure out the root cause of the conflict
After a project has been approved, a key stakeholder tells the project manager that the current project management strategy is not well defined. The project manager is also informed that the key stakeholder does not want to hold a working session.
What should the project manager do first?
A. Share the project documents and invite the key stakeholder to discuss any concerns.
B. Ask the project sponsor to exert authority on the key stakeholder in order to maintain the approved timeline.
C. Proceed with a working session for teams that do not belong to that key stakeholder.
D. Invite the key stakeholder to the project's change control board (CCB) to discuss adjustment of the project strategy.
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?
A. Inform the client that extra resources will be added to give the client more time for reviews.
B. Update the project risk register with the potential for delays.
C. Work with the client on an acceptable amount of time for document approval.
D. Inform the client of their responsibility in relation to document approval.
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