A team lead for a project that is currently in execution with multiple delivery teams is issuing status updates. This communication was not discussed with the project manager, and the project stakeholders are concerned about nonalignment since other teams are not providing these updates.
What should the project manager do?
A. Instruct the team lead to stop sending the update report.
B. Discuss with the team lead to understand the reason for the report.
C. Examine the project reporting requirements with the stakeholders.
D. Tell the other team leads to provide similar update reports.
The project team has been exposed to a large number of stakeholders who are going to be operating the system with different levels of engagement. For efficiency purposes, what should the project manager do first to minimize the number of interactions with all stakeholders, while keeping a collaborative spirit?
A. Perform a stakeholder analysis to define the level of engagement of each stakeholder and act accordingly.
B. Meet with the stakeholders, document their needs, and agree on the pace and channel of communication.
C. Host regular meetings with all stakeholders to keep them engaged and get their feedback.
D. Meet with all of the stakeholders separately, build a relationship with them, and learn about their needs.
A project manager is in charge of a software development project. A key stakeholder complains that they never received the functionality test status reports. The project manager provides the reports, and the stakeholder notices that an important functionality for their area was not tested.
Which tool should the project manager have used to prevent this situation?
A. Issue log
B. Project scope statement
C. Stakeholder register
D. Project charter
A team is not delivering the committed work. Cards are not moving on the kanban board, and the burndown chart shows that the sprint progress is slow. What should the agile project manager do?
A. Consider the use of alternative performance metrics.
B. Change the work in progress (WIP) limit to reflect the team's capacity.
C. Discuss the performance with senior leadership.
D. Meet with the project team members who are slow in delivering tasks.
A project needs to acquire a large volume of electrical supplies on a weekly delivery cycle. There are many suppliers interested in partnering, so the project manager feels confident they can negotiate a good price.
What should the project manager do first in order to ensure the best overall value in the future contract?
A. Meet with the project sponsor to learn more about past contracting efforts for electrical supplies.
B. Contact each of the potential suppliers to understand their price schedules for the required supplies.
C. Identify the policies, procedures, guidelines, and legal parameters that are required in the contract.
D. Create a time-based bill of materials containing the supplies that need to be delivered each week.
During a project status update by the project management office (PMO), the CEO is concerned that the status of all projects suddenly changed from green to red, without warning. Upper management is used to reading traditional reports related to progress and cost, and they want to continue viewing this information.
How should the PMO implement a better way to report the project's health?
A. Request the program managers to be more accurate when presenting status reports.
B. Ask the project managers to report on their projects using a Kanban board format.
C. Explore reporting the earned value (EV) key performance indicators (KPIs) using agile progress as an input.
D. Perform a root cause analysis (RCA) to find out why the status of projects is deteriorating so fast.
A client has requested that a product be implemented in 4 months and is ready to increase their budget to do this quickly. The project manager cannot comply with the request with the current resources or even additional resources. The project manager estimates that 8 to 12 months are needed for the product to go live.
What should the project manager do to address this situation?
A. Motivate the team to work more efficiently and approve overtime in order to meet the client's goal in 4 months.
B. Seek additional resources from the subcontractors and other sources to parallelize the necessary work.
C. Discuss with the client alternative approaches to deliver the minimal viable product (MVP) in 4 months and the rest later.
D. Call a meeting with the client so they will understand that 4 months is not enough time to deliver the product.
A project manager has recently been asked to take over an existing project. The project manager would like to determine how the project has been progressing by tracking features that are in progress, completed, or scheduled to be worked on.
Which of the following can help the project manager assess the state of the project?
A. Cumulative flow diagram
B. Burndown chart
C. Pareto diagram
D. Burnup chart
During project execution, a client asks to add one more features to the product. After performing a change request analysis, the project manager realizes the necessary equipment will not be available in time to support this new feature, resulting in the project team being idle.
What should the project manager do next?
A. Establish a contingency reserve.
B. Rent ready-made equipment.
C. Escalate the risk to senior management.
D. Perform integrated change control.
A project for developing software for a retail company's procurement system is in the initiation phase. The project sponsor has expressed concern that the forecasted project implementation date coincides with the company's financial budget planning period.
Which two actions should the project manager take next to address this concern? (Choose two.)
A. Advise the sponsor that it is not feasible to determine if the end date will be met as the project is in the initiation phase.
B. Facilitate a risk workshop with all stakeholders in attendance to identify and assess all risks to the project.
C. Log the concern as a risk in the project risk register and assess the impact and severity of the risk.
D. Change the project implementation date so that the concern is alleviated and no longer applicable.
E. Communicate to the project sponsor that the implementation date is low risk and will not impact the project.
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