A project manager is working on a project to scale an operation globally. This endeavor required multiple interviews with various stakeholders. During the user story creation phase, the product owner met with multiple stakeholders who had different opinions about the requirements.
How should the project manager address this situation?
A. Ask the product owner to create the backlog.
B. Use a voting system for stakeholders.
C. Perform a stakeholder identification analysis.
D. Limit the participation from stakeholders.
A product owner is trying to understand how many of the user stories have been completed within a 2-week sprint. How should the project manager approach this situation?
A. Use retrospectives to deliver the finished products.
B. Invite the product owner to regular standup meetings.
C. Have a face-to-face conversation with the product owner.
D. Share the burndown chart with the product owner.
A project manager is part of a cross-functional agile team. Throughout the project, it has become obvious that team members from different functional units have different perspectives of what the outcome should be. What should the project manager do to resolve this?
A. Check to ensure the project outcome aligns with the project charter and statement of work (SOW).
B. Invite the project sponsor to the sprint review to provide clarity on the sprint outcome.
C. Ask the product owner to address the concerns about the project outcome during the sprint retrospective.
D. Schedule a meeting with the stakeholders to determine a consensus regarding the outcome.
A project presently in the testing stage is nearing the closing phase, which will transition the completed project to the company's operations support team. However, many new members have just been added to the operations support team who are not familiar with the project and the project's acceptance is now at risk.
What should the project manager do to mitigate this transition risk?
A. Request the steering committee to reevaluate the feasibility of transitioning and closing the project given the personnel changes on the operations support team.
B. Request the steering committee to train only the selected operations team members who are familiar with the project and then train the new team members separately.
C. Request the steering committee to exclude the new team members during the transition and train the new members after the planned transition is completed.
D. Request the steering committee to authorize an early project deployment (i.e., a "beta" transition release) and engage the operations support team in the early release.
At a daily standup on the second day of the sprint, the product owner asks one of the developers to add more functionality to a product backlog item that was committed to in the sprint planning. The product owner explains that the change is based on a discussion they had with a user, is critical, and should be delivered in the next release.
What should the project manager do?
A. Ask the product owner to provide more details in the standup.
B. Organize a workshop after the standup to assess the impact.
C. Prepare a budget change request for additional resources.
D. Create a new product backlog item for the next sprint planning.
A transportation company is developing a new tool to improve their delivery process. As project development for sprint two began, the executive steering committee made a request to include a new capability to perform a what-if analysis in the tool based on the customer demand and forecast.
What should the project manager do next?
A. Revise the project schedule and budget based on the additional scope, and review with the team.
B. Include the new capability to the product backlog and continue activities based on the current plan.
C. Perform an impact analysis on the schedule and budget based on the additional scope.
D. Analyze and negotiate with the executive steering committee regarding this new request.
Product implementation portions of a project are nearing completion. The project manager schedules a series of meetings to meet with the marketing management team. During the meeting, the marketing manager tells the project manager that some key members of the department will not be available to work on the implementation for the next 3 months.
What should the project manager do?
A. Shift those key members and assign them to another project.
B. Cancel the meeting series until the marketing team provides a solution.
C. Consult the project team and discuss the key team members' availability.
D. Consult the resource management plan and escalate to the sponsor.
A project manager has been running an agile project for 6 months and has been reporting that the project is on track every week. However, on the last week before releasing the final product, the team found a technical impediment that put the project delivery in jeopardy overnight.
What should the project manager have done to prevent this situation?
A. Considered historical data from previous projects with similar impediments to help identify the possible solutions.
B. Sought and implemented alternative ways to track progress and impediments to identify potential threats.
C. Provided technical training to the team in advance to ensure the team had high-level technical skills.
D. Developed a risk response plan that would have provided options and strategies regarding project risk exposure.
A project team is in the planning phase of a product migration project. The project manager schedules a meeting with the project team, telecommunications team, and the department leaders with group product accounts. The purpose of the meeting is to determine the project timeline based on how much content needs to be transferred to or created in the new system and the processing procedures and time frames.
Who should the project manager also invite to the meeting?
A. Representative from the provisioning team
B. Representative from the network team
C. Representative from the reimbursement team
D. Representative from the service desk team
A project sponsor is promoting the use of a new technology that has not yet been approved. The technology guarantees cost savings and a delivery ahead of schedule. However, the operational support at project completion is uncertain as the service organization expressed an inability to provide support without approval of the new technology.
What should the project manager do to resolve the conflict?
A. Seek to understand the project stakeholders' needs in an effort to support the new technology.
B. Communicate the project's progress to the stakeholders and promote the new technology.
C. Maintain and adhere to project plans to ensure the project delivers successful outcomes.
D. Acknowledge the lack of approval and focus on a resolution that will benefit the customer.
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