In an ongoing project, the customer, who has been the main contact for the project, informs the project manager that they will be introducing a new contact person due to their busy schedule. Moving forward, the new contact will also be making key decisions.
What should the project manager do next?
A. Update the stakeholder register with the new contact's details.
B. Inform the project team of the new point of contact.
C. Update the communications management plan.
D. Request a meeting with the customer and the new contact.
One of the modules delivered by the project failed during user acceptance testing (UAT). The project manager realizes that the component that failed the functional tests was created by another team and a different functionality was approved by the business manager.
What should the project manager do?
A. Review the integrated change control process with all the stakeholders.
B. Escalate the misalignment to the project management office (PMO) and the functional manager's director.
C. Ask the project management office (PMO) to recover the cost of fixing it from the other team's budget.
D. Request dedicated business resources to support functional testing.
A software company office will be shut down for repairs, and a project team will be required to work remotely. A few team members have never worked this way and are apprehensive of how they will be able to consistently deliver their work products.
What should the project manager do to ensure that the team continues to perform while working remotely?
A. Request funding from management to enable all team members to work from an alternative workspace.
B. Reach out to the resource managers for alternative team members who have experience working remotely.
C. Identify areas of training for the team to be able to use remote tools for team collaboration.
D. Reduce the scope of the project to compensate for productivity during remote working conditions.
An agile team is working on a two-week sprint to deliver business value. About one week after the sprint starts, the product owner realizes that a regulatory compliance requirement was missed. The product owner reminds the team that this requirement must be completed in the current sprint or the organization will face a penalty.
What should the project manager do to mitigate this risk?
A. Review the issue with the project sponsor and ask for more time to complete this requirement.
B. Complete an impact analysis as the scope of the sprint backlog cannot be changed after the sprint has started.
C. Include the compliance user story in the next sprint as the team is fully occupied with the current sprint.
D. Request the team to add the user story to the current sprint and let them work on it.
To prevent influential stakeholders from dominating product delivery decisions, the product owner decided to use planning poker. What is a key advantage of using this technique?
A. Assists the team in planning the activities within the iteration
B. Allows for more accurate estimates
C. Incorporates a technique similar to brainstorming
D. Ensures active project team participation
A project is in the later stages of execution. The project engineer insists in every meeting that they were never consulted or informed of the project deliverables. However, the project manager communicated adequately and has the project engineer's approvals on record.
What should the project manager do?
A. Write a formal letter to human resources (HR) detailing the project engineer's unprofessional behavior.
B. Approach the project engineer's supervisor about possibly replacing the project engineer.
C. Introduce the item in the next meeting, reminding all stakeholders of the project objectives.
D. Engage the project engineer in a discussion to understand the concern and agree on a way forward.
Most of the work packages for a project are subcontracted. In the middle of execution, the project manager is informed that a new contract manager will take the position in one-week.
What should the project manager do next?
A. Analyze and document the interests of the new contract manager and select a strategy to manage the relationship.
B. Update the communications management plan with the new contract manager's information.
C. Reschedule the next progress meeting to introduce the new contract manager to the project team.
D. Consult the project management plan and prepare a full set of documents for the new contract manager.
A project manager is launching an agile project with team members located in multiple countries. In order to connect the team and improve the overall productivity, what should the project manager do?
A. Consider bringing the team members together periodically to work on critical tasks and bond together.
B. Schedule a different meeting with each of the regions, being the primary point of contact for all team members worldwide.
C. Schedule weekly meetings with a key contact for each region who will be responsible for disseminating information back to the team.
D. Keep all meetings at the same time, using the time zone for the company's headquarters as a reference.
While creating the work breakdown structure (WBS) with the team, the project manager highlights that the customer requested a proof of concept and will only continue the project based on the results of the proof of concept. A key team member insists that since this customer has a history of requesting proof of concepts and continuing with the projects, the team needs to plan for the whole project, not just the proof of concept.
What should the project manager do?
A. Instruct the team member to continue with the current work.
B. Evaluate the scope of work as described in the project charter.
C. Implement the 100% rule for creating the WBS.
D. Validate with the team member, and create a WBS for the entire project.
A project manager is leading a project when a major crisis suddenly causes an economic downturn, which may threaten the project outcome. What should the project manager do?
A. Update the project charter and benefits management plan with the current realities.
B. Create a proposal suggesting that the project sponsor terminate the project.
C. Reallocate some project resources to other assignments in the organization.
D. Document the new risks in the project benefits management plan and risk management plan.
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