A project manager was recently assigned to a banking IT project. The project team has been developing products using a predictive approach for more than 10 years, but management wants the team to change to an agile approach. The project manager met with the team to introduce the agile approach. Most of the team members complained about changing approaches because the performance of this team has always been above average among the IT teams in the bank.
Which two actions should the project manager take? (Choose two)
A. Interview the most resistant team members to persuade them to try to accept an agile approach.
B. Conduct training sessions with the team so that the team can understand what the agile approach and mindset are.
C. Ask the team to identify the product backlog and create a kanban board for the team to manage and follow the approach.
D. Meet with management to explain the team's resistance to the agile approach and request that they formally ask the team to implement agile.
E. Brainstorm with the team to understand the specifics of the team's project and to identity possible alternative approaches for the team.
An organization that embraced agile a couple of years ago is looking for a more efficient way to ensure that the increments produced in each sprint meet the end users' quality requirements. What should the project lead recommend?
A. Develop a more comprehensive template for the definition of done (DoD).
B. Increase the percentage allocated for testing each backlog item.
C. Organize more frequent sprint reviews with a broader audience.
D. Establish a quality assurance (QA) team separate from the development team.
Project progress meetings occur via virtual conference calls. In every project progress meeting, one team member continuously interrupts others during discussions. Other team members often have no opportunity to talk or complete their explanations.
What should the project manager do?
A. Speak individually with the team members who do not participate in conversations.
B. Manage time efficiently using the agenda and ask each participant to contribute.
C. Speak individually with the team member who always disrupts the conversations
D. Start the meeting with a review of the ground rules, meeting objectives, and the agenda.
A project manager is in a cross-functional agile team. The project manager has been assigned a software project with multiple features that will take the team about a year to complete. The CEO is insisting that the solution needs to meet business goals for the year end, which is due in 6 months.
What should the project manager do to align stakeholders' needs and expectations?
A. Work with the stakeholders to create a prioritized backlog and release a roadmap.
B. Modify the requirements to those that can be completed in 6 months.
C. Implement fast-tracking and crashing activities to complete the project in 6 months.
D. Include all stakeholders in daily scrum meetings to keep them informed.
At the end of a project's initiation phase, the budget was developed and sent to the approval board. During the approval meeting, one of the key stakeholders asked how the budget was developed for future uncertainties. How should the project manager reply?
A. Recurrent team meetings are planned to control the budget against future uncertainties.
B. Probabilistic analysis was used to develop the budget to address future uncertainties.
C. The budget was developed by using the lessons learned from previous project data.
D. Feedback from stakeholders will be addressed at each board meeting to adapt the budget.
In a frequently changing project, the project manager discovers a customer requirement change during a daily meeting. What should the project manager do?
A. Give the change to the scrum master to investigate how much additional effort the change will require.
B. Tell the customer that the requirement change will be put into the next project phase if management approves.
C. Validate the requirement change with the product owner and development team before redefining the scope.
D. Escalate to management for approval since the change was not included in the original requirements.
During execution of a complex project, the project manager encounters numerous change requests from various teams. These changes may result in the project not meeting its objectives. How should the project manager ensure that these changes are managed effectively?
A. Include the changes in the backlog and review priorities with the product owner.
B. Record the changes using the risk register and continue monitoring.
C. Deny the change requests and keep delivering the project as planned.
D. Review the project and communications management plan with the main stakeholder.
A customer is concerned about the time required to complete a project and is asking the project team to reduce the number of iterations required to complete the product. Which approach should the project manager take?
A. Ask the team to raise blockers or impediments in daily meetings.
B. Prioritize deliverables based on business value and define frequent releases.
C. Ask the team to challenge the project estimations for a faster delivery.
D. Prioritize the tasks with high risks to reduce the number of iterations required.
A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements.
What should the project manager do?
A. Refer to the configuration management knowledge base for similar projects delivered in the past.
B. Arrange for a workshop with the customer to understand the business values expected from the outcomes.
C. Include a representative from the customer to work collaboratively with the team.
D. Acknowledge that the current team needs improvement and hire more qualified team members.
A project requires the procurement of a large amount of equipment that needs to be on-site before any other activity can begin. The procurement department has a lengthy approval process. What should the project manager do?
A. Ask the project sponsor to expedite the vendor selection process.
B. Contact the vendor that supplied similar equipment for a previous project.
C. Use the existing equipment and replace it later with the new equipment.
D. Work with the procurement team to find alternative options.
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