A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions. What should the project manager do to ensure that the project is ready to move to an operational state?
A. Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.
B. Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.
C. Review the project approval requirements in the project charter and confirm who will be approving the project.
D. Refer to the project's work in progress (WIP) reports to ensure that there is no additional work in the backlog.
A project manager is leading a hybrid project that is building an app for a travel industry startup. Due to unforeseen events, the features and the overall solution will not be useable by many customers due to new travel restrictions. What should the project manager do first?
A. Release the team and help them achieve their potential on a new project.
B. Ask the organization's management for advice regarding the project's direction.
C. Assess the environmental changes and recommend a pivot for the project.
D. Pause the project if business value cannot be reached and collect lessons learned.
A project manager is well informed on the industry standards of the organization and believes that they are not reflected in the project deliverables. What should the project manager review next?
A. Quality process
B. Quality management plan
C. Organizational process assets (OPAs)
D. Project charter
A project manager is assigned to a multiyear project. During project execution, the customer delegates a new representative who contacts the project manager directly with a concern about their participation in status meetings. The representative wants to contact team members directly.
What should the project manager do next?
A. Send the new representative the approved project management and communications management plans.
B. Reach out to the customer directly for assistance in incorporating the new representative into the project management plan.
C. Meet with the project sponsor to discuss how to incorporate the new representative in the project.
D. Meet with the new representative to determine their understanding of the project and address their concerns.
A project manager is part of an organization that is assessing the use of agile delivery approaches. A new project management office (PMO) manager, who had a bad experience with Scrum, recommended that the project board replace Scrum with a predictive approach.
What should the project manager do?
A. Define a risk management plan (or the new approach, as needed.
B. Review the benefits realization plan to include the cost of the change.
C. Define a project management plan for the new approach, as needed.
D. Review the communications management plan to identity new stakeholders.
A customer's technical lead discussed a new feature with the project manager. The project manager believes the new feature will boost performance significantly and adds it as a high-priority item in the sprint backlog. At the end of the sprint, all of the planned stories were not completed because the new feature took more time.
What should the project manager do next?
A. Receive an agreement from the product owner and add the new story to the product backlog.
B. Agree with the project team to modify and delete some of the stories in the current sprint backlog.
C. Obtain approval from the project team and add the new story to the product backlog.
D. Negotiate with the scrum master before adding the new story to the sprint backlog.
A project scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project schedule. When the project manager returns, a detailed schedule is almost complete.
What should the project manager do?
A. Ensure that the schedule is aligned with the vision and objectives.
B. Escalate the compliance issue to the project management office (PMO).
C. Congratulate the team and move on to the execution phase.
D. Develop a new detailed schedule with the team and project sponsor.
A project had scheduling delays, which necessitated the team to work overtime to meet critical milestones. This led to some misunderstandings among team members. The project sponsor has allocated a monetary award.
How should the project manager utilize the award?
A. Meet with the team members and ask them how to spend the reward.
B. Arrange a luncheon for all team members and include team-building sessions.
C. Draft a points system to allocate a portion of the money for each resource.
D. Allocate the reward to the team leaders to spend on the team as they see fit.
A project manager is leading a hybrid project funded by a time and materials (TandM) agreement. The project was completed, and the client accepted the delivery of the product. One week later, the client asked the project manager to fix two defects they found in the product. The project manager responded with an estimate of time and money and asked the client to confirm this. The client disagreed and insisted that the work should be done for free because it is a defect in the product.
What should the project manager have done to prevent this?
A. Trained client engineers to support the product after its delivery.
B. Reviewed the project quality control plan with the client.
C. Suggested a fixed-cost basis and included free bug fixes for 1 month.
D. Planned how the delivered product will be supported after its delivery.
A government agency is developing a new connectivity policy. The assigned project manager is a famous economist with international recognition. The team is eager to work with the project manager, but feels intimidated. The project manager realizes that a junior economist, whose tasks are behind schedule, is especially intimidated by the situation.
What should the project manager do first?
A. Evaluate the performance of the junior economist in the upcoming months.
B. Request to replace the junior economist with a more experienced economist.
C. Consider organizing paired work sessions for the junior and senior economists.
D. Reassign some of the junior economist's tasks to other economists.
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