A project manager manages a bridge construction project. The project manager has received a major change request from a regulatory stakeholder to add one branch of the bridge to the engineering design. The project manager prepared a change request, which was reviewed and accepted by the change control board (CCB).
What should the project manager do now?
A. Communicate the decision to the stakeholder who requested the change.
B. Evaluate the adjustments to the project management plan.
C. Notify the project team about the change request's approval.
D. Include the new branch of the bridge in the design.
A team has individual daily start times for each team member. Sometimes the overlap between team member working hours is short. During those times, the interactions and work as a team are reduced and ineffective.
What should the project manager do?
A. Inform the team members who are joining late to join early and work together.
B. Allocate the overlap time for each team member and ask them to adhere to the schedule.
C. Ask the team to define a team charter and agree on core working hours.
D. Ask the team to start at the same time to obtain the maximum number of team working hours.
A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this team member could add value to the project. What should the project manager do to get the most value from this team member?
A. Advise the team member not to share personal information from past projects with the entire team.
B. Consult with the project sponsor to find out if it is allowed to share personal information with the entire team.
C. Advise the team member to focus on the current project and consider the past conflicts as lessons learned.
D. Consult with human resources (HR) and check company policies on what is allowed to advise the team member.
A project is on its fifth iteration out of six. One member of the team has left the company unexpectedly. What should the project manager do next?
A. Detail the reason for the project delay in the status report.
B. Invite the stakeholders to discuss a mitigation plan.
C. Take on some of the necessary work to minimize the impact.
D. Register an issue and escalate it to the project sponsor.
A project has met the agreed-upon product requirements and is closing. There is time remaining in the schedule and excess budget. The resources are not yet scheduled to move to other projects. Several product champions want to continue adding functionality to the product.
What should the project manager do?
A. Use the remaining time and resources to add additional scope to the project without spending the project budget.
B. Ensure product quality by spending the remaining resources and time on additional quality checks for the product.
C. Acknowledge the project closure criteria has been met and release the remaining budget and resources.
D. Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.
A large matrix organization is adopting a new communications approach. This is necessary because their projects often require the resourcing of expert knowledge in the form of specialists from various departments and divisions. What should the project manager do to set up effective communications?
A. Plan on transmitting the information in an easily understandable manner.
B. Focus on the recipients' needs and not the information itself.
C. Use the highest possible technical language and avoid using metaphors.
D. Ensure that messages sent to the recipients are delivered.
A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements. The project manager is concerned about scope creep. Which action should the project manager take to control the scope?
A. Ensure that all key stakeholders agree to the project deliverables and there will be no need for changes.
B. Accept only those changes to requirements that provide additional value to the project.
C. Reject all changes that will increase the budget or increase the time line of the project.
D. Accept only those changes that are approved by the change control board (CCB) prior to being implemented.
A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few external contractors in the project who do not agree with this idea as they feel it is a waste of time.
What should the project manager do?
A. Welcome and involve the contractors as part of the project team.
B. Ask the contractors to meet with the customer independently.
C. Ask the customer to develop a document with the requirements.
D. Warn and penalize the contractors who do not attend the meeting.
A project team is conducting sprint planning. Based on the estimated effort, only 95% of the items included in the sprint may be delivered. The product owner asks the project manager for advice on how to prioritize the backlog items. What should be used to prioritize the backlog items?
A. Risk to delivery
B. Technical complexity
C. Business value
D. Estimation accuracy
A company recently adopted agile to develop innovation projects. The project manager is experiencing problems with some team members who consider some agile ceremonies to be unnecessary. What should the project manager have done before the beginning of the project?
A. Conducted a survey to determine if the team was willing to adopt agile ceremonies on the current project.
B. Prepared an inception deck and clearly explained the purpose of agile ceremonies and their benefits to the project.
C. Discussed with the product owner and requested assistance by requiring the adoption of agile ceremonies.
D. Discussed with the project sponsor about convincing the team to adopt the agile ceremonies as part of their routine.
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