A project manager is in the process of closing out a project and has been asked by the project management office (PMO) to confirm that the transfer of knowledge to the operations team for support operations has been successfully completed.
Which technique should the project manager apply to verify the knowledge transfer?
A. Brainstorming
B. Meetings
C. Regression analysis
D. Expert judgment
A large project requires new equipment to support the project execution. The procurement manager communicated to the project manager that the delivery of the newly purchased equipment will be delayed. The project manager is concerned that this will directly effect the project schedule.
What should the project manager do next?
A. Validate the information and update the risk management plan.
B. Update the risk register and discuss it with the project stakeholders.
C. Source second-hand equipment in order to prepare for any delivery delays.
D. Update the sponsor of the potential issue and ask for any suggestions.
A project team has established contracts for purchasing vehicles and construction services. In the middle of project execution, the team learns that the vehicle supplier cannot deliver the vehicles. There is not enough time to find a new supplier without delaying the project.
Which action should the project manager take to procure the vehicles?
A. Ask the technical team to revise the requirements, even if it requires extra budget.
B. Arrange a meeting with the client to request additional time to find a new supplier.
C. Review the existing service contracts to find an option to help procure the vehicles.
D. Procure the vehicles from another supplier and report the change to the change control board (CCB) later.
A project manager is performing the scrum master role for a project team of developers. At the daily standup, a couple of developers complain about the noise from a neighboring team, the performance of their laptops, and the difficulty in booking meeting rooms.
What should the project manager do?
A. Acknowledge the impediments and facilitate their resolutions.
B. Note the impediments and escalate them to the product owner.
C. Note the impediments and work on addressing them later.
D. Assign actions to all stakeholders and oversee their implementation.
A project management office (PMO) director finds that project managers leading software development projects are not consistently seeking approval from other division leaders in cybersecurity and operations before deploying code into production. The PMO director asks the project manager to develop a solution for this issue.
What should the project manager do to fix this problem?
A. Establish a daily scrum meeting and invite division leaders to attend so they can be aware of upcoming code releases.
B. Provide division leaders with a teleconference phone number to call if they have concerns after code is deployed into production.
C. Create a new policy requiring project managers to email division leaders before deploying code into production.
D. Launch an enterprise governance structure comprised of division leaders to establish policies for code releases.
A high-performing team is involved in a project with a new domain. The team is unable to deliver as expected. What should the project manager do?
A. Support the team in identifying the area of development and address the gap.
B. Dissolve the team and include the team members in other existing teams.
C. Identify the struggling team members and move them out of the team.
D. Set up a clear expectation that the team is to deliver as in their previous projects.
A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two)
A. Encourage team members to cross-check decisions with the project manager.
B. Vet all of the decisions before execution.
C. Allow team members to make limited decisions.
D. Organize and assign team members to tasks where they have strengths.
E. Support team members to make decisions in their areas of strength.
A project sponsor would like to include a new deliverable. The sponsor contacts the project manager in order to seek advice on the most efficient approach to complete the deliverable within the next 2 months. What should the project manager do?
A. Change the project methodology in order to achieve completion of the deliverable within 2 months.
B. Advise the sponsor that it is not the project manager's job to evaluate the project.
C. Suggest that the sponsor conduct a cost-benefit analysis to determine feasibility.
D. Use the management reserve in order to expedite completion of the deliverable within 2 months.
A consultancy firm is finally selected and contracted for a project following an extensive and competitive procurement process. A few months into project execution, the client asks the project manager why the consultant is contracted for only 18 months instead of the full 32-month-long project. The project manager will need to carry out an unplanned second bidding process to ensure services are in place until the end of the project.
What should the project manager have done to prevent this?
A. Developed a detailed, phased procurement management plan including all activities required and had the client approve it.
B. Included the client in all negotiation phases with the consultancy to obtain their advanced approval before signing the contract.
C. Prepared and negotiated a second contract with the consultancy firm for the remaining 14 months after the first contract signature.
D. Agreed beforehand with the client on the frequency of reporting on the status of the procurement activities within the project.
A project lead is working on an agile project to build the team's vision, including the decision-making process. It was decided that the team will vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team makes a decision that the project lead strongly disagrees with.
How should the project lead proceed?
A. Refuse to let the team proceed with the work based on their decision.
B. Take the technical team lead aside and try to persuade them to change their vote.
C. Note the reasons for the disagreement and let the team proceed.
D. Set up a meeting with the project champion and ask them to intervene.
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