A vendor has manufactured a complex product. During a factory acceptance test, several deficiencies were identified. Product delivery is on the critical path, and any delay would impact project completion.
What should the project manager do?
A. Initiate regular conference calls with the vendor for status updates to keep this item in focus.
B. Hold the shipment until the rework is completed at the vendor's facility to eliminate extra work on-site.
C. Assess the schedule impact and evaluate the most feasible solution to keep the project on track.
D. Ship the package as is, complete carryover work on-site, and back charge the vendor for the rework.
In the past year, a company paid US$60,000 to an external subcontractor for an ongoing project. The project manager has been asked to evaluate if the project can be delivered more cost effectively this year by using internal labor. The project manager used an optimistic term of 4 months, a pessimistic term of 6 months, and a most expected term of 5 months, and has concluded that the service can be delivered with the following resources:
Two engineers (monthly salary of US$700 each) One project manager (monthly salary of US$1,600) Additional estimated monthly expenses of US$2,000
The project manager used the program evaluation and review technique (PERT) to calculate the savings if the project is delivered with in-house resources. How much money will the project manager estimate the company can save?
A. US$35,000
B. US$20,000
C. US$40,000
D. US$30,000
A project team is working remotely on a solution. The client wants the solution as soon as possible and is uncomfortable because the team members are not colocated. In addition, the client has expressed concerns about the team's understanding of the project context and decision-making process.
What should the project manager do?
A. Update the communications management plan to satisfy the client's request.
B. Request the client to attend the daily meetings with the project team.
C. Encourage the client to interact with the protect collaboration platform.
D. Ask the product owner to frequently communicate with the stakeholders.
A project is starting its second iteration out of six. During the daily meeting, a team member asks for help. In order to finish a deliverable, an approval from the design department will be needed. What should the project manager do?
A. Meet with the design manager to ask for the necessary approval.
B. Invite a design team member to the next daily meeting.
C. Update the issue log and escalate it to the project sponsor.
D. Replace this iteration deliverable for one without any blockers.
After a recent status review meeting, the project manager becomes aware that an influential stakeholder is unclear about the purpose and benefits of the project. Consequently, the stakeholder has questioned the viability of continuing the project.
What should the project manager do next to address the situation?
A. Speak with the project sponsor to find out if the stakeholder would agree to a one-on- one review session.
B. Log the stakeholder's comments in the risk register as a high-impact threat to the project's completion.
C. Consider the stakeholder's concerns and review the project charter with the project sponsor.
D. Note the stakeholder's concerns but disregard them with regard to the project activities.
A software development project completed the initiation phase. The technical design was approved by the project steering committee. Later, it was discovered that the design will impact the company's production system. A new technical design must be found and this could delay the project by 3 months.
What should the project manager do first?
A. Log the technical design delay as a risk in the project risk log.
B. Set up a steering committee session to review the project delay.
C. Continue with the approved design so that the project is not delayed.
D. Ask the steering committee to approve a new technical design.
A multicultural team is working on a project. After a few months of observation, the project manager realizes that two team members are not responding to the construction manager properly. The project manager spoke to the team members individually and found that both had cultural differences with the construction manager.
What should the project manager do to improve the situation?
A. Ask the team members to tolerate the cultural differences as they have a different cultural background.
B. Ask the construction manager to meet with the two team members to resolve the situation.
C. Provide the construction manager with instructions on how to resolve the situation.
D. Discuss the team members' concern with the construction manager and seek solutions.
A project manager is assigned to a global project with dispersed team members. Previously, when working with remote teams, the project manager observed that team members do not tend to produce quality work. What should the project manager do to ensure the project is completed on time with quality?
A. Encourage the team to participate in a peer evaluation activity by the end of the project.
B. Introduce the use of time sheets and ask team members to review and submit them regularly.
C. Arrange regular team meetings for the team to update one another on the progress of their assigned tasks.
D. Meet with the team together and in one-on-one meetings to set clear, shared targets.
A project manager is managing a large project. During a review meeting, the project manager discovers that one of the team members who use to be a high performer was not able to complete their work on time.
What should the project manager do?
A. Talk to the team member to determine why their performance changed.
B. Talk to the team member and a human resources (HR) representative.
C. Talk to the team member's manager to provide more training.
D. Talk to the project lead and ask them to allocate less demanding tasks.
A human resource (HR) acquisition process for a large project has recently changed. One major process change includes the approval of the financial manager and the recruitment manager. This change to the process implies longer processing. The project urgently needs new resources.
What should the project manager do?
A. Adapt the resource management plan and ask for financial approval before sending it to the customer.
B. Assess the impact of the change and review the project management plan for next steps.
C. Ask the financial manager to delay implementation due to potential project delays and penalties.
D. Review the project schedule to determine which technique will reduce impact on project duration.
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