A project manager schedules virtual daily standup meetings for a project, but half of the team members regularly join late or miss the meeting all together. What should the project manager do?
A. Discuss ground rules with the team that will include daily meetings.
B. Use one-to-one virtual meetings because they are more efficient.
C. Ask senior management for coaching regarding this situation.
D. Agree on a new time and reschedule the daily standups.
An agile team is working on a 2-week sprint to deliver business value. About 1 week after the sprint starts, the team members do not feel confident about the product increment they are building. They do not want to wait until the end of the sprint and want to validate the product increment with the product owner now.
What should the project manager do to mitigate this risk?
A. Extend the sprint end date in anticipation of feedback from the product owner that will require extra work.
B. Schedule an additional interim demo with the product owner.
C. Address the issue as part of the retrospective.
D. Ask the team to work overtime toward the end of the sprint to meet the original sprint end date.
An organization is transitioning to agile delivery, and a new team has been assembled. A project is not going well because the variation of the team velocity is very high and every sprint delivers less than committed. A new project lead with a strong technical background has been assigned to the project.
What should the project lead do?
A. Ask that estimations be provided only by senior developers.
B. Allocate more time for estimation in the sprint planning.
C. Review and update the estimations in the daily standup.
D. Recommend a different estimation method in the retrospective.
A project manager is assigned to a project where a vendor has been engaged to build a new system. One week before user acceptance testing (UAT) is scheduled, the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date.
What should the project manager do next?
A. Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract.
B. Escalate to management and prepare tor project closure by canceling the contract with this vendor.
C. Adjust the protect schedule to accommodate the current development progress of the vendor.
D. Communicate with the vendor and project team and explore possibilities lor resolving the issue.
An internal virtual team is meeting daily to review iteration progress, as well as to conduct other technical and followup calls with key stakeholders. The team seems to be disengaged. How should the project manager approach this situation?
A. Give the team members a few days off to reduce stress.
B. Reduce the number of internal and external meetings.
C. Review team assignments and reduce the workload.
D. Schedule one-to-one meetings and team-building meetings.
An agile project is running its third iteration with a duration of 2 weeks. A new operations director, who only has a predictive background, started working at the company. In the first meeting with the project manager, the director demands a weekly project status report.
What should the project manager do?
A. Invite the director to attend the daily standup meetings.
B. Share this with the team and ask them to develop reports for the director.
C. Introduce the agile aspect to the director and agree on a solution.
D. Explain to the director that agile projects have live reports.
A critical project milestone was missed because one of the team members did not complete their tasks on time. This resulted in a heated discussion during a demonstration for the end users. What should the project manager do next?
A. Discuss the issue with the team member in a one-on-one meeting.
B. Ask the team member to justify the delay during a team meeting.
C. Review the human resources (HR) policies for relevant corrective actions.
D. Escalate the performance issue to the team member's functional manager.
A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work.
What should the project manager do next to fulfill this resource need?
A. Determine resource allocation options based on project priority.
B. Apply changes to the existing resource allocations and inform the development manager.
C. Meet with the sponsor to determine how to rebaseline the schedule.
D. Inform the sponsor of the situation and request an extension of the target completion date.
A project team Is trying to meet the milestone target dates in order to receive a bonus promised by the project sponsor. Unforeseen challenges and poor communication among the team members resulted in mistakes and delays. Tensions are high, and the sponsor is concerned.
What should the project manager do?
A. Discuss with the team how the project objectives can be met.
B. Request that the sponsor increase the bonus for high performers.
C. Schedule a team-building activity to boost the team's morale.
D. Organize a team meeting to remind the team of the ground rules.
Project acceptance criteria include on-site training for the new users of a system. Due to unforeseen circumstances, all team members have to work remotely for an indefinite period of time. What should the project manager do?
A. Reschedule on-site training to online sessions.
B. Create a risk and assign remediation actions.
C. Cancel all of the on-site training sessions.
D. Document the project issue and provide options.
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