A self-organizing team for a critical project is consistently delivering value according to their commitments. During a retrospective, the project manager observed that most of the team members were stressed due to over commitments. What should the project manager do?
A. Help the team members by organizing regular stress-relieving and team- building sessions.
B. Request additional resources to continue delivering value while reducing team stress.
C. Support the team during the planning phase to only commit to what they are able to deliver.
D. Ask individual team members to plan staggered leave to avoid becoming stressed.
During a system demo, a project stakeholder rejects the features completed from the most recent user stories. According to the stakeholder, the product does not meet the quality standards required by regulations. What should the project manager have done to avoid this?
A. Reviewed with the product owner that all the stories worked on in the iteration were in the project backlog.
B. Ensured that the project sponsor understood the scope of the project to avoid any future complaints.
C. Reviewed with the product owner that all acceptance criteria were met for the stories worked on in the iteration.
D. Ensured the stakeholder concerns were properly addressed in the iteration to avoid future setbacks.
A project team is transitioning from a predictive to an agile approach. The project manager is trying to minimize the support issues that the product has had in production. One particular pain point is the transition to operations, where the issues usually arise.
What should the project manager do to improve this scenario?
A. Increase the focus on backlog items that cover support requirements, as well as product manuals and operation guides.
B. Ask the support/operation team to participate in the daily standup meetings to contribute to the project's progress.
C. Engage the operation teams in the retrospectives and demo sessions and incorporate their feedback on project activities.
D. Foster stakeholder participation by engaging them early on the backlog discussions.
A company has selected a cross-functional team to develop an innovative digital product to drive the digital transformation project for the business. What should the project manager do to ensure business value is delivered early?
A. Create a detailed project plan and escalate delays to the functional managers.
B. Fast track the project and monitor tasks closely to ensure timely delivery.
C. Create robust incentives to the team members to encourage speedy delivery.
D. Break down the deliverables into sprints and deliver value incrementally.
An organization initiated a project in a complex program. The project lead notices that the team is demotivated because the current project framework implemented by the project management office (PMO) is not compatible with agile delivery. What should the project lead do?
A. Escalate the problem to the product owner.
B. Ask the PMO to review the framework
C. Request the PMO to define a new framework.
D. Plan a brainstorming session with the project team.
During a regular project progress meeting, the CEO informed the project manager that a major stakeholder has been unaware of recent developments on the project. The project manager is sure that the stakeholder was duly identified and classified in the stakeholder register.
Which project document should the project manager review in order to determine the reason for this issue?
A. Requirements traceability matrix
B. Stakeholder register
C. Stakeholder engagement assessment matrix
D. Issue log
A telecommunications project consists of departments spread across several countries with different cultures. The project team rarely meets in person, and each team member works independently using online reporting tools. What should the project manager do to ensure team members are committed to project success?
A. Control and follow the project's mam goals, budget, and schedule.
B. Plan regular virtual meetings to motivate and support the team.
C. Meet in small groups and share information by email with the rest of the team.
D. Create a monthly report so everyone will be informed of the current status.
A project manager receives a suggestion from a team member for improving the product attributes without impacting the schedule or cost. This will add value to the project and the customer. What should the project manager do?
A. Ask the team member to submit a formal change request.
B. Accept the suggestion as it has no impact on the project.
C. Ask another team member to validate the impacts of the suggestion.
D. Reject the suggestion and ask the team member to focus on executing the plan.
During the third iteration of a project, the product owner requests another mandatory feature. This also happened in the previous two sprints, which resulted in failure and caused frustration within the team. What should the project manager do next?
A. Incorporate the changes in the last sprint before the first release.
B. Call for an internal meeting to discuss the changes and their value.
C. Ask the product owner to prioritize the backlog with the project team.
D. Request the scrum team to prioritize the product backlog.
A project team is implementing an enterprise notification tool with a vendor. The project manager noticed that this vendor's developer has been reporting the same status for several weeks in a row. A few days later, the vendor communicates that the deliverable will not be completed on time due to resource constraints within their company.
What should the project manager do next?
A. Update the risk register to reflect the delay, communicate the impact to the schedule, and escalate to management for assistance.
B. Conduct a project review with the project sponsor to explain the delay and add a developer to work with the vendor.
C. Review the contract with the vendor to go over the financial penalty that is applicable to this situation.
D. Add the delay to the issue log and work with the vendor for a resolution that will bring the schedule back on track.
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