While finalizing project management plans, a customer provides the project manager with a new set of quality standards to which the final product must adhere. What should the project manager do to ensure a smooth delivery of the product?
A. Involve the client in risk identification.
B. Agree with the client on acceptance criteria.
C. Involve the client in a performance gap analysis.
D. Agree with the client on a new project charter.
A project manager for a technologically complex engagement reviews the key project indicators with the main stakeholders on a regular basis. During one of the meetings, the project sponsor explains that they are using the project manager's risk register as a way to communicate about the project at the executive level.
How should the project manager ensure that project risks are reported accurately in the risk register?
A. Review the risks throughout project execution.
B. Plan to update the risks at project closure.
C. Update the risks in the risk management plan.
D. List the project risks identified in the kick-off meeting.
Anew major road project is starting, and the contractor has contractually committed to submitting regular status reports and participating in integration meetings. Halfway through the project life cycle, the contractor stops participating in meetings and submitting reports, stating these items consume too much time.
What should the project manager do first?
A. Assess the risk of the contractor not attending meetings and submitting reports for the rest of the project and escalate it to the project sponsor.
B. Submit a claim for not fulfilling the contract terms and handle the claim in accordance with the alternative dispute resolution.
C. Remind the contractor that they committed to attending meetings and submitting reports per the contract.
D. Speak with the company's lawyer and request that they demand the contractor fulfill their contractual commitments.
During the lessons learned workshop, one stakeholder mentioned that the project was unsuccessful as it did not deliver the expected business value. What should the project manager do to address this concern?
A. Review the project management plan tasks with the stakeholders.
B. Review the project management plan budget with the stakeholders.
C. Review the business benefits realization plan with the stakeholders.
D. Review the communications management plan with the stakeholders,
There is a conflict on an agile project about following organizational processes, many of which do not add any value to the project. To resolve this, which one of the following should be regarded with the highest priority?
A. Needs of the customer
B. Needs of the project manager
C. Needs of the agile lead
D. Needs of the organization
During execution of an agile project, a project manager realizes the budget is almost completely used, but the project is not close to being completed. What should the project manager do to address this concern?
A. Review the project time line and find opportunities to reduce the project schedule.
B. Review the budget with the project sponsor and ask for an increase to the budget
C. Review the backlog and find opportunities to reprioritize the work and reduce the project scope
D. Review the resource management plan and find opportunities to reduce project costs.
A project manager is assigned to a new project that will launch the digital version of a current product. Even though the product is well known, the vision for its digital version is not clear to the stakeholders. What should the project manager do to increase value delivery?
A. Use spikes to dig deeper into the technical challenges of the new product, thus reducing the technical risk.
B. Create a visual task board with all of the relevant stakeholders to support backlog prioritization.
C. Work with the team on the definition of a minimum viable product (MVP) and present it to the stakeholders.
D. Gather the team to create a comprehensive product roadmap but only commit to requirements for the next quarter.
A prefeasibility study for a new renewable energy project is nearing approval. To ensure that the project time lines are maintained, activities associated with the feasibility study must continue while the prefeasibility study is being approved. How should the project manager proceed?
A. Proceed with both the prefeasibility and feasibility studies in parallel while waiting for (he final approvals
B. Include the feasibility activities in the prefeasibility study and apply for a change of scope and budget.
C. Obtain approval to proceed with the feasibility study as a parallel activity while the prefeasibility study is approved
D. Secure approval of the prefeasibility study before proceeding with the feasibility activities.
A project manager has been assigned a project to build a new solar farm that will provide clean energy to a new housing complex. The government has decided to reduce the tax on renewable energy products starting 1 January. The supplier has reached out and stated that the order placed for solar panels to be delivered on 20 December might be delayed until early January. On the other hand, the project will face similar constraints due to the December holidays.
What should the project manager do about this risk?
A. Update the risk register and take advantage of the opportunity.
B. Review the supplier's contract to understand the terms of sale.
C. Accept the risk and update the risk register.
D. Insist that the supplier deliver the goods on the agreed date.
A project manager is assigned to a building construction project. The project manager has taken an agile course and wants to use agile practices in the project. What should the project manager do?
A. Hire a consultant to provide a second opinion about whether agile can be applied to a construction project.
B. Choose the agile practices that can be implemented in this type of construction project and apply them.
C. Review the stages of the project to allocate additional budget for agile resources.
D. Assign a scrum master to the project to implement agile practices in the project.
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