A customer complains that the user stories released so far contain too much jargon and do not reflect the expectations of the product. What should the project manager do next?
A. Rewrite the stories to include the technical vision of the product.
B. Ask the senior developer to rewrite all the stories.
C. Engage with the customer and rewrite all the stories.
D. Request approval from the company director to conduct training for the team.
A typically high-performing team member has started to demonstrate a performance drop as well as some aggressive behaviors toward other team members in meetings. The project manager has worked with this individual for many months on this project and has not seen this type of behavior before.
What should the project manager do?
A. Discuss the individual's behavior with the other team members to determine if they have noticed and know what is going on.
B. Attend more team meetings to observe the team more closely to determine the root cause.
C. Discuss the project manager's observations with the individual to determine why they are behaving this way.
D. Discuss their performance with the team member's functional manager as well as human resources (HR) and discuss next steps.
A project manager assigned team members to work in pairs on a large amount of technical reports. At times, the project manager noticed that important information was not shared properly among the team. This has caused delivery delays and, ultimately, the failure to complete the project.
What is the root cause of this issue?
A. Incorrect communication techniques applied during implementation
B. Lack of team member training on documentation planning
C. Improper assignment of tasks to team member pairings
D. Team cohesiveness was lost because team members worked in pairs
A project manager works in a hierarchical organization. The project team members are used to being told what to do, and the performance reviews include the percentage of completion of the allocated tasks. After a conversation with the sponsor, the project manager realizes that they need to reassign a couple of tasks to meet the next milestone. This change can be perceived as poor performance by the current assignees.
What should the project manager do?
A. Organize a team meeting and inform the team members that, as the person accountable for delivery, they decided to change the task allocation.
B. Ask the more experienced team member privately to take the task and inform the other team members that work has been reassigned.
C. Ask the less experienced team member privately to stop working on the task and inform another team member that the work has been reassigned.
D. Organize a team meeting to inform team members about a change in direction and work with them to change the task allocation.
A product owner is invited to a sprint review meeting. At the end of the review, the product owner says that the increment is ready to be delivered to the customer. What conclusion should the project manager come to with regard to the product owner's statement?
A. The product owner does not have visibility into what the team has done in the product increment.
B. The product owner trusts the team and is marking the product as complete.
C. The product owner has evaluated the product against the definition of done (DoD).
D. The product owner will release the product to customers without showing them a demo.
A company wants to be a pioneer in its industry and has announced the launch date of a new innovative product. After the first sprint planning, the team realizes that it is not possible to deliver all the features in the required time. What should the project manager do to ensure success?
A. Increase the capacity of the team to deliver the completed backlog on time.
B. Ask the customer to reduce the backlog to meet the launch date.
C. Assist the team in defining a minimum viable product (MVP) by the launch date.
D. Schedule a meeting with the stakeholders to review the contingency plan.
A project manager manages multiple information technology (IT) projects in a matrix organization. The project manager schedules a meeting with one of the functional managers to coordinate testing support for two software development projects. Unfortunately, the functional manager is not able to attend the meeting and informs the project manager that there may not be any resources available to test the software.
What should the project manager do?
A. Discuss the testing requirements with a test engineer and negotiate the best approach to test the newly developed software.
B. Meet with the project team to collaboratively determine how the project manager can ensure the needed testing assistance is obtained.
C. Request a meeting with the sponsor to change the scope to allow the development team to conduct testing.
D. Meet with a procurement specialist to negotiate with a company that specializes in software testing to test the software.
During a project status meeting with senior managers, the project manager gives an update about the status of a deliverable. Some of the senior managers claim not to Know about the deliverable. What should the project manager do next?
A. Validate if the project charter changed from the original one.
B. Meet with these stakeholders to review the project charter.
C. Check if these stakeholders attend regular project meetings.
D. Review the project charter to validate this claim.
A hybrid project has just started, which will result in a new technology that could disrupt the market if well accepted by the public. The product requires health and safety approvals from the government. As this is an innovative solution, the sponsor and product owner are unsure if it will be accepted by the public.
What is the appropriate flow for product development?
A. Complete development with all functionalities in perfect condition prior to demonstrating to stakeholders to ensure a great first impression.
B. Complete development for each sprint and demonstrate the product increment to internal stakeholders and the government, without engaging other external stakeholders.
C. Complete development for the must-have functionalities only prior to demonstration in order to fail fast and get early feedback.
D. Complete development for must-have functionalities only and demonstrate it to a focus group, but wait until all development is complete to demonstrate it to the government.
An agile team completes a deliverable that is to be certified by another expert team. The second team does not take the deliverable for many months. What should the servant leader do?
A. Escalate this to the project director for a resolution.
B. Escalate this to the agile lead of the second team.
C. Review the process and remove the impediment.
D. Remove the certification need from the project scope.
Nowadays, the certification exams become more and more important and required by more and more enterprises when applying for a job. But how to prepare for the exam effectively? How to prepare for the exam in a short time with less efforts? How to get a ideal result and how to find the most reliable resources? Here on Vcedump.com, you will find all the answers. Vcedump.com provide not only PMI exam questions, answers and explanations but also complete assistance on your exam preparation and certification application. If you are confused on your PMP exam preparations and PMI certification application, do not hesitate to visit our Vcedump.com to find your solutions here.