PMI PMP Practice Test - Questions Answers, Page 134
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A project team member is struggling to deliver an assigned task. In a team meeting, the project manager determines that there are other members on the team who have more experience with similar tasks.
What should the project manager do?
Ask one of the more experienced team members to support the team member with the task.
Ask the experienced team members to produce a manual on how to complete the task.
Reassign the task to one of the more experienced project team members for a faster completion of the assigned task.
Inform the project management office (PMO) of the issue and request a replacement for the less experienced team member.
A company's leadership team has decided to invest in a new product using an agile approach.
The commercial and product teams have started the planning activity for this new venture.
Which three key factors does the project manager need in order to deliver this product? (Choose three.)
Product roadmap
Schedule performance indexes (SPIs)
Product vision
Key performance indicators (KPIs)
High-level product backlog
This graph describes the current performance of a project in relation to cost and schedule. What should the project manager do to bring the project back on track?
Review project schedule because the project is under budget and behind schedule.
Review project scope because the project is under budget and ahead of schedule.
Review project schedule and cost because the project is over budget and behind schedule.
Review project cost because the project is over budget and ahead of schedule.
A project manager is leading an agile software development project with strict deadlines. The client complained that the last deployment did not meet the acceptance criteria. The development team lead is arguing that the deployment met all specifications and has provided evidence of the client's specifications.
What should the project manager do?
Schedule a meeting with all stakeholders to understand what went wrong and who should be held responsible.
Meet with the client and discuss the project deadlines.
Seek approval for more time for rework and resolve the issue.
Review the requirements traceability matrix with the team lead and the client to adequately resolve the issue.
A project sponsor is concerned that the scope is not being met correctly and has questioned several team members about this individually. When the project sponsor approached the project manager, the project manager realized that the issue was that the project sponsor understood the scope in a different manner than the project team.
What should the project manager do to address this issue?
Facilitate a stakeholder alignment session so that the team and project sponsor are in agreement with the deliverables.
Set up a daily standup and request that the project sponsor attend to understand the project's tasks and deliverables.
Ask the project team to compile a project scope document and obtain approval from the project sponsor.
Request that the project team change their task deliverables to reflect the project sponsor's requirements.
A project manager is part of a distributed team. The project team is using a product backlog, but due to an excessive workload, the backlog items are not very detailed. In the retrospective, a couple of new team members are raising the issue of knowledge transfer inside the team.
What should the project manager do?
Organize knowledge-sharing workshops and ask one of the senior team members to facilitate them.
Hire a technical writer to document the work completed to date and develop a handover document.
Ensure that formal email communication is used when more information is needed to understand the work done.
Ask the team to outline their expectations and confirm with them the approach to use for knowledge transfer.
The sponsor approaches the project manager with new features they want added to the project.
The project is 95% complete, but the sponsor insists that continued support for the project relies on the addition of the new features.
What should the project manager do?
Implement the new features after assessing the impact.
Reject the new features since it amounts to gold plating.
Assess the impact of the features and refer it to the change control board (CCB).
Add the new features to avoid losing the sponsor's support for the project.
A project manager has been moved to a new division and is in charge of an existing project in an unfamiliar domain. When attempting to gain an understanding of the risks for this agile project, what is the primary tool the project manager should employ?
Workshops for risk avoidance
Probability assessments
Collaborative discussions
Interview with the project champion
A new project manager has been assigned to an environmental project. After reviewing the project plan, the project manager notices that health and safety requirements have not been properly addressed. This is a serious concern, and the project manager wants to fix this issue immediately.
Why is this situation problematic?
It is imperative that established performance metrics are met.
Injury or loss incidents could delay project deliverables.
The project manager must follow their employer's organizational process assets (OPAs).
The project manager is obligated to comply with the project location's regulatory requirements.
A new major project is starting that consists of two interconnected subprojects. One of the subprojects was assigned to a contractor who commits to submitting biweekly status reports and attending weekly integration meetings. Halfway through the project, the contractor stops participating in the meetings and does not submit the reports. Their excuse is that these activities are consuming too much time.
How should the project manager handle this situation?
Assess the situation as a risk and reach out to the contractor to check the origin of this resistance.
File a claim for not fulfilling the contract terms in accordance with alternative dispute resolution.
Remind the contractor to join the meetings and submit their report as this is their commitment.
Compromise with the contractor to only attend the weekly meetings without submitting the reports.
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