PMI PMP Practice Test - Questions Answers, Page 139
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A project manager finds an unexpected issue halfway through a customer's project. After analysis, the project team determines that the issue will affect the timeline unless more resources are allocated to the project.
What should the project manager do?
Absorb the additional cost for the additional resources internally so that the project completes within the timeline.
Meet with the project team to discuss internally whether they think cost is more important to the customer than the timeline.
Adjust the timeline since, in the past, the customer would not pay any additional costs, then inform the customer of the change.
Inform the customer of the issue and discuss the options so that they are able to make a decision on cost versus timeline.
At a meeting, the project manager for an agile project indicates that the sprint goals were not met.
The product owner leaves the meeting early, and the team discusses how the meeting went.
Team members are confused as there were no defects for the new user stories and no new requirements were discussed.
What should the project manager do in the future to avoid this situation?
Review the definition of done (DoD) with the product owner.
Get approval from the product owner on the user stories.
Create better plans to ta.st the functionality in more detail.
Include previous sprint defects and close them in the actual sprint.
In the planning phase of a software implementation project, two of the team members disagree on how to approach end-user training. The discussion has intensified and the team members are not able to agree.
What should the project manager do next?
Consider the view of each team member about the issue in order to reach consensus.
Make a decision based on expert judgment as a project manager.
Remove both team members since they are not productively adding to the team.
Remove one or the team members from the project to improve team dynamics.
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?
Remove the certification need from the project scope.
Escalate this to the project director for a resolution.
Review the process and remove the impediment.
Escalate this to the agile lead of the second team.
A project manager has been assigned to a project that is consolidating regional operations into a global operation. The project sponsor explains that some efficiencies could be obtained from this unification.
However, the sponsor is not sure if this effort will have a return on investment (ROI) and would like the project manager's opinion.
What should the project manager do?
Request the project sponsor to include a commitment from the stakeholders to reduce costs within the project scope.
Suggest conducting a detailed cost-benefit analysis for financial feasibility before the start of the project.
Recommend conducting an initial high-level feasibility assessment to estimate the cost and benefits.
Explain that the project manager is limited to demonstrating earned value (EV) from the project execution perspective.
A product owner does not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways.
The project manager believes the product owner is not committed to the project.
What should the project manager have done to avoid this situation?
Set a definition of done (DoD) that considers the work as done if not otherwise specified
Agreed with the product owner on appropriate project governance levels
Asked another product owner to attend the demonstrations on behalf of the product owner
Defined a set of external audits that can expose this situation to the project sponsor
A project manager finds that there are knowledge gaps in the project team relating to the core competencies required to deliver the desired results. What should the project manager do to achieve the desired results?
Plan to hire more experienced team members and lay off a few of the existing team members.
Communicate the situation to the customer and inform them about potential delays in delivery.
Report the situation back to upper management and request to have the scope changed.
Communicate the situation to the team and plan for the necessary training and coaching arrangements.
A team is testing a product on multiple radio frequencies. The project manager is informed that a new government policy, expected in 2 weeks, will mandate companies to obtain approval and licensing for frequency testing. The team has completed 80% of the testing and needs 4 weeks to complete the remaining tests.
Which two actions should the project manager take until the approval is received? (Choose two.)
Hire a vendor with the required expertise and infrastructure to complete the testing.
Stop testing immediately and escalate the issue to senior management for a decision.
Allow testing to continue for the complete duration as the policy may not apply to ongoing projects.
Update the project risk checklist to consider licensing and approvals for risk identification.
Reallocate the testing resources to complete testing early before the policy takes effect.
A project manager is appointed to manage an infrastructure project that spans across several countries, including different time zones within a subregion. It is likely that most of the project team members will never meet, but they will have to collaborate to ensure deliverables are met.
What should the project manager do to ensure good collaboration between the remote project team members?
Discuss the concerns with the project sponsor and modify the project charter to include more budget for interactions.
Create a social media group platform for the team to create a supportive environment.
Set the ground rules and identify a contingency plan in the risk register.
Plan a communication method and allow the project team members to virtually interact.
A team is assembled for a new project that will be using a predictive approach through requirements gathering and an agile approach for development and testing. Not everyone on the team has experience working in agile. The schedule has started slipping due to the unclear structure of the agile development approach.
What should the project manager have done to avoid this situation?
Set up weekly status meetings to review team progress, prepared weekly status reports to track progress, and regularly escalated delays.
Established daily standup meetings to track and report on team progress and escalated delays to stakeholders as they occurred.
Met with the team, allowed team members to make decisions about what to do, and established performance goals.
Conducted routine meetings and identified team members who are under performing.
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