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In the middle of a software development project, the lead design programmer accepted an offer from a competitor. The project manager needs to find a replacement to meet an upcoming milestone.

What should the project manager do?

A.

Consult the risk response plan.

B.

Assign the tasks to another team member.

C.

Update the resource calendar.

D.

Issue a request to the change control board (CCB).

Anew engineer was assigned to a project. Although the engineer has adequate skills for the job, they always wait for authorization from the

project manager before acting.

What should the project manager do?

A.

Obtain related training for the new team member.

B.

Determine the appropriate level of decision-making authority and empower the engineer.

C.

Make all of the decisions for the engineer in order to keep the workflow on track.

D.

Replace the resource with an experienced engineer.

An agile team is in the early phases of the development cycle for a project; however, they have already begun to deliver functionality to the customer. The team has identified risks to the project and are working on developing the mitigation strategy.

What should the project manager do next?

A.

Incorporate and prioritize the risks in the risk register according to impact.

B.

Escalate the risk to the project sponsor and steering committee.

C.

Implement the risk mitigation strategy according to the highest impact.

D.

Determine if any of the new risks have any financial impact.

A project manager is leading a project team composed of members with varying levels of knowledge and

experience. Some are experts and some have less than 1 year of experience. The project schedule was approved by the steering committee.

What should the project manager do?

A.

Ask the less-experienced members to perform tasks exactly as they are instructed by the experienced members.

B.

Ask each experienced member to be the mentor to one of the less-experienced members.

C.

Ask the more experienced members to review all of the tasks performed by the less-experienced members.

D.

Ask the resource manager to replace the less-experienced members with more experienced team members.

A project manager analyzes the cumulative flow chart and identifies a bottleneck in the testing activities from a self-organizing team. After discussing it with the team, a gap related to testing skills is identified.

What should the project manager do to address the issue?

A.

Onboard a new project team member who has testing skills.

B.

Provide training to the entire team so they all will be able to perform tests.

C.

Support the team to identify an approach to resolve the problem.

D.

Ask the development team to slow down so the testers can catch up.

A company's key product is evolving and requires the use of a new technology. No one on the team is familiar with this technology; however, experienced developers on the team volunteered to study the concepts and application and believe they will be able to take full responsibility for the new technology.

What should the project manager do?

A.

Descope this requirement as the developers have more important tasks.

B.

Support the developers with their intention to learn the new technology.

C.

Hire externally since the internal developers already have assigned work.

D.

Outsource the technology work to a third party so as not to delay work.

An organization embarking on a significant transformation initiated a project to improve and document business processes. One of the objectives of the project is to implement agile project delivery.

What is the main reason for adopting agile?

A.

Projects will be completed faster, saving time and money.

B.

Projects will deliver early and use value based on priority.

C.

Projects will be delivered with very low risk to the organization.

D.

Projects will be delivered with significant cost savings.

A company must implement a new regulation. The government has specified the date when the regulation will be enforced but has only provided high-level information on

the regulation's requirements. Therefore, changes in definitions are to be expected due to uncertainty.

Which life cycle should the project manager use for this project?

A.

A predictive execution strategy

B.

A hybrid execution strategy

C.

An iterative execution strategy

D.

An agile execution strategy

A project is behind schedule because of a delayed equipment installation. This is affecting many other activities. The manager responsible for the

equipment delivery notified the project manager that there is a capacity issue for the team doing the installation.

What should the project manager have done to prevent this situation from happening?

A.

Defined the skill requirements more clearly in the scope statement.

B.

Asked the manager to follow the agreed-upon resource management plan.

C.

Conducted periodic reviews with the manager on resource availability.

D.

Consulted with the installation team on a regular basis to check for conflicts.

A laboratory is launching a new product, defined to be executed in eight iterations with a fixed release date. At the beginning of the second

iteration, the project manager realizes that a significant regulatory feature is missing in the project backlog.

What should the project manager do?

A.

Ask the product owner to add the missing feature in the backlog.

B.

Invite stakeholders to discuss the impact of adding the regulatory feature.

C.

Estimate the related cost and ask for a project extension.

D.

Increase the capacity of the team to include the missed feature.

A major public-transportation construction project is aimed at significantly reducing emissions. The project has been severely delayed due to noncompliance with environmental codes and bylaws.

What should the project manager have done to prevent this?

A.

Incorporated sufficient schedule reserves based on similar delays in past projects.

B.

Appointed a senior environmental compliance officer to report directly to the project manager.

C.

Mapped environmental compliance requirements, identified risks to achieving them, and prepared mitigations.

D.

Approached the regulator for a partial waiver in light of the environmental importance of the project.

A project manager is managing an agile project for the first time. Early on, the project manager discovers the team is struggling to agree on the scope of a feature during a sprint.

How should the project manager help the team resolve the issue?

A.

Direct the senior-most member to determine the scope on behalf of the team.

B.

Discuss this with the team and decide what the scope of the feature should be.

C.

Ask the team to log the story in the product backlog and move on to the next feature.

D.

Encourage the team to collaborate to resolve their understanding of the feature.

A project manager manages a bridge construction project. The project manager has received a major change request from a regulatory stakeholder to add one branch of the bridge to the engineering design. The project manager prepared a change request, which was reviewed and accepted by the change control board (CCB).

What should the project manager do now?

A.

Notify the project team about the change request's approval.

B.

Include the new branch of the bridge in the design.

C.

Communicate the decision to the stakeholder who requested the change.

D.

Evaluate the adjustments to the project management plan.

A project manager holds periodic progress review meetings to discuss issues. What should the project manager do first on the agenda?

A.

Produce lessons learned documentation.

B.

Elaborate the risk mitigation strategy and risk register.

C.

Formulate project management plan integration.

D.

Update resolution approaches and action assignments.

A project team member, who is inexperienced in system development work is not performing well. Currently, there are no other staff members

available who are qualified to complete the work.

What should the project manager do?

A.

Assess the team member's development requirements and arrange for the team member to receive training.

B.

Seek approval from the project sponsor to use some of the project budget reserve to hire a new resource.

C.

Work with the functional manager to determine an incentive for the team member to complete the project.

D.

Request a substitute for the team member with a new resource who is more skilled in system development work.

A project manager has just been hired by a company without a project management governance structure. During the kick-off meeting, a key stakeholder emphasizes the

importance of the project meeting the company's strategy, investment, and compliance requirements.

What should the project manager do?

A.

Replicate the organizational governance to the project governance.

B.

Put into place a project governance model in line with the requirements.

C.

Create an organizational project management governance.

D.

Ask the organization to create a project portfolio governance.

A highly critical project is in jeopardy due to missing professional resources. What should the newly assigned project manager do first?

A.

Find available professionals within the organization to fill the gaps.

B.

Allocate funding for seeking external professionals to fill the gaps.

C.

Determine the possibility for team members to split up the required tasks.

D.

Request additional budget for team training for the missing expertise.

At the end of a project, the project manager was asked to provide a performance rating of the project team members. What should the project manager mainly make reference to?

A.

Feedback from the project sponsor

B.

Agreed-upon key performance indicators (KPIs)

C.

Input from project stakeholders

D.

Competencies of team members

A project manager received a request to add features and functions to the project after the scope had already been established. What should the project manager do?

A.

Follow the requirements management process.

B.

Follow the stakeholder engagement process.

C.

Follow the risk management process.

D.

Follow the change management process.

Project acceptance criteria include on-site training for the new users of a system. Due to unforeseen circumstances, all team members have to work remotely for an indefinite period of time.

What should the project manager do?

A.

Reschedule on-site training to online sessions.

B.

Create a risk and assign remediation actions.

C.

Cancel all of the on-site training sessions.

D.

Document the project issue and provide options.

A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project.

To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two)

A.

Encourage team members to cross-check decisions with the project manager.

B.

Vet all of the decisions before execution.

C.

Allow team members to make limited decisions.

D.

Organize and assign team members to tasks where they have strengths.

E.

Support team members to make decisions in their areas of strength.

An agile team is working on a 2-week sprint to deliver business value. About 1 week after the sprint starts, the team members do not feel

confident about the product increment they are building. They do not want to wait until the end of the sprint and want to validate the product

increment with the product owner now.

What should the project manager do to mitigate this risk?

A.

Extend the sprint end date in anticipation of feedback from the product owner that will require extra work.

B.

Schedule an additional interim demo with the product owner.

C.

Address the issue as part of the retrospective.

D.

Ask the team to work overtime toward the end of the sprint to meet the original sprint end date.

An experienced project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully. What should the project manager do to reduce the risk of project failure?

A.

Ask the sponsor to add experienced professionals to the team.

B.

Assign a dedicated resource to check the quality of each deliverable.

C.

Approve the appropriate training program for team members.

D.

Provide team members with the necessary coaching and mentoring.

Some of the more experienced members of a project team have complained about the project manager. The senior project team members feel that the project manager is micromanaging them and preventing them from completing their work.

What should the project manager do when made aware of these issues?

A.

Set up a team building event to bring synergy back to the project team.

B.

Adjust the project manager's management style to better fit senior team members.

C.

Ask for advice on how to be a better mentor to these team members.

D.

Meet daily with each senior team member to monitor project status.

Anew law was published about zoning permits for telecom towers. This may cause cost and schedule overruns for the new network rollout.

What should the project manager do?

A.

Assess and prioritize the impact of the new law on the project plan.

B.

Update the project plan because the law is an obligation for the project.

C.

Minimize the scope to catch the cost and schedule baseline.

D.

Meet the sponsor to ask for additional time and budget increase.

A customer is concerned about the time required to complete a project and is asking the project team to reduce the number of iterations required to complete the product. Which approach should the project manager take?

A.

Ask the team to raise blockers or impediments in daily meetings.

B.

Prioritize deliverables based on business value and define frequent releases.

C.

Ask the team to challenge the project estimations for a faster delivery.

D.

Prioritize the tasks with high risks to reduce the number of iterations required.

A software development project completed the initiation phase. The technical design was approved by the project steering committee. Later, it was discovered that the design will impact the company’s production system. A new technical design must be found and this could delay the project by 3 months.

What should the project manager do first?

A.

Log the technical design delay as a risk in the project risk log.

B.

Set up a steering committee session to review the project delay.

C.

Continue with the approved design so that the project is not delayed.

D.

Ask the steering committee to approve a new technical design.

A company routinely outsources resources for specific core activities. Due to a sudden, unforeseen risk, all of the team members are needed to work remotely, including the outsourced ones.

How can the project manager address this challenge to assure outsourced vendors deliver?

A.

Review the coordination and communication costs with the supplier.

B.

Develop a new strategy for communication and management of resources.

C.

Review the risk management plan for the mitigation activities.

D.

Submit a change request to increase the contingency budget.

A project team is performing a post-release evaluation of a product that requires detailed feedback from seven stakeholders. Six of the stakeholders have promptly provided feedback. One of them has not provided any feedback despite numerous requests from the team.

What should the project manager do in this situation?

A.

Schedule a meeting with the reluctant project stakeholder to obtain their feedback.

B.

Meet with all seven of the project stakeholders and request all of their feedback.

C.

Explain to the sponsor why the reluctant stakeholder needs to provide feedback.

D.

Host a meeting with the reluctant stakeholder and project team to resolve any conflict.

A company is implementing a project with team members located in different countries and time zones. Individual performance is satisfactory, but the team's performance as

a whole is low, especially in terms of group activities.

What should the project manager do?

A.

Negotiate for new team members.

B.

Review and update the communications management plan.

C.

Review and reassign team assignments.

D.

Facilitate communication and team building.

A production team will soon begin their first agile project. No one in the team or management has agile knowledge. The training manager can only fund three enrollments.

Match the team role on the left to the correct training course on the right. (Use all three of the team roles.)

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.

A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling

behind in its sprints.

How should the project manager handle this situation?

A.

Engage a counselor to reconcile the situation between the team members affected.

B.

Control backlog assignments and reduce direct communications between team members.

C.

Revisit the ground rules and team communication protocols, and discuss what is happening.

D.

Require team members experiencing the conflicts to take a day off from work.

A project manager is part of a global project team and is in charge of managing the scope defined by their country. There is a clear division regarding which pieces of the

scope should be treated by global and local teams. During the last sprints, the project manager has been receiving requests that the global team should handle.

What should the project manager do in this situation?

A.

Reject the workload back to the global team.

B.

Assess the team's capacity to absorb the workload.

C.

Evaluate and understand the cause of the conflict.

D.

Escalate the situation to the project sponsor.

A customer initiated a minor scope change and expects this to be completed without delays or additional costs. The project manager believes that they have adequate

authorization to make the decision themselves but is not quite sure.

What should the project manager do next?

A.

Use the project contingency and implement the change without charging the customer, since the customer's satisfaction is top priority.

B.

Exploit this change opportunity and calculate the cost, risk, and time, then add a reasonable margin and submit to the customer.

C.

Use the Perform Integrated Change Control process and submit this to the change control board (CCB) for approval.

D.

Keep the change pending and decide to take this up as part of final settlement at the end of the project.

A high-performing team is involved in a project with a new domain. The team is unable to deliver as expected.

What should the project manager do?

A.

Support the team in identifying the area of development and address the gap.

B.

Dissolve the team and include the team members in other existing teams.

C.

Identify the struggling team members and move them out of the team.

D.

Set up a clear expectation that the team is to deliver as in their previous projects.

The scope of a project is to replace the street signs within a 10-km radius. The client does not want to sign the project closure report if the radius

is not extended by 1 km, to be aligned with the council's development plan.

What should the project manager do?

A.

Delay the approval and ask the project sponsor for additional funding.

B.

Contact the council and ask for their approval to extend the scope of the project.

C.

Initiate a new project and discuss the request because it came in too late.

D.

Obtain formal acceptance for the completed work and submit a change request.

A project is comprised of team members who are not engaged and committed to project success. What should the project manager do to address this situation?

A.

Accept the situation knowing there is schedule slack available to release on an incremental basis when necessary.

B.

Call each team member to gain their perspective on the problem, then bring the whole team together to discuss a solution.

C.

Send each team member a direct email indicating that disciplinary action is likely if they do not change their attitude.

D.

Contact the project sponsor to request approval to release the current team and hire replacement personnel.

A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor

management team will not derive any benefits from the project. However, the project requires support from the vendor management head.

What should the project manager do next?

A.

Get support from the sponsor to hire a subject matter expert (SME) from the vendor management team to work on the project.

B.

Review the terms of reference of the steering committee to include the vendor management head.

C.

Work with the sponsor on a communications management plan to obtain support from the vendor management head.

D.

Obtain help from the sponsor to highlight any nonfinancial benefits for the vendor management team.

A project scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project

manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project

schedule. When the project manager returns, a detailed schedule is almost complete.

What should the project manager do?

A.

Ensure that the schedule is aligned with the vision and objectives.

B.

Escalate the compliance issue to the project management office (PMO).

C.

Congratulate the team and move on to the execution phase.

D.

Develop a new detailed schedule with the team and project sponsor.

A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work.

How should the project manager build a cohesive, high-performing team?

A.

Organize the team members into several kick-off sessions based on technology type.

B.

Review the list of team members’ skills and understand how they will work together to deliver the project outcomes.

C.

Ask the human resources (HR) department to arrange interview meetings to select the team.

D.

Ask prospective team members to write a short biography explaining how they can contribute to the team's success.

A new team member has joined a project team. During the first sprint, the new team member approached the project manager and requested to implement a new way of testing. The team has been resistant to the proposed change.

What should the project manager do?

A.

Ask the new team member to focus only on development and not do the testing.

B.

Coach the new team member to conduct the testing the way it has always been done for this project.

C.

Schedule a meeting with the new team member to learn about the new method of testing.

D.

Request that the new team member do the testing the way it has always been done for this project.

A stakeholder informs the project manager about a few compliance-related gaps and issues. The stakeholder then presents several suggestions to the project manager to address the issues.

What should the project manager do?

A.

Use the compliance issues to identify coaching and mentoring opportunities.

B.

Log the feedback from the compliance gaps in the lessons learned register.

C.

Review this with the project sponsor to avoid compliance gaps and issues.

D.

Discuss the suggestions with the staff responsible for the compliance issues.

A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for vacation, the product owner

communicated that the documentation had been uploaded to the project file repository.

What should the project manager do to address this issue?

A.

Assign a team member to manage project artifacts.

B.

Audit the effectiveness of the management of project artifacts.

C.

Improve email communication protocols to manage project artifacts.

D.

Investigate new software tools used to manage project artifacts.

A project manager discovers that the project team is spending a large amount of time delivering several reporting formats for the same project updates to multiple stakeholders. What should the project manager do to reduce the time spent on these activities?

A.

Segment the types of communications to be delivered to different stakeholders.

B.

Update the communications management plan to remove less influential stakeholders.

C.

Hold biweekly status meetings to deliver information to all stakeholders at once.

D.

Delegate all of the stakeholder communications activities to a project team member.

A project team member identified a procurement risk and sent an email to the project sponsor highlighting the risk.

The sponsor forwarded the email to the project manager asking for further details. After speaking with the sponsor, the project manager decided to take preventive action.

Which document should the project manager review with their team?

A.

Risk management plan

B.

Quality management plan

C.

Communications management plan

D.

Procurement management plan

A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV)

to actual cost (AC) for the project and has found the calculated result to be 0.9024.

What does this value mean for the project?

A.

The project has started exceeding the planned cost.

B.

The project is earning less value an was planned.

C.

The project has earned more value than planned.

D.

The project is close to exceeding the planned cost.

A project manager for an agile project is concerned that the team has been losing momentum over the last iterations. Which two tools should the project manager use to

analyze team performance? (Choose two)

A.

0Project schedule

B.

Product backlog bumup chart

C.

Work breakdown structure (WBS)

D.

Cumulative flow diagram of completed features

E.

Burndown chart

A project manager is working with team members and customers who are operating in multiple countries. The team is working on implementing a new technology that includes ambiguities, uncertainties, and unknowns, both in terms of technology and of the end-user expectations for this solution.

What should the project manager do to keep the stakeholders engaged?

A.

Use email as a communication channel.

B.

Use feedback and decision-making tools.

C.

Use meetings as a communication channel.

D.

Use a shared collaboration platform.

A project manager leads a development project for a mobile chatting application. One of the experienced developers constantly creates conflicts

with the other team members. As a result, the other team members are refusing to work with the developer. Since the developer is a high

performer, the project goals may be negatively impacted if they leave the team.

What should the project manager do in this situation?

A.

Meet with the developer and ask them to be respectful with the other team members and work together as a team.

B.

Meet with the team members and developer individually to understand the situation and build an action plan accordingly.

C.

Collect the team's feedback and send it to human resources (HR) to resolve the conflict.

D.

Arrange a team-building training session and require all of the team members to attend.