PMP practice test 2 misses

A-The communication management plan describes how, when, and by whom information about the project will be administered and disseminated.

A project manager has been hired to lead a multinational enterprise program with a geographically distributed team. The team members are located in different countries and have varying opinions about status reporting. Some prefer detailed reports, while others prefer them to be brief. Some team members want to send daily status reports, while others want to send weekly status reports. How should the project manager resolve the issue? A. Ask the team to adhere to the communications management plan. B. Escalate the reporting issue to the project sponsor for guidance. C. Request that the team resolve the issue amongst themselves. D. Change the existing template for status reporting to accommodate.

A-The project manager should first revisit the risk register and update the rating and response for the risk of the new regulation.

A project manager has just received news that a new regulation has been adopted and the expectation is that the project will be delivered compliant with this new regulation. This was previously documented as a risk item with a low probability and a moderate impact. What should the project manager do first? A. Revisit the risk register and update the rating and response. B. Update the issue log and apply corrective action. C. Revise the project management plan. D. Initiate a change request for the updated regulation.

B. Identified high-level risks and risk responses in the project planning phase.

A project manager has just taken over an ongoing project from another project manager. During a review of the project management plan, the new project manager realizes that the cost variance and schedule variance are largely negative. Several reported issues have not been resolved, vendors have not been paid for work done, and risk mitigation is quickly depleting the budget. What action should the original project manager have taken to avoid this situation? A. Added a substantial contingency reserve budget to the project charter. B. Identified high-level risks and risk responses in the project planning phase. C. Identified appropriate and comprehensive project handoff procedures. D. Ensured that the project governance controls were approved and implemented.

D-To evaluate the situation, the project manager should review the work performance information of both vendors against their contracts to find the preferred supplier.

A project manager has received quotes from two vendors for the same parts. Vendor A has informed the project manager that they fulfilled a similar order two months ago at a price that was 2% under the original planned cost. Vendor B has a history of on-time delivery but has announced a price increase. How should the project manager evaluate this situation? A. Review the agreements and procurement documentation for Vendor B to force them to keep the original pricing. B. Evaluate the contract clauses to reduce the orders from Vendor B, and buy them from Vendor A to improve project indicators. C. Use the metrics from Vendor A to request better pricing from Vendor B, keeping both providers as a risk mitigation strategy. D. Review the work performance information of both vendors against their contracts to find the preferred supplier.

B-The project manager should select an iterative and incremental (Agile or hybrid) approach to manage evolving requirements.

A project manager is assigned to a new project. The requirements are still evolving, but there is a need to deliver business value quickly. What approach should the project manager take in this situation? A. Develop mitigation strategies to address the risks of evolving requirements. B. Use a product backlog and complete the highest priority requirements first. C. Ensure scope changes are documented in the requirements traceability matrix. D. Develop a feature burndown chart and show progress on requirements.

D-Focusing on delivering the project in multiple increments is correct because it delivers value to the customer before the final project release.

A project manager is beginning a new financial software project in a very competitive environment. The regulations for compliance are clear, but the requirements are not clear. The customer stresses that they need results as soon as possible. Which implementation approach should the project manager choose for this project? A. Repeating and refining project phases in multiple iterations. B. Progressing through a linear sequence of stages. C. Embracing change and focusing on delivering value. D. Focusing on delivering the project in multiple increments.

B-Virtual team building sessions can help build trust, cohesion, and shared understanding.

A project manager is beginning a new project and is starting to form the project team. The project manager has not worked with anyone from this team previously, and most of the team members do not know each other, and some are located in different countries. Which action should the project manager take to help the team work more closely together? A. Allocate a budget for the team members to temporarily relocate for the duration of the project. B. Arrange virtual team building sessions that allow team members to get to know each other. C. Select team members who have previously worked together to be allocated to the project. D. Identify experienced team members to provide mentoring for the less experienced team members.

B-The amount and effectiveness of stakeholder engagement should be monitored throughout the project. A disengaged product owner can cause negative impacts and diminish the probability of achieving intended outcomes.

A project manager is concerned about delivering the planned business value because the product owner is not engaged. What should the project manager do to address the concern? A. Review and update the communications management plan. B. Review and update the stakeholder engagement plan. C. Review and update the resource management plan. D. Review and update the risk management plan.

A-The best way for a project manager to address an issue with a functional manager who is giving a team member a lower-priority assignment is to escalate the issue to senior management.

A project manager is experiencing issues with the functional manager of a project team member. The functional manager has given the team member another assignment and has told the team member that the previous project should be a lower priority. What should the project manager do? A. Escalate the issue to senior management. B. Communicate the importance of the project to the team. C. Refer the functional manager to the project charter. D. Request additional resources for your project.

B-The project manager should recommend terminating all six contracts that do not align with the company's objectives.

A project manager is overseeing a procurement project for a company that has a dedicated procurement management team that handles all contracts. The quarterly report identifies six contracts that do not align with the company's objectives. What will be the most suitable action for the project manager to take? A. Keep the six contracts despite their misalignment. B. Suggest terminating all contracts that are misaligned. C. Ask the project sponsor to revise the contracts. D. Request that the customer revise the contracts.

B-To ensure that the daily standup is productive and efficient, the project manager should be polite and understanding and explain to the new team member that the daily standup is not the best time for this discussion.

A virtual team is midway through a sprint of a complex task and is ahead of schedule. During the daily standup, a new team member interrupts and asks everyone to describe what they worked on prior to the current sprint. How should the project manager handle this situation? A. Thank the new team member for their interest and direct them to the project documentation. B. Explain to the new team member that the daily standup is not the best time for this discussion. C. Request the new team member leave the meeting for interrupting the daily standup. D. Ask all team members to list their completed tasks prior to the current sprint.

A-The immediate next step for the project manager is to check if the component meets the design and performance specifications

A stakeholder complains that a product component is not easy to use. What should be the immediate next step for the project manager? A. Check if the component meets the design and performance specifications. B. Collaborate with the stakeholder to confirm the acceptance criteria for the product. C. Ask a user experience expert to meet with the stakeholder and explain the component design. D. Raise a change request according to the stakeholder's requirement concerns.

D-The project manager should acknowledge the stakeholder's concerns over missing documentation and provide the release notes and technical product guides as soon as possible.

A stakeholder on an agile project has attended the sprint demo where the team shows the minimum viable product (MVP) as defined by the product owner. During the session, the stakeholder complains that there were no release notes or technical product guides provided. Which action should the project manager take? A. Explain that technical product guides are not part of the agile process. B. Tell the stakeholder to contact the product owner for documentation. C. Clarify the stakeholder's need for release notes and technical product guides. D. Provide the release notes and technical product guides as soon as possible.

C-Sharing observations and agreeing on adjustments for improvement to the way of working should be done at the retrospective meeting.

After a few iterations, the project manager feels that even though the team is completing the work as planned, the team is not completely comfortable with some of the agile processes followed in the project. When should the project manager talk about this and make adjustments? A. At the next daily standup meeting. B. At the lessons learned workshop. C. At the next retrospective meeting. D. At the next iteration planning meeting.

C-Demos or reviews is a part of every agile sprint that helps the product owner or customer to gain visibility on the development progress and provide feedback that facilities the team to make appropriate changes early in the project.

A developer has completed the deliverable for a feature. The product owner is not sure how to assess the quality of the deliverable. Considering that the project is using an agile approach, what kind of tool or technique should the product owner use? A. Expert judgment B. Decision making C. Demonstrations/reviews D. Checklists

D-A key role of a servant leader is to coach the team in agile practices and highlight the benefits of each activity and agile ceremony and how they can help the team complete their tasks faster.

A developer is expressing concerns about the time spent on daily standups, updating stories, creating tasks, and reviewing dependencies between stories instead of developing code. Other team members support the comment. What should a servant leader do next? A. Ask for suggestions on how to manage their time more effectively. B. Reduce the interactions among team members to increase development time. C. Explain the definition of an information radiator to the project team. D. Acknowledge the developer's frustration and emphasize the benefit of each activity.

A-The request should be declined as the project had been completed already and transitioned to the customer.

After the transition and completion of a large equipment installation project, the project manager receives a request from the customer to add some operational cost to the project budget for team-building activities. The project was completed under budget, project contingency reserves were not spent, and the team-building activities will ensure the operational team's optimal performance. What should the project manager do? A. Reject the request and close the project financials. B. Perform the integrated change control process. C. Approve the expenditure to ensure customer satisfaction. D. Document the request in the lessons learned repository.

C-The first thing the team should do before adopting the new approach of using story points is to convert all work in progress limits to story points.

An experienced project manager joins an ongoing project and wants to estimate the amount of time required to tackle several complex tasks. The team uses a kanban board but is open to new approaches. The project manager suggests using story points. What is the first thing the team should do before implementing this new approach? A. Calculate the story points only for new backlog items. B. Estimate the story points required for the entire task board. C. Convert all work in progress (WIP) items to story points. D. Measure and track story points over several sprints.

B-An agile team is intended to work together and constantly improve. The organization should ensure that the agile team has an agreed mix of generalists and specialists for the duration of the project.

An organization is adopting an agile approach to fulfill its customer's requirements. Prior to that, the organization worked with specialized resources and project managers who were assigned to the project for a fixed amount of time. What should the organization change to better adopt the agile approach for resource planning? A. The product owner should request specialists to be assigned to the team only when they are required. B. The team should consist of generalists and specialists capable of adapting to changing requirements. C. The agile team should decide on which customer requirements will be developed and delivered. D. Customer involvement should be reduced in order to avoid disruptions and confusion.

B-The project manager should politely tell the new team member that a retrospective meeting is not the best time to discuss the roles of other team members. This helps maintain the effectiveness and efficiency of the retrospective meeting and ensures that the team's time is used wisely.

A dispersed project team just finished a sprint with complex tasks ahead of schedule. During the retrospective, a new member of the team interrupts and asks everyone to explain their roles and what they are planning on working on for the next sprint. What should the project manager do? A. Address the situation immediately and answer the new team member directly. B. Inform the team members that this would be best handled in another meeting. C. Ask each team member to explain their role and what they will work on for the next sprint. D. Set up one-on-one meetings with each team member and the new team member.

C-The project manager will first need to understand each stakeholder's influence and interest in the project thoroughly.

A project manager has been assigned to an important project with stakeholders who have different expectations for the project. Some stakeholders also have a high degree of influence on the project. How should the project manager handle this situation? A. Control the degree of stakeholder influence to better align with the project objectives. B. Include the influential stakeholders' requirements and ensure other stakeholders are aligned with the project goals. C. Elicit and negotiate stakeholder requirements according to each stakeholder's influence. D. Manage the stakeholders carefully and apply stakeholder expectations without impacting the project objectives.

D-Team agreements represent a set of behavioral parameters and working norms established by the project team and upheld through individual and project team commitment. After-work behavior can still affect the team and the project, especially if team members are required to live together in corporate dormitories.

The execution of a construction project in a remote area requires team members to live together in corporate dormitories when they are required to be on-site. Several team members approach the project manager to complain about the way one team member behaves after work. They have expressed concerns that the behavior is negatively impacting team morale and cohesion. What should the project manager do to address this issue? A. Call a meeting to discuss the problem with the team. B. Plan a team-building session to discuss the problem. C. Move the team member in question to a new dormitory. D. Review the team norms and discuss this with the team.

C-By reviewing guidelines and expectations, the project manager can address the team member's concerns and ensure that everyone feels valued and included in the project.

The night before a standup meeting, a project manager realizes that they will be unable to attend the daily standup meeting in person but will join via phone. The project manager sent an email to the project team letting them know. One of the team members is upset that, despite having the longest commute, they are expected to attend the meeting in person. How should the project manager address this situation? A. Amend the current attendance policy to allow all team members to attend standup meetings remotely. B. Rotate the location of the standup meetings to ensure that everyone has an equal opportunity to attend in person. C. Review the guidelines for meeting attendance including when remote attendance is allowed and under what circumstances. D. Communicate the reasons for attending standup meetings in person and the benefits of doing so.

D-The first step in planning for any project is to develop a scope management plan. This plan will define the project's goals, objectives, and deliverables. It will also identify the project's boundaries and constraints.

The research and development team is planning to build a new facility that will focus on improving existing products the organization has developed. It will be a multi-year initiative. What should the project manager do first? A. Develop a scope management plan that will focus on the expected objectives of the initiative. B. Develop a business case document that covers the return on investment (ROI) of the initiative. C. Develop a resource management plan to cover resources and contingency planning. D. Develop a communications management plan to address stakeholder needs.

A- The most appropriate approach is to assess the situation to identify the root cause of the defect and take corrective action. Holding a meeting with the client should come after the issue has been investigated and corrective actions have been taken.

During a final inspection of a new product, the project team discovers a significant defect in one of the key deliverables. This defect poses a security risk to the client, who expects to start using the deliverable in two weeks. What should the project manager do? A. Conduct a quality investigation and initiate corrective action. B. Use the contingency reserve to cover the cost of the defect. C. Meet with the client to explain the cause of the defect. D. Send the client a letter apologizing for the inconvenience.

B-Managing stakeholder engagement is the correct answer choice because it brings awareness to stakeholders so they know when their participation is required or optional.

During a kick-off meeting with the project sponsor and various project members, it became clear that it was not necessary for some participants to be present. In addition, one required expert was not aware of the meeting and was not present at the meeting. What should the project manager have done to prevent this from happening? A. Established a fixed communication platform to provide updates on the project to all stakeholders. B. Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project. C. Developed the project charter including the roles and responsibilities of all the stakeholders. D. Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.

C-The implementation of a risk response plan necessitates a change in the current project management plan.

During a progress meeting, the project team learns that an identified risk materialized. The project manager decides to execute the risk response plan, but the contingency reserve does not cover the total budget for that plan. What should the project manager do? A. Ask the project sponsor to apply the management reserve to cover the remaining cost of the response. B. Ask the project sponsor to provide an additional budget to compensate for the cost overage. C. Issue a change request to modify the scope, cost, and schedule baselines to support the new plan. D. Use the contingency reserve and assess options to reduce the budget to cover the remaining work.

B- Project managers realize that conflicts are inevitable, but that good procedures or techniques can help resolve them.

During a retrospective meeting, some team members expressed that they strongly disagree with how the product owner and scrum master handled some issues related to the scope of the last cycle. What should the project manager do 'first'? A. Review the backlog with the product owner to ensure the scope is appropriate. B. Collect all available information from the team and address the problem. C. Schedule a meeting with the specific team members to discuss the issue. D. Discuss the team's concerns with the product owner and the scrum master.

D-To solve this issue, the first thing the project manager should do is talk to the resource instead of the functional manager to understand the reason and try to solve the problem before escalating. If the senior team member has a suggestion that is a better option for the project, then update the team charter if required.

During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not follow the plan. They performed tasks by personal preference, without communicating with the project manager. The senior team member is an expert and a critical resource for the project. How should the project manager address this? A. Discuss this with the resource personally, then update the resource management plan if necessary. B. Discuss this with the functional manager, then update the resource management plan if necessary. C. Discuss this with the functional manager, then update the team charter if necessary. D. Discuss this with the resource personally, then update the team charter if necessary.

D-When resources are removed from a project, resource leveling can help the project manager identify alternative resources or adjust the project schedule to minimize the impact on the project.....Resource leveling is the process of adjusting the project schedule to ensure that resources are available when needed and that resource utilization is optimized.

During project execution, a project manager is informed that some resources will soon be removed from the project. What should the project manager do to address this situation? A. Schedule a meeting to keep the stakeholders informed. B. Inform the stakeholders at the next scheduled review meeting. C. Update the risk register with this risk to project resources. D. Request resource leveling.

A-In this situation, the project manager should clarify priorities with the team. Prioritizing stories is important because it helps the team focus on delivering the most valuable features first.

During sprint planning, an agile team and product owner identified that the team should be able to finish five user stories. However, during the sprint, the team worked on more than five stories but did not complete any stories at all. What should the project manager do? A. Clarify priorities with the team. B. Create smaller stories in the future. C. Review the definition of done (DoD). D. Update the product release plan.

C-To quickly establish credibility, it is important that the new project manager first observe and understand how the team works and how to best serve them.

In the middle of a release, the project manager is replaced. Feedback provided by the team to the new project manager hinted at team friction caused by the previous project manager's constant demands for rapid delivery. What approach should the new project manager adopt to quickly establish credibility with the team? A. Do what the team needs to be done, maintain the action log, and provide feedback. B. Help the team succeed with excellent service, on-time commitments, and an adequate budget. C. Assess the culture of the team, and observe and interact with them. D. Have the team explain what is needed, create tasks, and report progress on those tasks.

C-Release planning meetings identify a high-level plan for releasing or transitioning a product, deliverable, or increment of value.

In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed for the project in a few weeks. What should the project manager do? A. Conduct a brainstorming meeting. B. Employ the nominal group technique. C. Conduct a release plan meeting. D. Use prototypes to refine the design.

C-Float is the amount of time that a task can be delayed without delaying the entire project. By determining the float for this task, the project manager can determine if there is enough time to test the new implementation approach without delaying the project.

One day before starting a task, the technical lead proposed a new implementation approach that could reduce the schedule by one week. However, if the approach does not work, the task will be delayed by three days. What should the project manager do next? A. Initiate a change request to reduce the schedule by one week. B. Tell the technical lead that the new approach is not feasible. C. Refer to the network diagram to determine the float for this task. D. Communicate the possible three-day delay to the sponsor.

C-The project manager should consider the impact of the challenge and work with the team members to understand and evaluate the impact on the overall project.

Project team members inform their project manager of a challenge they are facing. This challenge will likely impact project timelines. What should the project manager do next? A. Determine if the team's challenges impact the critical path. B. Initiate a change request to extend the project timeline. C. Work with the team to assess the impact on the overall project. D. Escalate to the project sponsor for proper resolution.

B-It is in the best interest of the project to come to terms with the vendor; if not able to do so, the project manager should look for alternative vendors.

The development of a final project schedule is delayed due to the inability to negotiate an agreement with one of the vendors needed for successful project delivery. What should the project manager do? A. Circulate meeting minutes and discuss the agreed and outstanding clauses with the project team and customer. B. Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary. C. Meet with the project sponsor and seek their support in replacing the vendor due to the inability to negotiate an agreement. D. Communicate the project needs and influence the vendor to accept the terms as soon as possible for successful project delivery.

A-Project retrospective sessions are a key tool for continuous improvement in agile project management.

A company is transitioning from a predictive to an agile project management approach. The project manager has noticed that team members have valuable ideas on how to improve productivity. How can the project manager leverage these ideas? A. Make use of project retrospective sessions for discussions and learning. B. Use iteration planning to discuss and adopt new ways of working. C. Develop and share guidelines for team training and mentoring. D. Engage with the product owner to facilitate fast-racking of the transition.

B-The project manager should compare the actual results of the project to the planned ones by analyzing the differences between actual performance and budgeted values. Comparing actual results to planned ones allows the project manager to assess the project's financial performance and understand where it deviates from the budgeted values.

A firm is currently facing a cost overrun and needs liquidity to overcome the financial crisis. A critical project is underway and is expected to bring a reasonable monetary return for the firm, yet, the project is over budget. Senior management needs to assess the project's alignment with organizational objectives and requests that the project manager provide a report on the matter. What should the project manager do to prepare a report for management? A. Examine and evaluate documents to gain insights and extract meaningful information. B. Compare actual results to planned ones by analyzing the differences between actual performance and budgeted values. C. Identify and analyze patterns, tendencies, or changes in data over a specific period of time. D. Assess the economic feasibility of the project, by comparing the costs with the benefits expected by senior management.

D-The project manager should coach the team both as a whole and individually because coaching helps the team's performance get better, in a series of steps.

A new agile team is forming and the project manager notices that the team is struggling in many areas. The team is experiencing both the inability to meet iteration commitments and team member conflicts. What should the project manager do next? A. Involve management to help resolve the conflicts. B. Inform management that commitments will not be met. C. Raise the issues in the retrospective and propose solutions. D. Coach the team both as a whole and individually.

C-In this case, the project manager used a new forecasting technique but did not update the basis of forecasting. Thus the discrepancy between the project manager's and the new program manager's understanding of the forecast.

A new program manager checks the status of a project. The forecast shows the project is slightly behind schedule. However, in reporting, the project manager stated that the project is on track. The program manager asks the project manager to explain the discrepancy. The project manager explains that the forecast discrepancy is due to a new estimation technique. What should the project manager have done to avoid this discrepancy? A. Asked the program manager to use the old forecasting technique B. Educated the program manager on the new forecasting technique C. Aligned the project artifacts with the new estimation technique and provided them to the program manager D. Ensured that the program manager has the necessary knowledge to understand estimation techniques

C-The best way for a project manager to address a rising conflict between onsite and offshore team members is to identify this conflict in the risk register log.

A new project has a team divided between onsite and offshore locations. The project manager observed a rising conflict between the two parts of the team during project initiation. What should the project manager do first? A. Communicate the project scope to all team members. B. Organize a face-to-face meeting during project kick-off. C. Identify this conflict in the risk register log. D. Record this conflict in the project issue log.

A-It is very important that the team understands the advantages of moving to an iterative approach from the existing predictive approach. Scheduling a workshop with the team to plan the upcoming iterations is the best way to ensure a smooth transition between approaches.

A product development project has run into design issues. As a result, the team has decided to change the approach of the product design phase from a predictive to an iterative approach. What should the project manager do to ensure a smooth transition between approaches? A. Schedule a workshop with the team to plan the upcoming iterations. B. Work with the team to establish a team site and product artifacts. C. Meet with the product manager to analyze upcoming user stories. D. Work with the product manager to define the number of iterations.

B-The project manager should acknowledge the existing delay and recognize the potential for a two-month delay due to supply chain disruptions. This will ensure that the CCB has all of the necessary information to make an informed decision about the change request.

A project is facing a one-month delay, and the project manager realizes that a change request is necessary. The change control board (CCB) will review the change request at their next meeting, which is in two weeks. However, if the implementation of this change is delayed by two weeks, upcoming supply chain disruptions will cause a two-month delay to the project schedule. What should the project manager do? A. Implement the change immediately to avoid the upcoming supply chain disruptions and the two-month delay. B. Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions. C. Meet with the sponsor and ask them to contact the CCB and request their immediate approval. D. Request that the CEO approve and implement the change to avoid the potential two-month delay.

A-The project manager should assess members' communication styles and provide feedback as needed to mentor the team for successful customer engagement.

A project is halfway complete, and despite a good schedule performance index (SPI), the customer has identified several minor issues. Most of the issues could be resolved quickly and easily if the customer could directly communicate with the development team. The project manager agrees, but some team members feel unsure about their ability to adequately engage the customer. How can the project manager support successful customer engagement? A. Assess members' communication styles and provide feedback as needed to mentor the team. B. Ensure that all project team members understand their specific roles and responsibilities. C. Assess the project team's technical skills and provide additional product development training. D. Update the schedule performance index (SPI) and review all project team communications.

D-Project teams and stakeholders establish measures of progress and success, and performance is compared to plans.

A project manager conducted an analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. Several key stakeholders missed the analysis session and their input was not included in the analysis. What is the main consequence of stakeholders missing the analysis session? A. Formal approval of project change requests is delayed. B. Stakeholder dissatisfaction with key project deliverables. C. Conflict in subsequent phases of the project may result. D. Inconsistent input on benefits from key stakeholders.

A-Incorporating a comprehensive training and coaching component into the project's scope directly addresses the need for training despite limited training resources and is a strategic approach to ensuring everyone can use the new software system effectively.

A project manager is preparing for an organization-wide software system replacement project that will have a significant impact on business operations. It is crucial to provide training to ensure that everyone within the organization can effectively use the new software system, but training resources are limited. What is the most effective action the project manager should take to ensure successful training for all organization members? A. Incorporate a detailed training and coaching component as a project deliverable. B. Determine the specific needs and requirements of different user functions. C. Recruit additional trainers to ensure adequate training coverage throughout the organization. D. Prioritize training efforts by identifying which features are most essential.

B-One-to-one coaching and personality assessments are the two vital techniques that the project manager should use in this scenario.

A project manager is preparing to start a project and notices that the project team is having difficulties communicating and collaborating. The team has never worked together before. The project manager wants to understand each individual's behavior and tailor the leadership style to create a more effective team environment. Which tool should the project manager use in this situation? A. Weekly teleconferences B. One-on-one coaching C. Technical assessments D. Cultural assessments

A-Breaking down and reprioritizing project deliverables allows the project to continue progressing while waiting for approval on more realistic requirements. Reprioritizing project deliverables allows the project manager to identify critical components and deliver tangible results, even if the overall timeline needs adjustment.

A project manager is required to obtain approval for project requirements before proceeding to the delivery stage. During the project's execution, the project manager realizes that the initial estimates were unrealistic and the project will take much longer to complete. The project manager will have to obtain approval for more realistic project requirements. What should the project manager do to mitigate the problem and keep the project on track while waiting for approval? A. Reprioritize project deliverables to enable phased delivery in increments. B. Divide the project team into distinct units focusing on different components. C. Survey the project team to see if anyone can work overtime to meet the deadline. D. Update the schedule baseline so that it is based on realistic estimates.

C-The next thing the project manager should do is establish a team charter. The team charter is a document that establishes the team values, agreements, and operating guidelines.

A project manager is working on a global project with team members in several different countries. To manage communications, the project manager plans to hold virtual meetings and on-site visits once a month. What should the project manager do next while working with this team? A. Ask the IT manager of each site to manage the technical components of the virtual meetings. B. Request the team members' résumés and become familiar with the teams' experiences. C. Propose and establish a team charter with the rules and principles to be followed. D. Request the budget for weekly in-person meetings with the entire team to allow for direct contact.

B-The project manager should conduct job shadowing within the project team to help the newly hired team members become more productive. Instituting project milestone completion incentives does not directly address the issue of low productivity and offers no proactive solutions.

A project manager realizes that some newly hired team members have not been as productive as expected. The project has a very rigid timeline, and the lower-than-expected productivity issue is putting the project at risk. What should the project manager do to address this issue? A. Provide additional training to the new team members. B. Conduct job shadowing within the project team. C. Institute project milestone completion incentives. D. Notify the team that productivity must improve.

C-Lessons learned register must be used to retrieve information from previous projects to help other projects during initiation. The project manager needs to check if this compatibility issue happened before in other projects within the organization.

A project manager was recently assigned to an information technology project. The project is in the initiation stage, and the team found a compatibility issue in the technical infrastructure used by the vendor and the organization. What initial step should the project manager take to address this issue effectively? A. Examine if there is an alternate solution. B. Escalate the issue to the technical infrastructure team. C. Check the lessons learned database. D. Consult the project sponsor about the issue.

B. Ensure that the team member understands the granular information retrieval process.

A project team has complete access to all project-related data, including visual data and information like the Gantt chart, prioritization matrix, story map, and other inputs. However, a project team member repeatedly requests more granular details on a work package than the Gantt chart indicates. The Gantt chart is confirmed to be comprehensive and current, and the other project team members feel that the current Gantt chart is sufficiently detailed. What should a project manager do to address this situation? A. Create a new communication channel with granular updates. B. Ensure that the team member understands the granular information retrieval process. C. Remind the project team member that the Gantt chart was the agreed format. D. Continue to ignore the project team members' requests.

B-The product owner is demanding a significant change late in the project that can have a substantial impact on scope, schedule, and resources.

A project team is in sprint 13 of a fourteen-sprint project. The project team placed a game-changing feature on the backlog for the next release. The product owner is informed that a competitor is launching a new product with a feature that closely resembles the feature placed on the backlog. The product owner is demanding this game-changing feature be incorporated in the current release. What should the project manager do? A. Organize a review meeting with the development team to get an understanding of the extent of work required. B. Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact. C. Perform the required assessments and raise a change request with the Change Control Board (CCB). D. Inform the product owner that this game-changing feature will be added to the next release of the product.