PMP Exam #7

Your project customer identified a critical technical problem that is blocking their user acceptance testing. Your technical lead, Chuck, has determined the root cause and tells you he needs the rest of the day to get it fixed. Immediately after speaking with Chuck, your CEO calls you for a written update on the specific technical steps needed to resolve the issue because the customer called her too. You then call Chuck to ask for him to write up the technical steps so you can answer the CEO's request. Chuck loses his temper and yells at you that he can either fix the technical problem or write up how he's going to fix it, but he can't do both if you want the issue fixed today. What should you do?

Empathize with how Chuck is feeling and de-escalate the conversation by telling him to focus on solving the technical issue and let you worry about the CEO's request. Then provide a general overview to the CEO explaining that you have Chuck focusing on resolving the issue

A project has increased in size. As a result, the project's single sponsor is replaced by a steering committee. What should the project manager do to accommodate this new development?

Ensure that communications are tailored to the steering committee, since there has been a change in stakeholder structure.

You have just taken over a project in execution. You were unable to coordinate with the previous project manager and are reviewing the plan and documentation to understand the project goals and the current status. You are reviewing the scope statement and comparing that to the Work Breakdown Structure (WBS). You realize that some deliverables were not included in the WBS. What step should you take next?

Evaluate the missed deliverables for the needed resources and costs as well as impacts to schedule and submit a change request to update the WBS per the 100% rule

A project manager is working on a small project that is critical for a larger program milestone. A new resource has been assigned to replace a key resource who had to leave the project. Unfortunately, an outside stakeholder claims that the person who assigned the new resource sent their weakest team member. How should the project manager approach this rumor?

Evaluate the skills of the new resource to see how the resource can provide value to the project.

You have just launched a new project with an external customer and plan to use an agile methodology as it is best suited to deliver value as quickly as possible to the customer. They are happy about the intent of early returns on investment, but they have never been involved in an agile project before and are nervous. What is the best action for you to take in this situation?

Set time aside on the schedule to coach the customer on agile methods so they are familiar with how it works and their responsibilities

A project manager is faced with an updated schedule that requires delivering a business result under a far more aggressive timeline. The project's technical resource manager has worked with the project manager on previous projects. Still, a team member indicates that the company does not have technical resources that could be added to the project to meet the new timeline. What should be the project manager's next step?

Ask the technical resource manager about the availability of technical resources

You are having dinner with a colleague who is a project manager for a company that builds software for mobile devices. One of her projects involves the development of a health app that syncs with other health apps to combine and analyze the data for a comprehensive view. Most recently, she completed a review of the project's prioritized backlog with the project team to prepare for the upcoming iteration. She learns that a new regulation passed by the government may impact several features of this app. What is she likely to do?

Assess the impact of the new regulation on the project/product scope and update the backlog to reflect the changes

An approved change was implemented to manage a risk. Three months later, the project manager finds that the change did not yield the desired result. In fact, the change led to adverse consequences. What should the project manager do to avoid this issue in the future?

Confirm that an implemented risk response is effective.

During user testing, a client agrees to the final product. One day later the client indicates that the final product may not be acceptable. What should be the project manager's first step for resolving this issue?

Consult the project's acceptance criteria.

A project manager has put together a project team. During initial meetings, the project manager observes that team members are getting to know each other, feeling excited and positive about the project, and have not been told the specific details of the project. In what phase of development is the team?

Forming

When formulating a training plan, the PM should focus on conducting the training as close to the point of solution as possible, ensuring the training is scheduled to avoid delays, and conducting a ______________ prior to deciding on training options.

Gap Analysis

You are working with a globally distributed team of project experts and you have been battling with misunderstandings because team members are not all looking at the same version of project artifacts. What is the best solution for this issue?

Investigate use of a cloud-based storage and distribution system for project artifacts

A project team learns that there is a new compliance requirement from an international entity that may impact the baseline business case for the project. They learn this right after project charter is completed and the project sponsor has signed. How should the project manager proceed?

Research the requirement and possible consequences, then give the sponsor a recommendation.

Although a previously identified technical issue has been resolved, the project manager is warned that the same issue is likely to occur on similar projects in the future. Which document should be part of the first step in responding to the warning?

The lessons learned register

You need to hire a large team of about 50 people and also acquire another 25 technical experts from several internal company departments. This team will be working very closely together on some sensitive health care work packages involving potential ethical dilemmas. It is important that the team is cohesive with good working relationships. How can you ensure you are bringing the right people onto this project?

Use Myers-Briggs Type Indicator screening to understand the personality types of prospective team members and how those personality types generally interact with each other

A key team member is asked to move to another project during the middle of a technical project. The team believes this is an unwise move and expresses concern. Which two actions will help to resolve the issue? (Choose two.)

Use coaching tools and techniques to motivate the project team. , Replace the key team member with a new resource who has the same skills.

There are necessary changes being requested to a project; however, team members are not in agreement regarding how to implement the changes. The project manager needs to address this issue. Which action should the project manager take?

Use the change management plan and ensure all team members and stakeholders understand and follow it.

A project has the following characteristics: -Schedule performance issues are occurring due to expertise levels of project resources. -Highly-experienced resources are reviewing unnecessary details. -Junior-level resources are not completing tasks in a timely manner. The project manager needs to enhance team performance. What should the project manager do?

Where necessary, implement training, and design a checklist for all team members.

A team member expresses concern about a team behavior issue during a retrospective meeting. The member says that group morale is affected by two team members who continuously criticize the high amount of requirements in each iteration. Match each conflict resolution technique with the project manager's possible resolution for this issue.

Withdraw/avoid => As soon as possible, allocate one or both of these members to a different project or initiative. Smooth/accommodate => Recognize the team members' feelings regarding the high level of requirements. Compromise/reconcile => Reconsider the distribution of work among the whole team to ensure that the work is equably distributed. Force/direct => Since all requirements were evaluated and organized by the full team, remind the team that the decisions were theirs. Collaborate/problem solve => Meet with the full team in order to discuss requirement allocation and the planning methodology.

While reviewing the issues log, the project manager notices that tasks assigned to two team members are quite a bit behind schedule. What should be done?

Work with the relevant team members to review the delayed tasks and decide on strategies for resolution.