A CEO has requested that the project manager provide a budget estimate for a long-term project that will be executed over the span of 4 years. What should the project manager do?
A. Include enterprise environmental factors (EEFs)
B. Conduct a bottom-up estimate
C. Include projected inflation rates
D. Conduct an analogous estimate
A project manager finds an unexpected issue halfway through a customer's protect. 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?
A. Meet with the project team to discuss internally whether they think cost is more important to the customer than the timeline
B. Adjust the timeline since in the past the customer would not pay any additional costs then inform the customer of the change
C. Inform the customer of the issue and discuss the options so that they are able to make a decision on cost versus timeline
D. Absorb the additional cost for the additional resources internally so that the project completes within the timeline
A project manager is managing an internal software development project that is on schedule to complete in 1 month. The project should begin seeing value once the system is online,.yet some stakeholders lack an understanding of how it will provide value to the organization.
What should the project manager do next?
A. Ask the sponsor to identify requirements for a new project to monitor and report achievement of the benefits.
B. Direct the team to implement the benefits management plan and track achievements before the end of the project.
C. Coordinate with the stakeholders to ensure the benefits management plan is in alignment with the goals.
D. Update the work breakdown structure (WBS) and project schedule with tasks and resources to track benefits realization.
An agile team has completed 9 out of 10 stories for the sprint. During the retrospective, a few team members pointed out that they finished all of their stories. However, one team member failed to finish a story. What should the agile leader do?
A. Emphasize to the team that each member is responsible for their story, but the team is collectively responsible for finishing the sprint.
B. Ask the team to address this at the next sprint planning instead of at the retrospective.
C. Suggest that the team assign stories at the beginning of the sprint based on each person's strengths to maximize performance.
D. Work with the product owner to remove the story from the sprint because the points cannot be split.
A project manager is about to start a large-scale project with unclear requirements, a fixed deadline, and a fixed budget. The client is unable to provide a product owner, as they do not have enough capacity and they want to be involved only a few times during the project.
How should the project manager plan and manage the project?
A. Refuse to manage the project as there is too much risk in developing this kind of project without a product owner.
B. Define the project's requirements, prepare a long-term detailed plan, and manage the project according to it.
C. Convince the client that a product owner is needed, as the project manager is not able to run an agile project without all the relevant roles in place,
D. Agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints.
A project manager is working toward a deadline to prepare a client report. The project manager prepared a meeting agenda, but not a single meeting has gone according to plan. Meetings always end in arguments, and no action items result from them. The project manager is very frustrated and seeks help from the project sponsor.
What should the project manager have created to prevent this situation?
A. Resource breakdown structure
B. Work breakdown structure (WBS)
C. Team charter
D. Project charter
At the end of a third planning meeting, the client and a functional manager requested additional meetings to add more features to the product. What should the project manager do to start building the product faster?
A. Allow the sponsor to determine how long the planning phase should last.
B. Allow the client ta determine how long the planning phase should last.
C. Ask the functional manager to work with the team to finalize planning and begin building the product.
D. Explain that more features can be planned in upcoming Iterations and begin building the product.
A company is launching a new product and decides to transition from a predictive to an agile approach. During the third sprint, the project manager notices that the team is not working as a cohesive unit. Which two rules are appropriate for the project manager to instill in the team? (Choose two.)
A. Strive toward continuous improvement
B. Work together daily as a team
C. Only share suggestions at the end of the sprint
D. Follow the sprint planning
E. Send communications to the entire team
Due to a statewide emergency, a project team for a global insurance company is being forced to complete a project virtually. The project manager is tasked with conducting meetings where confidential patient information will be presented. What tool should the project manager use to conduct meetings with the project team and clients?
A. Use a third-party instant messaging tool.
B. Use a password-enabled audio/video product,
C. Use a popular social media platform.
D. Use a collaborative electronic whiteboard,
During the execution phase of a large project, there is an extremely high number of change requests. Because of this, the project manager realizes that there is a greater risk for rejection of the deliverables. How should the project manager mitigate this risk without compromising the completion date?
A. Review the integrated change control process to restrict the number of changes
B. Focus on delivering incremental value through multiple smaller deliveries
C. Request sponsor support to get buy-in from the users and stakeholders
D. Restart the stakeholder engagement process by collecting user requirements again
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