A project manager has been assigned to a high-visibility project that has been identified as having medium complexity, based on previous similar projects. The project needs to be delivered to the customer as a ready-to-use product . Based on this scenario, what should the project manager focus on throughout the project life cycle?
A. Resource management and lessons learned
B. Time management and stakeholder engagement
C. Cost management and risk management
D. Stakeholder engagement and lessons learned
A project manager is implementing an enterprise-wide software project. The project has a great business impact and is fully supported by senior management. However, the project manager is facing difficulties gelling the support of several key departments.
What should the project manager do?
A. Ask senior management to communicate with these departments.
B. Hire a project management consultant to help resolve the issue.
C. Convince senior management to introduce rewards to resisting departments.
D. Understand the user concerns and revisit the stakeholder engagement plan.
During the development of a product, multiple identified risks have now become issues, which is hindering the team's velocity. What should the project manager do in this situation?
A. Document the issues and extend the project delivery timeline.
B. Convene the steering committee and inform them of the impact to the project.
C. Prioritize the user stories with issues and have the team resolve them.
D. Update the project management plan and risk management plan.
A project manager is working on a project to modernize the information technology of a bank. The project manager is facing challenges with the project sponsor regarding how to proceed with implementation of a key piece of technology.
How should the project manager resolve this conflict?
A. Meet with all project stakeholders to identify how to implement the technology.
B. Identify the disagreement in the risk register and develop a contingency plan.
C. Update the project charter to align with the desires of the project sponsor.
D. Negotiate with the project sponsor to develop a mutually beneficial solution.
A project manager has been asked for performance feedback regarding one of the team members. The project manager would like to gather additional input from the project team because there are no metrics in place for evaluating employee performance.
What should the project manager do next?
A. Evaluate demonstrated task accountability
B. Determine the appropriate approach
C. Analyze team member influence
D. Identify levels of decision-making authority
One deliverable for a project is to translate and print materials for students every 2 weeks. Printing services are available but without guaranteed timelines because other projects generate significantly higher profits and have a higher priority. What should the project manager do to mitigate the risk of not having the materials printed on time?
A. Meet with the manager to set a high priority for printing the materials
B. Create a change request to modify the print requirements
C. Include a risk response in the resource management plan
D. Purchase a high-volume printer specifically for this project.
A project manager for a digital transformation project has already received the business needs for the project. When gathering requirements, the project manager discovers that not all of the requirements can be delivered with the available resources, but that some of the requirements will be enough to add business value.
With the project on a fixed budget, what should the project manager do next?
A. Plan the project based on the available resources and submit a change request upon completion.
B. Gather all stakeholders and provide recommendations on a smaller, more feasible project scope.
C. Identify the technical requirements and request that management hire external resources.
D. Document the problem in the issue log and suggest a change request to decrease the scope.
A project manager has recently joined an organization and notices that the engineering manager shouts at the project manager during project meetings. Also the procurement manager will not return calls and the accountant always insists the project manager clears approved budget line items with them personally before expensing.
Which three corrective actions should the project manager perform? (Choose three)
A. Confront the people causing the stress directly with the aim of finding amicable solutions
B. Seek support from the project management office (PMO) on addressing issues affecting the project
C. Discuss the possible actions with the project sponsor
D. Avoid the people causing stress and request a transfer as soon as possible
E. Talk to the human resources (HR) manager about these concerns
A project manager works for a large global company. The project manager is leading a project where the expected business value is to improve the company's image and reputation. During the project's closing phase, the project manager realizes that there is still a negative perception about the company's brand.
What should the project manager have done to prevent this?
A. Monitored progress in achieving the business value throughout the project
B. Asked for additional time to achieve the project goals and increase business value
C. Increased the number of project resources to ensure attainment of the business value
D. Reviewed previous projects' lessons learned and applied them to this project
A company's CEO complains about the frequency of project communications. The CEO receives five project reports each week by email but does not have enough time to review them. In addition, the information that the CEO receives is not relevant in that it does not explain the project status.
What should the project manager do first?
A. Review the stakeholder engagement plan.
B. Review the communications management plan.
C. Send the CEO one executive summary per week instead of five reports per week.
D. Meet with the team and decide the type and frequency of the reports to send to the CEO.
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