A project manager is working on a software product that will be installed across all levels of the client's organization. The client's executive sponsor insists that only stakeholders at the highest level of the company will be involved in the planning phase.
What should the project manager do?
A. Ask the client how the project will affect the client's organization and recommend that all impacted parties be involved.
B. involve an executive-level stakeholder at the project manager's own company to speak with the client's executive sponsor.
C. Perform an independent analysis to determine the stakeholders from the client's organization.
D. Defer to the judgment of the client's executive sponsor since they will determine whether the project is a success.
A project team has missed the delivery date for the West milestone of a large software development project. Project governance dictates that formal communication be sent to project stakeholders, including the project manager's supervisor, when a milestone is missed. The project manager is concerned that this will reflect poorly on the team.
What should the project manager do?
A. Send a formal communication regarding the missed milestone
B. Delay sending a formal communication until the project team catches up
C. Ask for a meeting with the sponsor to decide whether to send the formal communication
D. Forego the formal communication and have a conversation with the supervisor
In a geographically distributed project team, the project team members continue to email status reports and update schedules after their weekly meeting discussions. However, the team is having difficulty tracking the changes and progress made.
What should the project manager do?
A. Maintain a central repository of artifacts with a version control system.
B. Maintain separate document control via regions to avoid discrepancies.
C. Develop a document management software for version control.
D. Facilitate training on version control and project artifacts,
A project manager is managing a hybrid project that is using a contractor for a few key deliverables. The contractor has been hired to perform an important delivery, but has not yet confirmed that they can meet the required schedule. What should the project manager do?
A. Escalate the issue to the procurement team as the final delivery date of the project will be impacted.
B. Review the project scope with the stakeholders and remove the potentially delayed item from the scope.
C. Plan the task delivery with the contractor or vendor, highlighting the criticality of the current situation,
D. Check with procurement to see if there is another previously used contractor who can develop the task.
A customer wants to launch a new product in the market and an agile team is set up to work on this project for 9 months. After 1 month, the customer feels that it would be better to release the product 2 months earlier than the planned date. The task is now assigned to the most talented resource in the organization to this project tor an early finish.
Which risk management strategy has been adopted in this scenario?
A. Shared
B. Accepted
C. Enhanced
D. Exploited
A project manager was recently assigned to a new project that is about to start. The organization has already signed a fixed-cost contract with the customer detailing the scope and final delivery date, but the project manager has identified several internal constraints and conditions that will certainly prevent the project from being completed in the number of iterations initially planned.
What should the project manager do next?
A. Create an issue log template that will be used to identify and track impediments.
B. Create a contingency plan in case the project deviates from the initial plan.
C. Create a schedule management plan to ensure the project meets the delivery date.
D. Create an assumption log and map assumptions to impediments based on the impact to the project value.
An agile project team is tasked with a new project. After multiple discussions with the customer, it appears that there is a lack of clarity on the requirements, which has resulted in delays in the architecture and design phase. What should the team do next?
A. Start with the end user documentation review with the customer and gather feedback
B. Start with design of the prototype review with the customer and gather feedback
C. Start with the product prototype development, review with the customer, and gather feedback
D. Start with the product architecture review with the customer and gather feedback
One of the risks identified during project planning activities is related to a component from a preferred vendor. The component utilizes new technology, and there is a possibility of incompatibility with other parts of the system that are being developed.
What should the project manager do?
A. Create a risk probability matrix to address the incompatibility.
B. identify an alternative component in case of incompatibility.
C. Use the contingency fund to redesign the interface if it is incompatible.
D. Require the vendor to redesign the incompatible component to fit the system.
A project manager has just completed a fixed-price project and the stakeholder is unhappy with the result. What should the project manager do?
A. Explain to the stakeholder that any modifications require additional budget
B. Review the missed program deliverables with the project team
C. Review the project charter for the project approval criteria
D. Speak with the team's manager to get extra hours from the team
A project manager has been assigned a low-priority project that includes new team members with no previous formal project experience. The project team has requested deadline extensions for the first development increment twice already. What should the project manager do to support the team?
A. Create a change request to extend the project's duration and costs.
B. Provide feedback to the team using project performance evaluations.
C. Escalate the impact on the schedule to the project sponsor.
D. Include buffer time in the schedule to absorb future delays.
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