A company wants to launch a new product for customers. The project for this new product is in the development phase. Due to an uncertain environment, the project manager has doubts about the feasibility of the project. What should the project manager do in this situation?
A. Validate assumptions using appropriate tools to assess the risks.
B. Refer to the lessons learned to determine the impact on the external environment.
C. Recommend postponing the project until the uncertainty is resolved,
D. Highlight the concern to the project sponsor in the next project review meeting,
A final iteration is underway, and a project team is about to complete development. Planning for the product release is about to start. One stakeholder raised a concern about the product not being compatible with a new technology that has been adopted in the market.
How should the project manager address this issue?
A. Assess the business value impact and review the product roadmap to include any changes
B. Schedule a retrospective to understand why the new requirement was not included in product backlog previously
C. Stop the product release and start adding new user stones to the product backlog for any new requirements
D. Proceed with product delivery as planned and start a new requirement analysis for the next iteration
A project manager is managing a hybrid project. During project execution, the project manager was informed that over half of the project budget was reallocated to a project that is handling an emergency that recently occurred. What should the project manager do?
A. Meet with the project sponsor to explain that the project cannot be completed as planned
B. Meet with the technical lead to review the sprint plan
C. Meet with the product owner to confirm the minimum viable product (MVP) option
D. Meet with the project team and reprioritize the backlog
What should an agile lead do lo ensure their team is set up for success?
A. Pay attention to team dynamics and understand that coaching is done simultaneously at an individual and whole-team level
B. Schedule sprint meetings and coaching sessions to discuss project-related information
C. Plan quarterly informal meetings or team bonding sessions to encourage the team to work together
D. Document team tasks and challenges in order to understand when to step in and help a member of the team
A complex project is in its execution phase. The project is set up to produce both predictive and incremental deliverables. The agile team is running late on their tasks. There is a resource on the agile team who is responsible for producing progress reports for the project manager. This resource has the required skills to help other team members with their workload.
What should the project manager do to optimize the time of the resource who produces the progress reports?
A. Work more closely with the agile team to eliminate the need for progress reports
B. Record this in the issue log and find a resource to produce the reports
C. Produce the progress reports on their own
D. Engage a new resource to produce the progress reports
Two companies recently merged. The team charter for a new initiative combines the best practices of both companies. One of the team members consistently ignores one of the rules. What should the project manager do to address this concern?
A. Schedule a dedicated session to review the team charter.
B. Set up a meeting with the team member to review the team charter.
C. Ask another team member to meet with this team member for a discussion.
D. Send a reminder to the team member about the rule being violated.
A project is experiencing delays due to identified risks.
What should the project manager do to manage the project schedule?
A. Revise the project schedule and inform the stakeholders regarding any delays
B. Revise the project estimates and meet with the project team to discuss delays
C. Review the management reserve to identify any costs associated with the delays
D. Review the contingency reserve to identify any delays to the project
A project manager and project team have brought a project back on track after mapping and removing impediments. During the current sprint, the team reported that an impediment that previously caused major delays has appeared again. The team tried implementing the same mitigation tasks that worked previously. However, the tasks are not having the same result with the impediment.
What should the project manager do?
A. Escalate the issue with an impediment to the project sponsor
B. Use the contingency budget to implement schedule compression
C. Implement the mitigation plans listed in the organizational process assets (OPAs)
D. Reassess the issue as part of monitoring and controlling
During a standup meeting, a team member raises the issue that they have blockers and impediments preventing them from moving on to the next task. How should the project lead handle this situation?
A. Support the team member by removing the blockers and impediments.
B. Allocate the blockers and impediments to the product owner to resolve.
C. Insist that the person who raised the blockers and impediments take ownership.
D. Add any blockers or impediments to the risk register,
An inexperienced project manager has never managed an agile project until now. Due to the uncertainty of the project, the project manager is struggling with defining the project scope and is taking a long time trying to define it. What should the project manager do?
A. Submit a change request to leverage previous experience and manage the project using a predictive approach,
B. Schedule a daily project definition meeting with the team to define the project scope before starting the execution.
C. Start executing the project as the scope will be defined and redefined throughout the project.
D. Obtain partial approval from the product owner to baseline the project scope plan before starting the execution.
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