A company strictly uses an agile approach, and the backlogs are continuously updated. A new project lead is hired and feels uncomfortable sharing some of the product's vital information with the team and the product owner. What does the project lead need to do to prevent a risky situation in the next iterations?
A. Keep the project focused and executed in silos for better outcomes.
B. Report the concern to the agile project management office (PMO),
C. Inform the product owner of the concern so that i can be addressed.
D. Open up to the team to work collaboratively to achieve the outcomes.
A project manager is evaluating a project and realizes that its earned value (EV) shows the cost spent is higher than the value delivered. The project manager then discovers that the team has been adding small features that are not part of the requirements.
What should the project manager do?
A. Ask the team to focus on and deliver only the agreed-upon features.
B. Request additional budget because additional features are being added.
C. Encourage the team to continue, as this will eventually help the customer.
D. Ask the product owner to add the additional features to the requirements.
A project manager is building a team that will be comprised of subject matter experts (SMEs) from two different divisions of the same company. The project team will be virtual and will include members from different countries around the world.
What should the project manager do to ensure effective team building occurs?
A. Coordinate with team members to define and communicate ways of working, roles and responsibilities, scheduling, time zone, and cultural observance information.
B. Explain to the team that since they are all SMEs and know one another, they are expected to immediately collaborate and deliver effectively.
C. Update the communications management plan and determine an issue resolution process for when furture conflicts arise.
D. Colocate the team members at the beginning of the project to explain the expectations for team interaction, meeting schedules, and overall project governance.
A project manager noticed that the functional manager is not cooperating with staff assignment schedules and is always finding excuses not to release the requested staff. What should the project manager do first?
A. Ask the leadership team for help obtaining the needed staff.
B. Have a direct talk with the functional manager to understand the reasons behind their attitude.
C. Evaluate the impact caused by the delay of forming the team and confront the functional manager.
D. Check with human resources (HR) regarding the availability of staff.
A project manager has considered a detailed and expensive training plan for a new technology for all team members. The training is needed several months into the execution phase of a project. Surprisingly, many problems still appear that are related to the team members' lack of competence and the training costs are now negatively impacting the budget baseline.
What should the project manager do next?
A. Select resources who are more experienced with the new technology
B. Perform a root-cause analysis to measure how the new training will address the issue
C. Include in the risk register a risk of unskilled resources for the new technology
D. Elaborate and socialize the team charter as per the resource management plan
A project manager is working on a construction project. The company owner asks the project manager to provide cost estimates for the new decoration project within 4 hours. How will the project manager be able to complete this task?
A. Tell the owner that a rough order of magnitude will be provided.
B. Contact a subject matter expert (SME) for advice and consultation.
C. Call a meeting with the project team to identify the most appropriate approach.
D. Tell the owner that the task requires more time and expertise
A project learn member is having difficulty delivering assigned tasks for a project that is at risk of being delayed. The main issue is that the team member does not understand a new system that was recently implemented. What should the project manager do?
A. Assign an experienced resource to support the team member
B. Escalate the team member's performance to the project sponsor
C. Ask the team member to learn the new system as on-the-job training
D. Issue a change request to extend the project schedule
A large and complex program in an agile environment has experienced an increase in escalations from the client side. The rates and responsibilities are unclear, and the client does not have any direction regarding the escalation process. What should be done to resolve this issue?
A. Invite the client and product owner to all planning, review, and retrospective meetings.
B. Accept the escalations and manage them so the working relationship with the client is not impacted.
C. Review and clarify roles, responsibilities, and the governance model at the next sprint review meeting.
D. Invite the product owner to attend all Scrum meetings and define the governance model and escalation path.
A predictive project team come across a scenario where they need to use some agile tools and methods. However, they did not feel this was appropriate since their organizational project management processes did not mention this. What should the project manager do in this scenario?
A. Ensure the project team follows the organizational project management processes.
B. Create a change request to include the agile methods and proceed to implementation.
C. Work with the team to determine appropriate project methods and practices and implement them.
D. Prepare a summary and escalate this issue to the project's change control board (CCB).
An agile team completes a deliverable that is to be certified by another expert team. The second team does not take the deliverable for many months. What should the servant leader do?
A. Review the process and remove the impediment.
B. Escalate this to the project director for a resolution
C. Remove the certification need from the project scope
D. Escalate this to the agile lead of the second team
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