A project manager is working on a cost-reimbursable contract from the client's side. During project execution, the project manager notices a major deliverable is missing. The project manager raises this with the seller, but the seller advises the project manager that the subject deliverable is not part of the contract. The project manager remembers negotiating and agreeing to this deliverable during the tender process, but cannot find it in the contract.
What should the project manager do?
A. Request a change in the contract in order to add the deliverable
B. Add this deliverable to the requirements traceability matrix
C. Terminate the contract and commence the closeout process
D. Look to see if the deliverable is described in the statement of work (SOW)
During a team meeting, the project manager asks the team to complete a personality assessment to help everyone understand themselves and one another better. The project manager analyzes the results and realizes that more than one-half of team members are introverts.
What should the project manager do?
A. Present brainstorming topics a day before the session so the team can reflect and contribute more fully during the session
B. Adjust the lighting and ambient sounds in the work and common areas to create a relaxing work atmosphere
C. Ensure the team understands that their input needs to be fully articulated and explained to all team members during daily standups
D. Require everyone to share personal details at the start of each team meeting to allow learn members to get to know one another
A team is developing an experimental program to be used by the public.
What should the project manager do to ensure the desired benefits are achieved?
A. Ensure that the project team fully tests the program.
B. Ensure a review is done with a representative group of users.
C. Meet with government officials to review policy requirements.
D. Document the features fully and update the specifications.
During a retrospective review, many project team members say they are not completing tasks during the iterations because of interruptions and requests for help from other teams. As a team facilitator, what should the project manager do to avoid this?
A. Identify the problem's root causes and define the ground rules with all project team members to minimize interferences.
B. Recommend to the project team members that they should improve their planning and make their stories smaller.
C. Reunite with the project team members affected and tell them not to reduce the team's capacity.
D. Hire a coach to help all project teams to improve their abilities to solve problems on their own.
During project execution of a new IT solution, the testing of one feature was unsuccessful. The go-live milestone is now impacted due to this delay. Extensive analyses were performed, and there is no way to resolve the defects before the go-live date.
What should the project manager do next?
A. Include additional mitigation actions against feature defects and update the risk management plan.
B. Assess the relevance of the feature and then analyze the submission of a change request to descope it.
C. Improve the control quality process by implementing additional testing to minimize the defects before the go-live milestone.
D. Determine if business value will be delivered without this feature. and try to fix the defects after the go-live milestone.
A project manager is leading a project that is implementing an assembly line. During the quality review meeting, a team member reports an issue stating that the product being developed has discrepancies with the one requested by the customer.
What should the project manager do?
A. Ensure the current solution is in place to enable future usability.
B. Run a root cause analysis to identify the quality breach and update the quality management plan.
C. Check that the product meets the requirements established by the customer.
D. Make a proposal of new specifications and submit it to the customer for approval.
A project manager who is working with a virtual team needs to mentor an entry-level colleague. This team member informs the project manager that they feel demotivated and excluded from the team. What should the project manager do first to solve the situation?
A. Speak with the team member about their engagement and contributions
B. Perform an assessment of each member of the project team
C. Assign the team member to a team where they can contribute more
D. Conduct a team building event to involve the team member
During a product demo with key stakeholders, the team identifies that one of the functionalities failed to perform as expected. What should the project manager have the project team do first to address the issue?
A. Update the issue log and document the change
B. Review the product specification requirements.
C. Perform a root cause analysis
D. Submit a change request for corrective action.
A large company is transitioning its projects to an agile approach. After the transition, executive management requests the information that was previously available in old reports and dashboards. Many of the old reports and dashboards are no longer relevant after the shift to agile practices.
What should the project manager do in this situation?
A. Explain to the management team that reporting and management dashboards are not effective agile practices
B. Ask the management team to review the endorsed agile concepts to prove that the old information s not relevant
C. Help the management team understand how the change to an agile approach impacts the relevance of certain reports and key performance indicators (KPls)
D. Remind the management team that an agile approach empowers teams to be self- directed and therefore there is no need for reporting
A few key stakeholders are concerned about how the project team is planning to develop some features for a new product. They know that the requirements associated with these features are unstable but are also highly strategic for adding value to the product and the customer.
What should the project manager do?
A. Suggest an agile approach to refine these requirements and prioritize them according to the project objectives
B. Validate the prioritization of all requirements with the sponsor and share the results with the stakeholders
C. Review the project governance to validate the policies procedures and guidelines used to prioritize the project
D. Ask the stakeholders to refine these requirements at a level of detail that becomes more stable and measurable
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