A project manager recognizes that a key stakeholder is not engaged in the project and does not seem interested in the project status. The project manager is concerned that the project may go off track if the stakeholder expectations are not met.
How should the project manager approach the stakeholder?
A. Analyze the stakeholder's expectations and emphasize the topics of interest that may influence the project's success
B. Post regular updates to the project teams board and email the stakeholder when they are posted so the stakeholder can review at their convenience
C. Schedule regular review sessions with the stakeholder and the project team so the stakeholder can understand the status and engage with team members
D. Continue to send status reports by email and schedule one-on-one sessions with the stakeholder so they are regularly debriefed on the project status
A project team consists of members based in country A and subject matter experts (SMEs) based in country B with a 12-hour time difference. What can the project manager do to improve interactions between the team members in both countries?
A. Ensure full participation of both the product owner and business SMEs in scope planning sessions.
B. Identify virtual communication methods and arrange for regular team meetings accordingly.
C. Explore the opportunity to have both teams colocated.
D. Plan for frequent face-to-face meetings.
In an ongoing project, stakeholders have been approaching team members for status reports and changes without consulting the project manager. What should the project manager do to ensure a successful project?
A. Send the project charter to all stakeholders for information.
B. Send an email to all stakeholders directing them to approach the project manager directly.
C. Review the stakeholder engagement plan and inform the stakeholders.
D. Review the change management plan and ask the change control board (CCB) to be involved.
An agile leader is working on a complex project that is entering the final phase where solutions from different vendors are being integrated. This is the most critical delivery stage for the project. How should the agile leader ensure successful delivery?
A. Ensure participation from all team members
B. Ask the client to attend all daily calls.
C. Ensure cross-departmental teams are colocated
D. Request additional project resources
In the planning phase, a project manager receives identified risks from the sponsors and subject matter experts (SMEs) and wants to develop a risk response strategy for them. What should the project manager do first?
A. Perform a risk reserve analysis.
B. Assign allocated budget to cover key risks.
C. Agree on the criteria to prioritize risks.
D. Assign a risk responsibility to each team member.
A project manager notices that the response action for an identified issue is insufficient for solving the problem. What should the project manager do next?
A. Include the issue in the risk register and update the team
B. Document the continuing issue and failed solution
C. Inform the stakeholders about the failure and update the issue log
D. Meet with the project team to find another solution
At the end of a project, one of the suppliers is facing financial difficulties and is pushing the project manager to obtain financial, legal, and administrative approval in order to communicate formal project closure and ensure the transfer of liability.
What should the project manager do next?
A. Compare the achieved results to the contract requirements.
B. Make the final payment as the project is completed.
C. C. Transfer the remaining variances and close the project.
D. Escalate to higher management to expedite the approval.
An agile project manager has just been given a sizeable software development project to implement. Early in the initiation stage, the project sponsor requests an indication of time lines for delivery of the initial release. What tools should the agile project manager use to do these estimates?
A. Product backlog, budget, resource management plan
B. Budget, minimum viable product (MVP), retrospective notes
C. Resource management plan, retrospective notes, backlog grooming
D. Backlog grooming, product backlog, minimum viable product (MVP)
A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are negatively affecting the project.
How should the project manager address this?
A. Develop a schedule that ensures people with personal differences work separately.
B. Use an approach to the project that does not involve colocation.
C. Meet with the team and agree on expectations from team members.
D. Invite the functional managers of the different units to address their personal differences.
A project manager is leading a hybrid project. The self-organizing teams are continually late in delivering their demos, resulting in low morale. The steering committee, familiar with the reporting and planning associated with a predictive approach, is concerned about the project because it is unclear if the expected value will be delivered.
What should the project manager do?
A. Emphasize to the teams the importance of reaching the agreed deadlines and value.
B. Request to coach the team to ensure motivated project team members are on board.
C. Update the project schedule with a buffer to reflect the expected delays being incurred by the team.
D. Suggest to the teams to limit the scope of work per iteration so they will start to deliver more reliably.
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