A leader from project B consistently reaches out to a team member in project A for assistance. What should project A's project manager do?
A. Allow project B's leader to continue building relationships.
B. Talk with project B's leader to discuss possible impacts to both projects.
C. Tell project A's team member to ignore project B's leader.
D. Ensure project A's team member can finish the work committed to project A.
An agile team was hired to work on a public service project. The team received a list of vague ideas about the business and now needs to understand, develop, and prioritize a list of functionalities. Who will be responsible for this task?
A. Project owner
B. Agile leader
C. Agile team
D. Product owner
A project manager works at an organization that is transitioning to agile. The development team has recommended using a burndown chart to provide visibility on project progress to all stakeholders. What should the project manager do to ensure effective communication throughout the project?
A. Advise the project management office (PMO) to use the burndown chart as the single communication channel.
B. Develop a communications management plan for each category in the stakeholder register.
C. Include the burndown chart in a monthly report that is distributed to all stakeholders.
D. Postpone the recommendation since the organization does not currently have a defined agile methodology.
A project manager is defining the sprint goals with the team. A team member who is responsible for acceptance testing starts criticizing the goals and cannot come to an agreement with the other team members. How should the project manager handle this situation?
A. Request to meet with the team member and ask that any issues be escalated separately.
B. Reprimand the team member and provide immediate coaching on goal alignment.
C. Proceed with defining the goals with the team members given the majority approval from the team.
D. Approach the team member with empathy and obtain agreement through collaboration.
A company has assigned a project manager to the initial task of determining the resources required for a new project. What should the project manager consult?
A. Company's historical organizational project artifacts
B. Company's project responsibility assignment matrix (RAM)
C. Company's resource management plan
D. Company's resource calendars
A project has been running for 2 months and now requires approval for a supplier to begin some execution tasks. The project team has evaluated several suppliers and selected their top two preferred suppliers. The project sponsor requested that another supplier who has lower costs be added to the list. However, the project manager is aware that this supplier does not always fulfill the project requirements.
What should the project manager do?
A. Set up a requirements review session and obtain agreement for selection criteria.
B. Recommend to the team to add the sponsor's preferred supplier to the list.
C. Choose the sponsor's preferred supplier for the project to avoid conflict between the team and sponsor.
D. Recommend to the sponsor to review the results of the team's supplier evaluation.
Vendor A submitted a bid for US$500,000. There is a 65% probability that the vendor will deliver behind schedule with a cost overrun of US$ 100,000. The vendor will come in ahead of schedule for a savings of US$50,000. What should the project manager determine as the value of the vendor's bid?
A. US$650,000
B. US$452,500
C. US$547,500
D. US$582,500
A project is in the execution phase. During a few planning sessions, the team brought up dependencies and risks based on their knowledge of other project. The project manager also received questions from the company in terms of how and when the team planned to perform acceptance testing and training activities.
What should the project manager do next?
A. Document the project management plans and share them with the company and all team members via email for review
B. Create a log to track risks assumptions issues and dependencies and establish a periodic review with the stakeholders
C. Add contingency m the schedule to account for dependencies and risks then review rt with the team
D. Engage with the company and the project team to determine the best course of action
An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time. What should the project manager do to address the problem?
A. Define clear guidelines on how decisions should be made under the new organizational policy and reinforce them with the team on every occasion.
B. Invite senior leadership to a team-building workshop and restate the importance of accountability and leadership under the new company direction.
C. Assess the situation to understand how the organization's culture impacts the decisionmaking process, and coach the team toward a new model.
D. Adopt an autocratic leadership style and dictate all decisions in order to speed up the team's velocity.
A team member has encountered a technical issue, similar to the one faced in a successfully closed project. However, the team member did not know about the previous project and would like to resolve the issue on their own. What should the project manager do?
A. Improve the risk management strategy and risk monitoring
B. Reach out to the project manager of the previous project for assistance
C. Allow the team member to work through the issue as a training opportunity
D. Share the lessons learned from the previous protect with the team member
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