A project selection committee is shortlisting projects for the coming year. Which selection criteria should the project manager recommend?
A. Projects with the least duration
B. Projects that maximize the business value
C. Projects with maximum revenue generation
D. Projects with the least associated risks
During the forming phase of a project team, the project manager implemented several team-building initiatives and decided it would be fun to have improvisational theater activities. After the sessions, the project manager received feedback from some key team members who felt that, although the activity was fun, it was not appropriate for the purpose of team building.
What should the project manager have done to avoid this negative feedback?
A. Assessed and analyzed personality indicators from the project team
B. Sent the activity details to everyone involved prior to the session
C. Communicated the decision to conduct this activity to the key team stakeholders
D. Selected a vendor for the activity according to the procurement management plan
An organization's management system is being upgraded by an agile team. Although the project was scoped thoroughly, the functional requirements were handed over to the project team and there is no subject matter expert (SME) available to work on the project continuously. The project manager is concerned that the team's progress will be hindered by their lack of knowledge.
Which two project events will assist the project manager to ascertain if this is the case? (Choose two)
A. Requirements analysis
B. Retrospective
C. Sprint planning
D. Standup
E. Backlog refinement
The sponsor approaches the project manager with new features they want added to the project. The project is 95% complete, but the sponsor insists that continued support for the project relies on the addition of the new features. What should the project manager do?
A. Assess the impact of the features and refer it to the change control board (CCB).
B. Implement the new features after assessing the impact.
C. Reject the new features since it amounts to gold plating.
D. Add the new features to avoid losing the sponsor's support for the project.
During the setup of an agile project, the product owner expressed clear interest in having features released during product development over having the product completed in one year. What should the project manager do?
A. Promote a productive environment where everybody can work without interruptions from the rest of the team members.
B. Create a reward system recognizing group contributions to get people motivated and improve performance.
C. Facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP).
D. Design a set of metrics including velocity, which is a good measure of value delivered.
An agile leader notices that one team member consistently fails to complete the deliverables on time. The agile leader suspects that this team member does not have the proper training. What should the agile leader do?
A. Reassign the task to another team member and require the team member to complete training
B. Use the retrospective meeting to remind the entire team that they must complete all deliverables in each sprint
C. Review the definition of done (DoD) with the team so that everyone understands what the team must deliver in this sprint.
D. Speak directly with the team member about improvements and commit to an agreed- upon time frame.
A project manager has recently joined a small company. The company's chief operating officer (COO) asked the team to skip some steps in the process in order to work more quickly. The project manager wants to ensure that these steps are not skipped in the future.
What should the project manager do?
A. Notify all team members that all steps in the process must be completed.
B. Escalate the issue to the other executive leadership members.
C. Schedule a review of the process steps with the team and the COO.
D. Redesign the process so the team can move more quickly.
In an agile product development environment, work is distributed to Cities A, B, and C, which are geographically dispersed. The small teams work and collaborate to deliver the sprints.
City A's team focuses on the features of data capture.
City B's team focuses on the user experience and development pieces.
City C's team coordinates testing.
What should the project manager do to ensure a successful rollout of sprints?
A. Ensure all three teams deliver independently without interactions so that they remain focused and meet customer requirements.
B. Implement communication techniques and ensure the teams follow a relay pattern of handing off work from one team to the other.
C. Use a fishbone analysis to resolve problems and iron out communication issues between the teams.
D. Maintain localized teams to circumvent the challenges of delay or any other unforeseen risks that might prevent progress.
Due to a recent company merger, a project manager from company B has been assigned to a team that is comprised of team members from company A. At the start of the project, conflicts arise due to a lack of clarity on processes and the project manager's relationship with company B.
What should the project manager do to resolve this conflict?
A. Avoid the conflict as the customer feels comfortable with using processes from company A.
B. Review the historical information and make the decision based on the return on investment (ROI).
C. Ask the team to use company B's processes since they are more familiar with these processes.
D. Work with the team to analyze which processes are suitable to use and define them in the ground rules.
A team is given an agile project to build a conceptual product for a new customer. While planning, the project manager is trying to determine the best way to show value to the customer, as the technical requirements are not very detailed. What should the project manager do to help the client understand the value delivered during project execution?
A. Include a planned value (PV) calculation in the sprint report for each build cycle.
B. Conduct a customer demonstration at the end of each build cycle.
C. Provide the customer with the refined specification during each build cycle.
D. Show the customer a sprint burndown chart for each build cycle.
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