A project manager has heard about the large volume of emails the team receives each day which prevents them from doing project work. One team member has stated that they would like to be able to access project-related information when needed.
To what type of communication is the team member referring?
A. Mass communication
B. Push communication
C. Pull communication
D. Interactive communication
A project manager is managing a hybrid project. There is software in place to access the repository of project artifacts. However a few stakeholders are reporting that they are unable to find the latest project schedule. What should the project manager do?
A. Advise the project management office (PMO) that there is a resource gap for sharing project artifacts effectively
B. Escalate the issue to the steering committee and ask them to deal with the stakeholders' lack of training
C. Make sure all stakeholders have access to the system and know where to find project artifacts
D. Send the project schedule via email to the stakeholders who need that information
On a project with multiple international locations, a trend for delays has been flagged. When looking into the issue, the project manager realized that some of the key activities were scheduled over the holiday periods in the overseas offices. What should the project manager do next?
A. Update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage.
B. Hire additional personnel on a temporary basis to cover the extra workload during the holiday seasons.
C. Request that the offices in overseas locations work overtime to mitigate schedule slippages.
D. Update the schedule to reflect the holidays and notify the project sponsor of the delayed completion.
A project manager acquired information from the market that would reduce the business value being delivered by an ongoing protect Based on that information, the project manager believes the project should be stopped. How should the project manager handle the situation?
A. Remove the items no longer applicable from the backlog and present the backlog to the project team
B. Continue working on the defined scope and review the risk matrix
C. Have a discussion with the project sponsor and cancel the project
D. Have a discussion with the sponsor and recommend the project business value be reassessed
A project manager has been assigned with initiating a large project to deliver complex equipment. Part of the project will be the result of a long research process, but once this is completed, the other part of the project must be incrementally delivered to the customer.
Which approach should the project manager choose for this project?
A. Agile
B. Waterfall
C. Predictive
D. Hybrid
A project manager is assigned to a project related to taxes, which will be managed using an agile approach. By reviewing lessons learned from a previous project, the project manager discovers that a key stakeholder is an expert on taxes and is willing to help.
How should the project manager leverage this information?
A. Recognize the stakeholder's skills are important for the project and evaluate the possibility of the stakeholder supporting the project team.
B. Request the functional manager to assign the team from the lessons learned project to the current project to avoid a learning curve.
C. Ask the project team to review the lessons learned and have the team contact the stakeholder directly if there are any questions.
D. Send a request to the project sponsor to hire the stakeholder and have them become part of the project team.
An international client contacted a software development company to build out a software product, and an agile project manager was assigned. At one of the review meetings, the client complains that a feature mentioned at the initial debriefing was not implemented.
What should the project manager do?
A. Include the mentioned feature in the prioritized requirements list.
B. Assign a team member to immediately start working on that feature.
C. Review the original project documentation to confirm.
D. Treat it as a change request and assess the effect on the project's goals.
A project sponsor wants to develop software that would have 30 features and would be used in 10 different countries. The team feels overwhelmed with the amount of work to be done. What should the project manager do?
A. Encourage and motivate the team with project incentives
B. Subdivide the team to handle different aspects of the project
C. Support the team to find and execute the minimum viable product (MVP)
D. Organize project execution to satisfy the project sponsor s request
A complex, high-value agile project includes sprint demonstrations with the customer every four weeks. Executive management is concerned about the project's progress and wants more frequent updates on the project status. What should the project manager do?
A. Inform executive management that the customer is made aware of the status during the sprint demo.
B. Prepare a weekly status report and share it with executive management every week.
C. Inform executive management about agile principles and processes that are followed in the project.
D. Ask the team to prepare and share the status report with executive management every week.
Throughout an entire project, the project manager took notes at every meeting with team members. These notes provided useful insights from key stakeholders, which later resulted in increased value to the project. The project manager thought it would be helpful to keep these notes as a future reference for other project managers within the organization.
Where should the notes be located?
A. Lessons learned
B. Organizational process assets (OPAs)
C. Enterprise environmental factors (EEFs)
D. Project management plan
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