A project manager is using a hybrid approach for project delivery. The development team was sized, but is not yet fully resourced. The project manager is working on defining the project schedule. What should the project manager do to address the issue of developer availability?
A. Organize a planning session with the development team and use their estimations to complete the schedule.
B. Ask the resource manager when the new contractor is available to start and change the delivery date for the project schedule.
C. Ask the sponsor to provide the desired completion date for project activities and complete the schedule.
D. Use expert judgment to estimate all of the tasks and complete the schedule in the allocated time.
After a performance review, a team member approaches the project manager and asks for feedback. The project manager mentions anecdotal information about this team member being a positive team player and generally getting their work done on time, even though they have been late with work once or twice. The team member expresses frustration at not having better information included in the annual performance review.
What should the project manager do to prevent this frustration going forward?
A. Request the human resource (HR) department to provide the key performance indicators (KPls) that were defined for this project.
B. Set team performance goals and explain how the team receives the same performance scores.
C. Review the key performance indicators (KPIs) for this team member and remind the team member how they are determined.
D. Provide the team member with velocity tracking tools and explain how the team member can see and track performance.
A project manager is assigned to a new project. Many of the project deliverables need to be outsourced. What should the project manager use to document the project deliverables?
A. Service level agreement (SLA)
B. Statement of work (SOW)
C. Scope management plan
D. Memorandum of understanding (MOU)
A project using a hybrid approach to migrate from a current system to a new and enhanced system is underway. The plan is to migrate the system in stages. However, the operations team is complaining that they are not ready to start supporting the new system.
How should the project manager effectively approach this situation?
A. Create a lessons learned register to include operations team training for future projects.
B. Include knowledge transfer sessions between the project and operations teams at every stage.
C. Change the project management plan to add a final stage for product handoff to the operations team.
D. Prepare detailed documentation to be shared with the operations team during project closure.
An operations manager continuously raises concerns about a project's benefits to the company. While some concerns are valid most of the time these concerns have caused delays in project meetings. How should the project manager handle this'?
A. Discuss the meeting delays with the director of operations and ask for support with the concerns.
B. Review the operations manager's concerns and ensure these concerns are addressed
C. Escalate the concerns to the project sponsor and discuss options to address them
D. Include the operations manager's concerns in the risk register and assign actions to mitigate the risks.
An agile project is running its second of six iterations. One new team member who does not have agile experience has just joined the team. In the daily meetings, the project manager observes that the team is having problems meeting their goals.
What should the project manager do?
A. Provide feedback to the team and conduct a meeting to review the team rules.
B. Provide feedback to the team and conduct a retrospective meeting to find a root cause.
C. Provide feedback to the team and request agile training for the new member.
D. Provide feedback to the team and coach the new team member in agile methodology.
A project manager is managing a hybrid project. A stakeholder has directly contacted a team member and has requested a change. Due to the request, the team member was distracted from their work, which caused a loss in productivity.
What should the team member do?
A. Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the project manager.
B. Inform the scrum master regarding the stakeholder's request for a change and the impact this has had on productivity
C. Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the change control board (CCB).
D. Inform the scrum master so that the change can be discussed directly with the stakeholder.
A company is moving its headquarters to another city. The project manager responsible for the assignment has been using a predictive approach during the transition. However, the information systems will be migrated using an agile approach. The project manager needs to decide which kind of control to sign with the vendor responsible for migrating the systems.
How should the project manager address this situation?
A. Negotiate payment after all project migration is completed
B. Sign a single agreement for the whole project
C. Use fixed-price increments as user stories are completed.
D. Confirm payment after each project retrospective
A project manager is working to create a product that can be released to the market as soon as it passes rigorous quality standards. Historically, the company has used a predictive methodology, but the company is exploring the implementation of agile methodologies. The company asked the project manager to explain the value gained by using an agile process.
How should the project manager respond?
A. Early value cannot be achieved until the product is fully released.
B. Early value can be gained by testing the most important features in the initial stages to fix deviations.
C. Early value will be gained only if beta products can be released to the market.
D. Early value will be gained only if the speed can be increased to release the product to the market.
At a meeting to receive approval for the project management plan, a project manager realizes that there is so much detail in the presentation that many of the stakeholders are not actively engaged in the process. The stakeholders are agreeing to the scope, goals, and timelines without giving them substantial thought.
How should the project manager proceed?
A. Stop the meeting and reschedule for another time with a more concise presentation.
B. Set up information review sessions before reconvening another approval session.
C. Get approval and promise to email more information to the stakeholders to clarify the technical details.
D. Obtain approval as fast as possible and close the meeting.
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