Due to a recent budget reduction, two team members were released from an agile team. The customer is still expecting early results for the project. Which two actions should the project manager take to align customer expectations? (Choose two)
A. Ask the agile team to review the updated sprint velocity with the customer.
B. Ask the product owner to review the prioritized backlog with the customer.
C. Ask the agile team to review and update the quality management plan with the customer.
D. Review the impediments log with the customer.
E. Send a detailed project management plan to the customer.
A project manager is assigned to a new project. The project management office (PMO) and the project manager agree that this is the right opportunity to include daily standup meetings. The project team has never used such tools, and a few members are challenging the decision.
What should the project manager do in this situation?
A. Engage an external vendor to perform the design phase under an iterative approach.
B. Request that new team members familiar with iterative approaches be assigned to this project.
C. Update the project schedule to consider a daily standup as part of the project design phase.
D. Define the ground rules, responsibilities, and conflict management strategies.
During a sprint planning meeting, a stakeholder is told that their requirement is in progress and on track for the final product to be ready in the next two sprints. The stakeholder is very satisfied with the timeline and gives their full support to the agile team. After the meeting, the project sponsor calls the project manager about a large requirement they want the team to work on right away as it has significant business value.
What should the project manager do?
A. Call the stakeholder to tell them that the final product schedule must be extended due to this last minute, urgent request.
B. Perform an impact analysis and share the overall schedule impact before deciding on a new priority.
C. Reject the new requirement from the sponsor as this is going to impact the delivery of the stakeholder's final product.
D. Ask the product owner to prioritize the new request from the sponsor and ask the team to work on it immediately.
A supplier was supposed to mobilize a government-issued, licensed piece of equipment two days ago, but did not. The procurement manager was informed that the supplier failed to check the validity of the license, which expired last week. The supplier had already submitted an application to the authorities, but it generally takes one to three weeks to process the application, which will affect the critical path.
Which action should the project manager take?
A. Update the project team on the delay so that resources can be utilized elsewhere.
B. Analyze the schedule and look for fast tracking and crashing alternatives.
C. Review the terms of the contract in order to determine next steps.
D. Update the lessons learned register to serve as an input for future material transactions.
One of the service providers on a complex project has been facing resource availability problems over the last six months. However, the service provider has assured the project manager that the deliverables will be on time.
How should the project manager address this situation?
A. Update the issue log.
B. Perform a qualitative risk analysis.
C. Perform a root cause analysis.
D. Implement a risk response plan.
An agile team is working on a product deliverable in an organization that is transforming itself to quickly respond to change. The finance team is requesting a project budget for the new product. What should the team do to address this request?
A. Work with the finance team to transition to incremental budgeting.
B. Request the finance team to allocate a budget based on historical data.
C. Provide the budget to the finance team for only the planned increments.
D. Extrapolate the budget based on the current cost performance index (CPI).
A new project manager has been assigned to a project that is in danger of failing. The stakeholders do not know the project status nor do they know what benefits will be delivered by the project.
How can the project manager convey these benefits to the stakeholders?
A. Rebaseline the project schedule to show the current status of the project.
B. Create a benefits management plan mapped to the organization's strategic objectives
C. Perform a project cost-benefit analysis for the stakeholders
D. Update the deliverables map against the agreed-upon project requirements
In a fixed time and budget project the customer wants the development of a core component to be based on agile practices, as the final scope of (he requirement has not yet been fully developed. The project manager is participating in contract development with the sales team and wants to ensure that development costs do not impact the profitability of the project.
Which two controls should the project manager incorporate into the contract to specifically address the development of the core component? (Choose two)
A. Limit the number of iterations for development in the contract.
B. Establish a governance committee to review the contract delivery
C. Tier the contract for fixed and agile components
D. Provide alternatives to scope change at specific project phases within the contract.
E. Require that only internal resources be utilized for this project
In a weak matrix environment, two key team members are falling behind with their tasks, which will affect the success of the project. Further investigation by the project manager reveals that they have unresolved issues with each other. The project manager asks them to find a way to resolve the issues, but this is unsuccessful. The project manager then holds a meeting with them to work outa permanent solution to the issues, but this is also unsuccessful.
What should the project manager do next?
A. Escalate the issue to a higher authority.
B. Suspend the two key team members immediately.
C. Put the issue on the agenda for the next team meeting.
D. Reassign one of the key team members to a different task.
At the daily project meeting, team members are complaining about receiving emails from their functional managers to support other nonproject-related tasks. This is having a negative impact on the team's productivity.
What should the project manager do next?
A. Ask the product owner to speak with the functional managers to ensure future requirements come through the product owner.
B. Log this as a risk in the risk register and continue to monitor the issue at subsequent meetings.
C. Address this concern with the functional managers to ensure there will be no further delays.
D. Schedule a meeting with all of the functional managers to resolve the resource conflicts.
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