A project manager is managing a project which is approaching the end of the execution phase. A high-level stakeholder informs the project manager that a very important requirement was not included in the scope of the project, and that without that requirement the project will deliver no value.
What is the first thing the project manager should do"?
A. Include the requirement into the project and schedule it as soon as possible
B. Inform the project sponsor about the situation and request assistance
C. Evaluate the impact that the inclusion of this new requirement will have on project performance
D. Inform the stakeholder that it is impossible to add new requirements to an approved project scope
An agile project is running its fifth iteration out of 10. After the last retrospective, the team members realize that they had to work extra hours to deliver the committed work. What should the project manager do?
A. Ask for additional team members to maintain the velocity.
B. Implement a checkpoint in the iteration to verify if the team is on track.
C. Conduct a focused retrospective to help the team to discover the root cause.
D. Ask the team to have a lower commitment for the next iteration.
An agile project team discovers that they are unable to implement a feature completely in the first iteration. The team believes it may not be able to complete the tasks in the second iteration. The feature is a critical component that the customer has prioritized.
What should the team do?
A. Go back to the customer and explain that they cannot implement the feature completely in one iteration.
B. Reduce the scope of the feature to fit into one iteration and deliver it to the customer
C. Ask the customer to simplify the feature so that it can be implemented in one iteration
D. Split the feature into smaller subfeatures. implement them, and then deliver them incrementally in multiple iterations
A project manager is new to hybrid project management and is worried about the project because it has a high level of requirements uncertainty. The team has experience with hybrid projects, performs daily standups, and is committed to the project. The project manager is concerned about losing control of the project and would like to have a more central role.
How should the project manager address this issue?
A. Modify the daily standup meetings to include project status reporting.
B. Escalate the issue to the change control board (CCB) and ask for advice.
C. Adopt the role of supporting and empowering the project team to do the work.
D. Change the approach for the project to a predictive approach.
A business analyst on the project meets the customer in the elevator and says that due to constant changes in requirements the development of the product will take more time than expected. What should the project manager do?
A. Submit a change request to the change control board (CCB) in order to reflect the new requirements and longer timeline of the project
B. Refer to the resource management plan to find out if more business analysts may be assigned to process the requirements changes
C. Point out to the project team and the customer that all information concerning the timeline of the project should be communicated by the project manager.
D. Explain that distribution of important news can only be done using traceable communication methods
A team is assembled for a new project that will be using a predictive approach through requirements gathering and an agile approach for development and testing. Not everyone on the team has experience working in agile. The schedule has started slipping due to the unclear structure of the agile development approach.
What should the project manager have done to avoid this situation?
A. Established daily standup meetings to track and report on team progress and escalated delays to stakeholders as they occurred
B. Set up weekly status meetings to review team progress, prepared weekly status reports to track progress and regularly escalated delays
C. Met with the team, allowed team members to make decisions about what to do and established performance goals
D. Conducted routine meetings and identified team members who are under performing
The project manager of an agile project has been asked to reduce the budget by 30%. Since this is a small project team, the budget is primarily allocated to resources. What strategy should the project manager use in order to keep delivering value in a restricted environment?
A. Prioritize the product backlog looking for high business value and low effort, and adjust the project budget and staffing to account for those items.
B. Balance the project team in order to accommodate the budget challenges, and provide training to mitigate the risk of low performance.
C. Restrict the project scope only to basic critical features, and run the project with the current staffing level until all of the budget is consumed.
D. Reduce the project staff and adjust the scope and timelines accordingly in support of the budget reduction
An agile team has completed an iteration and delivered the agreed features to the customer. In a surprise to the team, the features are not accepted by the customer. The project team conducts a root cause analysis. What should the project manager do to avoid this situation in the future?
A. Ensure that customer requirements do not change from the start of the project.
B. Ensure that the definition of done (DoD) is well defined and complete for future iterations.
C. Ensure that the development and quality assurance team members implement the feature correctly.
D. Ensure that the team facilitator allocates tasks correctly to team members.
A product owner has provided the team with a prioritized backlog for the initial launch of a new product. After analysis, the team concludes that some work is missing to support the initial launch and provides this information to the product owner. The product owner acknowledges the missing work and adds it to the bottom of the backlog. The team is not happy with the prioritization that the missing work received.
What should the project manager do in this situation?
A. Let the project team pull the recommended work from the bottom of the backlog to maximize value creation.
B. Analyze and reprioritize the backlog and provide the decision to the product owner and team.
C. Recommend the product owner prioritize the missing work higher because it is needed for the minimum viable product (MVP).
D. Empower the product owner by supporting the decision and instructing the team to follow the prioritization as provided.
A project manager is managing two agile teams and reviewing their metrics to find out which team is performing better. Which approach should be taken?
A. The team with the higher velocity is performing better and should be rewarded.
B. The issue should be addressed as part of a retrospective in the next iteration.
C. The velocity should not be compared as teams can size items differently.
D. The velocity of both teams should be compared at the end of every iteration.
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