An agile senior project team member suddenly resigns from the organization. Following this departure, the remaining team members are having difficulty accessing information and are unable to complete a deliverable. What should the project manager have done to avoid this situation?
A. Ensured the project repository is up to date.
B. Updated the job descriptions for all team roles.
C. Provided specialist training for all team members.
D. Made an effort to reemploy the senior project team member.
While preparing an earned value analysis (EVA) for the sponsor, the project manager provided this information in the latest project report:
Approved Work Package Cost Estimates: US$9,500
Contingency reserves: $500 %
Management reserves: 10% of contingency reserves Percent complete of the project: 50%
Planned percent of the project: 40%
Actual costs of the project: US$4,500
What is accurate about the project status?
A. The actual work is 25% more than the planned work.
B. The project cost is 10% lower than planned.
C. The actual work is 25% less than the planned work.
D. The project cost is 10% higher than planned.
A project manager is responsible for providing a budget estimate for a long-term project that will be executed over several years. Which essential task should the project manager implement at this phase?
A. Include key risks in the cost baseline.
B. Perform an analogous estimate.
C. Perform a bottom-up estimate.
D. Include projected inflation rates.
A project manager is tasked with managing a customer relationship management (CRM) implementation project. The project charter is approved, and the project is now in the planning phase. The project manager meets with the stakeholders several times to gather the initial requirements. However, each time they meet, the stakeholders provide additional information that is different from what they provided earlier. The stakeholders are becoming frustrated, and the sponsor is now unresponsive.
What should the project manager have done to avoid this situation?
A. Initiated requirements planning to analyze, document, and manage requirements
B. Applied requirements elicitation to involve engaging stakeholders consistently in the requirements process
C. Implemented the change request process to harness change to the stakeholders' advantage
D. Used progressive elaboration to enhance the scope management plan with additional details
A project is delayed due to multiple problems discovered during the quality review. Every time the team addresses one problem, additional problems are encountered. This is frustrating for both the project team and the project sponsor, who are driven to meet the dates and results expected by the organization.
What should the project manager do?
A. Request that the team identifies, documents, and registers the issues to locate the source of the problems.
B. Evaluate the cost and schedule variance in order to determine how much the project is off track.
C. Ask the team to commit to a new date to fix all the problems and proceed with a change request to adjust the baseline.
D. Request that a senior subject matter expert (SME) be hired to analyze and solve the problems.
A project manager works for a large manufacturing company with diversified domains. The project team often participates in change requests. Recently, the change control board (CCB) deferred some requests and the project manager wants to communicate these requests to the stakeholders.
What document should the project manager use to communicate these requests?
A. Risk log
B. Change log
C. Backlog
D. Issue log
A project manager is preparing a project closure report. The project sponsor is confident about the success of the project, but the client is not sure that the project outputs will achieve their business needs. Which aspect should the project manager highlight in the closure report to address the stakeholder's concern?
A. How the quality was managed
B. How the acceptance criteria were met
C. How the scope was managed
D. How the stakeholders were managed
A team member is hosting an event and invites several colleagues through their work calendars. Another team member, who was not invited to the event, is noticeably distracted during several standup meetings. What should the project manager do?
A. Ask the individual who is hosting the event to use private communication methods.
B. Set up a meeting with the distracted team member to discuss any issues
C. Add a social events section to the charter to handle these situations
D. Ask the individual who is hosting the event to mark it as private
A project manager is leading a virtual team that is geographically dispersed.
What should the project manager do to avoid uncertainty in the project due to different cultures?
A. Start the project and add any uncertainty that arises to the risk register.
B. Dissolve the virtual team and build a colocated team.
C. Gather relevant cultural data and engage members in discussions covering their work ethics.
D. Build a culturally neutral team that will not be affected by cultural differences.
A project manager receives a call from the customer's account manager requesting support for a critical operational issue. Although the issue is unrelated to the project, the customer believes that one of the project team members has the technical expertise to recommend a solution.
What should the project manager do first?
A. Organize a conference call with the internal expert and the client to estimate the amount of effort required to fix it.
B. Decline the request politely since the issue, although critical, is not the responsibility of the project team.
C. Allocate a task to the team member as a high priority and inform the customer that the issue will be resolved the next day.
D. Inform the customer that they should contact the sales manager and submit a formal request for a quote.
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