A company operates on a 2-year budgeting cycle. The project manager has been assigned a high-visibility project to deliver a brand new, innovative capability. While the requirements for the new capability are defined, the solution design is only beginning. The project manager's boss is concerned that the final solution will exceed the budget for the project.
What should the project manager do next to anticipate the budget impacts of the solution?
A. Apply earned value techniques that compare planned to actual value delivered at key points in the project.
B. Develop a work breakdown structure (WBS) and perform activity-based cost estimating.
C. Perform scenario planning on each of the solution designs and incorporate estimates into the next budgeting cycle.
D. Consult colleagues at other companies and use historical information to predict the final cost.
A customized module is being implemented into an off-the-shelf enterprise resource planning (ERP) solution. The project scope has been clearly defined by the sponsor, and the project manager is close to starting user acceptance testing. However, the newly elected government introduced a significant package of taxation reforms.
What should the project manager do?
A. Contact the finance team and ask for advice.
B. Put the project on hold and wait for information.
C. Assess the potential impact with the project team.
D. Continue with user testing as planned.
A project has been successfully completed. The project was ahead of schedule, under budget, and delivered the expected benefits. The project sponsor was satisfied and distributed recognition certificates to key project team members. However, the project sponsor accidentally forgot to issue a certificate to a key team member.
How should the project manager treat the missed key team member to avoid disappointment and demotivation?
A. Invite the team member to lunch with the business leader and project sponsor.
B. Thank the team member in a public meeting for their significant contributions to the project.
C. Explain the situation to the team member and follow up with a reward and recognition for them.
D. Request an additional recognition certificate for the missed team member from the project sponsor.
An experienced, high-performing team has two new team members. After several iterations with the new team members, the project manager noticed that the team's performance has decreased. What should the project manager do?
A. Evaluate the two new team members.
B. Replace the two new team members.
C. Provide the team with a coaching session.
D. Allow the teams to organize themselves.
A project manager is working with the product owner and customer stakeholders on prioritizing the product backlog and planning the product delivery dates. The customer stakeholders are asking to include several deliverables as high priority. The product manager also has technical tasks that should be added as high priority.
What should the project manager do?
A. Allow the customer stakeholders to define the project priorities and set the delivery dates.
B. Work with the team to estimate tasks and delivery dates, and then create a project roadmap.
C. Lead the team to identity the product objectives at every delivery iteration and clarify priorities.
D. Create a sprint board to allow all customer stakeholders to be aware of the task status and impediments.
A project manager is leading a small project with a low budget and a short, tight schedule. Many of the stakeholders are within the organization and have varying levels of interest. Which approach should the project manager use with the stakeholders?
A. Provide daily reports to maximize stakeholder communication.
B. Minimize communication until project completion as it will be finished quickly.
C. Share all relevant project information with the stakeholders.
D. Schedule one-on-one meetings with stakeholders to provide project updates.
A project manager is working on an enterprise resource planning (ERP) implementation project that spans divisions within and outside the country. The project manager understands the importance of gate reviews and periodic checks. Which of the following should the project manager leverage?
A. Project management plan
B. Governance framework
C. Integration plan
D. Project management office (PMO)
A key project team member is out on sick leave in the middle of a critical project iteration. The project sponsor learns that any delay with the end-of-iteration release will displease the business stakeholders. Although all team members are cross-functional, they are also working close to full capacity.
What should the project manager do to address this situation?
A. Discuss this with the team so they can complete the work of the unavailable team member and aim for the release deadline.
B. Discuss this with the team so they are able to reprioritize critical tasks and aim for the release deadline.
C. Discuss this with the sponsor and hold a meeting with the stakeholders so all of the team challenges can be shared.
D. Discuss the issues with the sponsor to fully convey the problem of the unavailable resource and the amount of work being done.
A project manager analyzes the cumulative flow chart and identifies a bottleneck in the testing activities from a self-organizing team. After discussing it with the team, a gap related to testing skills is identified. What should the project manager do to address the issue?
A. Support the team to identify an approach to resolve the problem.
B. Ask the development team to slow down so the testers can catch up.
C. Provide training to the entire team so they all will be able to perform tests.
D. Onboard a new project team member who has testing skills.
A project has been reporting a declining schedule performance index (SPI) for the past four reviews. No corrective action is under development, and the project team does not seem concerned. What should the project manager do first to address the SPI trend?
A. Notify the project stakeholders that the scope needs to be reduced in order to hold the costs within budget.
B. Engage with the project team to create a plan that will deliver benefits on a defined and incremental basis.
C. Contact the project sponsor to let them know you require more resources to meet the schedule.
D. Meet with the project scheduler to rebaseline the project using a more realistic schedule.
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