A town wants to build a community center and has appointed a project manager. A site was found, and all of the necessary approvals and governance were completed. When the project kick-off was held, it was discovered that a local farmers' group was not consulted, and they use the site for a monthly market.
What should the project manager do to move forward with the project?
A. Continue building the center as the farmers' group does not need to be consulted.
B. Document a risk related to the impact that the farmers' group could bring to the project.
C. Request that the project sponsor discuss compensation with the farmers' group for the lost business.
D. Discuss the project objectives with all stakeholders. including the farmers' group, and review their requirements.
A project manager is managing the transition to operations. The project sponsor wants to ensure that good support is provided to the end users. What should the project manager do?
A. Ensure that the user guide is detailed and has clear instructions.
B. Ensure that comprehensive documentation is handed over.
C. Ask the project team to provide operational support for 1 year.
D. Ensure that knowledge is transferred to the operations team.
During a project meeting, the project manager expressed the importance of delivering reports on time. These individual reports will be consolidated into a single report. One of the team member's reports was not delivered on time and therefore the report could not be integrated with the other reports. This demonstrates a lack of teamwork and impacts project success.
What should the project manager do to resolve this issue?
A. Assign the task to someone else on the team.
B. Discuss it with the team member in confidence.
C. Discuss this matter during the project meeting.
D. Include this item in the risk register.
A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity.
How should the project manager deal with this request?
A. Submit a change request and allocate the budget and resources needed for execution.
B. Confirm that the budget and resources are available to execute the work request.
C. Check the alternative resources available in the organization for the request.
D. Evaluate the nature of the request and plan communication accordingly.
An urgent meeting has been established with the project team to discuss the cause of some quality issues that are preventing delivery to the client. The product owner recommends a root cause analysis (RCA). What should the project lead do?
A. Facilitate the meeting so anyone can share their ideas and is heard during the session.
B. Allow the team to self-organize so one of the resources can lead the team to achieve consensus.
C. Discuss the product owner's recommendations with the team and implement the agreed-on solutions.
D. Discuss the recommendations with the test manager and request better quality control.
A project sponsor insists that the project scope for a new product launch should include two geographical locations. However, after the project scoping session was done, a project charter was completed and approved with one location only. What should the project manager do?
A. Ask the sponsor to increase the budget and schedule of the project to accommodate the additional scope.
B. Encourage the sponsor to start another project for the additional location so that the current project is not impacted.
C. Assess the impact to the scope and submit a change request for approval of the two locations before including them in the scope of the project.
D. Discuss with the sponsor that the project scope is approved and it is not possible to include two locations as it will affect the budget.
A company is starting a critical project with a strict deadline. During the first planning meeting, the team realizes that the list of requirements has too many items to allow on-time delivery. What should the project manager do first?
A. Update the risk register and present a contingency plan to meet the deadline.
B. Suggest to the customer to reduce the backlog to meet the date.
C. Increase the capacity of the team to finish the project on time.
D. Ask the team to propose a minimum viable product (MVP) to meet the date.
A project team is planning the next sprint review. The project lead receives an email from a senior manager asking for a project status using a template that is more detailed than the one used for monthly reports sent to the project management office (PMO). The team uses an electronic product backlog and a kanban board to track the progress.
What should the project manager do next?
A. Modify the PMO template to include the information.
B. Contact the senior manager and discuss their needs.
C. Give the senior manager access to the product backlog.
D. Organize a review of the kanban board with the manager.
A project manager is working with team members and customers who are operating in multiple countries. The team is working on implementing a new technology that includes ambiguities, uncertainties, and unknowns, both in terms of technology and of the end-user expectations for this solution.
What should the project manager do to keep the stakeholders engaged?
A. Use email as a communication channel.
B. Use feedback and decision-making tools.
C. Use meetings as a communication channel.
D. Use a shared collaboration platform.
A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers.
What should the project manager do?
A. Request an additional resource to assist in solving all of the impediments listed by the team.
B. Determine and agree when a situation becomes an impediment to be solved by the scrum master.
C. Request the team review and prioritize the open impediments to resolve all of them as soon as possible.
D. Push back, explaining that a self-organized team should address all of the problems to get the work done.
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