A project team is struggling to obtain the required data for a complex project in order to proceed to the next stage. What should the project manager do?
A. Set up a meeting with the team to discuss and determine the project's challenges.
B. Propose a revised project schedule to the sponsor as the delays have affected the time lines.
C. Schedule a meeting with the sponsor to express the team's frustrations about the data.
D. Meet with the data suppliers to explain the critical timing requirements of the project.
A project manager is managing a few innovation projects with a high level of uncertainty. The project manager is experiencing challenges with the large number of change requests issued due to the nature of the project. What should the project manager do?
A. Add a fixed number of change requests allowed by the client on the project baseline.
B. Request sponsor approval for all change requests to reduce the number of changes.
C. Initiate the number of iterations to reduce the number of change requests.
D. Reduce the number of approvers required to implement a change request.
A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000.
What should the project manager do next?
A. As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions.
B. Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension.
C. As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining actions.
D. Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project.
An unforeseen event has shut down public works projects for 4 weeks. Activities on the critical path will fall behind based on the project schedule. What should the project manager do?
A. Add 4 additional weeks to the schedule and request additional resources.
B. Ask the sponsor to obtain a special work permit to continue work.
C. Review the project management plan to see the impact of the possible delay.
D. Crash the resource management plan to keep the schedule on track.
A project manager has been assigned to lead a software project to generate savings at an important financial institution. Initially, the duration of the project was 13 months, but due to various issues during execution, the project was extended to 16 months. By month 11, the expected savings were exceeded but not all of the functionalities planned for that date were fulfilled.
How should the project manager inform the stakeholders of the project's progress?
A. Report that the project has not fulfilled all the expected functionalities.
B. Complete the outstanding functionalities before informing the sponsor of the project progress.
C. Communicate the benefit expectations and the action plan for the pending functionalities.
D. Send an email with the monthly project progress to all relevant stakeholders.
A team member in an agile project informs the project manager they might not be able to finish an assigned task on time, which could generate an obstacle for the rest of the team. What should the project manager do?
A. Move the task to the next sprint.
B. Ask the team member to bring up the concern in the next daily meeting.
C. Send an email explaining the issue to all team members.
D. Reassign the task to another team member.
A project manager wants to assign a junior engineer to a new project. In past projects, the engineer showed initiative to take on complex tasks and solve problems in innovative ways without any need for encouragement. However, the engineer declines the project manager's invitation to join the new project.
What is the most likely reason for the engineer's refusal to work on the project?
A. The engineer did not feel welcome or enjoy working with the other project team members.
B. The project manager did not follow the normal hiring process with the engineer's functional manager.
C. The engineer has "project burnout" from working long hours and solving difficult problems.
D. The project manager did not sufficiently support and recognize the engineer's professional growth.
A project is implementing an agile strategy, and a minimum viable product (MVP) was agreed upon. After the first iteration review, the customer explained that the first deliverable is not of great value. What should the project manager have done differently?
A. Invited the customer to the daily meetings
B. Helped the team redefine the MVP
C. Invited the customer to the daily meetings
D. Helped the team redefine the MVP
A company is transitioning from a predictive approach to an agile approach. A project manager is assigned to the first pilot with an inexperienced team. Due to an unexpected event, the whole team is asked to work remotely. During the second sprint, the project manager starts to notice a lack of commitment from the team members.
What should the project manager do in this situation as a servant leader?
A. Request an exception to allow the team to return to work on-site
B. Allow the team to address the problem as a self-organized team
C. Coach team members to increase their engagement and collaboration
D. Force the team to attend the daily standups to gather the project status
A project team is executing a megaproject, and several contract requirements have been identified. In the planning phase, the project team agreed that a contract would be required 3 months prior to the project's finish date. During project execution, it was determined that the contract was required immediately.
What should project manager do?
A. Seek management's approval for executing the contract earlier than planned.
B. Request the team to initiate a change request to execute the contract.
C. Support the team's request and allow for early contract execution.
D. Challenge the project team to identify the reasons for early contract execution.
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