A project manager has recently moved to an organization to lead a key project. The project manager notices that team performance is below the target, and the tasks assigned are not delivered on time. Team commitment is also not as appropriate as it should be.
What should the project manager do?
A. Study and determine the appropriate leadership style suitable for the team.
B. Hire a project team leader who can influence the project team members.
C. Schedule a meeting and communicate the performance concern to the team.
D. Apply an agile approach to help improve team performance.
A project team is in the planning stage and has prepared a list of activities and completed sequencing the activities. During a review, the team noted that there is a dependency missing between:
1.
Test the product
2.
Release to customer
According to the quality management plan, the product must be tested before being released.
How should the project manager enter this dependency?
A. Finish to start
B. Start to start
C. Start to finish
D. Finish to finish
A project manager notices that the project team is unlikely to complete the development of a system on time before the testing start date, which was based on the technical complexity of the project. What should the project manager do before communicating with the client during the regular project progress meeting?
A. Tell the client about the chance for the potential delay.
B. Work with the project team to evaluate the potential delay.
C. Do not disclose the likelihood of a delay as it is yet to happen.
D. Ask the project sponsor to inform the client in the next update.
An agile project team is working on an infrastructure product to be delivered incrementally over several iterations. Midway through the third iteration, the whole company is informed that the operating systems supported by the infrastructure will be terminated in the upcoming quarter. Several thousand machines will be impacted by this change.
What should the project manager do first?
A. Prioritize the upgrade of project machines with the IT department.
B. Inform the product owner and request more project resources.
C. Schedule a session with stakeholders to understand the impact.
D. Add product backlog items to prioritize operating system stories.
A project manager is leading a hybrid project. The work breakdown structure (WBS) and the schedule were developed, but the project manager is having difficulty assigning specific resources to all of the project tasks. What should the project manager do?
A. Escalate the issue to the project sponsor and seek their immediate intervention.
B. Assign the unallocated tasks to the functional role and then reallocate when the resources are available.
C. Assign the unallocated tasks to the project management office (PMO) manager and reallocate when the resources are available.
D. Ignore the unallocated tasks for now and reallocate when the resources are available.
A newly commissioned project has had trouble recruiting team members because the turnover rate is high. The human resource (HR) manager has conducted several exit interviews. Many team members have expressed that the project manager has inadequate relationship management competencies. The project manager explains that the exiting team members were lazy.
What should the project manager do to prevent this high turnover rate from continuing?
A. Be more involved in the team member recruitment process to ensure qualified team members are chosen.
B. Develop relationship skills as a leader and also develop the teams' emotional intelligence skills.
C. Avoid micromanaging the team, enforce stricter rules, and monitor employees.
D. Explain to the recruiting manager that a project is temporary in nature, making it different than an operational environment.
A risk was identified at the beginning of a project, and a response plan was established. Unforeseen consequences resulted in a higher level of risk. The project manager has an idea that could address the new risk in an efficient way, but the response is different from the original risk mitigation plan.
What should the project manager do?
A. Submit the new response plan to the stakeholders for their review.
B. Obtain management approval prior to implementing the new risk response.
C. Use the management reserve to mitigate the risk.
D. Implement the new response to address the risk.
During the last iteration of a hybrid project, one of the key members of the team wants to leave the project. What should the project manager do to address this concern?
A. Keep activities as planned regardless of the resource change.
B. Update the burndown chart to reflect this resource's absence.
C. Have a meeting with the resource to understand the issue.
D. Request an additional resource to finish the project.
A project team member was unhappy with a new change in project governance and complained to one of the project sponsors. The project sponsor challenged the project manager. How should the project manager resolve this conflict?
A. Arrange a meeting with the project team member and project sponsor to discuss the change and obtain consensus.
B. Discuss how to manage this conflict with the project management office (PMO) and let them decide how to resolve the issue.
C. Explain to the sponsor why the change is required and get their support in forcing the project team member to accept the new change.
D. Schedule a meeting with the project team member's functional manager and request the functional manager's support.
A project manager in one country is reporting to a lead project manager for a new software development project in another country. The lead project manager constantly requests updates from the project manager, often demanding information via multiple communication channels if the project manager does not respond within a few minutes of a request. Both of them are equal in seniority and both report to the same functional manager.
How should the project manager proceed?
A. Update the communications management plan and the stakeholder engagement plan.
B. Escalate the issue to the functional manager and explain the situation to them.
C. Negotiate a mutually agreeable feedback cycle with acceptable timelines.
D. Refer the lead project manager to the communications management plan.
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