A project manager is assigned to work on a large global project. The resources for the project are dispersed among different organizations and countries. After the project kick-off meeting, the project manager learns that many virtual team members are unable to join the regular project update meetings. Their absence will impact the overall project schedule.
What immediate corrective action should the project manager take?
A. Discuss the issue with the virtual team members and revise the communications management plan.
B. Escalate this issue to the virtual team members' supervisors.
C. Add this issue to the risk management plan and take action if it persists.
D. Discuss the issue with the project sponsors and add this as an issue in the issue log.
A company is running a project to eliminate a sales channel that has been unprofitable for the past 3 years. A key stakeholder from another area, who has legacy ties to that sales channel, objects to the project. What should the project manager do in this situation?
A. Assess the impact of the stakeholder and engage properly.
B. Escalate the stakeholder issue to the project sponsor.
C. Develop a specific communications strategy for this stakeholder.
D. Use interpersonal skills to gain stakeholder engagement.
A team is entering into a forming stage after kickoff, with project objectives identified and team members assigned with roles and responsibilities. However, during the team meetings, a team member does not agree on project documents and makes comments that could affect the performance of other team members.
What should the project manager do?
A. Escalate the team member's disruptive behavior to their functional manager.
B. Collaborate with the team to arrive at team ground rules and publish the rules to the team.
C. Observe to ensure this typical forming stage behavior does not escalate beyond what is acceptable.
D. Request team members document their decisions independently and share with each other.
An organization is undergoing an agile transformation. The executive leadership team is concerned that they will lose control over the scope of the project.
What should the project manager, who is responsible for this project, do to mitigate this risk?
A. Ensure that the executive leadership team approves all scope that is being proposed by the multiple agile teams to avoid misalignment.
B. Propose a governance model that empowers the teams while providing the necessary oversight to the executive leadership team.
C. Propose a multilayered gate system based on risks and financial expenditures, involving the executive leadership team as needed.
D. Assure the executive leadership team that the current governance model will not be affected by the agile approach.
During the implementation phase of a project, functional managers are adding new requirements, which may impact cost and schedule baselines. The project manager notices that some of the team members are communicating with their managers directly to fulfill their requests. This will lead the project to go beyond the agreed baselines.
How should the project manager handle this situation?
A. Set up a proper governance structure to ensure functional managers' requests are processed correctly.
B. Modify the communications management plan to enable functional managers to add changes to the project.
C. Follow the project constraints and move forward with the agreed schedule baseline and the cost baseline.
D. Ask the functional managers to communicate with their peers and emphasize the impact of their requirements.
A project manager is leading a fast-moving project with strict deadlines and minimal time to deliver each milestone. The project manager discovers that one of the remote team members, who puts a lot of effort into delivering the project, has confided in an on-site team member. The remote team member feels they are not being adequately rewarded and recognized for their job.
What should the project manager do?
A. Inform the human resource (HR) manager of this situation and ensure this news does not spread.
B. Make arrangements with the resource's functional manager to relocate the team member to another existing project.
C. Send a copy of the engagement contract to the remote ber and indicate that the team member is entitled to what is included in the contract.
D. Engage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.
A project manager's new employer decided to use an agile delivery approach to implement a new accounting system. The chief financial officer (CFO), who is also the project sponsor, is committed to a new way of working but does not have experience as a product owner. The project manager's background includes a couple of years' experience as an agile practitioner working as a scrum master.
What should the project manager do at the start of the project?
A. Collaborate with the development team to help the project sponsor acquire the relevant skills.
B. Assume the product owner role until the project sponsor is ready to take over the product owner role.
C. Delay the build of the system until the project sponsor is ready to take over the product owner role.
D. Work with and assist the project sponsor in building and prioritizing the product backlog.
A project sponsor is concerned that the scope is not being met correctly and has questioned several team members about this individually. When the project sponsor approached the project manager, the project manager realized that the issue was that the project sponsor understood the scope in a different manner than the project team.
What should the project manager do to address this issue?
A. Request that the project team change their task deliverables to reflect the project sponsor's requirements.
B. Set up a daily standup and request that the project sponsor attend to understand the project's tasks and deliverables.
C. Ask the project team to compile a project scope document and obtain approval from the project sponsor.
D. Facilitate a stakeholder alignment session so that the team and project sponsor are in agreement with the deliverables.
In a project, one core team member tends to do all the work and ensures all tasks are completed. This core team member is soon leaving the project, which may make the project vulnerable. What should the project manager do?
A. Ensure the activities of this team member are distributed across the project team.
B. Assess a mechanism for knowledge transfer among the team members.
C. Motivate the team member to stay by providing them with incentives.
D. Ask human resources (HR) to counsel the team member to balance the workload.
A project manager is assigned to a new project team that has several stakeholders who can have significant influence over the project outcomes. The project manager categorized the stakeholders into four different groups and wants to define the communication strategy.
How should the project manager handle communication?
A. Utilize a uniform communication structure across all groups.
B. Define and direct communication to influential stakeholders.
C. Describe the four groups in the project stakeholder matrix.
D. Develop and define a communication strategy for stakeholders.
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