During the daily standup meeting that is assessing progress against the current sprint, a team member reports some delays due to a component managed by an external vendor. How should the project manager address the team member's concern?
A. Ask the team member to resolve the issue independently to minimize further delays.
B. Ask the team member to provide details to address the issue with the vendor.
C. Implement fast tracking to reduce the impact of the delay on the sprint.
D. Update the communications management plan to prevent future reoccurrence.
A project manager is assigned to a project that is in the execution phase that has different types of stakeholders. Some of the stakeholders are very interested in the project, whereas other do not show the same level of interest. What should the project manager do to assure the project finishes correctly?
A. Look at the stakeholder assessment matrix to find stakeholders' interests and make updates if necessary.
B. Invite the most interested stakeholders to risk assessment sessions and assure the less interested stakeholders agree with the requirements.
C. Review the user person definitions to find the interests of the stakeholders and make updates if necessary.
D. Create a stakeholder assessment plan to manage stakeholder engagement and took at stakeholders' approvals.
A project manager is leading a project that is at 90% completion. One of the key stakeholders requests a certification program to be included as part of the project. Another stakeholder disagrees and informs the project team that there should be no change to the project management plan since the project is nearing completion.
What should the project manager do?
A. Update the project management plan and adjust the project budget with this change request.
B. Raise a change request to the change control board (CCB) and inform the project sponsor about the change.
C. Ask the key stakeholder to take the lead in handling the request since they are more knowledgeable.
D. Request a meeting with the stakeholders and their team members to inform them about this change.
A project manager was recently assigned to a project that is in the execution phase and is experiencing roadblocks. During a review of the processes and procedures, the project manager notices similarities to a previous project that experienced similar roadblocks. The project manager reviews the task schedule and finds that certain tasks are well behind expectations. In speaking with the project team, the project manager confirms that the team is following the processes exactly.
What should the project manager do?
A. Update the schedule to account for the unexpected delays in the project tasks.
B. Review the resources allocated to the project and change accordingly.
C. Review and amend the processes to ensure only value-adding activities are present.
D. Update the variation register to account for the extended project time.
A project manager determines that a critical path activity is going to be delayed. The team proposes a fallback plan that could get the project back on track; however, the plan would require an additional cost to an already tight budget. What should the project manager do?
A. Use the existing budget for executing the fallback plan and update the baseline.
B. Add additional resources to the project to fast track certain activities and reduce delays.
C. Evaluate the fallback plan proposed by the team and submit a change request, if required.
D. Communicate the delay to stakeholders and maintain the existing budget baseline.
An organization is struggling to start an important project. The project manager has identified that the scope definition is the main item preventing the project from starting. Although most of the scope items are defined and agreed upon among the stakeholders, there are a few items that are hard to grasp and very complex to define at this stage.
What should the project manager do?
A. Recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach.
B. Propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items.
C. Maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project.
D. Update the risk register and escalate the issue to the project management office (PMO), requesting more resources be added to help define the project scope.
A project manager is assigned to a multiyear enterprise resource planning (ERP) solution project. During planning, the business sponsor emphasizes the importance of demonstrating value along the way, while maintaining the integrity of the final product.
How should the project manager establish the delivery model for this project?
A. Organize the project into multiple subsets based on business functions and deliver each subset as a component of the final product.
B. Reestablish the project as a program with multiple small projects, as each project will be delivered as a product of its own.
C. Communicate the latest status to the steering committee and provide a demo of the features completed.
D. Schedule routine demos on features completed and deliver a single product once all features are completed.
During the development phase, a team member encounters an issue with a specific task and attempts to resolve it for the next several days. The other team members ask the project manager to reassign the task to another team member to avoid jeopardizing the target date. The current team member assigned communicates they will feel frustrated if the task is reassigned to another team member.
How should the project manager address this situation?
A. Seek help from experts to support the team member in fixing the problem.
B. Facilitate a session to reach an agreement with the team as a whole.
C. Negotiate with the customer a delay in the project delivery.
D. Accept the team's request to reassign the team member.
A project manager who takes over halfway through a project determines that the cost performance index (CPI) is 0.65. A detailed audit identifies that the project cost was analogously estimated, and the audit team thinks that something was missing in the way the estimates were done.
What should have been done to avoid this problem?
A. Included lessons learned from past projects
B. Used bottom-up estimating
C. Utilized three-point estimates
D. Validated the schedule performance index (SPI) to evaluate deviation
A project manager has been assigned to a new project that is similar to a project that was closed last year. There is no schedule baseline, but the project manager received the activity list and wants to prepare a reasonable schedule.
What should the project manager do?
A. Adopt the same timeframe as the closed project for the current project.
B. inform the sponsor that the activity list is not adequate for creating a schedule baseline.
C. Create a draft schedule based on the activity list and the historical data from the closed project.
D. Evaluate each activity duration and build a new project schedule.
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