A project manager is part of a distributed team. The project team is using a product backlog, but due to an excessive workload, the backlog items are not very detailed. In the retrospective, a couple of new team members are raising the issue of knowledge transfer inside the team.
What should the project manager do?
A. Ask the team to outline their expectations and confirm with them the approach to use for knowledge transfer.
B. Organize knowledge-sharing workshops and ask one of the senior team members to facilitate them.
C. Ensure that formal email communication is used when more information is needed to understand the work done.
D. Hire a technical writer to document the work completed to date and develop a handover document.
A project manager is in the middle of handling a major upgrade to an existing product. The project manager learns that the resources initially promised as part of the project are being moved to another priority project.
What should the project manager do?
A. Retrieve the documentation that shows the resource allocation.
B. Examine ways of modifying the scope of the project.
C. Adopt a resource leveling procedure to level the resources.
D. Perform an impact analysis to see the effect on the project.
A project manager receives an email from a customer saying that they do not want to keep working with one of the project team members. The customer does not provide any reasons for this sentiment. The project manager is concerned because this project team member is highly skilled and experienced and is key in one of the main project deliverables.
What should the project manager do to ease the situation?
A. Talk to the customer and project team member separately to assess the issue and decide on the next steps.
B. Remove the project team member immediately and assign the pending activities to other team members.
C. Tell the customer that they do not have the authority to remove project team members.
D. Ask the project team member to call the customer to apologize for their behavior.
A project stakeholder has left the company. The new stakeholder is a family member of one of the team members. This stakeholder does not attend meetings. The project manager finds out that the stakeholder has been asking the family member for project updates.
What should the project manager do?
A. Design an updated status report.
B. Request a meeting with the stakeholder.
C. Escalate this to the project sponsor.
D. Forward the project status reports.
A project is about to start. The project manager has found that the client does not have an appropriate knowledge management system and does not have a requirement for it. What should the project manager do?
A. Ask the team to collect the knowledge locally and share it at the end of the project.
B. Utilize the cloud wiki to collect the necessary knowledge.
C. Coordinate with the team and the project stakeholders to collect the knowledge.
D. Provide just-in-time knowledge to the client, upon request.
A project manager is working with several junior engineers on a project. The project manager noticed that when the junior engineers are asked questions, they defer te more senior team members on the team for answers. Having worked with the junior engineers on another project, the project manager knows they are capable of making these minor decisions correctly. This uncertainty from the junior engineers is now slowing progress.
What should the project manager do?
A. Update the risk register to reflect the possible impact of the projects slower progress.
B. Ensure the junior engineers make decisions within a certain responsibility level and commit to it.
C. Remove the junior engineers from any decision-making activity until further trained.
D. Pair senior engineers to shadow the junior engineers and correct them throughout.
An organization imports many of the materials for a product build. Due to global shipping delays, some of the essential materials have yet to arrive, resulting in the inability to finish building the product for the upcoming release. The project manager is meeting with stakeholders to discuss options.
What should the project manager recommend?
A. Request marketing to launch an advertising campaign for the product that is currently in stock.
B. Update the project management plan, factoring in furloughs of the assembly team to reduce expenses.
C. Explore if the materials could be supplied locally and obtained on time.
D. Meet with the engineering team to manufacture the materials in-house.
A project manager is assigned to a project with a long timeline and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses.
How should the project manager plan and deliver this project?
A. Plan the project with a predictive approach with a work breakdown structure (WBS) and then execute it using an agile approach to deliver value incrementally.
B. Plan the project with a predictive approach and a work breakdown structure (WBS) following the plan and deliver value at the end of the project.
C. Agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project.
D. Select an agile approach and manage the project according to best practices to ensure value is delivered to the client.
A project team member does not submit the project status report on time. The team member is frustrated about being required to complete the report. The team member believes that the report does not reflect the reality of the project, has too many pages, and will not be read by stakeholders.
What should the project manager do?
A. Review the requirements of the report with the team member to redefine its purpose.
B. Escalate to the team member's functional manager that the report was not submitted as requested.
C. Instruct the team member to provide the report and document this in the performance review.
D. Reassign the report to another team member to prepare and submit it as requested.
A company is engaged in a transformation journey, and the project manager for this endeavor is new to this project. During one of the project status update meetings, a key stakeholder, the project manager's functional manager, is dissatisfied with the work in progress, and points to the project manager.
What should the project manager do?
A. Schedule a one-on-one meeting with the functional manager to prove the project is on time.
B. Listen carefully and show understanding of the growing needs of the functional manager.
C. Admit that the functional manager is right and promise to rectify the situation immediately.
D. Show the functional manager that the progress is on time based on the schedule.
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