A senior employee with experience relevant to a highly complex project is seeking a promotion to be able to join the project. The employee has made a recommendation regarding the project. The project charter was recently approved. How should the project manager address the employee's request?
A. Evaluate the employee's recommendation by reviewing the lessons learned from a similar project.
B. Create a salience model to determine if the employee will have influence on the project.
C. Ask the project sponsor to revisit the project charter to consider the employee's recommendation.
D. Assess the influence and power of the employee to see if the employee will add value.
A project team is performing extremely well when it comes to delivering the value-added features to the customer in each sprint. However, they are missing the documentation portion and the project manager must find a way to make sure the documentation is kept current.
Which action should the project manager take?
A. Create a specific sprint to deliver the project documentation.
B. Assign a dedicated resource to work on the documentation during the project.
C. Make documentation a standard part of the definition of done (DoD).
D. Focus on the documentation after the features are delivered.
Midway into a project, the project manager is concerned with the lack of responsiveness from a vendor. What should the project manager do to ensure the project is delivered successfully?
A. Ask the vendor to communicate via the established channels.
B. Invite the vendor to a meeting to discuss the concerns.
C. Escalate the vendor's lack of responsiveness to the project sponsor.
D. Proceed with other tasks while awaiting a response from the vendor.
In an agile project that is about 45% complete, most team members are siloed and lack an understanding of each other's work. What would have most likely caused this communication breakdown?
A. The sprint review meetings were not held regularly.
B. The daily standup meetings were not consistently attended.
C. The project manager failed to develop a communications management plan.
D. The weekly project status reports were not published regularly.
At a meeting, the project manager for an agile project indicates that the sprint goals were not met. The product owner leaves the meeting early, and the team discusses how the meeting went. Team members are confused as there were no defects for the new user stories and no new requirements were discussed.
What should the project manager do in the future to avoid this situation?
A. Create better plans to test the functionality in more detail.
B. Review the definition of done (DoD) with the product owner.
C. Include previous sprint defects and close them in the actual sprint.
D. Get approval from the product owner on the user stories.
An agile team is facing a challenge with the quality of its deliverables. Every time a feature is promoted to production, many defects arise, preventing the customers from properly using the solution.
What should the project manager do to avoid this situation in the future?
A. Create a team incentive program with prizes, allowing the team members to work overtime to find defects.
B. Reduce the release cycle and invest more time on stabilizing the current features instead of releasing new ones.
C. Hire a quality assurance specialist and integrate a second phase of testing into the current project life cycle.
D. Use the next retrospective to understand the root cause of the quality issues and have the team come up with an action plan.
A project manager holds meetings every Monday to review the team members' progress. The project sponsor is insisting on daily updates to ensure improved delivery on products developed by all of the teams, including this one. Some learn members indicate they are on a very light time line and would attend me Monday meeting, but not the daily update meetings.
What should the project manager do to ensure all team members participate in daily meetings?
A. Analyse the team members' influence levels and schedule a training on the importance of daily standups and the time-bound feature of the meetings.
B. Require all team members to attend the daily review meetings as they ate requested by the project sponsor.
C. Inform the functional manager and replace (earn members who cannot join the daily progress meetings.
D. Review the influence of each team member, call the team members with the highest influence to a meeting, and convince them to join the daily standups.
An innovation project with a budget of over US$30 million is expected to have a large impact on the technology industry. The business area is concerned if the project will meet stakeholder expectations and raised this concern with the project manager.
What should the project manager do to manage business concerns and expectations before starting the project?
A. Meet with the project finance team to measure market variations and product impact.
B. Direct the project team to estimate user stories in greater detail.
C. Ask the product owner to prioritize the backlog items based on the return on investment (ROI).
D. Request that the project team develop a release plan and roadmap for the project.
A company has decided to initiate a project to eliminate a sales channel that has been unprofitable for the past 3 years. Some members of the project team are pessimistic about the project.
What should the project manager do in this situation?
A. Engage the functional managers to describe the project's impact to the team members directly.
B. Provide team members with specific and clear instructions on the project objectives and tasks.
C. Communicate the project's impact and plans to engage the project team throughout the project.
D. Escalate the team's concerns and ask the project sponsor to change the team's composition.
During the execution phase of a healthcare IT project, the project manager finds one stakeholder is very difficult to communicate with and obtain feedback from on project deliverables. What should the project manager do?
A. Share a template with the stakeholder to receive feedback on deliverables.
B. Ask the project sponsor to arrange a meeting with the stakeholder.
C. Use networking skills to approach the stakeholder.
D. Update the stakeholder engagement plan for the stakeholder.
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