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Question 76
A project manager is meeting with the project sponsor regarding a new project. The project manager tells the sponsor that, as part of the communications management plan, a weekly email will be sent with the status of the project, so the sponsor can be informed of the progress. The sponsor indicates that the email is not necessary because they will ask for a status update whenever it is needed.
What should the project manager do next?
- A: Ask the project sponsor what sort of information is needed and agree on a frequency for the communication.
- B: Agree to the project sponsor’s request, but continue to copy them on the weekly email so they can be informed of progress in case it is needed
- C: Tell the project sponsor that if they prefer to not receive the communication, there is no problem in removing them from the email distribution
- D: Advise the project sponsor to request a 15-minute meeting, whenever necessary, with prior notification.
Question 77
A team lead for a project that is currently in execution with multiple delivery teams is issuing status updates. This communication was not discussed with the project manager, and the project stakeholders are concerned about nonalignment since other teams are not providing these updates.
What should the project manager do?
- A: Instruct the team lead to stop sending the update report.
- B: Discuss with the team lead to understand the reason for the report.
- C: Examine the project reporting requirements with the stakeholders.
- D: Tell the other team leads to provide similar update reports.
Question 78
The project team has been exposed to a large number of stakeholders who are going to be operating the system with different levels of engagement. For efficiency purposes, what should the project manager do first to minimize the number of interactions with all stakeholders, while keeping a collaborative spirit?
- A: Perform a stakeholder analysis to define the level of engagement of each stakeholder and act accordingly.
- B: Meet with the stakeholders, document their needs, and agree on the pace and channel of communication.
- C: Host regular meetings with all stakeholders to keep them engaged and get their feedback.
- D: Meet with all of the stakeholders separately, build a relationship with them, and learn about their needs.
Question 79
A supplier, who was tasked with providing an important component for a project, is unable to deliver the materials due to a large-scale labor problem. What document should the project manager use to update the details and communicate to relevant stakeholders?
- A: Project schedule
- B: Issue log
- C: Risk register
- D: Change request
Question 80
A project manager is developing the stakeholder register and is having trouble understanding the motivation of some of the stakeholders.
What should the project manager do to get this information?
- A: Identify each stakeholder's motivations from the business case.
- B: Request stakeholders articulate their motivations at the kick-off meeting.
- C: Email project objectives to all stakeholders and ask for endorsement.
- D: Organize a one-on-one conversation with each stakeholder.
Question 81
A project manager is in charge of a software development project. A key stakeholder complains that they never received the functionality test status reports. The project manager provides the reports, and the stakeholder notices that an important functionality for their area was not tested.
Which tool should the project manager have used to prevent this situation?
- A: Issue log
- B: Project scope statement
- C: Stakeholder register
- D: Project charter
Question 82
A team is not delivering the committed work. Cards are not moving on the kanban board, and the burndown chart shows that the sprint progress is slow.
What should the agile project manager do?
- A: Consider the use of alternative performance metrics.
- B: Change the work in progress (WIP) limit to reflect the team's capacity.
- C: Discuss the performance with senior leadership.
- D: Meet with the project team members who are slow in delivering tasks.
Question 83
A project manager is asked to negotiate between two team members who frequently have misunderstandings in order to reach an agreement that will advance the project. What should the project manager to?
- A: Establish common ground through collaboration and understanding the team members’ needs
- B: Organize a team-building event to improve the morale among team members
- C: Encourage a positive ongoing relationship between both of the team members
- D: Coach and mentor the team members to build consensus and to resolve the ongoing conflict
Question 84
A project manager is working on a project for a startup company. The company launched cloud-based agile project management and DevOps training modules via the learning platform to support multiple self-paced and virtual learning formats. In a recent sprint, the quality assurance team failed to thoroughly inspect the modules before deployment, resulting in a poor customer experience.
Which of the following issues is the project manager facing?
- A: Nonconformance issue
- B: Escaped defect
- C: Unmet planned-to-done ratio
- D: Undetected error
Question 85
A key challenge that a project manager is facing is the lack of discipline by various team members and their inability to harness energy to achieve the project objectives. What should the project manager do to overcome this challenge?
- A: Meet with each team member separately and apply an appropriate approach with each one
- B: Assign multiple managers to the various teams and delegate all of the tasks to them
- C: Explain to the team that the project manager is ultimately responsible for the delivery
- D: Approach the project sponsor and request help in discussing the project deliverables with team members
Question 86
A product is undergoing its last iterative increment, and the project team is ready to make the final deployment. The company’s financial manager is asking the project team to complete the deployment and close the project as soon as possible so it can be capitalized.
What should the project manager do?
- A: Expedite the final deployment and close the project.
- B: Ignore the stakeholder's request as there is a defined plan.
- C: Update the acceptance criteria for the iteration.
- D: Check on the definition of done (DoD) for the project.
Question 87
A project manager has been assigned to a corporate project management office (PMO). They are responsible for leading the development and rollout of updated project management procedures and templates that would include both predictive and agile approaches.
What should the project manager do after the documents are completed?
- A: Upload the files to the corporate website to be available for internal use
- B: Develop a training plan for all of the stakeholders to learn about the updates
- C: Hire an external consultant to monitor the execution of the new procedures
- D: Meet with the department managers to help them roll out the new procedures
Question 88
Organizational downsizing has resulted in the key subject matter expert (SME) resource leaving a multiyear project. What should the project manager do?
- A: Update the stakeholder register.
- B: Consult the project sponsor.
- C: Refer to the resource management plan.
- D: Modify the statement of work (SOW).
Question 89
A project manager is working on a project that is required to deliver value on an incremental basis. Which action should the project manager take to enable successful project execution?
- A: Identify the tangible and intangible benefits.
- B: Create a project schedule containing milestones.
- C: Engage with the project sponsor to understand the scope.
- D: Develop a comprehensive set of requirements.
Question 90
A bank wants to initiate a new service for its customers that will also increase revenue. This service must comply with strict cyber regulation guidelines. Halfway through the project life cycle, the cyber regulations change, which has a large impact on the project.
What type of status report should the project leader present to the stakeholders?
- A: A report including the change control process tor the requested changes and the updated risk register
- B: A report containing statistics, detailed tasks to be done, and an explanation of the impact of the changes
- C: A report that includes a detailed risk mitigation plan and action items for complying with changes
- D: A report that is concise and simple, and that clearly states the impact the changes will have
Question 91
During a project's initiation phase, a lessons learned sharing session was held with the team from another project. Low construction productivity was discussed as a potential delay to project completion.
What should the project manager do next?
- A: Discuss this issue with the project sponsor to request additional funding to implement mitigation
- B: Prequalify contractors with proven track records to eliminate productivity concerns
- C: Add construction productivity to the risk register and develop a mitigation strategy for site execution
- D: Hire a construction management consultant to develop a comprehensive site execution plan
Question 92
A bank has initiated a project to replace an existing core system with a new one. The system will be launched in several stages after the completion of each project deliverable that must be approved by the key stakeholders.
What should the project manager do first?
- A: Engage experienced key stakeholders in the implementation of the project.
- B: Review the test and inspection plan with the key stakeholders.
- C: Agree on quality standards with the key stakeholders.
- D: Develop a requirements traceability matrix.
Question 93
A project sponsor wants to develop software that would have 30 features and would be used in 10 different countries. The team feels overwhelmed with the amount of work to be done.
What should the project manager do?
- A: Support the team to find and execute the minimum viable product (MVP).
- B: Organize project execution to satisfy the project sponsor’s request.
- C: Encourage and motivate the team with project incentives.
- D: Subdivide the team to handle different aspects of the project.
Question 94
An agile senior project team member suddenly resigns from the organization. Following this departure, the remaining team members are having difficulty accessing information and are unable to complete a deliverable.
What should the project manager have done to avoid this situation?
- A: Ensured the project repository is up to date.
- B: Made an effort to reemploy the senior project team member.
- C: Updated the job descriptions for all team roles.
- D: Provided specialist training for all team members.
Question 95
A project manager has been assigned to a project that involves building 100 wells for a small community that is urgently in need or access to water. What should the project manager do next?
- A: Start project planning and develop the project management plan.
- B: Process a change request for additional funding due to project urgency.
- C: Hire local contractors who are familiar with the environment.
- D: Face the challenge immediately and start sending relief to the town.
Question 96
A project manager discovered that a component on the critical path is in danger of delay due to continuous disagreements between two developers. This personality-related issue can’t be resolved by the team.
What should the project manager do?
- A: Log the issue in the register and delay the development of the component.
- B: Log the issue in the register and ask the team to make a decision by voting.
- C: Log the issue in the register and escalate to the human resources (HR) manager.
- D: Log the issue in the register and let the developers resolve the conflict.
Question 97
In a weekly status meeting with the client, the project manager asks each team member to present how their deliverables are impacting the customer's final product requirements. Which leadership skill is the project manager applying?
- A: Focusing on the important things
- B: Maintaining team spirit and cooperation
- C: Having a holistic and systemic view
- D: Ensuring that expectations are clear
Question 98
A construction company recently won the bid for a project to build a cable bridge. A project charter has been prepared and a project manager has been assigned. The project manager is creating a work breakdown structure (WBS) for the project.
To what level should the project manager decompose their project?
- A: To the lowest level where cost and duration can be estimated and managed
- B: To the level where the highest level of quality is maintained
- C: To level four of the schedule for bridge construction
- D: To the level where the bridge can be constructed safely
Question 99
A project manager is working on a global project. One team member is from a different country and is unable to attend project meetings on a regular basis. Because of this, other team members have started questioning the need for the project meeting. This issue is affecting the time line deliverable and quality parameters.
What should the project manager do to manage the project deliverables?
- A: Define the rules for the project meeting.
- B: Make it mandatory for all members to attend all project meetings.
- C: Make it mandatory for all members to discuss their work at project meetings.
- D: Define the agenda for the project meeting.
Question 100
During a project status meeting with senior managers, the project manager gives an update about the status of a deliverable. Some of the senior managers claim not to know about the deliverable.
What should the project manager do next?
- A: Check if these stakeholders attend regular project meetings.
- B: Meet with these stakeholders to review the project charter.
- C: Review the project charter to validate this claim
- D: Validate if the project charter changed from the original one.
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