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Question 176
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: Request that the project team develop a release plan and roadmap for the project.
- B: Ask the product owner to prioritize the backlog items based on the return on investment (ROI).
- C: Direct the project team to estimate user stories in greater detail.
- D: Meet with the project finance team to measure market variations and product impact.
Question 177
Some of the more experienced members of a project team have complained about the project manager. The senior project team members feel that the project manager is micromanaging them and preventing them from completing their work.
What should the project manager do when made aware of these issues?
- A: Adjust the project manager's management style to better fit senior team members.
- B: Set up a team building event to bring synergy back to the project team.
- C: Ask for advice on how to be a better mentor to these team members.
- D: Meet daily with each senior team member to monitor project status.
Question 178
An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern's mentor. Two months later, the project goes into critical status, delaying the release milestone by a month.
What should the project manager have done to avoid this scenario?
- A: Requested an experienced resource as a replacement
- B: Negotiated additional time to complete the project
- C: Allocated additional time for mentoring
- D: Convinced the critical resource to remain on the project
Question 179
After meeting with stakeholders, a project manager working at a computer gaming company is creating a project management plan for the company's newest offering. The project manager learns that the company's main competitor is scheduled to release a similar offering leveraging the newest technology. The project manager fears that the competitor's offering is better in multiple ways compared to the project manager's project.
What should the project manager do?
- A: Meet with the project team to discuss the concerns and determine how to ensure the project's deliverable can compete with the competitor's.
- B: Note this concern in the risk register and meet with the sales team to identify mitigation options factoring in the competitor's offerings.
- C: Perform a Kano analysis factoring in the competitor's offering and present it to the stakeholders.
- D: Meet with the development team to see what changes will improve the project compared to the competition's deliverable.
Question 180
A company's CEO complains about the frequency of project communications. The CEO receives five project reports each week by email but does not have enough time to review them. In addition, the information that the CEO receives is not relevant in that it does not explain the project status.
What should the project manager do first?
- A: Meet with the team and decide the type and frequency of the reports to send to the CEO
- B: Send the CEO one executive summary per week instead of five reports per week
- C: Review the communications management plan
- D: Review the stakeholder engagement plan.
Question 181
A new manufacturing line project is planned to be delivered in iterations for the equipment installation phase. During one of the iterations, the vendor communicates to the project manager that they will not be able to deliver some of the equipment at the agreed dates.
What should the project manager do next?
- A: Find another vendor who can fulfill the delivery dates.
- B: Replan the remaining iterations according to the new installation dates.
- C: Update the product backlog in order to address the delays.
- D: Review the procurement agreements to address the situation.
Question 182
A project manager assigned to an engineering construction project is receiving questions from the site engineers. Several questions are related to carrying out activities to meet timelines that compromise the work crew's safety. When reviewing these questions, the project manager realizes that the engineers do not feel empowered to make decisions.
How should the project manager address this?
- A: Consult the previous project manager to discuss how they managed these questions.
- B: Email the company vision to the engineers and tell them they need to meet deadlines.
- C: Reinforce to all engineers the company vision of a safety-first approach to project activities.
- D: Ensure all engineers are aware that questions should only be submitted in their weekly reports.
Question 183
A company is moving to a hybrid approach and conducted capacity activities for all of the project managers. During these capacity-building activities, the focus was on agile approaches and team facilitation skills. When starting the implementation phase, the project managers faced issues motivating the newly hired agile staff.
Why are the project managers having issues motivating the agile staff?
- A: Project managers are expected to become coaches in agile teams.
- B: The agile staff is not used to being led by a project manager.
- C: The capacity building activities missed the servant leadership concept transfer.
- D: Transitional periods normally cause this type of problem.
Question 184
A project manager has heard about the large volume of emails the team receives each day, which prevents them from doing project work. One team member has stated that they would like to be able to access project-related information when needed.
To what type of communication is the team member referring?
- A: Pull communication
- B: Mass communication
- C: Interactive communication
- D: Push communication
Question 185
A project team is identifying project risks for a bridge to be built across a river. The team needs to send out invitations for a risk workshop to better understand the risks involved.
Which distribution list should the project manager use when sending out invitations?
- A: Team members, consultants from outside the project with experience in the field, and the customer
- B: Functional managers, team members, and external consultants with experience in the field
- C: Weather experts, functional managers, and team members
- D: Team members, engineers, and weather experts
Question 186
A sales manager submitted a new feature request to the product owner, and the request was added to the product backlog. During the sprint planning meeting, the team struggles over which algorithm is the most efficient one to use. The team thinks that some development work is needed to decide.
What should the project manager do?
- A: Ask the scrum master to choose an algorithm based on the pros and cons of each option.
- B: Request a meeting with the product owner to help clarify the user story.
- C: Invite the sales manager to the next sprint meeting to clarify requirements.
- D: Create a new item in the sprint backlog to determine the appropriate algorithm.
Question 187
A hybrid project has just started, which will result in a new technology that could disrupt the market if well accepted by the public. The product requires health and safety approvals from the government. As this is an innovative solution, the sponsor and product owner are unsure if it will be accepted by the public.
What is the appropriate flow for product development?
- A: Complete development with all functionalities in perfect condition prior to demonstrating to stakeholders to ensure a great first impression.
- B: Complete development for the must-have functionalities only prior to demonstration in order to fail fast and get early feedback.
- C: Complete development for each sprint and demonstrate the product increment to internal stakeholders and the government, without engaging other external stakeholders.
- D: Complete development for must-have functionalities only and demonstrate it to a focus group, but wait until all development is complete to demonstrate it to the government.
Question 188
In a marine construction project, the project manager is informed by the marine authority that the work permit will not be issued until certain environmental reinforcement work has been completed. After reviewing the project management plan, the reinforcement work is not included in the project scope.
What should the project manager do?
- A: Raise this issue, and review and update the progress report for the next monthly project meeting.
- B: Communicate with an officer in the environmental protection department to check if it is necessary.
- C: Organize a meeting with the team and update the work breakdown structure (WBS).
- D: Start the organization’s change control process via a change request.
Question 189
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: Propose a multilayered gate system based on risks and financial expenditures, involving the executive leadership team as needed.
- B: Assure the executive leadership team that the current governance model will not be affected by the agile approach.
- C: Ensure that the executive leadership team approves all scope that is being proposed by the multiple agile teams to avoid misalignment.
- D: Propose a governance model that empowers the teams while providing the necessary oversight to the executive leadership team.
Question 190
The project sponsor recently requested that a vendor begins working toward adopting a hybrid approach. In response, the vendor hired a project manager experienced in agile for the project.
What does that project manager need to do to make the team work in a collaborative way?
- A: Allocate time to mentor the team.
- B: Request the project management office (PMO) for a team of mentors.
- C: Identify any training gaps.
- D: Update the issue log.
Question 191
A project manager finds it challenging to comply with standardized processes for knowledge transfer. The project teams and stakeholders are scattered around field sites, the office, and remote locations. In addition, some team members have limited access to the electronically shared files.
How should the project manager manage this challenge?
- A: Study the environment and the available resources to determine which approach to use.
- B: Send the intended information through email since it is the primary communication tool.
- C: Communicate a strong message to the team explaining the importance of knowledge transfer.
- D: Request changes in the processes since it is not suitable for the company environment.
Question 192
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: Communicate the latest status to the steering committee and provide a demo of the features completed.
- B: Reestablish the project as a program with multiple small projects, as each project will be delivered as a product of its own.
- C: Schedule routine demos on features completed and deliver a single product once all features are completed.
- D: Organize the project into multiple subsets based on business functions and deliver each subset as a component of the final product.
Question 193
At a recent steering committee meeting, the project sponsor asked the project team to add a major feature to the final product. After consulting with the project team, it is determined that the change will cause significant impacts to the original project delivery date and budget.
What should the project manager do to assess the priorities and meet the new objective?
- A: Communicate the results and negotiate the needed resources and time with the stakeholder.
- B: Submit a change order request with the new project objective to the project management office (PMO).
- C: Initiate a crashing routine to gain extra time for the added feature.
- D: Ask the project team to work overtime in order to accommodate the new changes.
Question 194
A project manager is working on a critical path activity and notices a delay in product delivery due to an anticipated event. What should the project manager do first?
- A: Use the contingency fund.
- B: Update the risk register.
- C: Prepare a change request.
- D: Follow the risk response plan.
Question 195
Two team members are arguing about which technology they should use when implementing iteration tasks. The predictive approach was broken into several iterations that need to be completed on time so as not to jeopardize the project's timely completion.
What should the project manager do to resolve this issue and help the team move on to the next iteration?
- A: Allow the team to decide since the teams should be autonomous.
- B: Suggest their own approach to solve the issue and ask the team to follow it.
- C: Call for an open dialogue which the team will arrive at through consensus.
- D: Postpone the selection of the technology used until more information is gathered.
Question 196
A junior project manager was recently hired to lead a complex project scheduled to kick off in 2 weeks. The junior project manager was introduced to another project manager for mentoring.
Which two benefits will the junior project manager realize by being assigned to a mentor? (Choose two.)
- A: The mentor will be involved in the decision-making processes implemented by the junior project manager.
- B: The mentor can provide past project documentation with early warning indicators that potential problems could occur.
- C: The mentor will be immediately available to take over the project if there are problems or project delays.
- D: The junior project manager reports administratively to their mentor so that human resource (HR) questions can be answered quickly.
- E: The junior project manager can discuss certain problems with their mentor without fear of retribution.
Question 197
A complex project is in the execution phase. A key stakeholder who is new to the project has not been approving project deliverables, which could impact the overall progress.
What should the project manager do next?
- A: Capture this in the issue log and escalate it to the project sponsor.
- B: Discuss the need to influence this stakeholder with the sponsor.
- C: Meet with the stakeholder to understand what is causing the delays.
- D: Facilitate a brainstorming session to find potential workarounds.
Question 198
During regular project progress review meetings, one team member shares bad news that has a significant impact on the project schedule. How should the project manager react to ensure the project remains successful?
- A: Thank the team member for raising this issue, log it, and move on to the next topic.
- B: Punish the team member for providing negative data that will affect the team's morale.
- C: Focus the discussion on recovery and ways to get back on track.
- D: Act in a way to highlight the criticality of the situation.
Question 199
At the end of a workshop to review project deliverables, a number of follow-up action items were generated. What should the project manager do next?
- A: Defer all actions until the next workshop to keep the team focused on other higher priorities.
- B: Prioritize the actions with the team, assign individuals who will be responsible for completion, and monitor progress.
- C: Review the critical path and update the project schedule with the newly identified tasks.
- D: Follow up on each item as soon as possible to ensure timely completion and report the status to management.
Question 200
A project manager is assigned to a global project where, during the planning process, team members from different regions are not agreeing to collaborate with each other. What should the project manager do?
- A: Review the organizational culture, structure, and governance.
- B: Coordinate a meeting with regional managers to ask for support.
- C: Review lessons learned from previous projects that used the same team.
- D: Coordinate a meeting to understand the situation and resolve any conflicts.
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