PMP – Executing – Facilitated Methods

A project manager for an IT implementation is leveraging multiple IT resources. The functional manager of a technical specialist on the project team has pulled the specialist away from the project to deal with a critical customer issue. This delays meeting the project’s scheduled milestone.

What should the project manager do first?

Analyze the impact and delay losing the specialist will have on the schedule and budget.
Ensure that the specialist’s time working on the customer issue is not charged against the project’s budget.
Schedule a meeting with the project stakeholders to review and accept the communications management plan.
Speak with the functional manager and gain commitment to get the specialist back as soon as possible.

A project manager notices that a team member seems more unhappy after every team meeting. After investigating the situation, the project manager finds out that the team member is not making progress on a key activity, which impacts the critical path. The team member also feels their role on the team is not correct.

What should the project manager do?

Reassure the team member of their abilities by reminding that assigned roles are chosen for a reason
Meet with the team member to discuss where they can contribute, based on their strengths
Enroll the team member in targeted training to acquire the needed skills for the assigned role
Reassign the team member to a more appropriate role in another project

A project manager observes that team members are in a low mood after demos. Feedback from stakeholders is constantly causing concern for the team. As a result, the team members rush through product demos, and the interaction between the team and stakeholders is minimal.

Which action should the project manager take?

Meet with the stakeholders and find out the root cause of their feedback. Collaborate with the stakeholders to rectify the problems
Verify the project requirements are suitable and that the team members can do the work
Coach the team to be more confident in their work and communicate appropriately with the stakeholders
Consult the stakeholder matrix and identify whether any of these people are known to be difficult

A startup has proliferated, and four agile teams are now working on related products. All teams have begun to experience impediments and gaps related to work in other teams.

How should the project manager address the problem?

Eliminate dependencies between teams
Favor collaboration tools over meetings
Implement a Scrum of Scrum layer
d. Merge into two large teams to reduce issues

The project manager works on multiple projects. One project has new team members and is in the initial stages. The other projects are in various execution stages for the next few weeks.

How can the project manager develop the new team over the next few weeks?

Help the team members create a set of agreed-upon ground rules for working or a team charter agreement that encourages team cohesion
Suggest that the team engage in multiple team building events to normalize the team
Keep the team informed by sending out daily project status updates
Engage in face-to-face personal conversations with each team member to build relationships

A new project manager must deliver a high-stakes agile project. The vendor collaborating with the team is in another country. Though this vendor has delivered acceptable quality work on time in the past, they are currently behind schedule. The team explained to the project manager that their attempts to get the vendor back on schedule had failed. They have sent emails and made phone calls, but the vendor only gives vague, noncommittal responses. The project sponsor has collaborated with this vendor previously and is aware that this vendor is essential to the success of the project a vital partner of the business.

Which action should the project manager take/

Contact the vendor and be direct about the consequences of their actions and delays
Create a virtual workspace for the team so that everybody knows and is accountable for their tasks and shares due dates, including the project sponsor
Work to amend the vendor or service agreement, with specific timing and conditions for work
Ask a project sponsor to use personal influence to get the vendor back on schedule

A project team has an after-hours get-together. One of the team members who was recently hired and new to the team did not receive an invitation to the get-together. At the next few standup session, the new employee is visibly upset and does not participate much during the sessions.
How should the project manager address this situation?

Schedule another after-hours get-together and invite the new team member.
Meet with the new team member to talk about their concerns.
During the next standup, ask the new team member to participate more.
Invite the new team member to meet after-hours to discuss the project.

During a periodic review with stakeholders, the project sponsor asks how the project will measure satisfactory completion of the deliverables and how those measurements are applied.
Where can the project manager find this information?

Scope management plan.
Requirements management plan.
Quality management plan.
Work performance reports.

A project team often asks questions about the rationale for their work and how the client perceives their progress and deliverables. What should the project manager do to build trust and engage the team?

Share feedback and invite team members to status meetings with the stakeholders.
Assure the team that the client is happy and you are handling the expectations.
Present the project plan and progress report to the team with regular updates when revised
Compare the pending tasks to the completed tasks so the team has a sense of accomplishment.

A project manager for an important agile project has a key stakeholder who was actively involved at the beginning of the project. Early in the project, the stakeholder received a promotion and significantly reduced their participation. Nearing the end of the project, the stakeholder did not accept a deliverable, resulting in significant rework that threatened the project deadline.
What should the project manager have done to avoid this situation?

Update the risk management plan to document the stakeholder’s promotion.
Monitor the stakeholder attributes and make necessary adjustments to engage the key stakeholder actively.
Reach out to the sponsor to manage stakeholder engagement.
Removed the key stakeholder from the decision-making process.

A project manager went on a vacation and returned to find discord in the project. According to two stakeholders, stakeholder M is causing problems. Every day for the last two weeks, that stakeholder emailed the team, checking progress and giving instructions. The team ignored the emails and continued working, but the other stakeholders were concerned about the stakeholder’s behavior.

What should the project manager do?

Instruct the two stakeholders to ignore stakeholder M, just as the team did
Invite everyone to a meeting and work through the communication issues
Initiate a private conversation with stakeholder M and resolve the problem
Investigate the problem to find the root cause

The agile team is composed of highly skilled product design engineers. Their reputation for quality and speed has earned them new duties in concept development for new products, but team output in this new role has slowed instead of increasing steeply compared to their design work.

Which two measures are most effective to improve team productivity in this case?

(Choose two)

Plan a creativity spike in the next iteration
Seek creative thinkers to coach the team
Prioritize the iterations to adjust to a new task
Add more T-shaped profiles to the team
e. Boost motivation with a team building event

A project team has established an unofficial online communications platform to enhance communication.

The project manager was unaware that this platform existed until recently, after learning that its use has facilitated some activity that stakeholders find concerning.

Which action should the project manager take?

Advise the project team to stop using the platform and review the communication management plan
Log the issue and remind the individuals involved to use only authorized communication channels
Since it is not part of the communication management plan, terminate the platform
Delegate an administrator to monitor communications on this platform

The project team is small, and the team members have known each other for a long time. The team’s project is in the execution phase. Recently, a team member told the new project manager that another team member had been complaining about how the project was being managed.

How should the new project manager respond?

Review the current stakeholder engagement plan to identify how to resolve this difficulty
Schedule a team meeting to discuss the current team charter and ground rules, especially around communication and teamwork expectations
Hold a team morale-building event to improve team culture
Speak to the team members individually and ask them how they would like to deal with the situation

During the project’s execution, a key team member is concerned with the overall product approach documented in the project management plan. During a weekly status meeting, the member surprises the project manager with negative comments

How should the project manager address the team members’ concerns?

Continue with the meeting and ensure that the concerns are added to the risk register after finishing the meeting
Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette. Then, solicit feedback about the etiquette expectations
Remember that a project should not go forward when team members disagree. Use the meeting to discuss the member’s concern
Make a short comment to acknowledge the team member’s concerns, continue with the meeting, and then meet with the member in private to discuss their concerns

A project manager and team have worked together in a predictive project management environment for five years. The organization has decided to implement agile project management and trains the project manager on this approach. The team begins their next project using agile, but after five sprints the team still is dependent on the project manager to make decisions related to the project.
How can the project manager help the team?

Regularly provide the team members feedback on all tasks.
Inform the team that they can make their own decisions.
Appoint a different project team with agile project management experience.
Support the team and mentor them on how they can make their own decisions related to the project.

A project is in the execution phase when the project manager finds that information has not been sent to stakeholders in the level of detail they expected.
What is the most likely consequence of poor stakeholder communication during a project’s execution phase?

Decreased project confidence.
Increased project costs.
Decreased project quality.
Delayed project schedule.

Which of the following approaches should a team lead take to have a highly motivated and high-performing project team? (Choose three)

Build strong relationships, Provide context to work and the big picture, and Implement customized incentives.
Ensure team peer review is done, Emphasize on team performance management, and Prioritize individual rewards
Emphasize team dynamics, Plan and deliver regular training on team dynamics, and Hold regular team-building activities
Foster a competitive environment, Prioritize reward for team member excellence, Hold regular team meetings

A project manager leading an agile project wants to motivate the project team to improve performance.

How should the project manager accomplish this?

Set up a benefits system to keep the team driven and involved in the project
Work with the sponsor to finance a celebration once the project has been completed.
Work with the human resources department to provide financial bonuses for all team members.
Monitor the team's daily accomplishments and recognize them after the successful Go-Live of the project.

A well–liked manager is reassigned to a different project. The team has expressed disapproval regarding the reassignment.

Notify the project sponsor regarding the team’s disapproval and brainstorm a response
Employ leadership and emotional intelligence tools and techniques to inspire the team to continue working
Add a resource of the same skills to replace the key team member
d. Schedule a team building day to keep the team happy

An agile team member solved a problem that had blocked work for several weeks. After the release of the software, it appears that the solution caused the function to fail. The quality director demands an explanation.

In which two ways should the project manager react?

(Choose two)

Ask the team member to present their rationale and lessons learned
Work with the team to identify gaps in the definition of done
Issue a warning to the team members about not taking risky initiatives
Work with the team to identify gaps in the definition of ready
Respond to the director that mistakes are inevitable but will be remedied

Project team members are busier than usual. They indicate they do not have the time to update the lessons learned register because of other project responsibilities.

How should the project manager respond?

Require submission of lessons learned documentation after each project deliverable is accepted by the customer
Ensure there is an agenda item for discussion of lessons learned from project activities as part of all project meetings
File a change request to the project management office (PMO) to change how often lessons learned are collected
Bring in a consultant to assist with collecting lessons learned to help reduce the burden on the project team

A governmental agency has been added as a key stakeholder on a complex project due to multiple regulatory changes. The project manager wants to develop an understanding of these new stakeholders and identify any new high-level risks that may result from the change.

What should the project manager do?

Review the stakeholder engagement plan and verify the strategy for this change before meeting the new stakeholder
Appoint an existing team member to lead the compliance strategy and interface with the new stakeholder
Consult the change management plan to understand the next step in accepting the change
Check with the project sponsor to discuss how the new regulation and stakeholders might change the scope and budget for the project

Project Alpha is experiencing schedule performance issues. After assessing the issues, the project manager determines that project resources have low levels of expertise.

Specifically, a few of the senior-level resources perform irrelevant work, and some experienced resources take too long to complete tasks.

The project manager needs to enhance team performance.

Which action should the project manager take?

Implement training where necessary and make work requirements more visible for all the team members
Reassign the senior-level resources as coaches for the inexperienced ones
Provide the junior team members incentives to work faster
Remind the entire team of the project goals, schedule, , and tight timelines during the next team meeting

You are managing a project with team members from several countries. Some are based in United Kingdom, Australia, Singapore, United States and Canada. You overheard a discussion among two of the team members with one team member say that people in the UK and Australia drive on the wrong side of the road. This statement by a team member reflects?

Ethnocentrism
Racism
Lack of culture awareness
Bias

A project manager notices schedule performance issues due to the expertise levels of project resources. Some experienced resources check unnecessary details, and some junior-level resources take a long time to complete tasks. What should the project manager do to help the team enhance their performance?

Identify each individual's knowledge gaps and address those gaps through training.
Note this in the risk register and address this with the team during a retrospective session.
Inform the sponsor that the deliverable will not be available on time due to insufficient expertise.
Meet with human resources to have them address the individuals that are missing skills.

A project manager with a directive behavioral orientation leads a virtual team of software developers. The project manager wants to build a high-performing team that is motivated and productive. The team is working on a complex project with a tight deadline.
How should the project manager lead this team?

Build rapport and develop strong relationships with team members.
Motivate team members with achievement awards.
Influence team decisions and control the delivery process.
Implement communication channels to announce task completion.

A project team is learning how to leverage agile methods in their projects. While meeting performance goals, the team is losing motivation and is visibly bored during the daily standups, so much so that it is becoming a distraction.

What could be done in this scenario?

Schedule team-building exercises focused on increasing engagement.
Work with the team to target higher levels of performance by providing more challenging goals.
Have the sponsor attend the standup to address the distracting behavior.
Work with the sponsor to identify a budget that could be used to incentivize the team.

A team decides that an agile approach fits the needs of the next phase in their project. Unfortunately, some team members have not had the appropriate agile training.

How should the project manager respond to the lack of agile training?

Transition some of these team members to other teams and replace them with resources with agile training
Ensure the project’s contingency reserves can cover agile training for all team members
Create virtual training sessions for key team members, covering the main agile topics
Identify and implement the most effective agile training for the team members

During a challenging stakeholder meeting, one stakeholder indicated that they would reject all iterations deliverables.

What should the project manager do?

Send a request to the project sponsor, asking them to update the project charter and then assign responsibilities and authorities
Meet with the project team to add new and improved features to replace the rejected features
Collaborate with the stakeholders to understand their concerns and address these together with the team
Request a private meeting with the stakeholder and a member of the project team to try to defuse the situation

A frustrated agile team member approaches the project manager to complain that a senior team member is claiming all “interesting” backlog items and leaving a tedious set of activities for everyone else.

How should the project manager address the complaint?

Encourage the complaining member to take a self-centeredness training course
Discuss the importance of fairness with the senior team member
Define a new rule so members can select an item on a rotating basis
Ask the team to define new ground rules for work distribution

The project manager with limited experience manages a globally distributed team. Team members are appointed from different countries and speak different native languages. To successfully manage his project, the project manager needs cultural sensitivity.

What of the following actions should the project manager not take?

Read books about cultural sensitivity in leadership
Hire a professional coach to learn how to be a more successful leader
Request a different assignment, citing the language barrier as an obstacle
Enroll in language and cultural lessons to learn about these countries

A long-standing key team member on a virtual team has been unmotivated for weeks after the death of a family member. Because of this, several project activities are behind schedule, impacting the project’s critical path.

How should the project manager handle the situation?

Replace the team member
Discuss the situation with the team members and work with them to identify a workable solution
Escalate the situation as an HR issue and ask other team members to work overtime
Ask the functional manager for additional support on the project, including the assignment of a new resource

At the end of the requirements phase of a project, one stakeholder wants to cancel the project while another stakeholder to continue the project. Which of the following does not reflect the up-to-date view of conflict?

Conflict may have a positive or negative impact on the project
Conflict must be managed rather than suppressed
Conflict should be always avoided in projects
We expect conflicts in projects

A project manager leads a complex infrastructure project vital for the company’s growth. During the project’s initial stages, the project manager identifies a highly influential stakeholder resistant to the project. This stakeholder’s support is crucial for the project’s success, but they have expressed concerns and reservations. How should the project manager handle this situation?

Develop a stakeholder engagement plan that includes strategies to address the concerns of the resistant stakeholder.
Exclude the resistant stakeholder from the project to prevent potential disruptions and maintain project focus.
Assign the task of managing the resistant stakeholder to a team member and focus on engaging other stakeholders.
Seek senior management's intervention to convince the resistant stakeholder of the project's importance.

The project manager is having difficulties persuading stakeholders to adopt new technology.
What should the project manager have done to avoid this resistance?

Invest in stakeholders' communication
Provide technical support to stakeholders
Propose an agreement to stakeholders
Engage stakeholders as early as possible

A project manager notices that a new virtual team member does not respond to emails coherently and does not speak up in team discussions.

What should the project manager do?

Aid in developing the team member's communication skills.
Aid in developing the team member's self-direction.
Aid in developing the team member's expertise.
Aid in developing the team member's extrovert personality.

The project team works virtually because of a recent natural disaster. Several activities were delayed because a project team member has not worked during the past week. This delay impacts the critical path.

How should the project manager respond to this problem?

Obtain a new resource to complete the needed tasks until you can speak to the team member directly
Discuss the situation with the team members’ functional manager and enable them to manage the team member
Remind the team members about individual responsibility and accountability
Ask the team member who knows this person well to try and find the missing team member and report back to you

Three project teams are working on parts of a single project. The parts are highly dependent on each other. The team lead indicates that this might create conflicts in the outputs from the three teams when combined.

What guidance should the project manager offer to the team lead?

Identify potential conflicts and arrange for weekly joint meetings with the members of three teams to monitor each other’s work
Decide the prioritized work for each team, then delay the work from the other teams to ensure there are no conflicts
Document conflicts as they occur and take action to remedy any problems that may arise
Tell all three teams to continue working simultaneously, recognizing conflicts will be addressed during the test phases

A team member is asked to move to another project during the middle of the technical project. The team believes this is an unwise move and expresses concern.

Which action will help to resolve the issue?

Discuss the conflict with the project sponsor and formulate a response
Use coaching tools and techniques to motivate the project team
Replace the key team member with a new resource who has the same skills
Acknowledge the team’s concerns and analyze the impact on the project

An unresolved conflict between a member of the third-party vendor’s team and a member of the project team is causing a disruption.

The issue is escalated to the project manager.

What is the first thing the project manager should do?

Meet with the vendor to discuss issues
Place the item causing the conflict on the backlog
Draft an email to the vendor to discuss the issue
Let the team work out the disagreement

A project manager joins the project team, replacing a manager who left. During initial meetings, the project manager realizes that the team members have differing opinions addressing technical decisions. Team members do not respect each other’s ideas, and the environment has become counterproductive. However, now, with the new manager’s leadership, the team has begun to communicate more effectively and develop processes and procedures for working together.

In what phase of development is the team in now?

Forming
Storming
Norming
Performing

You are reviewing the various organizational motivational theories, and you are surprised as to what you see in the Expectancy Theory. Which of the following is not part of this motivational style?

Expectancy
Valence
Situational
Instrumentality

An expert resource avoids assignments that include working with a foreign contractor. How should the project manager resolve the situation?

Question the expert privately about their reluctance or biases and insist on an inclusive attitude.
Issue a disciplinary warning to the expert and advise their functional manager to send them to diversity training.
Prevent delays and conflicts by hiring a consultant that the expert is willing to work with.
Reprimand the expert about their discriminatory behavior during a team meeting to set the right example.

After success in a particularly challenging project phase, a project manager reassigned a high-performing team member to a more strategic task.

This is an example of what?

Recognition
Risk acceptance
Mentorship
Scope change

A project manager is having difficulty managing stakeholders because the stakeholder register does not distinguish how aware of the project they need to be in order for the project to be successful.

What should the project manager do?

Meet with the change control board (CCB) to assess the impact of identifying new stakeholders.
Update the stakeholder communication plan
Determine each stakeholder's risk threshold
Develop a stakeholder engagement assessment matrix.

The project team is comprised of local and virtual team members for a project. To manage scheduling priority conflicts among project team members, the project manager schedules a video conference call.

Which conflict resolution technique does this statement demonstrate?

Smooth – accommodate
Collaborate – problem-solve
Force – direct
Compromise – reconcile

A cross-functional team on a critical project reports a delay in developing a prototype. The project manager believes that the cause is a need for more knowledge in a specific, required area on the team.

How can the project manager prevent the situation on future projects? (Choose three)

Ask the team lead to recommend a solution
Identify required skills and organize a team based on the strengths of those skills
Make a list of required specific skills for the project
Outsource the skills for the task to a skilled expert
Identify the skill deficiencies as a project risk

The atmosphere is tense in the sprint planning review. The agile team members are visibly unhappy – one kicks the chair and shouts at the product owner. “That just doesn’t make sense”.

Which two actions should the project manager take in this situation? (Choose two)

Remind the team of the product owner’s responsibility and authority
Ask them to apply emotional intelligence
Intervene, giving one minute for each person present to state their case
Reprimand the member who kicked the chair with a warning
Work with the team members to suggest ways to resolve the points of dispute

A project utilizes a third-party contractor.

A member of the contractor’s team raises an issue with a member of the project team. The two individuals are not able to work out a solution.

The project manager is aware of the disagreement.

Which type of communication should the project manager use first when contacting the vendor about this issue?

Phone
Contractual letter
Email
Face-to-face

A project manager is working on a small project critical for a more significant program milestone. A new resource was assigned to replace a key resource who had to leave the project. Unfortunately, an outside stakeholder claims that the person who assigned the new resource sent their weakest team member.

How should the project manager approach this?

Assess the new resource’s ability to perform the necessary work by evaluating their communication skills in the project with the current project team
Evaluate the skills of the new resources to see how the resource can provide value to the project
Request the project management office (PMO) manager obtain a better resource
Address adding a new resource from the functional manager to mitigate any conflict with the project team

You currently have 8 team members and four stakeholders including yourself working on your project. You add there more team members and one more stakeholder. How many additional communication channels did you add?

66
54
33
120

A project manager is committed to the success of a multinational project with tight deadlines. A new team member is continually late or misses status meetings. In a one-on-one with the project manager, the team member believes working on deliverables is more important than attending status meetings.
What should the project manager do?

Reassign the team member to another project with more flexible deadlines.
Document this behavior in the team member's personnel file.
Encourage this team member's attendance, but be flexible if critical work is unaffected.
Meet with the team to ensure they understand that attendance at status meetings is required.

A project is researching and exploring a new biomedical technology. The external market conditions are complex and highly regulated. While the team has worked in similar conditions before, the timeline for delivery is aggressive.

How should the project manager motivate this team?

Empower team members to use a fail-fast approach to deliver results and value quickly.
Provide guidance and support to the team while they work in timeboxed iterations.
Share daily reminders of the timeline and milestones informally in the team chat.
Ensure product vision and roadmap development is done collaboratively with the product owner and team.

A project manager leads a team that is developing a new software product. The deadline for the product launch is approaching, but the team is significantly behind schedule. The project manager has tried to motivate the team and help them catch up, but they have been unwilling and unsuccessful.
What should the project manager do first?

Meet with the project sponsor to discuss and develop a revised project plan.
Request a project deadline extension and continue motivating the team.
Use the forcing method to require the team to work overtime to meet the deadline.
Escalate the issue to the functional manager for additional resources.

A global organization sponsors a project that involves six different companies. When the project is partially complete, the project manager learns that one stakeholder is ill and needs to decrease their level of involvement.

What should the project manager do?

Update the stakeholder register and then the stakeholder engagement plan
Revise the project charter with the new stakeholder information
Ask the project sponsor to replace the stakeholder
Update the stakeholder engagement plan

Several new members are added to an ongoing project. Although all the original team members receive basic training on the specifics of the business operation that the project supports, the new team members do not have the same basic understanding. This lack of understanding results in decreased productivity.

How should the project manager respond to this issue?

Ask the original team members to provide support and training and schedule a second kickoff meeting for new team members
Support all new team members so that they should feel comfortable asking for help from both the extended team members and the project manager
Revise the team, moving the newer resources to other projects and adding resources with relevant experience, then log the lessons learned
Recognize that this is a common occurrence when teams experience change, and revise the schedule to allow for the slight decrease in productivity

The project manager, experienced in predictive methods, is taking on an agile project for the first time. To help make a successful transition, the project manager lists situations that may arise as a servant leader.

Which three situations would be on this list? (Choose three)

Team members avoid taking on challenging tasks
Team members avoid direct communication with other departments
Team members raise impediments they are unable to eliminate
High performers in the team move to more senior positions
Project stakeholders express skepticism of agile methods

To augment the team, an agile team includes staff members from various organizational departments who rotate in and out.

How can the project manager help shield the permanent team members from disruption?

Give them authority to assign tasks to the rotating members
Ask the staff leaving the project to pick members who deserve recognition
Give them higher priority to choose which task they work on
Require staff leaving the project to run a knowledge-sharing workshop

An efficient, empowered agile innovation team does not understand why required approvals from the legal department are allowed to delay their progress. Eventually, the team confronts the product owner in a heated exchange. The product owner replied that approvals are needed to check for existing patents that would block the product from going to market.

How should the project manager prevent such conflicts?

Request that supporting department stakeholders attend the daily meetings to report progress
Ensure that the product owner can be easily approached by team members in response to questions and concerns
Require the team to move the story to the Kanban board blocked column if they have concerns about progress
Ensure the product owner presents the team with a rationale behind the refinement workflow

To handle a change in requirements, a project team needs to be motivated and flexible to re-prioritize tasks.

What leadership style would help the team to perform well in changing and uncertain conditions?

A collaborative approach will boost motivation, learning, growth, and innovation around a project vision.
A directive approach will boost team confidence by ensuring that team members only work on the tasks suited to their qualifications.
A collaborative approach will ensure that project procedures are well-documented and complete enough to cover all situations.
A directive approach will prepare the team for frequent changes by adapting the project vision to new directions.

A critical project must be completed on time and exceed all established quality levels. Throughout the project, the project manager takes coffee breaks with the team and asks if they have ideas on how to improve their work style.
Which theory is the project manager’s approach in line with?

Theory X
Theory Q
Theory Y
Theory T

A project in a large hospital aims to determine the best schedule to upgrade and automate some of the daily cleaning tasks required by law. The team is using adaptive development loops to test possible schedules. The intensive care unit (ICU) director has been openly resistant to the project, saying the cleaning machines disturb patients and prevent clinicians from working properly. The director wants to continue using the current, nonautomated method.

The project team logged this issue in the issue log, but the director continued to refuse access to the team, escalating the disturbance to leadership.

Which two actions should the project manager take? (Choose 2)

Mark the issue in the issue log using a red flag for the highest importance.
Call a meeting of the concerned stakeholders to discuss the problem.
Escalate the issue to the project sponsor to deliver a final decision.
Run a simulation of the work related to the ICU as a workaround for the test.
Conduct an observation of conditions in the ICU to further clarify the requirements.

A project team is regularly missing milestones. Stakeholders are concerned that the project will miss the due date for deliverables. The project manager has been aware of team conflict and learns that a team member is missing some skills needed for project completion.

What should the project manager do in this scenario?

Reassign the team member who is missing the skills to another task.
Meet with the team to discuss the issues and develop a plan to address them.
Tell the stakeholders that the project will miss the deadline and nothing can be done.
Fire the team member who is missing the skills and hire someone else.

A project team is collaborating with an overseas contractor based in a country with three official languages, and every contractor on the team is multilingual. Team meetings continue are held in the commonly shared language, but contractors and subcontractors speak to each other in a different language during project work meetings.

When the project manager mentions this in the next team meeting, the contractors express regret, but they explain that they work better when they can communicate freely.

How should the project manager respond first?

Require everyone to speak in the same language all the time. even though this will slow the pace of work
Escalate this as an issue to the human resource department
Schedule formal training or translation services
Allow the team to discuss language requirements and make ground rules for team communication

The project is in the execution stage, and market changes push stakeholders to make the due date earlier. The project manager rapidly assigns skilled resources to build and establish the team.

Which of the following would not be included in the project manager’s next steps?

Assess required skills for the project
Plan suitable interactions for the team
Schedule training for the new team
Create a project schedule

A new resource joins a working project team and is assigned to a small project critical to a more significant program milestone.

Unfortunately, the new resources are under-skilled and very nervous. The team dynamic has become awkward, and work on the small project has slowed down

Which are two ways for the project manager to handle the situation? (Choose two)

Assess the new resources’ communication skills to evaluate their ability to perform as part of the project team
Talk with the new resource about their skills, and then determine how they can contribute to the project
Privately ask the project management office (PMO) to assign a different resource with better skills
Meet with the functional manager of the new resource to understand their background better
Solicit the team about coaching the new team member

An agile approach is required during the final phase of the project.

As the team discussed the phases, some team members disclosed that they had not worked with agile approaches before. The deadline is approaching soon.

How should the project manager respond?

File a change request that addresses the agile training the members lack
Escalate this as an issue to the project sponsor, as it is a company-wide issue and a blocker for this project
Ask the team members who have worked with agile to coach the others
Identify and provide the most cost-effective training for new team members

Two users complained during the project user acceptance stage, saying that their expectations were not met.

What should the project manager use to avoid this issue in the future?

Stakeholder feedback
Risk assessment
Conflict management techniques
A professional relationship with the users

A company outsources the execution of a project with a fixed-price contract to a supplier. During execution, the supplier agrees to deliver additional customer requirements not included in the contract. To fulfill the expanded scope, both parties add more resources to keep the project on the planned schedule.
Which technique is being applied in this project?

Fast tracking
Crashing
Resource leveling
Lead and lag

A project manager in a global organization is responsible for a project involving six different companies. Midway through the project, one stakeholder moves from one company to another.
Which document should the project manager update?

Stakeholder engagement plan
Project charter
Stakeholder register
Project management plan

A project team works 24-hour shifts under hazardous conditions to train an operations team at an offshore plant. To ensure safety, one team member personally hands off the notes to the next shift. The system works until team member A complains that they worked more night shifts than everyone else. The project manager checks the rotation for the last three weeks. The scheduler has made an error, and team member A has worked more night shifts than was planned.

Which two actions should the project manager take to resolve the problem? (Choose 2)

Apologize to team member A and coach the scheduler on the criticality of the schedule.
Ask the team to sit together and make their own rotation.
Apply a temporary solution until the scheduler can correct the error.
Discuss the challenges of the schedule with the whole team and decide on a better practice for scheduling.
Record the incident and solution in the lessons learned register.

A project manager is attempting to engage project stakeholders in a new project and has invited them to daily standup meetings. However, none of the stakeholders have attended any of the project meetings.

What should the project manager do?

Reach out to stakeholders individually to understand their reasons for non-attendance.
Continue with the daily standup meetings as scheduled and wait for stakeholders to join.
Cancel the daily standup meetings and explore alternative communication methods.
Escalate the issue to higher management and request their intervention.

The project manager works on multiple projects. One project has new team members and is in the initial stages. The other projects are in various execution stages for the next few weeks.

How can the project manager develop the new team over the next few weeks?

Help the team members create a set of agreed-upon ground rules for working or a team charter agreement that encourages team cohesion
Suggest that the team engage in multiple team building events to normalize the team
Keep the team informed by sending out daily project status updates
Engage in face-to-face personal conversations with each team member to build relationships

A new project manager must deliver a high-stakes agile project. The vendor collaborating with the team is in another country. Though this vendor has delivered acceptable quality work on time in the past, they are currently behind schedule. The team explained to the project manager that their attempts to get the vendor back on schedule had failed. They have sent emails and made phone calls, but the vendor only gives vague, noncommittal responses. The project sponsor has collaborated with this vendor previously and is aware that this vendor is essential to the success of the project a vital partner of the business.

Which action should the project manager take?

Contact the vendor and be direct about the consequences of their actions and delays
Create a virtual workspace for the team so that everybody knows and is accountable for their tasks and shares due dates, including the project sponsor.
Work to amend the vendor or service agreement, with specific timing and conditions for work
Ask a project sponsor to use personal influence to get the vendor back on schedule

A project manager notices that a team member seems more unhappy after every team meeting. After investigating the situation, the project manager finds out that the team member is not making progress on a key activity, which impacts the critical path. The team member also feels their role on the team is not correct.

What should the project manager do?

Reassure the team member of their abilities by reminding that assigned roles are chosen for a reason
Meet with the team member to discuss where they can contribute, based on their strengths
Enroll the team member in targeted training to acquire the needed skills for the assigned role
Reassign the team member to a more appropriate role in another project

A project manager observes that team members are in a low mood after demos. Feedback from stakeholders is constantly causing concern for the team. As a result, the team members rush through product demos, and the interaction between the team and stakeholders is minimal.

Which action should the project manager take?

Meet with the stakeholders and find out the root cause of their feedback. Collaborate with the stakeholders to rectify the problems
Verify the project requirements are suitable and that the team members can do the work
Coach the team to be more confident in their work and communicate appropriately with the stakeholders
Consult the stakeholder matrix and identify whether any of these people are known to be difficult

A startup has proliferated, and four agile teams are now working on related products. All teams have begun to experience impediments and gaps related to work in other teams.

How should the project manager address the problem?

Eliminate dependencies between teams
Favor collaboration tools over meetings
Implement a Scrum of Scrum layer
Merge into two large teams to reduce issues

During a project team meeting, the project manager notices a conflict between three key team members with very different personalities.
What should the project manager do first?

Plan a team-building event where different personality types are required to solve problems.
Remind the team members that emotions should not impair their work performance.
Assign project tasks to avoid contact between the three members.
Identify the root cause of the conflict and support a resolution between the team members.

A project is in development when a functional manager leaves the company and is no longer involved with the project.
What should the project manager do first?

Update the change log.
Update the risk register.
Update the stakeholder register.
Update the assumption log.

Under a United Nations (UN) program, several countries will receive funding to establish wind energy generation. In country A, a project team is assigned, and they begin stakeholder engagement. The country A stakeholders list 18 benefits they would like the project to realize. The project team is overwhelmed by the number of benefits requested.

Which two actions should the project team take? (Choose 2)

Work iteratively to incorporate stakeholder feedback and measure progress on benefits delivery.
Prepare a quality policy for the project, including the desired benefits and metrics.
Work with the stakeholders to better understand their needs.
Co-develop key performance indicators (KPIs) for the proposed benefits with the stakeholders.
Define success criteria for the benefits delivery with the key stakeholders.

A project team has established an unofficial online communications platform to enhance communication.

The project manager was unaware that this platform existed until recently, after learning that its use has facilitated some activity that stakeholders find concerning.

Which action should the project manager take?

Advise the project team to stop using the platform and review the communication management plan
Log the issue and remind the individuals involved to use only authorized communication channels
Since it is not part of the communication management plan, terminate the platform
Delegate an administrator to monitor communications on this platform

The project team is small, and the team members have known each other for a long time. The team’s project is in the execution phase. Recently, a team member told the new project manager that another team member had been complaining about how the project was being managed.

How should the new project manager respond?

Review the current stakeholder engagement plan to identify how to resolve this difficulty
Schedule a team meeting to discuss the current team charter and ground rules, especially around communication and teamwork expectations
Hold a team morale-building event to improve team culture
Speak to the team members individually and ask them how they would like to deal with the situation

During the project’s execution, a key team member is concerned with the overall product approach documented in the project management plan. During a weekly status meeting, the member surprises the project manager with negative comments

How should the project manager address the team members’ concerns?

Continue with the meeting and ensure that the concerns are added to the risk register after finishing the meeting
Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette. Then, solicit feedback about the etiquette expectations
Remember that a project should not go forward when team members disagree. Use the meeting to discuss the member’s concern
Make a short comment to acknowledge the team member's concerns, continue with the meeting, and then meet with the member in private to discuss the concerns

A project manager went on a vacation and returned to find discord in the project. According to two stakeholders, stakeholder M is causing problems. Every day for the last two weeks, that stakeholder emailed the team, checking progress and giving instructions. The team ignored the emails and continued working, but the other stakeholders were concerned about the stakeholder’s behavior.

What should the project manager do?

Instruct the two stakeholders to ignore stakeholder M, just as the team did
Invite everyone to a meeting and work through the communication issues
Initiate a private conversation with stakeholder M and resolve the problem
Investigate the problem to find the root cause

The agile team is composed of highly skilled product design engineers. Their reputation for quality and speed has earned them new duties in concept development for new products, but team output in this new role has slowed instead of increasing steeply compared to their design work.

Which two measures are most effective to improve team productivity in this case? (Choose two)

Plan a creativity spike in the next iteration
Seek creative thinkers to coach the team
Prioritize the iterations to adjust to a new task
Add more T-shaped profiles to the team
Boost motivation with a team building event

A complex project involves the sponsoring company, three other companies, and the primary customer. An issue arises during the current development phase, leading to multiple accusatory and frustrated emails between all parties.

What should the project manager do first?

Analyze the issue internally and respond directly to each email individually, clarifying the project's position.
Escalate the issue to senior management within the sponsoring company immediately and await their instructions.
Work with internal stakeholders to identify the root cause of the issue and host a virtual meeting with all stakeholders to find a resolution.
Work with internal stakeholders to identify the root cause of the issue and host a virtual meeting with all stakeholders to find a resolution.

A construction project is in the execution phase when several new team members from different countries are assigned to the project.
Which document should the project manager update first?

Procurement management plan
Risk management plan
Project charter
Communications management plan

A project manager has difficulty motivating the team to perform a specific task. The team members say the task is repetitive and requires low skill.

Which three options should the project manager consider when designing this team? (Choose 3)

Ask management to launch an incentivization program.
Plan the work incrementally with clear milestones.
Remind the team of their responsibility to complete the work.
Empower the team to innovate under the condition that they get the work done.
Delegate the task to a junior team member and offer them a growth opportunity soon.

Project team members are busier than usual. They indicate they do not have the time to update the lessons learned repository because of other project responsibilities.

How should the project manager respond?

Require submission of lessons learned documentation after each project deliverable is accepted by the customer
Ensure there is an agenda item for discussion of lessons learned from project activities as part of all project meetings
File a change request to the project management office (PMO) to change how often lessons learned are collected
Bring in a consultant to assist with collecting lessons learned to help reduce the burden on the project team

A governmental agency has been added as a key stakeholder on a complex project due to multiple regulatory changes. The project manager wants to develop an understanding of these new stakeholders and identify any new high-level risks that may result from the change.

What should the project manager do?

Review the stakeholder engagement plan and verify the strategy for this change before meeting the new stakeholder
Appoint an existing team member to lead the compliance strategy and interface with the new stakeholder
Consult the change management plan to understand the next step in accepting the change
Check with the project sponsor to discuss how the new regulation and stakeholders might change the scope and budget for the project

Project Alpha is experiencing schedule performance issues. After assessing the issues, the project manager determines that project resources have low levels of expertise.

Specifically, a few of the senior-level resources perform irrelevant work, and some experienced resources take too long to complete tasks.

The project manager needs to enhance team performance.

Which action should the project manager take?

Implement training where necessary and make work requirements more visible for all the team members
Reassign the senior-level resources as coaches for the inexperienced ones
Provide the junior team members incentives to work faster
Remind the entire team of the project goals, schedule, , and tight timelines during the next team meeting

A well–liked manager is reassigned to a different project. The team has expressed disapproval regarding the reassignment.

What action can help mitigate the team’s disapproval?

Notify the project sponsor regarding the team’s disapproval and brainstorm a response
Employ leadership and emotional intelligence tools and techniques to inspire the team to continue working
Add a resource of the same skills to replace the key team member
Schedule a team building day to keep the team happy

An agile team member solved a problem that had blocked work for several weeks. After the release of the software, it appears that the solution caused the function to fail. The quality director demands an explanation.

In which two ways should the project manager react? (Choose two)

Ask the team member to present their rationale and lessons learned
Work with the team to identify gaps in the definition of done
Issue a warning to the team members about not taking risky initiatives
Work with the team to identify gaps in the definition of ready
Respond to the director that mistakes are inevitable but will be remedied

A customer requested a change to a functionality delivered in the next iteration. The specialist responsible for this functionality was recently assigned to another project.
What should the project manager do first?

Request a new resource from HR.
Request a new resource from the project sponsor.
Negotiate for the resource's availability.
Tell the customer that the new change is not possible.

In an elevator one day, a company vice president tells a project manager about a risk that may affect the current project. The VP is not involved in the project but is well-respected in the company because of his market knowledge.
The project manager adds the VP to the stakeholder register and alerts the team about the risk. Now, every time the project manager meets the VP in the elevator or in the office kitchen, they give a brief status update on the project and how the team is dealing with the risk that was raised.
Which statement describes the project manager’s action in this scenario?

Using informal communication to keep the stakeholder with low interest in high-power satisfied
Demonstrating skillful risk management techniques to ensure the VP is happy with the team's risk response
Using research to detect unknown risks and management techniques to keep the risk from becoming a threat
Demonstrating situational leadership and interpersonal skills to negotiate a positive outcome for the project

A functional manager wants to use resources already allocated to a project. What should the project manager do?

Escalate the issue to the project sponsor.
Ask the functional manager to delay their project.
Accept the project delay due to the reassignment of resources.
Negotiate the resource requirement with the functional manager.

During a virtual team meeting with a customer, one team member talks over others, makes inappropriate jokes, and eats on camera. Which approach should the project manager take?

Ask everyone to turn off their cameras and mute their microphones to avoid the problem and continue the meeting.
Make a lighthearted comment, try to ignore the behavior, and continue the meeting.
Take control of the meeting by asking people to raise their hands for permission to speak.
Send a private chat message to the team member to turn off the camera while eating and keep communications relevant, then follow up with a face-to-face meeting.

A frustrated agile team member approaches the project manager to complain that a senior team member is claiming all “interesting” backlog items and leaving a tedious set of activities for everyone else.

How should the project manager address the complaint?

Encourage the complaining member to take a self-centeredness training course
Discuss the importance of fairness with the senior team member
Define a new rule so members can select an item on a rotating basis
Ask the team to define new ground rules for work distribution

The project manager with limited experience manages a globally distributed team. Team members are appointed from different countries and speak different native languages. To successfully manage his project, the project manager needs cultural sensitivity.

What of the following actions should the project manager not take?

Read books about cultural sensitivity in leadership
Hire a professional coach to learn how to be a more successful leader
Request a different assignment, citing the language barrier as an obstacle
Enroll in language and cultural lessons to learn about these countries

A long-standing key team member on a virtual team has been unmotivated for weeks after the death of a family member. Because of this, several project activities are behind schedule, impacting the project’s critical path.

How should the project manager handle the situation?

Replace the team member
Discuss the situation with the team members and work with them to identify a workable solution
Escalate the situation as an HR issue and ask other team members to work overtime
Ask the functional manager for additional support on the project, including the assignment of a new resource

A team decides that an agile approach fits the needs of the next phase in their project. Unfortunately, some team members have not had the appropriate agile training.

How should the project manager respond to the lack of agile training?

Transition some of these team members to other teams and replace them with resources with agile training
Ensure the project’s contingency reserves can cover agile training for all team members
Create virtual training sessions for key team members, covering the main agile topics
Identify and implement the most effective agile training for the team members

During a challenging stakeholder meeting, one stakeholder indicated that they would reject all iterations deliverables.

What should the project manager do?

Send a request to the project sponsor, asking them to update the project charter and then assign responsibilities and authorities
Meet with the project team to add new and improved features to replace the rejected features
Collaborate with the stakeholders to understand their concerns and address these together with the team
Request a private meeting with the stakeholder and a member of the project team to try to defuse the situation

As a result of a drastic cut to the budget, a project’s steering committee is replaced with a single sponsor.

What should the project manager do?

Draft a new project update and share it with the project sponsor
Modify the communications management plan to reflect the change in stakeholder community
Submit a change request to the change control board (CCB) to record the change in stakeholder structure
Schedule a meeting with the sponsor to discuss the change to the budget

A stakeholder requests more frequent and detailed project status reports than a previous agreement and expresses interest in becoming more involved with the project.
How should the project manager address this situation?

Provide the stakeholder an update on the project's status and send detailed status reports as soon as possible.
Revise the stakeholder engagement assessment matrix to show the stakeholder's engagement level as supportive.
Update the stakeholder communication plan and ensure the team is aligned on the new reporting requirements.
Develop a stakeholder cube that defines the relationship between the stakeholder and the project.

A highly skilled and valued team member frequently is in trouble with human resources (HR). The issues are confidential, but the situation is impacting other team members in a negative way. However, the team’s performance has not yet been affected.

What should the project manager do?

Monitor the situation with a proactive approach.
Plan a team-building event.
Schedule regular team retrospectives.
Have a private meeting with the team member.

A team member is asked to move to another project during the middle of the technical project. The team believes this is an unwise move and expresses concern.

Which action will help to resolve the issue?

Discuss the conflict with the project sponsor and formulate a response
Use coaching tools and techniques to motivate the project team
Replace the key team member with a new resource who has the same skills
Acknowledge the team’s concerns and analyze the impact on the project

An unresolved conflict between a member of the third-party vendor’s team and a member of the project team is causing a disruption.

The issue is escalated to the project manager.

What is the first thing the project manager should do?

Meet with the vendor to discuss issues
Place the item causing the conflict on the backlog
Draft an email to the vendor to discuss the issue
Let the team work out the disagreement

A project manager joins the project team, replacing a manager who left. During initial meetings, the project manager realizes that the team members have differing opinions addressing technical decisions. Team members do not respect each other’s ideas, and the environment has become counterproductive. However, now, with the new manager’s leadership, the team has begun to communicate more effectively and develop processes and procedures for working together.

In what phase of development is the team in now?

Forming
Storming
Norming
Performing

The project team works virtually because of a recent natural disaster. Several activities were delayed because a project team member has not worked during the past week. This delay impacts the critical path.

How should the project manager respond to this problem?

Obtain a new resource to complete the needed tasks until you can speak to the team member directly
Discuss the situation with the team members’ functional manager and enable them to manage the team member
Remind the team members about individual responsibility and accountability
Ask the team member who knows this person well to try and find the missing team member and report back to you

Three project teams are working on parts of a single project. The parts are highly dependent on each other. The team lead indicates that this might create conflicts in the outputs from the three teams when combined.

What guidance should the project manager offer to the team lead?

Identify potential conflicts and arrange for weekly joint meetings with the members of three teams to monitor each other’s work
Decide the prioritized work for each team, then delay the work from the other teams to ensure there are no conflicts
Document conflicts as they occur and take action to remedy any problems that may arise
Tell all three teams to continue working simultaneously, recognizing conflicts will be addressed during the test phases

A global fashion house is planning next season’s product line and initiating a project to create media buzz before Fashion Week. The team launches a social media campaign. One team member publishes one of the top-secret designs on their personal social media feed.

The project manager speaks with the team member about the breach, and the team member apologizes, explaining that they had hoped to generate publicity. However, competitors pounce on the opportunity, and a costly mistake is made.

Which three actions should the project manager take to safeguard the future of the project?

(Choose 3)

Revise the team charter and review organizational rules.
Update the compliance requirements for the project.
Instruct the designers to create new designs immediately.
Log the issue and record it in lessons learned.
Restrict team member access to confidential material.

A project manager learns that a stakeholder thinks that only specific stakeholders are getting all the project updates and feels left out of the information loop. What should the project manager do?

Prepare a status update report and send it to all stakeholders.
Meet with all stakeholders together and ask them to compare information.
Review the communications management plan to ensure that all stakeholders are included.
Revise the project communications strategy to ensure more frequent distribution of status reports.

A project team member reports that environmental issues at the job site are causing emotional and physical distress to residents and businesses in the surrounding community. The team spends a significant amount of time each morning speaking to community members, explaining and rectifying impacts of the site construction.

Which engagement strategy should the project team have used for these stakeholders?

Circulate project information to local stakeholders in the mail (postal service).
Hold open “town hall” meetings to discuss the project with stakeholders.
Erect signage at the project site 3 months before beginning work.
Post the required legal notices in the local newspaper.

The atmosphere is tense in the sprint planning review. The agile team members are visibly unhappy – one kicks the chair and shouts at the product owner. “That just doesn’t make sense”.

Which two actions should the project manager take in this situation? (Choose two)

Remind the team of the product owner’s responsibility and authority
Ask them to apply emotional intelligence
Intervene, giving one minute for each person present to state their case
Reprimand the member who kicked the chair with a warning
Work with the team members to suggest ways to resolve the points of dispute

A project utilizes a third-party contractor.

A member of the contractor’s team raises an issue with a member of the project team. The two individuals are not able to work out a solution.

The project manager is aware of the disagreement.

Which type of communication should the project manager use first when contacting the vendor about this issue?

Phone
Contractual letter
Email
Face-to-face

A project manager is working on a small project critical for a more significant program milestone. A new resource was assigned to replace a key resource who had to leave the project. Unfortunately, an outside stakeholder claims that the person who assigned the new resource sent their weakest team member.

How should the project manager approach this?

Assess the new resource’s ability to perform the necessary work by evaluating their communication skills in the project with the current project team
Evaluate the skills of the new resources to see how the resource can provide value to the project
Request the project management office (PMO) manager obtain a better resource
Address adding a new resource from the functional manager to mitigate any conflict with the project team

The project team is comprised of local and virtual team members for a project. To manage scheduling priority conflicts among project team members, the project manager schedules a video conference call.

Which conflict resolution technique does this statement demonstrate?

Smooth – accommodate
Collaborate – problem solve
Force – direct
Compromise – reconcile

A cross-functional team on a critical project reports a delay in developing a prototype. The project manager believes that the cause is a need for more knowledge in a specific, required area on the team.

How can the project manager prevent the situation on future projects? (Choose three)

Ask the team lead to recommend a solution
Identify required skills and organize a team based on the strengths of those skills
Make a list of required specific skills for the project
Outsource the skills for the task to a skilled expert
Identify the skill deficiencies as a project risk

The due date for a project’s deliverables is approaching, but one team member’s performance negatively impacts the schedule. What should the project manager do?

Acquire a more skilled resource.
Remove the team member from the project.
Mentor the team member.
Ask the team member's line manager to provide training.

During a project status meeting, the project manager discovers that stakeholders have different expectations that are not aligned. None of these expectations have been met, which has created tension in the meeting.
What should the project manager do to keep things moving on the project?

Update the risk register to reflect the difference in expectations as a high risk.
Ask stakeholders to send their expectations by email to ensure that they are included in the project plan.
Meet with stakeholders privately and update the responsibility matrix.
Show stakeholders that the current status is aligned with the work breakdown structure (WBS).

The project manager, experienced in predictive methods, is taking on an agile project for the first time. To help make a successful transition, the project manager lists situations that may arise as a servant leader.

Which three situations would be on this list? (Choose three)

Team members avoid taking on challenging tasks
Team members avoid direct communication with other departments
Team members raise impediments they are unable to eliminate
High performers in the team move to more senior positions
Project stakeholders express skepticism of agile methods

To augment the team, an agile team includes staff members from various organizational departments who rotate in and out.

How can the project manager help shield the permanent team members from disruption?

Give them authority to assign tasks to the rotating members
Ask the staff leaving the project to pick members who deserve recognition
Give them higher priority to choose which task they work on
Require staff leaving the project to run a knowledge-sharing workshop

An efficient, empowered agile innovation team does not understand why required approvals from the legal department are allowed to delay their progress. Eventually, the team confronts the product owner in a heated exchange. The product owner replied that approvals are needed to check for existing patents that would block the product from going to market.

How should the project manager prevent such conflicts?

Request that supporting department stakeholders attend the daily meetings to report progress
Ensure that the product owner can be easily approached by team members in response to questions and concerns
Require the team to move the story to the Kanban board blocked column if they have concerns about progress
Ensure the product owner presents the team with a rationale behind the refinement workflow

A global organization sponsors a project that involves six different companies. When the project is partially complete, the project manager learns that one stakeholder is ill and needs to decrease their level of involvement.

What should the project manager do?

Update the stakeholder register and then the stakeholder engagement plan
Revise the project charter with the new stakeholder information
Ask the project sponsor to replace the stakeholder
Update the stakeholder engagement plan

Several new members are added to an ongoing project. Although all the original team members receive basic training on the specifics of the business operation that the project supports, the new team members do not have the same basic understanding. This lack of understanding results in decreased productivity.

How should the project manager respond to this issue?

Ask the original team members to provide support and training and schedule a second kickoff meeting for new team members
Support all new team members so that they should feel comfortable asking for help from both the extended team members and the project manager
Revise the team, moving the newer resources to other projects and adding resources with relevant experience, then log the lessons learned
Recognize that this is a common occurrence when teams experience change, and revise the schedule to allow for the slight decrease in productivity

During the execution of a project, the finance team identified that they were not involved in building the business case for the project and would not approve the estimated return on investment (ROI). What should the project manager do?

Continue developing based on the project management plan and address the issue post-delivery.
Revisit the scope management plan and note this as a risk to the entire project.
Schedule a meeting with the product owner and finance team to agree on course corrections.
Revisit the communications management plan and make necessary adjustments.

A complex manufacturing project has multiple stakeholders in multiple locations. It is entering a high-activity phase, and the project manager needs to ensure that all stakeholders are kept informed with timely updates.
What should the project manager do first?

Schedule training sessions on effective communication with all stakeholders.
Determine the most appropriate technology to use to communicate with all stakeholders.
Schedule regular status reports to be sent to all stakeholders.
Revise the communications management plan to have a more frequent update schedule.

A new resource joins a working project team and is assigned to a small project critical to a more significant program milestone.

Unfortunately, the new resources are under-skilled and very nervous. The team dynamic has become awkward, and work on the small project has slowed down

Which are two ways for the project manager to handle the situation?

(Choose two)

Assess the new resources’ communication skills to evaluate their ability to perform as part of the project team
Talk with the new resource about their skills, and then determine how they can contribute to the project
Privately ask the project management office (PMO) to assign a different resource with better skills
Meet with the functional manager of the new resource to understand their background better
Solicit the team about coaching the new team member

An agile approach is required during the final phase of the project.

As the team discussed the phases, some team members disclosed that they had not worked with agile approaches before. The deadline is approaching soon.

How should the project manager respond?

File a change request that addresses the agile training the members lack
Escalate this as an issue to the project sponsor, as it is a company-wide issue and a blocker for this project
Ask the team members who have worked with agile to coach the others
Identify and provide the most cost-effective training for new team members

Two users complained during the project user acceptance stage, saying that their expectations were not met.

What should the project manager use to avoid this issue in the future?

Stakeholder feedback
Risk assessment
Conflict management techniques
A professional relationship with the users

A project team is collaborating with an overseas contractor based in a country with three official languages, and every contractor on the team is multilingual. Team meetings continue are held in the commonly shared language, but contractors and subcontractors speak to each other in a different language during project work meetings.

When the project manager mentions this in the next team meeting, the contractors express regret, but they explain that they work better when they can communicate freely.

How should the project manager respond first?

Require everyone to speak in the same language all the time. even though this will slow the pace of work
Escalate this as an issue to the human resource department
Schedule formal training or translation services
Allow the team to discuss language requirements and make ground rules for team communication

The project is in the execution stage, and market changes push stakeholders to make the due date earlier. The project manager rapidly assigns skilled resources to build and establish the team.

Which of the following would not be included in the project manager’s next steps?

Assess required skills for the project
Plan suitable interactions for the team
Schedule training for the new team
Create a project schedule

You discover the product owner is highly protective over who gets access to the backlog. Anyone needing access to specific informaiton in the backlog should speak directly with him. What do you, as the project manager, do?

Support this within the communications plan, specifying procedures for the team to request access privileges
Circumvent this by sharing your password and read-only privileges with the development team
Negotiate a compromise between the product owner and the development team, so that the most senior members of the team will be given access to the backlog, thereby able to satisfy the other team members' informational needs
Try to understand the reason behind the product owner's point of view and coach him to better understand the importance and value of a transparent and accessible backlog, as well as the potential risks and issues that might follow if access to the backlog is restricted

A project in the execution phase is on track and within budget. A key stakeholder requests a change in communication frequency. They want to discontinue receiving weekly status reports and be notified only if an issue requires their attention.
What should the project manager do?

Review the stakeholder engagement plan to ascertain the stakeholder's involvement.
Ask the other stakeholders if they would also like less frequent notifications.
Revise the communications management plan to reflect the stakeholder's request.
Meet with the stakeholder to discuss the amount and type of information that should be communicated.

A project incurs a 4-week delay. If delayed another two weeks or longer, the project will be penalized. To deliver on time, the team is offered appealing financial compensation and two days of vacation.
What theory is being applied?

Achievement theory
Expectancy theory
Maslow’s theory
Contingency theory

PMP – Executing

PMP – Executing

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