Question&Answer

An agile project sponsor informed the project lead that an executive would like an update on the project’s progress. What should the project lead do?

Provide a link to the project’s shared drive for the executive to search through for any artifacts that are of interst.

Invite the executive to the project’s meeting space to determine if the project information radiators meet their communications needs.

Reach out to the project management office (PMO) for the status report templates and provide updates in that format.

Ask the project sponsor or product owner to provide an update since the project lead should be trying to keep the team free from impediments.

A struggling company is executing a critical project. However, due to external environmental changes, there is not enough funding to complete the project. What should the project manager do first?

Reduce the scope of the project to match the available funds

Park the project until the external environment is favorable

Ask the project sponsor to look for additional funding

Assess the impact and evaluate alternatives to accommodate the change

A new project manager learns the work assigned to the team has already been decomposed to its lowest level. The project manager reviews the work and feels some additional, useful information is missing. What should the project manager review?

The WBS dictionary

The requirements traceability matrix

The project charter and scope statement

The business requirement documents (BRD)

In a complex project with several subcontractors, one subcontractor reports a likely delay in the schedule. This could affect the other subcontractors and impact their ability to deliver on time. What should the project manager do first?

Assess the schedule and update the risk register

Report the delay to all other subcontractors

Change the milestones and sequence of work

Escalate to senior management and the stakeholders

After finalizing a complex project, the project manager notices that multiple risks became issues during the execution phase. Unfortunately, the project manager was not prepared to deal with them as they were low probability and impact risks. What should the project manager have done to avoid this situation?

Scheduled daily meetings with key stakeholders to assess project risks

Hired a risk analyst to constantly monitor the project risks

Classified all risks as high probability and impact

Assessed and prioritized risks continuously along the project lifecycle

A key project stakeholder does not attend any of the project meetings and is providing false information that the project team is not delivering on time. What should the project manager do to address this situation?

Email the latest status report to the key stakeholder

Discuss communication needs with the key stakeholder

Create a new communication artifact for the key stakeholder

Share the meeting recordings with the key stakeholder

A customer asks the project manager to complete a project 10 days earlier than planned due to marketing constraints. After discussing this request with the project team, the project manager concludes that this can be achieved if a few activities can be overlapped. Which approach should the project manager take?

Fast-track the activities based on limitations and dependencies

Release the minimum viable product (MVP) earlier and enhance it in the next iteration

Review the schedule and perform resource leveling

Add subject matter experts (SMEs) to perform the project activities in parallel

A project manager is working on a software development project. A team member complains that since the tasks are very simple, there is no reason to perform quality control. The project manager understands that removing the quality management plan from the project will also help to save money, which is important to the customer. What should the project manager do?

Register starting the project without a quality management plan as a risk, and allocate the budget savings to the management reserve

Develop the quality management plan, as quality is as equally important as cost and schedule management

Get confirmation from management that the team member has enough experience to build software without quality control

Ask the customer to order external quality audit after accepting the project deliverable, and decrease the project budget

A company is building a minimum viable product (MVP). How can the project manager help to ensure the company builds a high-quality product?

Partner with a qualified third-party vendor to develop a product that meets the requirement

Hire a quality engineering leader to drive the strategy

Determine the quality metrics for the product and recommend options for improvements

Ask the product manager to spend more time improving quality

A project manager who takes over halfway through a project determines that the cost performance index (CPI) is 0.65. A detailed audit identifies that the project cost was analogously estimated, and the audit team thinks that something was missing in the way the estimates were done. What should have been done to avoid this problem?

Utilize three-point estimates

Validate the schedule performance index (SPI) to evaluate deviation

Include lessons learned from past projects

Use bottom-up estimating

A company is moving its headquarters to another city. The project manager responsible for the assignment has been using a predictive approach during the transition. However, the information systems will be migrated using an agile approach. The project manager needs to decide which kind of contract to sign with the vendor responsible for migrating the systems. The project manager is concerned about controlling finances while delivering results. How should the project manager address this situation?

Sign a single agreement for the whole project

Confirm payment after each project retrospect

Negotiate payment after all project migrations completed

Use fixed-price increments as user stories are completed

A company is working on a project to develop an integration of their existing systems. There are known issues in production. What should the project manager do?

Identify and remove impediments and mitigate the risk

Ensure the product owner reviews requirements with the team

Include acceptance criteria in the definition of done (DoD)

Review the quality control processes and procedures

During project execution, a project manager discovers that the budget at completion has shifted significantly and is higher than expected. What should the project manager do?

Perform a root-cause analysis of the project performance

Adjust the original budget estimates with the current cost variance

Review the activity duration to reforecast the project completion date

Negotiate the project changes and adjust stakeholder expectations

A project engineer in country A is complaining about the sample received from the supplier in country B because the sample is not the correct length. During a telephone conference, the supplier checked the drawings and insisted that the measurement was accurate. What should the project manager do next?

Hire a company in country B to perform a quality check before shipment

Evaluate the procurement contract to determine the agreed upon specifications

Escalate the issue to the purchasing department for review

Add an additional task to cut the received part according to the specifications

A project stakeholder complained that they did not receive an important delivery that was stated in the schedule. The team member responsible for this deliverable explained that they sent an email to the stakeholder advising them that the deliverable would not be delivered on time. What should the project manager have done to avoid this situation?

Confirmed that the stakeholder was made aware of the delivery delay

Communicated with the stakeholder directly regarding the delivery delay

Told the team member to send the unfinished deliverable to the stakeholder and finalize it later

Ensured that the team member did not communicate directly with the project stakeholder

A project is halfway through its execution phase. The quality specifications for the project deliverables are formally accepted. However, a key stakeholder is dissatisfied, stating that the deliverables do not meet the quality specifications. What should the project manager do in this situation?

Inform the project sponsor of the stakeholder’s dissatisfaction

Review the requirements traceability matrix and conduct inspections

Document the issue in the issue log and send a report to management

Notify the stakeholder that arbitration procedures will be followed

The project manager has observed that two team members have been arguing with each other openly at meetings. To push their ideas through, each team member individually spoke with the sponsor directly and made decisions without informing the project manager or other team members. What two actions should the project manager take?

Ask the team members to work it out themselves

Address the behavioral issue with each team member

Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules

B+C

A company is interested in reducing production costs in one of its production lines. When the project charter was about to be approved, one of the key stakeholders questioned the project’s value and caused a delay in the approval. What should the project manager have done to avoid this setback?

Developed benchmarking

Assessed feasibility and impacts

Detailed the project charter

Analyzed stakeholders

A project manager has been given a critical, 5-day window and is allocated a maximum of $100000 as a contingency reserve. After 3 days of work, the project manager completed two actions and spent $80000. What should the project manager do next?

Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project

Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension

As the CPI and SPI are greater than 1.0, re-evaluate and prioritize the remaining actions

As the CPI and SPI are less than 1.0, re-evaluate and prioritize the remaining actions

During a meeting to define project scope, a stakeholder tells the project manager that the main requested feature in the contract is not applicable, and this is documented in the lessons learned. What should the project manager do?

Ask the sponsor to close the project and pay the contracted penalty

Meet with the sponsor to ask for their support

Check with the team to learn what can be done, and consult an expert

Check that this information was documented correctly

A few virtual team members are located in a region that generally has good internet connectivity. However, they frequently experience connectivity issues joining team calls during the day. What should the project manager do?

Determine what the problem is and develop an action plan

Ask the team members to use chat tools as an alternative to calls

Procure tools that consume less bandwidth for internal calls

Record the meeting to share with the team members who were unable to join

During the third iteration of a project, the main sponsor retired from the company, and a new sponsor was appointed. The new sponsor is not familiar with the agile approach for project delivery, which leads them to request more control over the project team. What should the project manager do?

Schedule a meeting with the new sponsor to explain the agile approach and how teams are supposed to be self-organized

Review the sponsor’s request with the project team during the next daily review meeting to provide the requested control

Schedule an emergency meeting with the project team so they fulfill every request that comes from the sponsor

Review the sponsor’s request with the project team during the next iteration review meeting to obtain a team decision

The project team is experiencing schedule delays due to issues arising with suppliers. Some of the tasks are on the critical path. What should the project manager do in this situation?

Discuss the critical path issues with the purchasing department

Review the critical path with the stakeholders to define next steps

Review the work breakdown structure (WBS) with the suppliers

Escalate the supplier related issues to the sponsor for resolution

A project manager is leading an innovation project that is facing a lot of risks due to a high level of uncertainty. What strategy should the project manager use to manage these risks using an agile approach?

Develop an agile risk matrix to track, assess, and evaluate the uncertainty of the project

Implement a scrum risk retrospective to analyze the risks at the end of the project

Assign an agile risk manager to better understand and track the project risks

Evaluate the risks constantly and reprioritize work as the project progresses

A project manager had to schedule additional planning sessions to add requirements from an international stakeholder. The stakeholder expressed concern about the product not meeting the client’s needs. Which factor should the project manager have considered when developing the product?

Responsibility matrix

Stakeholder’s location

Availability of resources

Stakeholder’sneeds

A project development team is located in different areas around the world. Last week, a very important release was delayed because one of the developers did not respond on time to an email that was sent to everyone. The developer seems to have missed reading the email. What should the project manager do to avoid these situations?

Review the stakeholder engagement plan

Review the resource management plan

Review the risk management plan

Review the communications management plan

An agile coach & a technical writer for a globally distributed agile team are in a country with a 9 hour time zone difference from the agile team. The agile coach and project lead disagree on the timing for the daily standup. The project lead thinks the standup should be at 10:00 am local time, but the agile coach and technical writer feel that is an inconvenient time for them. How does the project lead ensure adherence to agile practices?

Inform the agile coach that the daily standup will be at 10:00 am local time and ensure all parties can attend.

Escalate to management that the agile process is not going to work and ask them to speak to the agile coach.

Have a discussion with the team, and agree on when the daily standups should be adjusted to…

Have two separate daily standups, one for the agile coach and technical writer and one for the agile development team.

Based on a new company policy, an aviation software project has been structured to use an agile approach. The project is subject to industry regulations, which require detailed tracking and archival of product changes. What should the project lead use to understand the impact of compliance on this project?

User stories and release plan.

Product backlog and definition of done (DoD).

Scope of work and product backlog.

Sprint retrospective and release plan.

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?

Pull communication.

Mass communication.

Interactive communication.

Push communication.

During a retrospective review, project team members say they are not completing tasks during the iterations due to interruptions and requests for help from other teams. As a team facilitator, what should the project manager do to avoid this?

Identify the problem’s root causes and define the ground rules with all project team members to minimize interferences.

Reunite with the project team members affected and tell them not to reduce the team’s capacity.

Hire a coach to help all project teams to improve their abilities to solve problems on their own.

Recommend to the project team members that they should improve their planning and make their stories smaller.

A company starts implementing scrum, about halfway through the first sprint, communication issues surfaced... Some project team members are not in sync with other team members. What is the cause for this communications gap?

The project sprint board has not been updated.

Daily standup meetings were not held or enforced.

The project status dashboard has not been updated.

The communications management plan has not been developed.

A project delivers every two weeks. The customer raises a complaint because they do not perceive business value in the products delivered even though deliveries have been completed in a timely manner. Which activity should the project manager undertake?

Review the definition for the minimum viable product (MVP).

Change the delivery project approach.

Review the risk analysis.

Perform a cost-benefit analysis.

A new marketing director just joined a software startup and is concerned that the agile model does not provide the needed accountability for their role. What should the responsible project manager do to ensure the vice president is comfortable with the project meeting its agreements?

Establish an executive review board where all stakeholders discuss and approve features and requirements.

Foster an environmental of open communication where all parties can discuss issues and agree on objectives.

Leverage the use of the review/demo sessions with the director to acknowledge that the agreements were met.

Require proper approval of all requirements from the marketing director and formally document the agreement.

During the setup of an agile project, product owner expressed clear interest in having features released during product development over having the product completed in one year. What should the project manager do?

Facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP).

Design a set of metrics including velocity, which is a good measure of value delivered.

Promote a productive environment where everybody can work without interruptions from the rest of the team members.

Create a reward system recognizing group contributions to get people motivated and improve performance.

An agile project is running its 5th iteration out of 10. After the last retrospective, the team members realize that they had to work extra hours to deliver the committed work. What should the project lead do?

Ask the team to have a lower commitment for the next iteration.

Implement a checkpoint in the iteration to verify if the team is on track.

Ask for additional team members to maintain the velocity.

Conduct a focused retrospective to help the team to discover the root cause.

A project manager has been assigned with initiating a large project to deliver complex equipment. Part of the project will be the result of a long research process, but once this is completed, the other part of the project must be incrementally delivered to the customer. Which approach should the project manager choose for this project?

Adaptive

Hybrid

Predictive

Agile

A project to develop a large hydropower plant is in the implementation phase and is managed using a hybrid approach. What should the project manager do to ensure full compliance of quality requirements during the execution phase?

Analyze the quality requirements

Plan quality management

Continually survey the quality of the deliverable

Set up quality policies and procedures

A large construction project is progressing well as per the project objectives. The project manager would like to report the project’s value to the project sponsor and seek the next phase of funding closure. What should the project manager do?

Ensure a measurement system is in place like earned value analysis (EVA) to track project value for the project sponsor

Create a detailed project report on successes and challenges for the project sponsor

Submit a detailed report on the cost budget vs. the cost actuals as the project sponsor will want to know more about finances

Arrange a site visit to show the project sponsor the construction progress in person

A supplier informs the project manager that producing the quantity of a key component for the project will require an additional month. The project manager has to meet an important milestone in a week. What should the project manager do next?

Perform market research to find out if there are other vendors that can produce similar kinds of material

Submit a change request to the change control board (CCB) asking to extend the deadline in order to reflect the late delivery

Involve the legal department, as the vendor is breaching the contract by not delivering the full amount in time

Ask the vendor if the minimally sufficient materials can be produced in time to meet the deadline

To estimate the costs of a new project that is similar to a project that was implemented last year, the project manager meets with a group of experts from the previous project. The group uses a three-point estimating technique. The project manager submits the estimated budget to the project sponsor for approval. The project sponsor, who is new to the company, is concerned because the budget exceeded their expectations. What should the project manager do?

Review the organizational process assessment to determine if a contingency reserve was considered in the budget estimate

Review the historical information and lessons learned from last year’s project to justify the new budget estimate

Change the budgeting technique to a more accurate, bottom-up cost estimation

Use soft skills to convince the project sponsor to approve the new budget estimate

During a project, the project manager’s immediate director is communicating directly with the client to approve changes without the project manager’s knowledge. This is causing confusion in the project team where the scope is changing in the backgroun As a team facilitator, what should the project manager do to avoid this?

Identify the problem’s root causes and define the ground rules with all project team members to minimize interferences

Reunite with the project team members affected and tell them not to reduce the team’s capacity

Hire a coach to help all project teams to improve their abilities to solve problems on their own

Recommend to the project team members that they should improve their planning and make their stories smaller

A client has asked the project manager for the program status report. The project manager send the report and then realizes that they accidentally included another manager from the client’s organization on the email. Which approach should the project manager do?

Contact the other manager and ask them to delete the email

Inform the client and their supervisor about the mistake

Wait for the client’s feedback regarding the report

Resend the email to the client, excluding the other manager

An agile project team received an assignment to develop an industrial system that interfaces with robots. The project team does not have any previous experience performing this type of work. Team members are interested in acquiring such expertise but it may result in a project delay. How should this situation be handled?

Hire a consulting company to address the robotic interface questions, when necessary, and to help avoid delays and quality issues

Add an experienced professional to the team to reinforce knowledge sharing and help growteam expertise in the new product

Create a separate team with experienced members who understand the technology and split The product backlog according to team specialization

Use a robotics vendor company to develop the interfaces so the team will not be held back by a lack of expertise in this type of work

A project manager held a meeting and framed the project schedule. A critical stakeholder, who was not consulted at the time of the schedule discussion, complained that the published dates are not agreeable due to a pre-scheduled task for another assignment. What should the project manager do first?

Organize a new schedule framing meeting with the critical stakeholder to obtain input

Discuss with the project sponsor and create a new project schedule

Analyze the root cause of the issue and update the communications management plan

Reach out to the project sponsor and request additional resources

A project engineer in country A is complaining about the sample received from the supplier in country B because the sample is not the correct length. During a telephone conference, the supplier checked the drawings and insisted that the measurement was accurate. What should the project manager do next?

Hire a company in country B to perform a quality check before shipment

Evaluate the procurement contract to determine the agreed upon specifications

Escalate the issue to the purchasing department for review

Add an additional task to cut the received part according to the specifications

A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis. The team member responds that they do not have the knowledge to perform such an analysis. What should the project manager do?

Help the team member to perform the quantitative risk analysis through coaching, mentoring, and training

Escalate the issue to the function manager

Perform the quantitative risk analysis for the team member

Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team

In a project that will deliver a new product using new technology, the project team frequently discusses difficulties that may arise and possible strategies to address them. One team member sets up a meeting with the project manager to discuss their list of challenges and presents an extensive list of items that require continuous attention. How should the project manager use this event to maximize the benefits to the stakeholders?

Document the findings and update and redistribute the communications management plan

Validate the list of challenges and act on the valid items according to the priority indicated

Invite the team member to participate in the risk register and review the evaluation frequently

Present the list of challenges to the steering committee to gain buy-in before starting the activities

A project team member identified a procurement risk and sent an email to the project sponsor highlighting the risk. The sponsor forwarded the email to the project manager asking for further details. After speaking with the sponsor, the project manager decided to take preventive action. What document should the project manager review with their team?

Quality management plan

Communications management plan

Risk management plan

Procurement management plan

A company operates on a 2-year budgeting cycle. The project manager has been assigned a high-visibility project to deliver a brand new, innovative capability. While the requirements for the new capability are defined, the solution design is only beginning. The project manager’s boss is concerned that the final solution will exceed the budget for the project. How should the project manager do next to anticipate the budget impacts of the solution?

Perform scenario planning on each of the solution designs and incorporate estimates into the next budgeting cycle

Consult colleagues at other companies and use historical information to predict the final cost

Apply earned value techniques that compare planned to actual value delivered at key points in the project

Develop a work breakdown structure (WBS) and perform activity-based cost estimating

A project manager noticed that a team member has been struggling with some tasks, which may ultimately impact the completion date. Team morale is low because they will get the expected bonus if they do not finish on time. What should the project manager do?

Update the project schedule and budget estimates

Ask the client to approve a delay in the project schedule

Acknowledge the team for their accomplishments, encourage them, and offer assistance to avoid future delays

Ask the human resources (HR) department to replace the team member and add an additional resource

اختبار ذاتي: دورة ادارة مشاريع PMP (نقابة المهندسين )

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