Great 3

A project manager is meeting with the project sponsor regarding a new project. The project manager tells the sponsor that, as part of the communications management plan, a weekly email will be sent with the status of the project, so the sponsor can be informed of the progress. The sponsor indicates that the email is not necessary because they will ask for a status update whenever it is needed. What should the project manager do next?

• Advise the project sponsor to request a 15-minute meeting, whenever necessary, with prior notification.
• Agree to the project sponsor's request, but continue to copy them on the weekly email so they can be informed of progress in case it is needed.
• Tell the project sponsor that if they prefer to not receive the communication, there is no problem in removing them from the email distribution.
• Ask the project sponsor what sort of information is needed and agree on a frequency for the communication.

In a project using a hybrid approach, the performance of the team was consistently excellent during the predictive stages. When the iterations began, however, the team members started to show signs of low commitment, conflicts, and confusion, resulting in low morale. What should the project manager do to handle this situation?

• Give team members more authority to make decisions.
• Perform team-building activities and enhance collaboration.
• Identify the team members who are impacting low morale.
• Coach the team members on agile processes and knowledge.

During the execution phase, the project manager discovered that the deliverables are not meeting the quality specifications requested by the main stakeholder. This has caused the schedule performance index (SPI) to deteriorate from 0.98 to 0.72 and the cost performance index (CPI) from 1.5 to 1.1. What action should the project manager take to mitigate the issue of the deliverables being rejected during the next iteration?

• Submit a change request to prioritize resolutions for the quality issue to minimize the impact on the rest of the deliverables.
• Reinforce the definition of done (DoD) during sprint planning so that the team has a common understanding of expectations.
• Assure that the product backlog is properly prioritized to avoid dependencies that cause rejection.
• Create a dedicated sprint to complete all of the pending specifications from previous sprints.

Experienced team members assigned to a critical project are also supporting several other projects and this is delaying the critical project. If this critical project is not delivered, the company could receive a fine from the government. What should the project manager do?

• Discuss the issue with the project sponsor.
• Review the resources required for the tasks on the critical path.
• Review and update the risk management plan.
• Allocate resources to develop the competencies of the other team members

A project manager receives a request for proposal (RFP) from a client. The client is very clear about the requirements. A requirements analysis must be done in the first month of the project, and the client wants to see a demo of the work completed every two weeks. What project approach should the project manager use?

• Iterative for the requirements analysis and delivery phases of the project
• Agile for all of the phases of the project, including the requirements analysis and delivery
• Predictive for the requirements analysis and agile for delivery of the project
• Predictive for the requirements analysis and delivery phases of the project

A new team member is hired and the training is taking longer than expected. This impacts the overall project performance. What immediate action should the project manager take to improve the situation?

• Communicate this issue to the human resources department.
• Provide additional training to the new hire.
• Increase team cohesiveness by sharing information and experiences openly.
• Update the issue log and define the mitigation strategy.

A project manager finds that team members In an agile project are involved in several different projects due to budget constraints. What should the project manager do?

• Request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project
• Provide an incentive plan so the team members will work more unaccounted hours on multiple projects
• Brainstorm with the team members on how they can deliver on multiple projects within the given budget
• Instruct the team members to spread evenly across projects so mistakes will not occur within the current budget.

A project manager has taken over an existing project According to the previous project manager, the project is on track and within budget However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected. What should the project manager do?

• Schedule a meeting with the previous project manager
• Submit a change request to the change control board (CCB)
• Schedule training for project team members
• Conduct an earned value analysis (EVA)

A project manager is attending a progress meeting with a client. The client requests a design change which might potentially add value to the project. What action should the project manager take?

• Accommodate the change request to serve the client's needs
• Consult with team members and allow them to make a decision
• Convince the client not to make changes to the project
• Make transactional decisions focusing on the project goals

A project manager has been asked to participate in the procurement process for a software application that allows customers to buy online e-learning courses. The project manager will take over the project once the supplier has been sourced. What should the project manager do before the project starts?

• Ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement.
• Inform the project sponsor that once the agreement has been signed, there cannot be any changes to the scope of the project.
• Notify the project sponsor that the project manager cannot be involved in the agreement negotiation process.
• Ask the project sponsor to involve the legal department in the negotiation for the project agreement.