A project manager is working on an agile project that is within the scope of a recently announced corporate audit. The project manager was appointed to attend the first meeting with the auditors scheduled for the following week. What should the project manager do to prepare for the audit?

B. Review the project information.

A. Reserve story points for the next iteration if needed.

C. Ask the development team to provide compliance information.

D. Ask for a waiver during the audit.

A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for vacation, the product owner communicated that the documentation had been uploaded to the project file repository. What should the project manager do to address this issue?

B. Audit the effectiveness of the management of project artifacts.

A. Assign a team member to manage project artifacts.

C. Improve email communication protocols to manage project artifacts.

D. Investigate new software tools used to manage project artifacts.

At a project meeting, a business analyst requires input from a marketing consultant to continue working on a task. The business analyst has tried to contact the consultant but has been told that the consultant does not have the time to discuss the project. What should the project manager do to move the project forward?

C. Discuss the request with the consultant and set up time with the business analyst and consultant to discuss the project requirements.

A. Escalate the issues about the consultant to the functional manager so the consultant dedicates the necessary time to the project.

B. Include a new project risk into the risk register and allocate the consultant as the risk owner as it is their responsibility to provide input.

D. Urge the business analyst to continue contacting the consultant to discuss the project since this is the responsibility of the business analyst.

A company is starting a critical project with a strict deadline. During the first planning meeting, the team realizes that the list of requirements has too many items to allow on-time delivery. What should the project manager do first?

D. Ask the team to propose a minimum viable product (MVP) to meet the date.

A. Update the risk register and present a contingency plan to meet the deadline.

B. Suggest to the customer to reduce the backlog to meet the date.

C. Increase the capacity of the team to finish the project on time.

A project manager is working on a complex project with a high degree of change. What strategy should the project manager use to ensure a successful project completion?

C. Increase the active engagement and participation of key stakeholders.

A. Update the project management plan to reduce the possibility of scope creep.

B. Schedule a regular risk review with the project management team.

D. Create a project change roadmap to keep track of all unforeseen changes.

A project manager is leading a hybrid project funded by a time and materials (T&M) agreement. The project was completed, and the client accepted the delivery of the product. One week later, the client asked the project manager to fix two defects they found in the product. The project manager responded with an estimate of time and money and asked the client to confirm this. The client disagreed and insisted that the work should be done for free because it is a defect in the product. What should the project manager have done to prevent this?

D. Planned how the delivered product will be supported after its delivery.

A. Trained client engineers to support the product after its delivery.

B. Reviewed the project quality control plan with the client.

C. Suggested a fixed-cost basis and included free bug fixes for 1 month.

A project team has established contracts for purchasing vehicles and construction services. In the middle of project execution, the team learns that the vehicle supplier cannot deliver the vehicles. There is not enough time to find a new supplier without delaying the project. Which action should the project manager take to procure the vehicles?

C. Review the existing service contracts to find an option to help procure the vehicles.

A. Ask the technical team to revise the requirements, even if it requires extra budget.

B. Arrange a meeting with the client to request additional time to find a new supplier.

D. Procure the vehicles from another supplier and report the change to the change control board (CCB) later.

When a project is in its final stage, the project manager will request from the team to prepare a delivery acceptance document. What is the importance of this document to the project manager?

C. Needed to close out the project or a phase.

A. Needed to close the work breakdown structure (WBS).

B. Needed to share it with the stakeholders.

D. Needed to release the team at the end of the project.

A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor management team will not derive any benefits from the project. However, the project requires support from the vendor management head. What should the project manager do next?

C. Work with the sponsor on a communications management plan to obtain support from the vendor management head.

A. Get support from the sponsor to hire a subject matter expert (SME) from the vendor management team to work on the project.

B. Review the terms of reference of the steering committee to include the vendor management head.

D. Obtain help from the sponsor to highlight any nonfinancial benefits for the vendor management team.

A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration. What should the project manager do?

B. Ask the existing team members to collaborate with the SME and complete the activity.

A. Bring the SME on board immediately and discuss the implications later.

C. Ask the SME to complete all of the necessary changes, which will save time.

D. Direct the team member to ignore the SME's changes as they were not planned.

During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone. How should the project manager approach this situation?

C. Review the change management plan to discuss early benefits realization with the client.

A. Apply additional resources to realize the early deliverable and ensure the next milestone is achieved.

B. Focus on the deliverable of the next project milestone as per the client's strict instructions.

D. Evaluate whether the client's request will add extra features to the project deliverable.

A healthcare company is in the process of deploying an innovative healthcare solution globally. The project team has completed a limited release. The stakeholders have raised concerns about global healthcare guidelines and risks. What should the project manager do next?

C. Review compliance and regulatory requirements with stakeholders.

A. Evaluate lessons learned from similar projects prior to deployment.

B. Perform a qualitative risk analysis on the identified project risks.

D. Conduct a feasibility analysis of deploying the solution globally.

A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few external contractors in the project who do not agree with this idea as they feel it is a waste of time. What should the project manager do?

A. Welcome and involve the contractors as part of the project team.

B. Ask the contractors to meet with the customer independently.

C. Ask the customer to develop a document with the requirements.

D. Warn and penalize the contractors who do not attend the meeting.

A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work. What should the project manager do next to fulfill this resource need?

A. Determine resource allocation options based on project priority.

B. Apply changes to the existing resource allocations and inform the development manager.

C. Meet with the sponsor to determine how to rebaseline the schedule.

D. Inform the sponsor of the situation and request an extension of the target completion date.

During the sprint planning of a project, the team members have a disagreement about the comparative size of the backlog items and if they would fit into the next sprint. Considering a hybrid approach, what should the project manager do?

C. Facilitate the discussion so that the team members can reach a consensus.

A. Ask an external technical leader to provide input and plan the sprint.

B. Remove the items from the product backlog since the size couldn't be estimated.

D. Make the decision about the backlog items based on what makes more sense.

An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future. What should the agile project manager do?

C. Ask the team member to produce a lessons learned document and share it with the team.

A. Ask the team member to develop more expertise and become a subject matter expert (SME).

B. Ask the team member to provide a training session for the rest of the team.

D. Ask the team member to record highlights the team may want to know.

During daily team standup meetings, team members constantly ask about which tasks they should focus on first. How should the project manager ensure the team is fully productive?

D. Work with the product owner to ensure the project backlog is prioritized.

A. Review the project backlog during the team's standup meeting.

B. Encourage project team members to prioritize the product backlog.

C. Ensure team members are working according to the project plan.

A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are affecting the project negatively. How should the project manager address this?

D. Meet with the team and agree on expectations from team members.

A. Develop a schedule that ensures people with personal differences work separately.

B. Invite the functional managers of the different units to address their personal differences.

C. Use an approach to the project that does not involve colocation.

A facility extension project is in the execution stage. There is a project activity to connect the power of all new equipment to an existing facility, Point A, which requires a significant cable length. The construction team found that the power could be connected to Point B and save money. What should the project manager do next?

A. Perform a cost-benefit analysis to evaluate using the Point B option.

B. Add the issue to the change log and request additional budget through the change control board (CCB).

C. Seek a decision from the construction team after explaining the project budget and schedule constraint.

D. Use the Point B option because it will save the project cost and time.

A project manager is working on multiple building construction projects using a predictive project management approach. Senior leadership within the organization is promoting the inclusion of more agile practices into the current project methodologies. The project sponsor now wants the projects to use more agile methodologies. Before mandating any agile methods to be used in a project, what should the project manager do first?

D. Assess the organizational culture and readiness for the transformation.

A. Provide agile training to those who will be part of the project team.

B. Shift all existing projects to agile methodologies with a strict timeline.

C. Pause the current projects to align them to the new agile cadence.

A local company is developing a new product and, for the first time, using a remote team for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about the project's outcomes. The remote development team is complaining that they do not clearly understand the requirements conveyed in the daily standup meetings. How should the project manager address this situation?

A. Determine the communication needs, environment, and tools to get the message across.

B. Document the risk in the risk management plan and use contingency reserves to hire a local vendor.

C. Evaluate and reassign the developing tasks to a local vendor who has worked on previous projects.

D. Review lessons learned from previous projects and organizational process assets (OPAs).

A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements. What should the project manager do?

B. Arrange for a workshop with the customer to understand the business values expected from the outcomes.

A. Refer to the configuration management knowledge base for similar projects delivered in the past.

C. Include a representative from the customer to work collaboratively with the team.

D. Acknowledge that the current team needs improvement and hire more qualified team members.

A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member's deliverables do not meet the requirements. What should the project manager do first?

B. Discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding.

A. Assemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables are submitted.

C. Schedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the deliverables.

D. Meet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.

A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes. What should the project manager do next?

C. Assess the impact of the risk with an expert and prioritize further outcomes with the client.

A. Determine the impact of the risk and prioritize outcomes that do not affect the tax module.

B. Delay developing the indirect tax module until the tax regulation comes into effect.

D. Analyze the impact of the risk and discuss with the team to determine how to separate the tax module.

An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors. What should the project manager have done to prevent this from happening?

B. Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders.

A. Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds.

C. Ensured the stakeholder who was providing additional funds remained interested in the project.

D. Ensured the project team monitored and reviewed the project risk register periodically.

A project manager entered into a contract with a vendor to build a new system. During the acceptance test stage, the project manager noticed that the system quality was not satisfactory. How should the project manager support their claim to the vendor?

A. Provide the failed test results along with the agreed-upon acceptance criteria.

B. Share unsuccessful results from previous projects with a similar scope.

C. Document in the risk log that the issues in the system were already identified.

D. Show that the acceptance criteria were changed by the vendor without approval.

A project manager agreed to a team member's request to have an alternative working schedule whereby they begin working at 12:00 p.m. each day. This arrangement has worked well for the project, but has recently been scrutinized by members from other project teams because the company's core working hours begin at 9:00 a.m. What should the project manager have done to prevent this situation?

C. Analyzed the boundaries of the negotiations for agreement

A. Broken down the situation to identify the root cause

B. Determined communication methods and channels

D. Managed and rectified the ground rule violations

The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreed-upon communications management plan. This key stakeholder, however, seldom attends the status report meetings. What should the project manager do first to address this situation?

A. Evaluate the communication needs to discover the gaps and adjust the original plan if needed.

B. Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs).

C. Review the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the stakeholder.

D. Provide evidence to the project sponsor that the project is on track and the communications have been sent.

A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints. How should the project manager handle this situation?

C. Revisit the ground rules and team communication protocols, and discuss what is happening.

A. Engage a counselor to reconcile the situation between the team members affected.

B. Control backlog assignments and reduce direct communications between team members.

D. Require team members experiencing the conflicts to take a day off from work.

The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line. What should the project manager do first?

D. Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

A. Formally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties.

B. Escalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line.

C. Lead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line.

A project manager is leading a fast-moving project with strict deadlines and minimal time to deliver each milestone. The project manager discovers that one of the remote team members, who puts a lot of effort into delivering the project, has confided in an on-site team member. The remote team member feels they are not being adequately rewarded and recognized for their job. What should the project manager do?

D. Engage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.

A. Make arrangements with the resource's functional manager to relocate the team member to another existing project.

B. Send a copy of the engagement contract to the remote team member and indicate that the team member is entitled to what is included in the contract.

C. Inform the human resource (HR) manager of this situation and ensure this news does not spread.

In a financial company, a strategic project has been planned to use a predictive approach. During project planning, the product leader requests that milestones be submitted for review. There is a defined scope and an established deadline to conclude the project. What should the project manager do first to meet the product leader's expectations?

C. Meet with the software team to review the possibility of monthly milestone reviews.

A. Change the project charter to indicate that the approach will be different.

B. Inform the product leader that they must wait until the end of the project.

D. Modify the project management plan to use an agile framework to incorporate milestones.

A project team is preparing a report for the stakeholders. The team gathers and collates a large amount of data to be included in the status report. What should the project manager do next?

A. Ensure the team follows standard operating procedures (SOP) for creating a stakeholder report.

B. Instruct the team to make only a graphical representation of all the data for the report.

C. Instruct the team to conduct a meeting with the stakeholders before finalizing the report.

D. Instruct the team to analyze and interpret the data before including it in the report.

A project manager received a request to add features and functions to the project after the scope had already been established. What should the project manager do?

D. Follow the change management process.

A. Follow the requirements management process.

B. Follow the stakeholder engagement process.

C. Follow the risk management process.

A project manager has expertise in the technical domain. The project manager frequently demonstrates unacceptable behavior toward other team members; however, when confronted, the project manager denies this behavior. What is the reason for the project manager's behavior?

D. The project manager is in the wrong project role.

A. The project manager lacks necessary empathy.

B. The project manager lacks emotional intelligence (EI).

C. The project manager was not properly trained.

A project team member, who is inexperienced in system development work is not performing well. Currently, there are no other staff members available who are qualified to complete the work. What should the project manager do?

A. Assess the team member's development requirements and arrange for the team member to receive training.

B. Seek approval from the project sponsor to use some of the project budget reserve to hire a new resource.

C. Work with the functional manager to determine an incentive for the team member to complete the project.

D. Request a substitute for the team member with a new resource who is more skilled in system development work.

A newly commissioned project has had trouble recruiting team members because the turnover rate is high. The human resource (HR) manager has conducted several exit interviews. Many team members have expressed that the project manager has inadequate relationship management competencies. The project manager explains that the exiting team members were lazy. What should the project manager do to prevent this high turnover rate from continuing?

C. Develop relationship skills as a leader and also develop the teams' emotional intelligence skills.

A. Avoid micromanaging the team, enforce stricter rules, and monitor employees.

B. Explain to the recruiting manager that a project is temporary in nature, making it different than an operational environment.

D. Be more involved in the team member recruitment process to ensure qualified team members are chosen.

An enthusiastic, newly hired vice-president has been assigned as the product owner for a digital transformation project. The project manager advises the product owner that some of the functional requirements are not aligned with the chief information technology officer's (CTO) strategy. The product owner tells the project manager that the CTO is not part of the project and should not be engaged at this moment. What should the project manager do?

B. Influence the product owner to review the engagement needed from other stakeholders.

A. Advise the CTO about the possible impacts caused by the project.

C. Continue building the backlog since they are functional requirements.

D. Review the organizational process assets (OPAs) for historical information from similar projects.

A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager. What should the project manager recommend that the CEO do first?

C. Create a framework to support project success.

A. Create a framework to justify project execution.

B. Utilize an agile approach for all upcoming projects.

D. Utilize a predictive approach for all upcoming projects.

A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two.)

D. Organize and assign team members to tasks where they have strengths.

A. Encourage team members to cross-check decisions with the project manager.

B. Vet all of the decisions before execution.

C. Allow team members to make limited decisions.

E. Support team members to make decisions in their areas of strength.

A project team was hired to perform on-site duties, but there were unexpected circumstances that required the entire team to work remotely. Some team members returned to their hometowns, and they are now requesting reimbursement for operational expenditures. What should the project manager do?

D. Follow the Perform Integrated Change Control process and submit a change request.

A. Review the budget and allocate funds for the reimbursements.

B. Update the project management plan with the incurred costs.

C. Ask the team members to draft a justification before processing the reimbursements.

An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time. What should the project manager do to address the problem?

A. Assess the situation to understand how the organization's culture impacts the decision-making process, and coach the team toward a new model.

B. Adopt an autocratic leadership style and dictate all decisions in order to speed up the team's velocity.

C. Invite senior leadership to a team-building workshop and restate the importance of accountability and leadership under the new company direction.

D. Define clear guidelines on how decisions should be made under the new organizational policy and reinforce them with the team on every occasion.

A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as chats, task trackers, and so forth. They prefer email, telephone calls, and face-to-face meetings. How should the project manager approach this situation?

B. Align and agree with the stakeholder on the communication approach.

A. Use regular screen-sharing sessions to show the progress to the stakeholder.

C. Ask the manager to use virtual communication tools and online dashboards.

D. Create a digital dashboard to meet the manager's information needs.

A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this team member could add value to the project. What should the project manager do to get the most value from this team member?

C. Advise the team member to focus on the current project and consider the past conflicts as lessons learned.

A. Advise the team member not to share personal information from past projects with the entire team.

B. Consult with the project sponsor to find out if it is allowed to share personal information with the entire team.

D. Consult with human resources (HR) and check company policies on what is allowed to advise the team member.

PMP200-300

Authored by Đạt Tiến

Professional Development

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MULTIPLE CHOICE QUESTION

3 mins • 1 pt

Several components of an expensive manufacturing project have been returned by the customer. The customer is complaining that the quality of the components is poor and is concerned that, as a result, their products will be returned due to quality issues. The project manager is certain that quality has been maintained. How should the project manager communicate with the customer to help assure them that the project has produced quality products?

A. Show the customer the tolerance and control limits.

B. Show the customer sample results from the current batch.

C. Show the customer a sample history of quality.

D. Show the customer the quality control measurements.

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

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?

A. Identify and remove impediments and mitigate the risks.

B. Ensure the product owner reviews requirements with the team.

C. Include acceptance criteria in the definition of done (DoD).

D. Review the quality control processes and procedures.

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A company changed the product owner on an existing project. The new product owner has less knowledge of the product than everybody else on the team. Due to the product owner's lack of knowledge, the team does not consider the opinions of the product owner seriously and mostly relies on the project manager's opinion. What should the project manager do?

A. Work with the project management office (PMO) manager to generate an onboarding plan for the new product owner.

B. Schedule time to share insights with the new product owner about the product and project information.

C. Assume the role of the product owner while the product owner gets familiar with the product.

D. Organize a team-building activity and ask the team to respect the opinions of the new product owner.

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A mid-size capital project has shared resources from the company's contract department. During the execution phase, the project team observed a delay in contracting. After communicating with the contract department, the project manager found the contract team is prioritizing other contracting jobs because they are not part of the project team. What should the project manager do first in this situation?

A. Report the issue to higher management and seek their direct involvement to complete the job from the contract department.

B. Arrange a meeting with the contract department to build trust and commitment by recognizing their critical support to the project.

C. Arrange several meetings with the contract department and ask them to contract the project as it is critical for project success.

D. Communicate with the contract manager to commit a budget for the resources required for project execution.

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers. What should the project manager do?

A. Request an additional resource to assist in solving all of the impediments listed by the team.

B. Determine and agree when a situation becomes an impediment to be solved by the scrum master.

C. Request the team review and prioritize the open impediments to resolve all of them as soon as possible.

D. Push back, explaining that a self-organized team should address all of the problems to get the work done.

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements. The project manager is concerned about scope creep. Which action should the project manager take to control the scope?

A. Ensure that all key stakeholders agree to the project deliverables and there will be no need for changes.

B. Accept only those changes to requirements that provide additional value to the project.

C. Reject all changes that will increase the budget or increase the time line of the project.

D. Accept only those changes that are approved by the change control board (CCB) prior to being implemented.

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

During a kick-off meeting, the project manager notices that one of the stakeholders responsible for providing key information to the team has a low level of participation. This stakeholder believes that there will be no benefit from implementing the project. The project manager realizes that this could be a high risk for the project. Which action should the project manager take?

A. Facilitate a supportive level of engagement for this stakeholder.

B. Ask the project sponsor for advice as it might be possible to work with another stakeholder.

C. Perform a qualitative risk analysis using a probability and impact matrix.

D. Ensure the key information is accurate and monitor the situation as the project progresses.

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