PMP200-300

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.

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.

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.

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.

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.

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.

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.

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?

• A. Reserve story points for the next iteration if needed.
• B. Review the project information.
• 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?

• A. Assign a team member to manage project artifacts.
• B. Audit the effectiveness of the management of 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?

• 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.
• C. Discuss the request with the consultant and set up time with the business analyst and consultant to discuss the project requirements.
• D. Urge the business analyst to continue contacting the consultant to discuss the project since this is the responsibility of the business analyst.