PMP301-400

The team lead on a project has left the organization and management wants to promote engineer A to this position. The project manager is confident that selecting engineer A will add problems to the project and believes that engineer B would better fit this role. The project manager discussed all of the arguments with management but their decision remains unchanged. What should the project manager do?

• A. Promote engineer B instead since the project manager has the authority to make this decision.
• B. Help engineer A to become familiar with this new role and ensure engineer B stays motivated.
• C. Coach engineer B to be prepared to perform this role if and when engineer A fails.
• D. Request management approval that engineer B will be promoted if engineer A fails in this role.

A project manager has been assigned to a new project that will be delivered using an agile framework. The sponsor is asking for a cost estimation to build the business case. What should the project manager do?

• A. Ensure the client representative is involved in the estimation.
• B. Ensure that a 20% contingency is included in the estimation.
• C. Review the completion costs of similar projects.
• D. Review the lessons learned from similar projects.

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?

• A. Developed benchmarking
• B. Assessed feasibility and impacts
• C. Detailed the project charter
• D. Analyzed stakeholders

The project manager just started leading a project team from which the previous project manager resigned. After a quick evaluation of the project, it is apparent that team morale is low due to continuous disagreement about how to complete tasks. Tasks are taking longer than forecasted and the project is off schedule. What should the project manager do?

• A. Conduct a meeting with the project team to discuss and address the sources of disagreement.
• B. Crash the project timeline to ensure the project is back on schedule.
• C. Inform the stakeholders that the project will be delayed due to previous team management.
• D. Issue a change request to extend the project schedule based on identified delays.

The deliverables of a project have been completed. However, the stakeholders did not approve the deliverables, because they did not cover the needs of the business. Which actions should the project manager have taken to avoid this situation?

• A. Defined the project management plan and ensured it met the project objectives and business needs.
• B. Ensured that the stakeholders participated in the daily meetings to confirm that the project was developing correctly.
• C. Provided and explained the sprint backlog at the beginning of the project to the stakeholders and project team.
• D. Requested that the team change the frequency of the deliverables in the development phase to obtain earlier feedback.

Companies A and B are codeveloping a cutting-edge technology product. Based on customer feedback, the marketing department urgently requests a new feature in 2 weeks. Company A's front end is ready, but company B requires 4 weeks to deliver the complete back end and is busy with the current release. What should the project manager do to obtain agreement from both companies and acceptance from marketing?

• A. Plan the delivery of a minimum viable feature in 2 weeks to enable early showcasing of business value.
• B. Stop the current release work for 4 weeks in order to work and deliver the new feature completely.
• C. Create a special release 4 weeks after the current release to deliver the new feature in its entirety.
• D. Add the new feature to the list for the next release and continue working on the current release.

A project manager has been assigned to deliver a challenging project on time and within budget. The project manager needs to empower the team members by removing organizational impediments and facilitating collaboration. What should the project manager do to lead the project?

• A. Use a servant leader approach.
• B. Act as the project owner.
• C. Perform the project sponsor activities.
• D. Assume the functional manager role.

Some of the team members who are working on a new software tool are in a public space, arguing over a new feature being coded instead of completing the coding. How should the project manager handle this situation and get the team to complete the task?

• A. Contact the human resources (HR) department to tell them there is an argument in a public space and that they need to intervene immediately.
• B. Engage in the conversation in the public space by telling them the expectations of the feature and advise them to return to their workspace.
• C. Listen to the argument from a nearby location to understand the situation, then offer insight into the features when the team is calm.
• D. Bring the team members to the meeting room to discuss the new feature and to reach a common understanding of the necessary coding.

A project manager is managing a government project that targets the development of small businesses in remote towns. The project team is having difficulty conducting entrepreneurship training in some of the targeted towns because the local municipal governments will not authorize the training. As a result of the delay, project implementation is at risk. What is a probable reason for this?

• A. The project should have constructed training centers in the remote towns.
• B. The project did not identify and engage the correct stakeholders.
• C. The project did not fully engage the project sponsor.
• D. The project should have representatives in all the remote towns.

A project is in progress with a team that is new to agile approaches. After the first sprint review, the team performance begins slipping, and the conclusion is that there is not an adequate flow of work for the team. What should the project manager do?

• A. Provide the product owner with training.
• B. Submit a change request to rebaseline the project.
• C. Change the project approach to hybrid.
• D. Discuss the issue with the stakeholders.