Draft 1

The project team is ready to start working on the next sprint, but they are unclear about which features to prioritize. The product backlog contains many features, but they are not organized by importance. What should the project manager do?

• Ask the team to choose which features to work on.

• Work with the product owner to prioritize the features in the product backlog.

• Randomly select features from the backlog for the sprint.

• Delay the sprint until the backlog is organized by the project manager.

A project team is conducting sprint planning. Based on the estimated effort, only 95% of the items included in the sprint may be delivered. The product owner asks the project manager for advice on how to prioritize the backlog items. What should be used to prioritize the backlog items?

• Risk to delivery

• Technical complexity

• Estimation accuracy

• Business value

A project manager is overseeing an agile project and needs to communicate the progress to both the team and stakeholders. The project has completed several sprints, but the team and stakeholders are unsure of the current progress towards the release goal. What should the project manager do to ensure progress is visible to everyone?

• Send weekly emails to the stakeholders with detailed written reports.

• Use a burndown chart and place it in a visible area to track and show project progress.

• Schedule daily meetings to update everyone verbally about the project's progress.

• Create individual progress reports for each stakeholder based on their needs.

The project manager notices that the team is working on too many tasks at once, causing delays and inefficiency. What should the project manager do?

• Implement a Kanban board to visualize work in progress and set limits on the number of tasks being worked on simultaneously.

• Allow the team to continue multitasking and finish all tasks at once.

• Prioritize the tasks and assign them in batches to team members.

• Focus on completing high-priority tasks first, without using any visual tool.

The project manager wants to ensure that the team and stakeholders can easily see the project’s progress without frequent meetings. What should the project manager do?

• Set up a large visible chart, like a burndown or burnup chart, to show progress.

• Send daily progress reports via email.

• Provide verbal updates during team meetings.

• Only provide progress updates at project milestones.

A key stakeholder has become disengaged, expressing frustration with the project’s progress. The project manager notices this is affecting team morale. What should the project manager do?

• Ignore the stakeholder’s concerns and focus on the project plan.

• Use emotional intelligence to understand the stakeholder’s concerns and address them constructively.

• Escalate the issue to senior management.

• Reassign the stakeholder to a different project.

After delivering a key feature, the project manager wants to verify whether it meets the agreed-upon scope and quality standards. What should the project manager do?

• Have internal team members check the deliverable for quality.

• Involve the customer in reviewing the deliverable to ensure it meets their expectations.

• Check the deliverable during the final project review.

• Skip the review and assume the deliverable meets the requirements.

At the project kickoff meeting, the project manager wants to ensure that all team members and stakeholders know what constitutes success and failure for the project. What should the project manager do?

• Define the success and failure criteria clearly and communicate them to all involved.

• Focus solely on meeting the project timeline and budget.

• Wait until the project closes to discuss success and failure.

• Focus only on achieving technical requirements.

After completing a project milestone, the project manager wants to ensure that any issues or successes from this phase are captured for future use. What should the project manager do?

• Move on to the next phase to avoid delays.

• Conduct a retrospective with the team to review how the work was completed and gather feedback for improvement.

• Conduct one retrospective at the end of the project.

• Only discuss technical issues during the review.