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, con icts, and confusion, resulting in low morale.
What should the project manager do to handle this situation?

A. Coach the team members on agile processes and knowledge.

B. Perform team-building activities and enhance collaboration.

C. Identify the team members who are impacting low morale.

D. Give team members more authority to make decisions.

A large matrix organization is adopting a new communications approach. This is necessary because their projects often require the resourcing of expert knowledge in the form of specialists from various departments and divisions.
What should the project manager do to set up effective communications?

A. Focus on the recipients’ needs and not the information itself.

B. Use the highest possible technical language and avoid using metaphors.

C. Ensure that messages sent to the recipients are delivered.

D. Plan on transmitting the information in an easily understandable manner.

A project manager is assigned to an agile project that has an aggressive time line and a fixed budget. Currently, the majority of the items are in the backlog and only a few are in process or completed.
What should the project manager do?

A. Work on the backlog activities with fewer story points.

B. Ask for more resources to clear the backlog activities.

C. Prioritize which backlog activities should be kept.

D. Assign an owner for each backlog activity and track progress

A project has met the agreed-upon product requirements and is closing. There is time remaining in the schedule and excess budget. The resources are not yet scheduled to move to other projects. Several product champions want to continue adding functionality to the product.
What should the project manager do?

A. Use the remaining time and resources to add additional scope to the project without spending the project budget.

B. Ensure product quality by spending the remaining resources and time on additional quality checks for the product.

C. Acknowledge the project closure criteria has been met and release the remaining budget and resources.

D. Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.

A controller proposed a budget reduction for projects because the majority of implemented solutions resulted in little returns on investment (ROI) or operational improvements. The project manager objected and presented project assets showing all solutions having been demonstrated, accepted, and delivered within the relevant framework constraints. The project manager suggested that the issues may stem from the project evaluation and selection processes.
What was the project manager demonstrating?

A. Multiple stages of development that members may go through toward working formations

B. Cause-and-effect identification in root cause analysis toward achieving project value

C. Strategic negotiation techniques in determining budget priorities in future sessions

D. Risk management in addressing impediments, obstacles, and blockers to project success B

A project manager is working on a unique project that is dissimilar to the project nature of the organization. The project manager is tailoring the artifacts for this new project.
Who should determine which artifacts should be used in the project?

A. The project stakeholders should meet and determine the project artifacts to be used by the project manager and the project management team.

B. The project manager and project management team should use the standard project artifacts from the database.

C. The project sponsor should select the project artifacts that the project manager and project management team should use in the project.

D. The project manager and the project management team should select the appropriate artifacts for use in the specific project.

An organization is using a hybrid delivery approach for a complex project. In the iteration review, a subject matter expert (SME) informed the team that new legislation will be published in a few months.
What should the project manager do?

A. Ask the SME to provide details after the retrospective.

B. Discuss the change in the next sprint planning.

C. Discuss the change in the next release planning.

D. Ask the SME to provide details in the next daily standup.

A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework.
How should the senior project manager respond?

A. Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.

B. Monitor resource allocation to ensure that team members work 8 hours per day.

C. Assign project tasks to the team regardless of their skills to accomplish the project schedule.

D. Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.

A project manager is leading a hybrid project that is building an app for a travel industry startup. Due to unforeseen events, the features and the overall solution will not be useable by many customers due to new travel restrictions.
What should the project manager do first?

A. Release the team and help them achieve their potential on a new project.

B. Pause the project if business value cannot be reached and collect lessons learned.

C. Assess the environmental changes and recommend a pivot for the project.

D. Ask the organization’s management for advice regarding the project’s direction.

A project manager and protect team are developing a strategic approach to engage the internal and external stakeholders.
Which approach should be followed?

A. Analyze both internal and external stakeholders and develop a customized engagement strategy for each stakeholder

B. Schedule status meetings with all stakeholders to allow their participation in all project discussions and reports

C. Classify all high-risk stakeholders and request that the protect sponsor communicate directly with them

D. Involve only the internal stakeholders as the external stakeholders should not have access to con dential information B

Halfway through project execution, stakeholders ask for equipment that was expected to be procured. The project manager explains that the equipment was purchased, but differs from what the stakeholders are currently asking for. This is because the initial requirements were changed during a previous meeting.
What should the project manager have done to avoid this situation?

A. Ensured project requirements were validated and communicated with the procurement team

B. Ensured changing stakeholder needs and requests were properly monitored

C. Ensured procurement contracts were able be canceled when situations like this arise

D. Ensured that communications were sent to all stakeholders when requirements change D

An organization is using a hybrid delivery approach for a business project. The product owner, the person who was also managing the project, was promoted to a more senior role. A new project lead has joined the project.
Which artifact should the project lead use to ensure that the project benefits have been identified?

A. Statement of work (SOW)

B. Business case

C. Product backlog

D. Solution architecture

A project manager is working with the team to deliver a project in a company that uses different delivery methods. The project manager is concerned about the communication channels currently suggested by the project management office (PMO) because some information is taking too much time to reach the team members, causing negative consequences for delivery.
How should the project manager avoid this situation in the future?

A. Agree with the project team on a suitable collaboration and make sure information is shared at all times.

B. Use the same methods until the end of the current delivery and suggest new ones during the retrospective.

C. Refer to the policies and frameworks used at the company enterprise level and inform the project team members.

D. Tell the sponsor that the project manager will use their own communication model to ensure on-time delivery.

An agile team has released the second version of its product, but the feedback is that the software has many bugs that compromise the user experience.
What should the project manager do?

A. Hire an external consultancy rm to focus on testing and quality control to avoid the issue in the future

B. Propose an internal program that offers incentives for the team members who find and x bugs

C. Closely evaluate the skill set of the team, looking for technical gaps that need to be led in order to improve quality

D. Facilitate the next retrospective meeting, focusing the team on analyzing root causes and proposing solutions

A project manager is in the middle or handling a major upgrade to an existing product. The project manager learns that the resources initially promised as part or the project are being moved to another priority project.
What should the project manager do?

A. Perform an impact analysis to see the effect on the project

B. Examine ways of modifying the scope of the project.

C. Adopt a resource leveling procedure to level the resources

D. Retrieve the documentation that shows the resource allocation

A project manager is closing a project and preparing to hand it over to the operations team. During handover, a delayed invoice was submitted with a higher-than- planned cost against the project work. Consequently, project handover was delayed and the project's reported completion costs were increased.
What should the project manager have done to avoid this situation?

A. Noti ed all vendors about the invoicing and nonpayment deadlines

B. Reviewed the total committed cost against the cost invoiced at project closing

C. Involved the finance team and discussed the issue with the vendor

D. Captured and reviewed all of the project work and related costs regularly

During the execution of a project, the finance team identified that they were not involved in building the business case for the project and will not approve the estimated return on investment (ROI).
What should the project manager do?

A. Revisit the communications management plan and make necessary adjustments.

B. Revisit the scope management plan and note this as a risk.

C. Continue developing based on the project management plan and address the issue post delivery.

D. Schedule a meeting with the product owner and finance team to agree on course corrections.

A product owner is trying to understand how many of the user stones have been completed within a 2-week sprint. How should the project manager approach this situation?

A. Use retrospectives to deliver the nished products.

B. Invite the product owner to regular standup meetings.

C. Have a face-to-face conversation with the product owner.

D. Share the burndown chart with the product owner.

Midway through the execution of an agile protect there is a shift in the strategic objectives at the organization level to promote digital transformation.
What should the project manager do next?

A. Schedule a meeting with the team to assess the impact of the change

B. Escalate to the product owner and cancel the upcoming iterations

C. Prepare a user story to handle the change and assign it to the next iteration

D. Update the risk-prioritized backlog with the strategic change

A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis. The team member responds that they do not have the knowledge to perform such an analysis.
What should the project manager do?

A. Help the team member to perform the quantitative risk analysis through coaching, mentoring, and training

B. Escalate the issue to the functional manager

C. Perform the quantitative risk analysis for the team member

D. Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team

A large multi-year project requires highly skilled staff for successful deployment. The management team and the project sponsor have analyzed the resource requirements and agreed to have permanent staff hired for the project to avoid potential budget overrun. However, there is a risk of staff turnover during the course of the project, which may have an impact on the delivery. Which two actions should the project manager take to mitigate this risk? (Choose two.)

A. Meet with management to discuss dividing the project into smaller projects.

B. Convince senior management to hire third-party staff.

C. Enhance the competencies of the project team through training, mentoring, and coaching.

D. Increase the trained staff to create back-up for resources.

E. Introduce a recognition program to motivate and reward resource performance.

After 35 years of service, a company's CEO has retired. The new CEO is planning to digitally transform the company and has assigned a new project manager to assist in this endeavor. The initial backlog has been created and agreed upon, and the team members have been assigned.
What should the project manager do before the project kick-off meeting?

A. Perform integration management activities to consolidate the plans.

B. Compare the team’s expertise against the project requirements.

C. Conduct a backlog re nement and identify the key activity to start with.

D. Review the project’s environment to understand the organizational culture.

An agile project is running its second iteration out of six. A marketing director, who is a key stakeholder, contacts the project lead for a high-level report of the project.
What should the project lead do?

A. Ask the product owner to develop the new report based on the iteration information.

B. Develop the requested report based on the iteration information.

C. Explain to the stakeholder that the key indicators are by iteration.

D. Tell the stakeholder that a new report will be produced at the end of the iteration.

DRAG DROP
A new project manager for an agile project is reviewing, with an established team, some of the roles to avoid confusion on what to expect. Drag the description on the left to the appropriate role on the right.

A project manager collects various pieces of information and consolidates metnics in an agile project. The project manager finds that there is slack in the team in terms of productivity. The number of items sent to development per person has decreased by 10%, and the project manager used a root cause analysis (RCA) and discovered the reason is a lack of knowledge in one of the frameworks used for modeling.
What should the project manager do next?

A. Add new members for the underperforming team

B. Seek an external expert to review the framework

C. Arrange for external training amid the tight project schedules

D. Foster knowledge sharing and coaching among team members

A team has been working for some time on a project with incremental deliveries. The project manager noticed that one of the team members is less engaged in team meetings, yet delivers promptly. While discussing the source of demotivation, the team member informed the project manager that this is due to a feeling of lack of skills in dealing with new tasks.
How should the project manager address the issue?

A. Replace the team member with a resource from another team who already has the requisite training and skills needed.

B. Review which tasks the team member would feel more motivated to work on, then assign those tasks to the team member.

C. Discuss growth and development needs with the team member and provide learning opportunities accordingly.

D. Create a self-paced learning plan with the team member during working hours, with checkpoints on learning progress.

In a project progress review meeting, the end user raises concern about the quality of the construction of the project. What should the project manager do next?

A. Request a special technical meeting.

B. Refer to the requirements document.

C. Review the risk management plan.

D. Review all implementation checklists.

As part of project execution, a contractor proposed and conducted site acceptance tests and pre-implementation technical training. However, during the implementation phase, the project manager notes a clear gap in the project team's competence in following the implementation of the technical requirements.
What should the project manager have done to avoid this situation?

A. Ensured the training conducted by the contractor used standard methods

B. Reviewed the proposed training with the contractor

C. Performed a proper training needs assessment

D. Prepared proper training outcome measurements

A project lead is working on an agile project to build the team's vision, including the decision-making process. It was decided that the team will vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team makes a decision that the project lead strongly disagrees with.
How should the project lead proceed?

A. Refuse to let the team proceed with the work based on their decision.

B. Take the technical team lead aside and try to persuade them to change their vote.

C. Note the reasons for the disagreement and let the team proceed.

D. Set up a meeting with the project champion and ask them to intervene.

DRAG DROP -
A hospital is running a project for one of their internal critical systems to manage billing, patient data, and record management along with consultation reports and input from physicians. The project manager now needs to categorize the identified risks.
Drag each risk type on the left to its correct example on the right.
Select and Place:

A medium-sized company has been exploring new marketing tactics with regard to launching a new product. New product creation is no small task. In the end, it was too big of an expenditure for the company to undertake. What should the project manager do in the future when working on new product projects?

A. Make use of kanban boards so all stakeholders have a clear view of the project and provide their help accordingly

B. Train the team to first find the minimum viable product (MVP) that will deliver value to the customer

C. Increase the contingency reserve and prepare the team for applying fast-failing techniques when the estimates veer from the initial plan

D. Adopt a chain management approach, developing products based on the same platform and infrastructure B

A new project team has formed, and the project manager notices that some of the team members do not feel comfortable being part of the project team. As a result, members of the team are working individually and not as a team.
What should the project manager do to resolve this?

A. Facilitate a team building meeting to help this issue.

B. Allow the team members to remain in their former individual roles.

C. Directly guide the team members on how to perform their tasks.

D. Wait until some iterations are completed to intervene.

A project manager is tracking a project, but a key stakeholder will not accept the project's key performance indicator (KPI) results.
Which tool or technique should the project manager use?

A. Change control tools

B. Expert judgment

C. Autocratic decision making

D. Context diagram

A company is looking to adopt a new software solution to align business processes across multiple business units using a technology that was never used in the organization. What should the project manager focus on?

A. New system and the likelihood of technical debt

B. specific requirements for important departments

C. Out-of-scope requirements across the organization

D. Con icting priorities and business requirements

A project manager is leading an electrical project that spans five towns. The project manager is informed by the team that one of the towns is not allowing the team to work there even though the town was included in stakeholder engagements before the start of the project.
What should the project manager do?

A. Engage with the town’s authorities to discuss the reason for the change in commitment and agree on a solution.

B. Instruct the team to move to the next town and continue the project to avoid further delays.

C. Change the project scope and seek approval to exclude this town from the overall project.

D. Retrieve all minutes of stakeholder engagements and send to the town as a reminder of their commitment to the project.

A bank has initiated a project to replace an existing core system with a new one. The system will be launched in several stages after the completion of each project deliverable that must be approved by the key stakeholders.
What should the project manager do first?

A. Engage experienced key stakeholders in the implementation of the project.

B. Review the test and inspection plan with the key stakeholders.

C. Agree on quality standards with the key stakeholders.

D. Develop a requirements traceability matrix.

A project manager has been selected to deliver one of an organization's key agship solutions. Critical success factors include agility, market adaptation, and a quick response to market offerings.
What is one of the key activities that the project manager should undertake to ensure company success?

A. Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome.

B. Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.

C. Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.

D. Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.

A new resource has joined an iterative project team. The project manager notices that the resource is unable to complete the deliverables on time.
How should the project manager address this situation?

A. Discuss options to improve performance with the resource manager.

B. Provide performance feedback as part of the retrospective ceremony.

C. Address the lack of performance by coaching the new team member.

D. Request a more efficient replacement resource from the project sponsor.

A company starts implementing Scrum. About halfway through the first sprint, communication issues develop. Some project team members are not in sync with other team members.
What is the cause for this communication gap?

A. The project sprint board has not been updated

B. Daily standup meetings were not held or enforced

C. The project status dashboard has not been updated

D. The communications management plan has not been developed

Close to the end of a project, a customer claims that some deliverables have not been met and starts initiating change requests.
What should the project manager do next?

A. Refer to the requirements traceability matrix.

B. Escalate the change request to the project sponsor.

C. Revise the project scope baseline.

D. Review the approved project charter.

The project velocity has recently slipped, and a decision was made to skip testing to increase the momentum and bong the project back on track. What will the project manager need to focus on as a result of this decision?

A. Increased bum rate

B. Increased cost

C. Increased technical debt

D. Decreased efficiency

How can agile measurements improve upon predictive measurements in cases where the final 10% of a project takes longer than planned?

A. By focusing on the delivery of incremental working products to the customer

B. By conducting daily standups to more accurately track project deliverables

C. By reviewing burnup charts to determine the effort required against estimated earned value

D. By scheduling iterative meetings with the product owner to improve project tracking

A company is about to start a complex research project. Due to the level of uncertainty, the project manager recommends the use of a hybrid approach; however, the organization only has experience with predictive projects. How can the project manager strategize the use of a hybrid approach to the organization?

A. Submit a notification to the project team confirming they will be using a hybrid approach on the project.

B. Send a letter to the project management office (PMO) requesting to use a hybrid approach.

C. Create a project change request to execute the project using a hybrid approach.

D. Present the benefits of a hybrid approach to key stakeholders to get their support.

A multiyear resource constraint project is midway through the execution phase. During a progress update meeting, it has been determined that there might be a schedule delay to deliver the project. The project manager has observed that all of the team members are working hard and lots of deliverables have already been completed.
What should the project manager do immediately about this situation?

A. Register the schedule risk and present the new resources requirement to the change management board for schedule recovery.

B. Prepare a monthly report by highlighting the completed deliverables and communicate the delay to management.

C. Ask the project planner to identify the critical path and respective delayed activities, and then investigate the reasons for the delay.

D. Ask the scheduler to update the schedule with the percent of work in progress (WIP) and communicate the results to the team.

A project manager is assigned to work on a complex and innovative project. The technology being used and developed is new and complicated, and most of the stakeholders are unfamiliar with it.
Which approach should the project manager use as a servant leader?

A. Escalate the issue with upper management to find a novel solution for this situation.

B. Contact the project sponsor to get those stakeholders removed from the project.

C. Allocate resources to provide training about the new technology to the stakeholders.

D. Ask stakeholders to find and self-fund education about this new technology.

A project team is conducting sprint planning. At the end of the sprint, the product increment must be deployed on a customer's site. The product owner received an email from the account manager that the customer may not be ready to install the new version of the product.
What should the project manager do?

A. Ask the sales team to inform the customer.

B. Contact the customer’s project manager.

C. Ask the product owner to inform the customer.

D. Contact the customer’s technical lead.

A project manager is managing a mobile application development project when one of the experienced team members starts missing deadlines.
The delays will impact project implementation.
What should the project manager do next?

A. Assign an additional resource to help the team member with the tasks

B. Ask the team member’s functional manager if there are any known issues

C. Convene a team meeting to encourage and motivate the entire team

D. Meet with the team member to understand their concerns and/or issues

A project sponsor has requested a trend analysis of all risks that the project has monitored over the past 12 months. What should the agile project manager do?

A. Extract this from the project risk register tracking tool and issues log

B. Refer the sponsor to the contract document

C. Organize a stakeholder meeting to brainstorm on general project risks

D. Share the annual report with the sponsor

In a standup meeting, a team member has been providing the same update for five consecutive days. The task, which is on the critical path, is now at risk for delaying the schedule.
What should the project manager do?

A. Keep the project sponsor informed about the delay.

B. Reassign the task to another member of the team.

C. Support the team member by providing one more resource to complete the task immediately.

D. Ask the team member if there is an impediment, and help to remove the blockers.

A project team is having difficulties understanding technical details regarding requirements. The information was not initially provided by the customer, but the information is critical in the current iteration for clari cation on how tasks need to be accomplished.
How should the project manager approach this situation?

A. Request that the customer reviews and clari es feature definitions for the current sprint

B. Send a burndown chart of the current sprint to the customer and seek clari cations.

C. Educate the customer and have them participate in daily standup meetings.

D. Schedule weekly meetings and product reviews with the customer to clarify requirements A