While creating the work breakdown structure (WBS) with the team, the project manager highlights that the customer requested a proof of concept and will only continue the project based on the results of the proof of concept. A key team member insists that since this customer has a history of requesting proof of concepts and continuing with the projects, the team needs to plan for the whole project, not just the proof of concept.
What should the project manager do?

A. Instruct the team member to continue with the current work.

B. Evaluate the scope of work as described in the project charter.

C. Implement the 100% rule for creating the WBS.

D. Validate with the team member, and create a WBS for the entire project.

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 has been reporting a declining schedule performance index (SPI) for the past four reviews. No corrective action is under development, and the project team does not seem concerned.
What should the project manager do first to address the SPI trend?

A. Notify the project stakeholders that the scope needs to be reduced in order to hold the costs within budget.

B. Engage with the project team to create a plan that will deliver benefits on a defined and incremental basis.

C. Contact the project sponsor to let them know you require more resources to meet the schedule.

D. Meet with the project scheduler to rebaseline the project using a more realistic schedule.

In the beginning of project execution, the project manager finds out that a key resource will be unavailable for two weeks, which could cause a delay to the schedule.
What should the project manager do first?

A. Assign the tasks to another resource, and ask the resource to work double shifts

B. Update the schedule to re ect the project’s changes in duration

C. Ask human resources (HR) for a replacement, and update the risk register

D. Update the resource management plan and resource allocation chart accordingly

A project manager is struggling to gure out the performance of the project teams in an agile environment. For the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points.
Which team is performing better?

A. Team A as they have calculated fewer story points than team B

B. Team B as they have calculated more story points than team A

C. The team that completes the most stones selected from the sprint backlog

D. The team with the least amount of defects in their deliverables

In a hybrid project, the customer has issued a contract that speci es the deliverables for each quarter. The customer wants to show their stakeholders a tangible outcome in the first quarter and wants to move the second milestone to the first quarter. The project manager explains to the customer that it is not feasible unless the requirements for the second milestone are changed.
Which two actions should the project manager take? (Choose two.)

A. Ask the customer for their priorities regarding the requirements for the second milestone.

B. Escalate the issue to upper management to resolve the problem, and suggest a plan.

C. Convince the customer to leave the second milestone in place and not change it.

D. Tell the customer that moving the milestone has a very high impact on the cost of the project.

E. Go back to the development team and discuss which second milestone requirements can be performed in the first quarter.

After a project has been approved, a key stakeholder tells the project manager that the current project management strategy is not well defined. The project manager is also informed that the key stakeholder does not want to hold a working session.
What should the project manager do first?

A. Share the project documents and invite the key stakeholder to discuss any concerns.

B. Invite the key stakeholder to the project’s change control board (CCB) to discuss adjustment of the project strategy.

C. Ask the project sponsor to exert authority on the key stakeholder in order to maintain the approved timeline.

D. Proceed with a working session for teams that do not belong to that key stakeholder.

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.

Having managed a similar project while working with previous stakeholders, a project team decided to use the same report format they used in the earlier project. However, stakeholders new to the project are not fully comprehending the status of the project based on the reports that are being circulated.
How should the project manager address this concern moving forward?

A. Add the issue to the issue log and determine the corrective action.

B. Create a shbone diagram to determine the root cause for the misunderstanding.

C. Employ Monitor Communications techniques, which may eventually trigger changes to the communications management plan.

D. Share the communications management plan and remind all stakeholders of the agreed-upon reporting templates.

A project manager is responsible for building a bridge. The high-level elements of the project are handled using a predictive approach. The software responsible for retracting the bridge has been developed based on agile principles. During software development, the work flow is often interrupted by various delays or impediments due to lack of information.
How should the project manager handle this situation?

A. Increase retrospectives to deliver results fast.

B. Make work visible using Kanban boards.

C. Incorporate small batches of work into the project.

D. Apply lean manufacturing to limit the team’s work.

A project team has been formed, and the tasks have been assigned to each team member. All team members have agreed to follow a hybrid project approach.
What should the project manager do to ensure the team performs as an organized unit?

A. Call a team meeting to discuss team members’ strengths and weaknesses.

B. Advise the team to adjust their work habits and behaviors to allow for better con ict resolution.

C. Establish rules and regulations for team members with consequences if the goals are not reached.

D. Establish team behavior and develop an understanding of how to work together.

A team has different ideas on how to address a feature of a product under construction and; although the sprint began two days ago, they have still not reached a consensus.
What should the project manager do?

A. Ask the product owner, who is the key stakeholder, to choose among the different ideas

B. Propose ideas to the group, ask everyone to vote, and then choose the most popular idea

C. Schedule a session to give everyone the chance to express their opinions about each idea, then vote and decide

D. Offer an opinion about the pros and cons of each idea and try to reach a consensus in a facilitated meeting C

A company initiated a departmental transformation project improving the processes for the organization using a predictive approach. This is a critical project for the organization and, in the middle of the project, the project manager noticed that one of the deliverables cannot be produced due to a missing technical skill.
What should the project manager have done to avoid this?

A. Asked the sponsor to identify all required skills during the planning of the project

B. identified all required skills after the kick-off of the project

C. Planned all required training for the team during the onboarding process

D. identified all required skills during the planning of the project

A client wants to create an innovative software for the travel industry using an agile approach. A project manager from the company was assigned to work on the details and estimates as requested by the client.
What should the project manager do before sending the information to the client?

A. Put the tasks with estimates in the backlog and clarify that the project will not need any reserves.

B. Sequence the tasks with estimates and add standard risk reserves to use for software development.

C. Analyze the tasks, provide estimates, include a prototype demo, and send to the client directly.

D. Work with the team to understand their views and add the appropriate dependencies and risks.

A project manager has been appointed to a multimillion-dollar project. The project is considered to be high risk since no similar projects have been undertaken before and there is no historical data. Some external stakeholders are reluctant to provide support.
What approach should the project manager take?

A. Examine the plans, processes, policies, and knowledge that are specific to the organization undertaking the project

B. Establish dialogue with stakeholders on the project constraints, assumptions, and critical inputs

C. Convince senior management to close the project since the project lacks sponsorship and is considered to be high risk

D. Host a project team meeting, then update the risk register and the project management plan B

A project manager is working in a company that has several global offices. During resource planning for a new project, the project manager realizes that the company requires projects to include team members from different continents. What should the project manager do to ensure a successful project execution?

A. Plan for a meeting with the project sponsor to discuss the possibility of utilizing only local colleagues.

B. Send emails with information about the project deliverables on the first day of the project.

C. Connect with every location and check their preferred methods of communication.

D. Invite all resources to the project manager’s location to form a cohesive team until all deliverables are completed.

A project manager has been working on a critical project to transform an organization's operations. The project manager had successfully completed four sprints when the innovation director was replaced. The new director placed a hold on the project until a new strategy can be put in place.
What should the project manager do first?

A. Discuss the vision and possible impacts with the new director.

B. Review the risk management plan from previous projects with the new director.

C. Escalate to the project sponsor to remove the project hold.

D. Seek approval from the new director to replace the current contingency budget.

6
Company A has a culture of adhering to policies and procedures. A project manager is applying an agile approach to their in-house software development project, but even with training, they are still unable to deliver efficiently.
What should the project manager do first to improve this situation?

A. Empower and coach the team members to focus on project delivery results.

B. Identify key team members who can in uence others to contribute efficiently.

C. Follow company procedures and retrain team members on the agile approach.

D. Ask company management to delay the project and grant it additional time.

A project manager is in rapid development mode on a joint application development module. The company wants delivery to occur in two weeks. The module needs to be integrated with other modules on a similar timeline, but release management has a three-week backlog.
What should the project manager do?

A. Push the team to deliver more so that the modules are developed and rolled out according to management’s request

B. Speak to the stakeholders to resolve the bottleneck and see how the entire process can be streamlined

C. Have the team work toward the tighter deadline so that integration will be easier

D. Speak to the team and slow the current pace to ensure the team is in alignment with the release date B

A client mentioned that in the past 2 months, they have not been invoiced for completed work. The client has communicated that they will release the funds for other activities it the invoices are not sent.
What should the project manager do next?

A. Work with the client and agree on a schedule to provide them with the invoices

B. Reach out to the billing team and instruct them to issue the invoices immediately

C. Review the previous billing information and prepare a corrective action plan

D. Communicate and inform the client to go ahead and release the funds

For the second time in a week, one of the team members failed to deliver their assigned work. As a result, it is impossible for the team to achieve their agreed-upon target.
What should the project manager do?

A. Insist that the team member maintain the agreed-upon rate of output to maintain the deadline.

B. Review the project team’s performance level and discuss areas for improvement.

C. Discuss the issue with the team member to identify the root cause and work to resolve it.

D. Seek a replacement who has the same skillset and availability as the team member.

While monitoring a project at a work site, the project manager notices that the site team's work breaks have increased by a few minutes every week.
How should the project manager approach this?

A. Dismiss some of the workers for failing to adhere to the break policy

B. Issue a formal written warning to all hourly workers for their break tardiness

C. Have a meeting with the team to discuss the issue and propose solutions

D. Reduce payment to the workers due to their extended breaks

In the initial project meeting, a stakeholder presents a complaint about the validity of the project. The complaint occurs after the stakeholder discovers that the project will not deliver the objectives they expected and will have a higher cost.
How should the project manager handle the complaint?

A. Highlight the reasons for the project cost increase and negotiate with the providers to reduce the cost.

B. Use management skills to convince the stakeholder in agreeing to the project cost.

C. Delay discussions with the stakeholder and request a revision of the project with the sponsors.

D. Reinforce the importance of the project mission and the overall vision of the work to be performed.

A customer asks the project manager to complete a project 10 days earlier than planned due to marketing constraints. After discussing this request with the project team, the project manager concludes that this can be achieved if a few activities can be overlapped.
Which approach should the project manager take?

A. Fast-track the activities based on limitations and dependencies.

B. Release the minimum viable product (MVP) earlier and enhance it in the next iteration.

C. Review the schedule and perform resource leveling.

D. Add subject matter experts (SMEs) to perform the project activities in parallel.

During sprint planning, the product owner wants to prioritize items with high business value. However, the project team is concerned about technical debt and infrastructure dependencies to deliver the expected value.
How should the project manager handle this issue?

A. Support a voting exercise so all team members can express their opinion and the reason behind their vote.

B. Support the project sponsor so the decision is made top-down and the team follows the provided direction.

C. Support the product owner so only items with high business value are included in the next sprint.

D. Support the project team so technical debt and infrastructure dependencies are included in the next sprint.

A construction company is executing a building contract that includes rm milestones for replacing certain components of the building. During execution, the client complains that the new components do not meet the requirements.
What should the project manager have done to prevent this from happening?

A. Continuously communicated the changes in the work plan and the agreement to the client

B. defined acceptance criteria in a quality checklist agreed upon before starting the build phase

C. Provided compensation for issues due to the variance in the agreed-upon requirements

D. Approved a detailed change management process before starting the build phase B

An experienced project manager is working on a complex hybrid project that has several dependencies with other projects. How should the project manager reduce the risk related to those external dependencies?

A. Assess consolidated project plans for dependencies, gaps, and continued business value

B. Delegate the review of dependencies to the project sponsor and resource manager

C. Schedule a daily interproject review to track the progress of each project plan and their dependencies

D. Ask the project management office (PMO) to review the project plan dependencies A

A company is implementing a project with team members located in different countries and time zones. Individual performance is satisfactory, but the team's performance as a whole is low, especially in terms of group activities.
What should the project manager do?

A. Review and reassign team assignments

B. Facilitate communication and team building

C. Negotiate for new team members

D. Review and update the communications management plan

A company has appointed a supplier to deliver software and has assigned an internal project manager. The supplier states that no technical development or testing is required from the customer. The project manager would like to confirm this with all of the stakeholders.
What should the internal project manager do first?

A. Host an alignment session with stakeholders to formalize the project requirements.

B. Develop a user acceptance testing plan to ensure the quality of the deliverables.

C. Communicate to the supplier that customer testing is required.

D. Distribute the project plan to all of the interested parties.

A project manager has been keeping track of impediments that have been discussed with the team in daily meetings. The risk register continues to grow, and only a few impediments have been mitigated.
What should the project manager do?

A. Identify any critical impediments that may affect the project.

B. Ask the project team to resolve the impediments.

C. Stop development until all impediments are resolved.

D. Discuss how to remove the impediments with the sponsor.

A project manager for an application development rm is meeting with stakeholders prior to the launch of the latest release of the company's most pro table application. The stakeholder mentions the following key points:
· A major corporate rebrand was scheduled to occur with this launch, but the rebrand has been delayed by 3 weeks.
· Development processing improvements will be ready in 4 weeks.
· The company is preselling the updated product with a release date of next week.
Which action should the project manager recommend to the sponsor?

A. Have the sales team reach out to customers to communicate that the product release is being delayed.

B. Suspend the release of the product until the marketing delay has been resolved.

C. Delay the rebranding and release the product now to address the realized improvements and meet the sales commitments

D. Postpone the product release until the processing improvement delay has been resolved C

A senior business stakeholder with many years of experience is pressuring an agile team to deliver most of the promised functionality to the customer 18 months in the future as opposed to multiple, incremental deliveries over the course of the 18 months.
What should the project lead do next?

A. Work with the agile team to schedule the incremental deliveries to enable delivery of business value sooner to the customer.

B. Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benefits of incremental deliveries.

C. Schedule meetings with the customer to determine their ability to support multiple incremental deliveries.

D. Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder’s request.

8
A new project manager is assigned to an ongoing agile innovation project that started 2 weeks ago. After reviewing the project, the new project manager discovered that the previous project manager was planning to use a predictive approach. The previous project manager planned to present the first major deliverable to the client when the project was completely nished in 8 months.
What should the new project manager do?

A. Use a hybrid approach in which agile practices are used but the value is provided to the client at the end of the project.

B. Continue working with the predictive approach to deliver the value at the end of the project.

C. Submit a change request to the project board to adjust the delivery date to 2 months earlier than planned.

D. Meet with the team to review the backlog and create small iterations that can deliver incremental value to the client.

A project manager was replaced in the early phases of a new project. The new project manager discovers that the business team is not supporting the project.
After discussing these concerns with the team, it is determined that the project does not have the full support of senior management.
What should the new project manager do next?

A. Request the business team to clearly define their issues with the project work completed to date.

B. Send out a status report describing the situation to the stakeholders and request general assistance.

C. Study the stakeholder analysis to understand which stakeholder holds the most in uence and seek their assistance.

D. Ask senior management to be more involved with the project and to provide their full support.

During the implementation of a project, the project team discovered a new opportunity. After an internal review, the project team agreed that the opportunity is outside of the project scope. The project manager decided to update the risk register and escalate the opportunity to a higher level.
What should the project manager do next with this opportunity?

A. No more action is required.

B. Share this opportunity with another project.

C. Further monitor the opportunity.

D. Establish a contingency reserve to support the opportunity.

A project manager notices the team is disagreeing on the level of effort required to complete a task. What should the project manager do?

A. Advise the team that an average of all the estimates will be used as it will be the most reliable level of effort.

B. Advise the team that they can resolve the estimation issue and they can work on it as long as it takes.

C. Advise each team member to explain the rationale for their estimate and then ask the team to come to consensus.

D. Advise the team that the project manager will determine the level of effort since the team cannot agree.

A project sponsor insists that the project scope for a new product launch should include two geographical locations. However, after the project scoping session was done, a project charter was completed and approved with one location only.
What should the project manager do?

A. Ask the sponsor to increase the budget and schedule of the project to accommodate the additional scope.

B. Assess the impact to the scope and submit a change request for approval of the two locations before including them in the scope of the project.

C. Discuss with the sponsor that the project scope is approved and it is not possible to include two locations as it will affect the budget.

D. Encourage the sponsor to start another project for the additional location so that the current project is not impacted.

A company has rolled out the latest retail management system, and the project has been handed over to operations. The operations team finds that many of the day-to-day requirements are not covered in the system, and support for the project has limited hours. The project team has dissolved and the contract resources are no longer working on the project. As a result, the operations team has been facing numerous customer issues.
What should the project lead have done initially to avoid this situation?

A. Involved operations stakeholders during planning

B. Reviewed the project management plan

C. Increased support hours for the hours of operation

D. Created a detailed operations manual

During a planning session, the development team and the product owner are arguing about the effort needed to deliver a specific feature in a software development project. The product owner says that the feature can be developed in one week, whereas the team estimates that it will take at least two weeks. After several hours of discussion, they have not reached an agreement.
What should the project lead do?

A. Decide what should be the time estimate and proceed with the planning meeting.

B. Educate the product owner that the project team members are the most appropriate group for assessing the effort.

C. Ask the project team to accept the shorter estimate as it is important to keep a good relationship with the product owner.

D. Communicate to the stakeholders that the project has to be delayed for two weeks.

A project manager is managing a new type of project for a traditional organization. The culture of the organization is not typically in support of change.
Which two factors should the project manager consider in developing the portion of the project plan related to culture? (Choose two.)

A. The relevant experience and quali cations of each team member.

B. The amount of exibility the team exercises while doing work.

C. The amount of risk the organization is willing to accept.

D. The speed the team can perform without compromising quality.

E. The in uence of the stakeholders on the project.

There is an upcoming merger between a functional organization and an agile organization. The merger has necessitated that team members from both organizations brainstorm the effect this merger will have on critical compliance standards and the previous regulations for a project.
What should the project manager do in order to achieve this objective?

A. Hold a joint meeting with both organizations, determine an engagement method, and then brainstorm.

B. Schedule separate breakaway sessions for each organization to brainstorm and share ideas.

C. Hold separate meetings for each organization, determine an engagement method, and then brainstorm.

D. Bring a team of experts to brainstorm and agree on the next course of action for the organizations.

During the final stage of the launch for a new design, team members are having a con ict about some features of the design.
What should the project manager do?

A. Call a stakeholder meeting along with team members and seek consensus.

B. Ask stakeholders to reduce the scope in order to meet project deadlines.

C. Ask the project sponsor to make the decision about the design features.

D. Review the design with the team members and propose a new launch date.

A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity.
How should the project manager deal with this request?

A. Check the alternative resources available in the organization for the request.

B. confirm that the budget and resources are available to execute the work request.

C. Evaluate the nature of the request and plan communication accordingly.

D. Submit a change request and allocate the budget and resources needed for execution.

It is late at night on a weekend when a team member calls the project manager on the telephone. The team member is crying about the pressures of an upcoming deadline.
What should the project manager do?

A. Review the organization’s human resources (HR) policy.

B. Empathize with the team member and discuss next steps.

C. Ask the team member to send their concerns in writing.

D. Schedule a meeting with the team member for the next work day.

During a project meeting, the project manager expressed the importance of delivering reports on time. These individual reports will be consolidated into a single report. One of the team member's reports was not delivered on time and therefore the report could not be integrated with the other reports. This demonstrates a lack of teamwork and impacts project success.
What should the project manager do to resolve this issue?

A. Assign the task to someone else on the team.

B. Discuss it with the team member in con dence.

C. Discuss this matter during the project meeting.

D. Include this item in the risk register.

A company recently used desktop research for a feasibility study, which showed that the project is behind schedule. The project team also has concerns about the impact of scope changes on the project schedule.
What should the project manager do to keep the project on schedule while still meeting project objectives?

A. Collaborate with the change control board (CCB) to review the scope and submit any change requests

B. Submit a change request to the CCB and update the schedule

C. Update the scope and add more resources to the project

D. Update the scope and move on to the next project milestone

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?

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.

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

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

A project manager has just been assigned to a new project. The project manager's first task is to present the project benefits to the stakeholders.
Which three items should form part of the presentation? (Choose three.)

A. Risks associated with achieving the target benefits

B. Stakeholder register

C. Communications management plan

D. Expected business value

E. Metrics to measure benefits throughout the project

A project manager who is managing a critical project in a multinational company is conducting a progress meeting with all team members. During the meeting, one of the team members states that they are facing a critical problem that will prevent them from completing their assigned task.
What should the project manager do?

A. Ask the team member to follow the approved communications management plan to communicate their issue

B. Schedule a meeting with the concerned team member to review and update the issue log together

C. Review the risk register with the team member to find the proper response action for this issue

D. Ask the team member to raise a change request to assess the issue in detail

Project progress meetings occur via virtual conference calls. In every project progress meeting, one team member continuously interrupts others during discussions. Other team members often have no opportunity to talk or complete their explanations.
What should the project manager do?

A. Start the meeting with a review of the ground rules, meeting objectives, and the agenda.

B. Speak individually with the team member who always disrupts the conversations.

C. Manage time efficiently using the agenda and ask each participant to contribute.

D. Speak individually with the team members who do not participate in conversations.