A food company is developing a new product using a predictive approach, and the product is currently in the testing phase. Given the nature of the feedback of the tests, the project manager has decided to use an iterative approach. At the end of one of the iterations, a new regulation related to the product is enacted.
What should the project manager do next?

A. Make a change request regarding the project’s scope to ensure compliance

B. Include an assessment to verify compliance in the next iteration

C. Conduct an iteration review to address the new regulation

D. Start the tests over, adapting the trials to the new regulation

A project manager is leading a technically complex project. The project is part of a strategic program of work and the first to use an agile approach. One of the board members is interested in attending a meeting to see how the delivery of the project scope is progressing.
What should the project lead do?

A. Invite the board member to a separate demo.

B. Invite the board member to the next sprint review.

C. Invite the board member to the next sprint retrospective.

D. Invite the board member to the next daily standup.

Organizational downsizing has resulted in the key subject matter expert (SME) resource leaving a multiyear project. What should the project manager do?

A. Update the stakeholder register.

B. Consult the project sponsor.

C. Refer to the resource management plan.

D. Modify the statement of work (SOW).

A company has a lot of experience with predictive projects. The project management office (PMO) has been trying to implement iterative tools within the project management framework, and the project manager has been asked to use these tools in their current project. After the successful implementation of the iterative tools, the PMO asks the project manager to determine the benefits these tools brought to the project.
What should the project manager do?

A. Determine the data to be monitored during the project as well as the expected performance and targets.

B. Update the communications management plan to consider performance review meetings with the project stakeholders.

C. Prepare and submit a status report to the steering committee to update performance monitoring.

D. Conduct reviews with stakeholders to discuss the potential benefits the approach may have to the project.

A team member in an agile project informs the project manager they might not be able to nish an assigned task on time, which could generate an obstacle for the rest of the team.
What should the project manager do?

A. Ask the team member to bring up the concern in the next daily meeting

B. Send an email explaining the issue to all team members

C. Reassign the task to another team member

D. Move the task to the next sprint

During iteration two of a project with two teams (A and B), the project manager is concerned that there are two critical activities from team A that must be started in iteration four. Additionally, these two activities are dependent on an activity from team B that has not yet been prioritized.
What should the project manager do?

A. Cancel the current iteration and reschedule it with the dependent activity.

B. Include the dependent activity in the current iteration for team

C. Ensure team B prioritizes the dependent activity in iteration three.

D. Assign the two critical activities to team B in iteration two.

A project with a hard timeline is starting its first iteration out of six. The project team is lacking the necessary skills to execute.
What should the project manager do?

A. Add a subject matter expert (SME) to the project team.

B. Fill the skill gap personally to execute the project.

C. Allow the team to proceed as they attempt to meet the timeline.

D. Invite stakeholders to discuss a mitigation plan to nish on time.

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.

A project sponsor receives project information and updates in a timely manner, but the sponsor is concerned because key information is missing in the reports. What should the project manager do?

A. confirm that the project information is understood and feedback is received.

B. Determine communication methods, frequency, and level of detail.

C. Review the communication needs of key stakeholders.

D. Provide all project information to the stakeholder.

A project manager nished reviewing the project deliverables for the current iteration with the customer. A new key stakeholder who just joined the customer's team, complains that the results do not provide the capabilities the business anticipated.
What should the project manager do to address this issue?

A. Create a change request and update the scope management plan

B. Conduct stakeholder identification and a project objectives review session

C. Update the stakeholder list and x the deliverables

D. Update the project management plan and lessons learned

Knowledge sharing has been a key priority for a complex technological project with a large number of team members. During the project execution phase, the project manager receives numerous complaints from all team members that they are overloaded with knowledge-sharing emails, which contain useful information but are unmanageable due to the high volume.
What should the project manager do to solve this problem?

A. Establish an uno cial communications method for the team to share knowledge and lessons learned.

B. Establish a pull communications method to access knowledge repositories and lessons learned.

C. Establish an interactive communications method between stakeholders to share knowledge and lessons learned.

D. Establish a push communications method for the team to share knowledge and lessons learned.

At the end of a meeting, a functional manager takes the project manager aside to raise some concerns on behalf of a project team member who is unclear about their role and responsibilities for the project.
What should the project manager do in this situation?

A. Develop a work plan for the project team member with the help of the resource manager

B. Advise the functional manager and the project team member to review the resource management plan

C. Tell the functional manager and the project team member to review the project charter

D. Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member

An organization is going through a transformation, migrating most of its projects from a predictive to an agile approach. The marketing VP, who is also a key stakeholder, expressed a concern about losing control of the features that will be implemented in the product lines.
What should the project manager responsible for this project do?

A. Email the marketing VP with a cost-benefit analysis of the new model, detailing how the company will improve its products.

B. Schedule a meeting with the marketing VP to discuss and clarify the benefits of using an agile approach.

C. Apply in uence with other key stakeholders to mitigate risks that may be generated by the marketing VP.

D. Review the issue with the marketing VP and request additional project funding for team training.

During the development of a new project's definition, the project manager identifies that a similar project has recently been completed. What should the project manager do first?

A. Arrange a knowledge-sharing session.

B. Use the project management plan from the previous project.

C. Review the lessons learned from the previous project.

D. Review the issue log from the previous project.

2
An agile senior project team member suddenly resigns from the organization. Following this departure, the remaining team members are having difficulty accessing information and are unable to complete a deliverable.
What should the project manager have done to avoid this situation?

A. Ensured the project repository is up to date.

B. Made an effort to reemploy the senior project team member.

C. Updated the job descriptions for all team roles.

D. Provided specialist training for all team members.

A project team is reviewing the project business document for a phase-gate session and discovers that the benefits need to be validated by the project sponsor.
Unfortunately, the project sponsor was recently changed, and the new sponsor does not seem to be supportive.
What should the project manager do to address this situation?

A. Notify and escalate to the high-level management team and request that they take action.

B. Arrange for a discussion with the project sponsor and clarify the project business document.

C. Schedule a one-on-one meeting with the project sponsor to obtain their buy-in on the project benefits.

D. Identify and add the change in management as a risk in the risk register.

A project manager is working on a major construction project. Part of the agreed-upon plan was to use a cloud-based system with a server that runs on high- speed internet service since most of the team members work virtually. The company needs to reduce operating costs as much as possible and management insists that the project will now use a system running on a conventional dial-up service.
What should the project manager do next?

A. Agree with management and continue working the project management plan.

B. Evaluate the impact of this decision and communicate with management.

C. Replace some of the team members that work virtually to help the company save money.

D. Meet with management about their decision and ask them to get another project manager.

A distributed project team has communication issues because of their collaboration tools. The team feels that efficiency could be improved by changing the collaboration platform.
What should the project manager do?

A. Implement the communication tools used by other project teams.

B. Escalate the issue to the sponsor and ask them to decide.

C. Inform the project team to continue using the current tools.

D. Discuss this with the project team and select the appropriate tools.

A member of the board of directors is the sponsor of a project that is important to the organization. This stakeholder has many other priorities and is not currently engaged in the project activities.
How should the stakeholder be engaged in the project?

A. Keep the stakeholder informed and consult with them based on their needs

B. Involve the stakeholder in governance and decision making

C. Consult with the stakeholder and increase their level of interest

D. The stakeholder needs to be made aware of the project progress

A project manager has recently taken over a project and notices that a client team member often halts progress due to a lack of understanding of some project elements. The former project manager gave the new project manager a complete list of people to communicate with, and this client team member is not on it.
What should the project manager do?

A. Submit a change request to cover extra hours associated with project meetings

B. Update the communications matrix to ensure that client team member is included

C. Speak with the client team member about the continuous delays during project meetings.

D. Increase the project meeting frequency and duration to allow for the extra work required

A project manager is acting as a scrum master in a hybrid project and is dealing with a con ict between team members.
What strategy should be used to handle this con ict?

A. Sort con icts into two groups: positive and negative

B. Place con icts into categories: structural and interpersonal

C. Place con icts on a shared con ict list and ensure it is visible

D. Review con icts during daily Scrum so they are handled in a timely manner

A construction project to build a sh hatchery is in execution. The operations group noti ed the project manager about a concern that might turn into a potential issue; however, the concern could not be addressed.
In which project document should the project manager record the concern?

A. Request for information

B. Scope statement

C. Risk register

D. Issue log

A project team consisting of various professionals of different nationalities is struggling to achieve their project deliverables. What should the project manager do?

A. Provide the team with support to solve their own problems.

B. Inform the project sponsor and train the entire team.

C. Ask the human resources (HR) department to conduct performance training.

D. Ask the functional department manager to replace the team members.

A new project needs to be submitted for urgent funding approval. The project, which will use a new technology, is vital to the organization. The entire Scrum team has worked together for over 3 years on multiple projects and delivered the previous project under the approved budget.
Which estimation technique should the project manager implement in this context?

A. De nitive estimate

B. Order of magnitude

C. Budget estimate

D. Story points

A Scrum team has committed to delivering a specific capability in their first release. Multiple operational issues have prevented the developer from delivering key capabilities. The technical lead has also given notice that they are resigning from the company. What should the project manager have the Scrum team do to recover from these issues?

A. Review constraints in the ongoing sprint planning and evaluate options for the release plan

B. Stop the sprint and replan and prioritize the backlog to reduce resource levels

C. Consult the resource management plan for an appropriate response

D. Continue with existing sprint plans to ensure some of the scope will be delivered

The project manager of a large construction project discovers that the blueprints received from the client appear incomplete. What should the project manager do first?

A. Continue project execution using the current blueprints from the client.

B. Escalate this issue to the project sponsor.

C. Consult with the client to determine if project execution should be continued.

D. Reschedule the project execution date.

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.

The product owner decides to launch a product after a couple of releases, knowing that the minimum viable product (MVP) lacks some features. One of the key stakeholders, the marketing vice president, is not happy with the results and questioned the release decision.
What should the project manager do?

A. Support the product owner’s decision and seek better alignment with this stakeholder in order to avoid this type of issue in the future

B. Coach the team on the decision-making process, assuming a risk-averse strategy towards product releasing

C. Assume the responsibility for product releases, making the final call on when something is ready for customer launch

D. Escalate the issue to the sponsor, questioning the authority of the key stakeholder regarding the product launch decision D

A project manager is appointed for the deployment of a new solution. The solution will be integrated into the environment by a third-party vendor. This vendor just announced a delay in delivering a key component, which will impact the project schedule.
What should the project manager do?

A. Ask for expedited delivery of the component to mitigate the risk of schedule delays

B. Ensure that relevant stakeholders and expectations are identified and assess the component delay

C. Perform a detailed analysis of the release content for each component of the solution

D. Propose a new design of the solution maw the external component with an internal one A

A project manager is tasked with developing a coaching model to support and recognize team members' growth.
What should the project manager consider when de ning their coaching strategy?

A. Individual and personal objectives

B. Organization’s strategic goals

C. Established patterns of communication

D. Project team’s shared objectives

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 scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project schedule. When the project manager returns, a detailed schedule is almost complete.
What should the project manager do?

A. Ensure that the schedule is aligned with the vision and objectives.

B. Escalate the compliance issue to the project management office (PMO).

C. Congratulate the team and move on to the execution phase.

D. Develop a new detailed schedule with the team and project sponsor.

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

A project manager is assigned to manage a project for a previous client of the company. The project manager was warned that this client will likely try to add extra scope to the project without considering the impact of change on time, cost, quality, and risks. Which action should the project manager take to help plan and manage the budget and resources?

A. Refuse to allow the client to change the scope and examine the lessons learned register.

B. Decompose the deliverables into work packages and review the project charter.

C. Create tight scope statements and review the historical information.

D. Include a scope change process and review the project charter.

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

Stakeholders in some industries prefer to deal with programmers and system analysts directly, bypassing project managers. This complicates managing resources on projects.
How should a project manager solve this issue?

A. Propose implementing a new project management information system (PMIS).

B. Request a meeting with senior management to escalate the situation

C. Promote adoption of the communications management plan with the project team.

D. Host a team-building event to develop team cohesion and improve communication A

During project execution, a client asks to add one more features to the product. After performing a change request analysis, the project manager realizes the necessary equipment will not be available in time to support this new feature, resulting in the project team being idle.
What should the project manager do next?

A. Establish a contingency reserve.

B. Rent ready-made equipment.

C. Escalate the risk to senior management.

D. Perform integrated change control.

A project manager for a strategic initiative realizes a new stakeholder is interested in the project and wants to ensure the stakeholder is fully aware of the goals, objectives, benefits, and risks of the project.
What should the project manager do to enhance the success of the project?

A. Schedule a meeting with the new stakeholder.

B. Share the project status reports with the new stakeholder.

C. Update the stakeholder engagement plan.

D. Add the new stakeholder to the communications management plan.

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 team has identified a risk and wants to accept it as an opportunity to nish a project earlier than planned. The project manager realizes that the sponsor may not accept the risk since the sponsor is risk averse.
What should the project manager do?

A. Create a contingency reserve to cover the risk in order to ensure that the risk will be accepted.

B. Conduct a Monte Carlo analysis to determine if the team will complete the project early.

C. Explain to the sponsor that this is a nonevent type of risk and it will be ne to accept it.

D. Convince the sponsor that this will cost less, ultimately resulting in more pro t for the sponsor.

In a complex project with several subcontractors, one subcontractor reports a likely delay in the schedule. This could affect the other subcontractors and impact their ability to deliver on time.
What should the project manager do first?

A. Assess the schedule and update the risk register.

B. Report the delay to all other subcontractors.

C. Change the milestones and sequence of work.

D. Escalate to senior management and the stakeholders.

A project manager has been asked to participate in the procurement process for a software application that allows customers to buy online e- learning courses.
The project manager will take over the project once the supplier has been sourced.
What should the project manager do before the project starts?

A. Ask the project sponsor to involve the legal department in the negotiation for the project agreement.

B. Notify the project sponsor that the project manager cannot be involved in the agreement negotiation process.

C. Inform the project sponsor that once the agreement has been signed, there cannot be any changes to the scope of the project.

D. Ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement.

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.

A technical manager newly appointed by the client, visits the project site to verify the project deliverables. The technical manager feels that the project manager has not been providing enough information.
What should the project manager do first to resolve this situation?

A. Update the issue log and escalate to the project sponsor

B. Identify the lack of information as a risk and update the risk register

C. Schedule more frequent meetings with the technical manager

D. Review and update the stakeholder engagement plan

A project manager is executing a commercial building project. The project manager discovers that the required building permits have not been obtained. Obtaining the permits will delay the project by 1 month and will cost the project US$35,000. The ne associated with continuing to build without the permits is US$1,000 per day.
What should the project manager do first?

A. Continue the project while trying to obtain the permit.

B. Update the risk management plan.

C. Review lessons learned from previous projects.

D. Obtain the permits before continuing the build.

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 team member is sick and will not be able to return to the project for a few weeks. During the daily meeting, the team shares their concerns as the sick team member was the only one skilled in the component they were developing.
What should the project manager have done to prevent this?

A. Facilitated cross-functional knowledge transfer during the project.

B. Acquired more than one resource skilled in each component.

C. Outsourced development of the specific component to another team.

D. Requested robust documentation for the component’s build.

A technician is scheduled to install internet service at the homes of three remote call center agents who have different working schedules. Their functional managers arranged time off to allow time for installation and testing. The carrier sends an email to the project manager stating that one appointment is delayed for
2 days.
What does the project manager need to do now?

A. Inform the product owner

B. Inform the project sponsor

C. Inform the relevant stakeholders

D. Inform the project team only

A new team member is added to a self-organizing team. The new team member is reluctant to speak and take part in team discussions or decisions.
Which two actions should the team take to engage this new team member? (Choose two.)

A. Revisit the team’s discussion on team behaviors and norms

B. Report to the project manager about the new team member’s behavior

C. Coach the new team member to improve engagement with the team

D. Force the new team member to participate in activities that are considered easy

E. Facilitate an open discussion on all ideas and perspectives

A project manager is leading an innovation project that is facing a lot of risks due to a high level of uncertainty. What strategy should the project manager use to manage these risks using an agile approach?

A. Develop an agile risk matrix to track, assess, and evaluate the uncertainty of the project.

B. Implement a scrum risk retrospective to analyze the risks at the end of the project.

C. Assign an agile risk manager to better understand and track the project risks.

D. Evaluate the risks constantly and reprioritize work as the project progresses.