Question 1: Stakeholder Engagement
A project manager is leading a large infrastructure project with diverse stakeholders, including government officials, local businesses, and environmental groups. During a routine status meeting, a key stakeholder expresses dissatisfaction with the project’s progress, claiming their concerns are being ignored. This stakeholder has a high level of influence but a low interest in the project’s deliverables.
What should the project manager do next to manage this stakeholder effectively?
A. Increase the stakeholder’s engagement level by including them in detailed project decisions.
B. Develop a communication plan tailored to the stakeholder’s influence and concerns.
C. Log the stakeholder’s concerns in the risk register and escalate them to the sponsor.
D. Minimize interactions with this stakeholder to prevent further disruptions.
Question 2: Risk Management
During a software development project using Agile methodologies, a team identifies a potential risk of team burnout due to tight deadlines in the next sprint. The product owner suggests adding more resources to speed up work, but the Scrum Master is concerned about onboarding delays and team dynamics.
What should the project manager recommend?
A. Proceed with adding resources to prevent delays.
B. Allow the team to decide on an appropriate risk mitigation approach during sprint planning.
C. Use velocity data to adjust sprint capacity and reduce workload.
D. Update the risk register and accept the risk, as it is inherent in tight timelines.
Question 3: Schedule Management
A project is behind schedule due to delays in securing required permits. The project manager decides to compress the schedule by overlapping some design and construction phases.
What technique is the project manager using?
A. Crashing
B. Fast tracking
C. Resource leveling
D. Critical path method
Question 4: Scope Management
A stakeholder requests additional functionality that was not included in the initial scope but is likely to increase customer satisfaction. The project is nearing completion, and the sponsor has advised against extending the timeline.
What should the project manager do first?
A. Reject the request since it is out of scope.
B. Evaluate the change request through the Perform Integrated Change Control process.
C. Escalate the request to the sponsor for a decision.
D. Add the functionality if it can be completed within the existing budget.
Question 5: Agile Roles
In an Agile project, the product owner consistently misses sprint planning meetings, leaving the team uncertain about priorities. What should the Scrum Master do?
A. Take over the product owner’s role temporarily to ensure progress.
B. Discuss the issue with the product owner and reiterate their responsibilities.
C. Prioritize items based on the team’s understanding and continue with the sprint.
D. Escalate the issue to the sponsor to replace the product owner.
Question 6: Communication Management
A project involves a global team spread across multiple time zones. One team member in a different time zone is consistently missing virtual stand-ups. What should the project manager do?
A. Record meetings and share them with the absent team member.
B. Conduct stand-ups at a time convenient for the entire team.
C. Exclude the team member from stand-ups and provide updates later.
D. Rotate meeting times to accommodate different time zones.
Question 7: Cost Management
During project execution, the project manager discovers that the cost performance index (CPI) is 0.85. What does this indicate about the project?
A. The project is under budget.
B. The project is over budget.
C. The project is ahead of schedule.
D. The project is within acceptable budget variance.
Question 8: Quality Control
A project team discovers a recurring defect during product testing. What should the project manager do first?
A. Perform root cause analysis to identify the source of the defect.
B. Update the risk register to reflect the defect.
C. Escalate the issue to the quality control department.
D. Reassign resources to fix the defect.
Question 9: Procurement Management
A vendor fails to deliver a critical component on time, jeopardizing the project timeline. The vendor cites issues with their subcontractor. What should the project manager do first?
A. Escalate the issue to the sponsor to manage the vendor.
B. Review the terms of the procurement contract for remedies.
C. Identify alternative vendors to source the component.
D. Negotiate directly with the subcontractor.
Question 10: Leadership in Agile Projects
During a sprint retrospective, the team reveals that they are demotivated due to micromanagement by a senior developer. What should the project manager do?
A. Replace the senior developer with another team member.
B. Facilitate a workshop on servant leadership principles.
C. Allow the team to resolve the issue through self-organization.
D. Schedule one-on-one meetings to understand individual concerns.
Question 11: Stakeholder Management
A sponsor provides inconsistent feedback, causing delays in project approvals. The team is unsure how to proceed. What should the project manager do?
A. Escalate the issue to the governance board.
B. Clarify expectations with the sponsor and establish a structured review process.
C. Proceed with work based on the project manager’s best judgment.
D. Assign a team member to manage sponsor communications.
Question 12: Risk Monitoring
Midway through project execution, a previously identified risk materializes, causing significant delays. What should the project manager do next?
A. Implement the risk response plan.
B. Update the risk register and conduct a new risk analysis.
C. Notify stakeholders and escalate the issue.
D. Add the risk to the issue log and assign an owner.
Question 13: Team Development
During a team-building exercise, a conflict arises between two team members over their roles. What should the project manager do?
A. Mediate the conflict and clarify roles and responsibilities.
B. Allow the team to self-organize and resolve the conflict.
C. Assign the roles based on the project manager’s judgment.
D. Escalate the issue to the functional manager.
Question 14: Value Delivery
A project manager is transitioning from traditional waterfall to Agile practices. How can the project manager ensure value delivery in the new approach?
A. Use earned value management (EVM) to measure performance.
B. Prioritize customer needs and feedback during sprint reviews.
C. Ensure all project scope is defined upfront.
D. Focus on reducing costs and delivering under budget.
Question 15: Integration Management
The project sponsor requests that the project manager add a new deliverable late in the project. This deliverable was not part of the project charter but is critical for the project’s success. What should the project manager do?
A. Reject the request, as it was not included in the charter.
B. Add the deliverable if resources and time permit.
C. Evaluate the impact of the change and process it through change control.
D. Ask the team to prioritize the deliverable over existing tasks.
Question 16: Resource Management
A key team member resigns unexpectedly during project execution, creating a resource gap. The project manager immediately consults the resource management plan to identify alternatives. What should the project manager do next?
A. Reassign tasks to existing team members and adjust the schedule.
B. Escalate the issue to the sponsor for immediate resolution.
C. Collaborate with HR to onboard a replacement as soon as possible.
D. Update the risk register to reflect the impact of resource loss.
Question 17: Conflict Management
Two senior developers disagree over the implementation approach for a critical feature, delaying the team’s progress. Both approaches align with project requirements but differ in technical complexity.
What should the project manager do?
A. Facilitate a discussion to reach a consensus between the developers.
B. Decide on the approach to ensure progress and communicate the decision.
C. Assign the decision-making authority to the product owner.
D. Schedule a brainstorming session to explore a third alternative.
Question 18: Monitoring KPIs
A project manager notices that the schedule variance (SV) is negative, and the project is 10% behind schedule. The project sponsor demands immediate corrective action.
What should the project manager do first?
A. Update the schedule baseline and share it with the sponsor.
B. Analyze the critical path to identify potential delays.
C. Request additional resources to recover the schedule.
D. Adjust the scope to reduce deliverables and meet the timeline.
Question 19: Change Control
A customer requests an enhancement that will improve the final product’s usability but will extend the project timeline. The project team has the capacity to implement the change without exceeding the budget.
What should the project manager do next?
A. Implement the change since it adds value to the product.
B. Evaluate the impact of the change request and follow the change control process.
C. Reject the request, as it impacts the timeline.
D. Prioritize the enhancement for a future phase of the project.
Question 20: Governance
The governance board is concerned about a lack of visibility into project progress. The project manager has provided detailed weekly reports, but the board requests a simpler format.
What should the project manager do?
A. Maintain the current reporting format to ensure accuracy.
B. Design a dashboard with high-level metrics to address the board’s needs.
C. Assign a team member to create custom reports for the board.
D. Schedule a meeting to explain the detailed reports.
Question 21: Stakeholder Prioritization
During stakeholder analysis, the project manager identifies a stakeholder with low power but high interest. How should this stakeholder be managed?
A. Monitor them with minimal engagement.
B. Keep them informed and address their concerns.
C. Involve them in key decision-making processes.
D. Escalate their concerns to higher-priority stakeholders.
Question 22: Quality Assurance
A project team has completed the design phase and is preparing to start development. The quality assurance team recommends a peer review of the design documents before proceeding.
What is the primary benefit of this recommendation?
A. Ensuring the design aligns with quality standards.
B. Reducing the overall project cost.
C. Accelerating the development phase.
D. Avoiding scope creep during development.
Question 23: Adaptive Project Management
A company is transitioning to a hybrid project management model that combines Agile and predictive approaches. How should the project manager ensure effective implementation?
A. Use Agile for all deliverables to reduce complexity.
B. Assign separate teams to manage Agile and predictive components.
C. Tailor practices to the project’s needs and align stakeholder expectations.
D. Follow the predictive approach for better control of deliverables.
Question 24: Integration of Lessons Learned
At the close of a project, the project manager conducts a lessons learned session. How should the project manager ensure the lessons are applied to future projects?
A. Archive the lessons in the organizational process assets (OPA).
B. Share the lessons learned with the project sponsor.
C. Recommend changes to organizational processes based on the findings.
D. Present the lessons learned during team training sessions.
Question 25: Agile Mindset
A stakeholder in an Agile project is concerned about the lack of detailed upfront planning. They are used to traditional project management and demand a comprehensive plan. How should the project manager address this concern?
A. Explain that Agile prioritizes adaptability over upfront planning.
B. Develop a detailed plan to satisfy the stakeholder’s expectations.
C. Highlight the value of incremental delivery and early feedback.
D. Transition the project to a predictive approach to address the stakeholder’s needs.
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