A project is starting its second iteration out of six. During the daily meeting, a team member asks for
help. In order to finish a deliverable, an
approval from the design department will be needed.
What should the project manager do?
B
Explanation:
Inviting a design team member to the next daily meeting facilitates direct communication and
collaboration, which is in line with Agile principles. This approach promotes quick resolution of issues
and supports the iterative nature of Agile project management, where cross-functional team
collaboration is key to delivering value in each iteration1.
: = The iterative project management process emphasizes the importance of collaboration and
transparency to address pain points and avoid stagnation of progress1. Additionally, the issue log is a
tool for tracking and managing issues, but it does not replace the need for direct communication and
immediate action when possible2
A project manager has been assigned to lead an IT project to store information on sold lottery tickets.
During the project execution, a failure in the
system caused 10 numbers to be sold two times. This happened during the month of greatest
demand because the prize was the highest of the
year. The project team is concerned that one of those tickets could be the winner.
What should the project manager do first?
C
Explanation:
In the context of PMP objectives and the PMBOK guide, the first action in response to an identified
risk, such as the sale of duplicate lottery numbers, is to review the project’s risk management plan.
This plan should include previously identified risks and their corresponding response strategies. If the
issue of duplicate numbers was anticipated, the project manager should follow the established
action plan to address it. This aligns with the PMBOK’s emphasis on proactive risk management,
which includes planning for risks and having response strategies ready to implement when
needed123.
Reference:
Project Risk Management According to the PMBOK1
The Standard for Risk Management in Portfolios, Programs, and Projects2
Risk Management Process for PMP® - Project Management Academy3
A project manager is working on an agile project in a changing business environment. The project
sponsor is worried about benefits realization
and asks the project manager to pay attention to changes that can affect the project.
Which action should the project manager take to identify changes that may affect the product?
C
Explanation:
In an agile project, it is crucial to continuously assess the project’s direction and priorities to ensure
alignment with business objectives and adapt to changes in the business environment. Reprioritizing
the backlog after every iteration allows the project manager and the team to evaluate the value and
relevance of user stories in light of any new developments or changes. This practice ensures that the
project remains focused on delivering the most valuable features to the business and can adapt to
changes quickly and efficiently.
: (Professional in Business Analysis Reference Materials source and documents)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
The PMI Guide to Business Analysis
Business Analysis for Practitioners: A Practice Guide
In a geographically distributed team, a developer continues to delay a coding activity. This activity is
on the critical path. The project manager
found out that the delay is due to the developer's lack of understanding of the customer
requirements shared by the off-site team.
What should the project manager do?
C
Explanation:
In a situation where a developer is delaying a critical path activity due to a lack of understanding of
customer requirements, the project manager should facilitate communication to ensure clarification
of the requirements. This approach aligns with the best practices in project management and
business analysis, which emphasize the importance of clear communication and understanding of
stakeholder requirements for project success. By clarifying the requirements, the developer can gain
a better understanding of what is expected and proceed with the coding activity, thus mitigating the
delay on the critical path.
Reference:
PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide) emphasizes the
importance of stakeholder engagement and effective communication to ensure that project
requirements are understood and met1.
The PMI Professional in Business Analysis (PMI-PBA)® highlights the role of communication in
business analysis, including the need for clarity and the avoidance of misunderstandings23.
Discussions among PMP professionals also suggest that once a root cause analysis is performed and
the issue is identified, the next step is to address the issue directly, which in this case involves
clarifying the requirements1.
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
Explanation:
When a project manager returns from an absence to find a nearly complete project schedule
developed by the team, the priority should be to ensure that the schedule aligns with the project’s
vision and objectives. This is crucial because the project scope statement, which includes the
project’s vision, objectives, and work breakdown structure, guides all project activities. The project
manager must review the developed schedule against the approved project scope statement to
ensure that all project work aligns with the documented objectives and deliverables. If discrepancies
are found, the project manager should work with the team to make necessary adjustments. This
approach helps maintain the project’s integrity and ensures that the final deliverables will meet the
stakeholders’ expectations.
: (Based on the Project Management Professional (PMP) guidelines and standards from PMI’s
resources123
A project manager manages a bridge construction project. The project manager has received a major
change request from a regulatory stakeholder to add one branch of the bridge to the engineering
design. The project manager prepared a change request, which was reviewed and accepted by the
change control board (CCB).
What should the project manager do now?
C
Explanation:
After a change request is approved by the Change Control Board (CCB), the project manager should
communicate the decision to the stakeholder who requested the change. This is an important step in
the change management process as it ensures transparency and maintains trust with stakeholders. It
also allows the stakeholder to understand that their request has been considered and integrated into
the project, which is crucial for stakeholder engagement and satisfaction.
: = The information is aligned with the PMBOK Guide’s Change Management Process, which
emphasizes the importance of communication with stakeholders after a decision has been made on a
change request1. Additionally, the role of Business Analysts in change management includes
ensuring that changes align with the organization’s goals and objectives, which involves
communicating approved changes to relevant stakeholders2.
A project is near completion but it is behind schedule. The contingency budget has already being
used, although the remaining budget should be
enough to complete the project. The only subject matter expert (SME) assigned to the project has
been asked by their manager to solve a
problem in the operations department.
What should the project manager do?
D
Explanation:
In this scenario, the project manager should engage in negotiations to address the conflict of
resource allocation. The PMBOK Guide suggests that project managers should possess negotiation
skills to resolve such conflicts effectively. By negotiating, the project manager can work towards a
solution that satisfies the needs of the operations department while also ensuring the SME’s
contributions to the project are not lost, thus keeping the project on track.
: The response is based on general project management principles as outlined in the PMBOK Guide
and conflict resolution strategies that include negotiation, which are part of the PMP’s body of
knowledge.
A project manager assigned to an education project needs to train a workforce in application
development. The customer is responsible for
providing the training center, and the deadline to start the first training is in 2 weeks. The customer
calls to say that the center will not be available
in 2 weeks due to some unforeseen problems.
What should the project manager do next?
C
Explanation:
In situations where unforeseen problems prevent the planned execution of a project, the project
manager should focus on problem-solving and collaboration to keep the project on track. According
to the PMBOK® Guide, the project manager’s responsibilities include engaging with stakeholders to
meet project requirements and creating customer satisfaction1. The Professional in Business Analysis
Reference Materials also emphasize the importance of collaboration and stakeholder engagement to
address issues and find solutions2. Therefore, helping the customer find an alternative location
aligns with the project manager’s role in facilitating project success and maintaining stakeholder
satisfaction. Reference:
PMBOK® Guide – Seventh Edition, Project Management Institute1.
Professional in Business Analysis Reference Materials, PMI2.
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?
B
Explanation:
In the scenario described, the project team is overwhelmed by the volume of knowledge-sharing
emails, which indicates that the current method of communication is not effective. A pull
communication method allows team members to access information as needed, rather than being
bombarded with emails. This method enables team members to manage their time and resources
more effectively by seeking out knowledge when it is convenient for them, thus reducing the
overload and improving the manageability of information.
Reference: The solution aligns with best practices in project management communication strategies,
where pull communication is recommended in situations where information overload is an
issue. This approach is supported by resources on project management communication methods,
which suggest that pull communication can help alleviate the problem of information overload by
allowing team members to access information on demand1234.
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?
D
Explanation:
In an agile project, collaboration and team input are crucial for success. Before sending details and
estimates to the client, the project manager should engage with the team to gather their insights and
expertise. This ensures that the project plan reflects a realistic approach, considering the team’s
views on dependencies and potential risks. Agile methodologies emphasize the importance of team
collaboration and iterative development, which includes regularly revisiting and adjusting plans as
the project progresses1234.
Reference:
Agile Communication: Techniques, Examples and Best Practices1
How to Nail Your Agile Communication Plan2
How to Communicate and Collaborate with Stakeholders in Agile Projects3
The Agile Project Management Approach4
V
According to this burnup chart for the last 7-day sprint, what should the project lead address with the
product owner and team?
C
Explanation:
The burnup chart indicates that the “Completed” work is trailing behind the “Scope,” suggesting
that the team is not meeting the expectations set by the product owner. This discrepancy can be due
to various factors such as underestimation of tasks, unforeseen challenges, or scope changes. It’s
important for the project lead to address this with the product owner and team to realign
expectations, reassess the workload, and implement corrective actions to ensure that project goals
are met within the sprint timeframe.
Reference:
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
The PMI Guide to Business Analysis
Business Analysis for Practitioners: A Practice Guide12345.
After the merger of two large companies, a project manager is assigned to a project. The company
hires a consultant to ensure best practices are
being used in information security. During an iteration, the consultant requests changes to a software
component, claiming that it is not meeting
market requirements.
What should the project manager do?
B
Explanation:
When a consultant requests changes to a software component during an iteration, claiming it does
not meet market requirements, the project manager should continue the iteration and review the
change with the customer. This action ensures that the iteration’s progress is not halted while also
addressing the consultant’s concerns. It is essential to involve the customer in the decision-making
process since they have a vested interest in the product’s success and alignment with market needs.
This approach is consistent with the principles of stakeholder engagement and communication found
in both PMP and business analysis best practices.
Reference:
The PMBOK® Guide, which outlines the project management framework, emphasizes the importance
of stakeholder engagement and communication throughout the project life cycle1.
The PMI Professional in Business Analysis (PMI-PBA)® guide highlights the role of business analysts in
facilitating communication between stakeholders and ensuring that project outcomes align with
business needs23.
Discussions among PMP professionals suggest that addressing changes without disrupting the
current iteration’s workflow is a common practice, and customer involvement is crucial
Two members of a new project team disagree on the best approach to solve a problem. The conflict
has been going on for 1 week. The two
members are tense around each other and are taking everything personally.
What should the project manager do?
A
Explanation:
In situations where team members disagree, it is essential for the project manager to facilitate a
resolution that leads to the best team performance. This involves understanding the perspectives of
each team member, fostering a collaborative environment, and guiding the team towards a solution
that aligns with the project’s goals. The project manager should employ conflict resolution
techniques such as problem-solving and collaboration, which are recommended by the PMBOK
Guide. These techniques encourage open communication, ensure that all voices are heard, and work
towards a consensus that supports the project’s objectives and enhances team performance.
: (Based on the conflict resolution strategies outlined in the PMBOK Guide and other PMP
resources12.)
A project to construct an electricity generation plant is on site near a nature reserve. An
environmental activist group is questioning the need for
the project. The customer has informed the project manager to disregard the group as they are not in
support of the project.
What should the project manager do next?
B
Explanation:
The PMBOK® Guide emphasizes the importance of identifying all stakeholders and understanding
their influence and impact on the project. In this scenario, the environmental activist group, being
concerned with the project’s proximity to a nature reserve, qualifies as a stakeholder. Their concerns
could impact project delivery, public perception, and regulatory compliance. Therefore, the project
manager should add the group to the stakeholder list and analyze their potential impact as part of
the stakeholder engagement process12. This aligns with the principles of stakeholder management
and engagement, which are crucial for project success and are also reflected in the Professional in
Business Analysis (PBA) reference materials, where managing stakeholder expectations and
engagement is a key aspect of business analysis34.
: = This response is informed by the PMBOK® Guide’s approach to stakeholder management12, as
well as the practices outlined in the Professional in Business Analysis reference materials regarding
stakeholder engagement and management34.
A project manager is leading a project that is in the execution phase. Due to a company
reorganization, some key project team members are likely to leave the project.
What should the project manager do next?
D
Explanation:
When facing the potential departure of key project team members, a project manager should first
evaluate the situation’s impact on the project’s scope, schedule, cost, and quality. The next step is to
refer to the project management plan, which should include a risk management plan with
predefined mitigation strategies for such scenarios. Implementing these mitigations will help to
manage the changes effectively and keep the project on track.
: The response is based on general project management principles as outlined in the PMBOK Guide
and the standard practices of risk and change management that are part of the PMP’s body of
knowledge.