Topic 1: Exam Pool A
A project manager has team members around the world in many different time zones Project work frequently stalls because people in one office need to wait until another office is awake to have questions answered.
What should the project manager have done to avoid this?
A.
Used communication tools, such as video conferencing so different offices could communicate.
B.
Learned more about how each team member prefers to communicate before assigning project work
C.
Planned and scheduled tasks and work packages to overcome geographical and time zone challenges
D.
Ensured that the project would be the highest priority for all team members
Planned and scheduled tasks and work packages to overcome geographical and time zone challenges
A project manager who has team members around the world in different time zones should plan and schedule the tasks and work packages in a way that minimizes the dependency and communication gaps between the offices. This can be done by using techniques such as rolling wave planning, agile methods, or critical chain method, which allow for more flexibility and adaptability in the project schedule. The project manager should also consider the cultural differences, working hours, holidays, and availability of the team members when planning and scheduling the project work. This way, the project manager can avoid delays, conflicts, and misunderstandings caused by the geographical and time zone challenges.
References:
A company's project management office (PMO) is incorporating more adaptive technologies and has hired a new project manager with hybrid project management experience The team is slow in adopting the new methodology and has not been updating project artifacts in a timely manner.
Which action should the project manager take to improve the team's performance?
A.
Set up a training session for all project team members
B.
Reach out to the functional managers for support
C.
Speak individually with each project team member about making the needed updates
D.
Send an email asking all project team members to complete updates at the end of the day
Set up a training session for all project team members
According to the PMBOK Guide, project managers need to adapt their approach and style to the changing environment and needs of the project1. When a project management office (PMO) is incorporating more adaptive technologies, such as agile or hybrid methods, the project manager and the project team need to acquire the necessary knowledge and skills to apply them effectively2. One of the ways to do this is to set up a training session for all project team members, where they can learn the principles, practices, and tools of the new methodology, and how to update the project artifacts accordingly3. This would help to improve the team’s performance, as well as their engagement and collaboration. The other options are not as effective as providing training, as they do not address the root cause of the problem, which is the lack of understanding and adoption of the new methodology.
References:
1: PMBOK Guide, 6th edition, p. 18
2: PMBOK Guide, 6th edition, p. 27
3: PMBOK Guide, 6th edition, p. 52
In an advanced stage of a project a stakeholder who is not receiving the project status report communicates this to the project manager After checking, the project manager determines that the person is registered as a stakeholder but was not included in the communications management plan.
What should the project manager do next1?
A.
Update the communications management plan to include the missed stakeholder, and send the current project status documentation to this stakeholder
B.
Inform the project sponsor that there are stakeholders who are not included in the communications management plan
C.
Inform the stakeholder that the project team cannot provide information to anyone who is not registered in the project's communications management plan
D.
Ask the stakeholder to get the project status report from another stakeholder listed in the communications management plan.
Update the communications management plan to include the missed stakeholder, and send the current project status documentation to this stakeholder
The communications management plan is a subsidiary plan of the project management plan that describes how project communications will be planned, executed, and monitored. It should include the stakeholder communication requirements, the information to be communicated, the communication methods and technologies, the frequency and timing of communication, the roles and responsibilities of communicators, and the escalation process for resolving communication issues. If a stakeholder is not receiving the project status report, it means that the communications management plan is not aligned with the stakeholder communication requirements, and it needs to be updated. The project manager should also send the current project status documentation to the missed stakeholder to ensure that they are informed and engaged in the project. This is the best option among the four choices, as it follows the best practices of project communication management and stakeholder management.
References: (Professional in Business Analysis Reference Materials source and documents)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8: Project Communications Management, Section 8.1.3.1: Communications Management Plan
Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning Business Analysis Work, Section 4.3.2: Communication Plan
Practice Standard for Project Stakeholder Management, Chapter 3: Plan Stakeholder Engagement, Section 3.3.2: Communication Requirements Analysis
A project manager presented the project schedule to the mam stakeholders They have requested that the project be completed two months earlier than the scheduled date
What should the project manager do?
A.
Hold a stakeholder meeting to align timelines and scope expectations.
B.
Crash the schedule to shorten the timeline while keeping the scope unchanged
C.
Update the cost management plan to allocate more resources to the project to finish the scope earlier.
D.
Reduce the scope of the project by removing activities and shortening the timeline
Hold a stakeholder meeting to align timelines and scope expectations.
The project manager should hold a stakeholder meeting to align timelines and scope expectations. This is because the project manager needs to manage the stakeholder’s expectations and ensure that they understand the implications of their request. The project manager should explain the current project schedule, the assumptions and constraints that were considered, and the risks and opportunities that are involved. The project manager should also discuss the possible alternatives to meet the stakeholder’s request, such as crashing, fast-tracking, or scope reduction, and their pros and cons. The project manager should seek the stakeholder’s input and feedback, and try to reach a mutually agreeable solution that satisfies the project objectives and the stakeholder’s needs. The project manager should also update the project documents, such as the project management plan, the schedule baseline, and the scope baseline, to reflect the agreed changes, and communicate them to the relevant stakeholders.
The other options are not correct because they do not address the issue of stakeholder alignment and communication, which is essential for project success. Crashing the schedule to shorten the timeline while keeping the scope unchanged might be a possible option, but it would increase the project cost and risk, and might not be acceptable to the stakeholder. Updating the cost management plan to allocate more resources to the project to finish the scope earlier might be another option, but it would also increase the project cost and complexity, and might not be feasible or effective. Reducing the scope of the project by removing activities and shortening the timeline might be another option, but it would compromise the project value and quality, and might not meet the stakeholder’s requirements. References: PMBOK Guide, 6th edition, section 6.6, page 215, PMP Exam Prep, 10th edition, page 180
A team member shares with their functional manager some negative details about the performance of another team member that was discussed during the retrospective. The project manager finds out about this discussion
What two actions should the project manager take? (Choose two)
A.
Contact the team member's functional manager and invite them to the next retrospective
B.
Meet with the entire team to review the ground rules about safe environments
C.
Meet with the product owner to talk about the situation.
D.
Contact the team member to explain what information can be shared outside the team.
E.
Meet with the sponsor to review the situation.
Meet with the entire team to review the ground rules about safe environments
Contact the team member to explain what information can be shared outside the team.
The project manager should meet with the entire team to review the ground rules about safe environments, as this is an important aspect of creating a high-performing team and fostering trust and collaboration among team members1. The project manager should also contact the team member who shared the negative details to explain what information can be shared outside the team and what information should be kept confidential, as this is part of managing the team’s communication and ensuring ethical behavior2. Contacting the team member’s functional manager and inviting them to the next retrospective (option A) may not be appropriate, as it could violate the privacy of the other team member and create more conflict. Meeting with the product owner to talk about the situation (option C) may not be relevant, as the product owner is not directly involved in the issue and may not have the authority or responsibility to resolve it. Meeting with the sponsor to review the situation (option E) may not be necessary, as the sponsor is not directly involved in the issue and may not have the interest or availability to address it.
References:
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 336.
2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 379.
After a couple of iterations the project manager decides to present the product to a key stakeholder The stakeholder's feedback is that the team missed the mark on many features.
What should the project manager do to avoid this in the future?
A.
Set up requirements-gathering sessions with all key stakeholders to evaluate the scope once again and reprioritize the backlog based on the sessions.
B.
Schedule adequate sprint demos to gather early feedback from the stakeholders and adapt the plan accordingly
C.
Incorporate design thinking practices into the project life cycle to better understand the product's personas and be more effective to match their needs.
D.
Evaluate the team's skills to look for someone with experience in product design and assign that person the task of rebuilding the product interface
Incorporate design thinking practices into the project life cycle to better understand the product's personas and be more effective to match their needs.
Design thinking is a human-centered approach to problem-solving that involves empathy, ideation, prototyping, and testing. It helps project managers and teams to understand the needs, preferences, and pain points of the end users and stakeholders, and to create solutions that are desirable, feasible, and viable. By incorporating design thinking practices into the project life cycle, the project manager can avoid missing the mark on many features and deliver a product that meets or exceeds the stakeholder’s expectations. Some of the design thinking practices that can be applied in the project life cycle are:
Stakeholder mapping: This is a technique to identify and analyze the key stakeholders of the project, their roles, interests, expectations, and influence. It helps to align the project objectives with the stakeholder needs and to plan the communication and engagement strategies. Stakeholder mapping can be done at the initiation stage of the project and updated throughout the project as needed.
Persona creation: This is a technique to create fictional characters that represent the typical end users of the product. Personas help to empathize with the users and to design the product features and functions that suit their needs, goals, and behaviors. Persona creation can be done at the planning stage of the project and validated with real users during the execution stage.
User journey mapping: This is a technique to visualize the steps and interactions that the users go through when using the product. User journey mapping helps to identify the pain points, opportunities, and emotions of the users and to design the product features and functions that enhance their experience. User journey mapping can be done at the planning stage of the project and refined with user feedback during the execution stage.
Prototyping and testing: This is a technique to create and test low-fidelity or high-fidelity versions of the product with the users and stakeholders. Prototyping and testing help to validate the assumptions, gather feedback, and improve the product features and functions. Prototyping and testing can be done iteratively at the execution stage of the project and finalized at the closing stage.
References:
1: Stakeholder analysis 101: a project manager’s guide - Office Timeline 2: 4 Reasons Project Stakeholder Feedback is Important
3: How to Gather and Control Stakeholder Feedback and Reaction
4: Overcoming the Challenges of Collecting Stakeholder Feedback for Project Management
5: Design Thinking for Project Managers - PMI
6: Design Thinking for Project Management - ProjectManager
A project manager is approaching the end of a project, and several tasks are now practically complete and ready for handover to the client How should the project manager proceed?
A.
Update the quality management plan for the overall project
B.
Ask the client to verify and accept the tasks that have been completed
C.
Close out the project tasks that have been completed
D.
Update the communications management plan for the overall project
Ask the client to verify and accept the tasks that have been completed
According to the PMBOK Guide, 6th edition, section 4.7, one of the main outputs of the close project or phase process is the final product, service, or result transition. This involves transferring the ownership and responsibility of the project deliverables to the customer or sponsor, and obtaining their formal acceptance and sign-off. The project manager should ensure that the project scope and quality criteria are met, and that the deliverables are aligned with the project objectives and stakeholder expectations. The other options are not appropriate for the end of the project, as they are either part of the planning or monitoring and controlling processes, and do not involve the client’s verification and acceptance. References: PMBOK Guide, 6th edition, section 4.7; PMP Practice Exam, question 86.
A project has a very tight delivery schedule. The project is approaching the delivery date, and the project sponsor often sends the project manager alerts to avoid any schedule slippage . The project team has performed at an acceptable level until new, but the project manager wants to ensure that team’s performance level is performance is maintained until the end.
What action should the project manager take to motivate the project team's performance?
A.
Award certificates of appreciation to encourage the team
B.
Inform the team about the delivery pressure from the project sponsor
C.
Send a formal notice to team members instructing them to maintain performance
D.
Hire a few temporary team members to help with the additional work.
Award certificates of appreciation to encourage the team
According to the PBA Guide, one of the techniques for managing stakeholder engagement is recognition and rewards, which can be used to motivate and appreciate the team members for their contributions and achievements1. The PMP Exam Content Outline also lists recognition and rewards as one of the tools and techniques for leading a team2. Awarding certificates of appreciation is an example of recognition and rewards that can boost the team’s morale and performance. Informing the team about the delivery pressure from the project sponsor may increase their stress and anxiety, which can negatively affect their performance. Sending a formal notice to team members instructing them to maintain performance may be perceived as a threat or a punishment, which can also demotivate the team. Hiring a few temporary team members to help with the additional work may introduce new risks and challenges, such as communication issues, learning curves, and integration problems, which can delay the project further.
References:
1: PBA Guide, Chapter 6, Section 6.4.3.5 Recognition and Rewards
2: PMP Exam Content Outline, Domain II: People, Task 8: Lead a team
The sponsor is supportive in leveraging agile approaches The project manager is contemplating how to roll out the agile approach and gam buy-in from both project team members and stakeholders
What should the project manager do first?
A.
Determine which agile software tools will be required to support agile delivery within the organization
B.
Select a current predictive project define the approach, and provide agile training to execute the remainder of the project
C.
Start with a pilot project of appropriate complexity and provide agile training to those who are impacted
D.
Determine how to transform the organization using agile techniques, including organizational training and communications
Start with a pilot project of appropriate complexity and provide agile training to those who are impacted
According to the PMBOK Guide, 7th edition, one of the best practices for introducing agile approaches in an organization is to start with a pilot project that has a clear scope, a committed sponsor, and a willing team.
This way, the project manager can demonstrate the benefits of agile, gain feedback, and learn from the experience. The project manager should also provide agile training to the team members and stakeholders who are involved in the pilot project, to ensure they understand the agile principles, values, and practices. References: PMBOK Guide, 7th edition, page 23; Agile Practices and the PMP Certification
During the implementation stage of a project. a newly appointed team leader approaches the project manager to verify the team's tasks and schedule. The work did not go as planned due to the team leader's lack of management experience. This could cause delays for the project.
What should the project manager do?
A.
Ask the human resources director to appoint a senior team leader
B.
Inform the project sponsor about the possible delay
C.
Directly manage the project team to avoid project delays
D.
Provide mentoring to the newly appointed team leader
Provide mentoring to the newly appointed team leader
The best option for the project manager in this situation is to provide mentoring to the newly appointed team leader. Mentoring is a process of using experienced members of the organization to provide personal support and guidance to less experienced members of the staff. Mentoring can help the team leader to develop the necessary skills and competencies to manage the team effectively, to overcome challenges, and to achieve the project goals. Mentoring can also foster a positive and collaborative work environment, where the team leader and the team members can learn from each other and share feedback. The project manager can use various techniques and tools to mentor the team leader, such as setting clear expectations, providing regular coaching, giving constructive feedback, sharing best practices, facilitating problem solving, and recognizing achievements. The other options are not as effective as option D. Option A is not feasible, as it may not be possible to find a senior team leader who is available and willing to take over the project. Option B is not proactive, as it only reports the problem, but does not offer any solution. Option C is not empowering, as it undermines the team leader’s authority and responsibility, and may create resentment and demotivation among the team members.
References: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide – Sixth Edition, Chapter 9: Project Resource Management, Section 9.4.2.3: Interpersonal and Team Skills
Mentoring - Key Competency for Program and Project Professionals
How to Improve Your Project Leadership with Coaching and Mentoring?
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