1. What should the project manager do?
A. Assign easier activities to the new team member.
B. Allocate time within the iterations to mentor the new team member. Correct
C. Place the new team member on a performance improvement program.
D. Ask another team member to take some of the new team member's work.
Explanation
Mentoring the new team member (B) directly addresses their lack of understanding of processes, enabling them to integrate effectively and contribute to the team’s success without disrupting the schedule. Assigning easier tasks (A) may reduce short-term impact but doesn’t help the team member learn the processes, potentially lowering morale. A performance improvement program (C) is inappropriate without first providing support, as it assumes poor performance rather than a knowledge gap. Reassigning work (D) shifts the burden to others, avoiding the root issue and potentially causing resentment.
2. How should the project manager address this issue?
A. Consider using a reward system to encourage timely delivery.
B. Engage in recruiting a highly skilled resource to reinforce the skills.
C. Ensure the sprint size is appropriate for the iteration duration. Correct
D. Promote changing the iteration duration in order to commit as planned.
Explanation
Ensuring the sprint size is appropriate (C) tackles the root cause of missed user stories, likely due to overcommitment or misaligned capacity. This adjustment improves planning accuracy and delivery predictability. A reward system (A) may motivate but doesn’t address planning issues. Recruiting (B) is a long-term solution that doesn’t solve immediate sprint failures and incurs costs. Changing iteration duration (D) disrupts the established cadence and may not address the core issue of scope misalignment.
3. What should the new project manager do?
A. Set short-term goals in order to create a winning culture internally and praise team members for achieving them. Correct
B. Ask the project sponsor to provide team members with a project direction regarding outcomes.
C. Avoid conflict and let the team self-organize on how they want to work on the project tasks.
D. Escalate the situation to the steering committee and request that more time be allotted to the project.
Explanation
Setting short-term goals (A) provides immediate clarity and direction, addressing the team’s confusion and fostering motivation through achievable milestones. This builds a positive culture and aligns the team toward project outcomes. Asking the sponsor for direction (B) shifts responsibility away from the project manager, who should lead the team. Allowing self-organization (C) risks further disarray in an already confused team. Escalating for more time (D) doesn’t resolve the immediate need for guidance and may delay progress unnecessarily.
4. What should the project manager have done to avoid this situation?
A. Performed a root cause analysis with the external client representative and documented the findings in the lessons learned register.
B. Reviewed the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting. Correct
C. Sent the presentation slides to internal participants first and then to the external client representative prior to the meeting.
D. Reviewed the communications management plan before inviting an external client representative to the meeting.
Explanation
Reviewing the cost management plan with internal participants, including the CEO, before inviting an external client representative (B) ensures alignment on sensitive topics like the budget, preventing surprises that could derail the meeting. This aligns with PMP principles of proactive stakeholder engagement and effective communication. Performing a root cause analysis (A) is irrelevant here, as no prior issue exists, and lessons learned are documented post-event, not preemptively. Sending presentation slides (C) aids preparation but doesn’t guarantee internal consensus on critical elements like the budget. Reviewing the communications management plan (D) is too general and doesn’t directly address the CEO’s reaction, likely triggered by unpreparedness for the budget discussion.
5. What should the project manager do?
A. Check the approved list of requirements to see if there are any missing items.
B. Discuss with the stakeholder which additional requirements should be added.
C. Review the requirements traceability matrix with the concerned stakeholder. Correct
D. Work with the stakeholder to improve the requirements' acceptance criteria.
Explanation
Reviewing the requirements traceability matrix with the stakeholder (C) verifies whether the requirement is included and traceable to deliverables, addressing the concern objectively and collaboratively, aligning with PMP quality and requirements management principles. Checking the approved requirements list (A) is less effective without stakeholder involvement. Discussing additional requirements (B) is premature without confirming the issue. Improving acceptance criteria (D) assumes the requirement is present and correctly defined, which may not address the stakeholder’s concern.