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?
Correct Answer:
C
= According to the Agile Practice Guide, changes are inevitable and welcome in agile projects, as they provide opportunities to deliver more value to the customer1. However, changes should be evaluated and prioritized by the customer or the product owner, who represents the customer’s voice2. The project manager should facilitate the change management process and ensure that the changes are aligned with the project vision and goals3. Therefore, the project manager should continue the iteration
and review the change with the customer, who can decide whether to accept, reject, or defer the change. This is also consistent with the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software4. References:
✑ 1: Agile Practice Guide, p. 13
✑ 2: Agile Practice Guide, p. 27
✑ 3: Agile Practice Guide, p. 37
✑ 4: Agile Practice Guide, p. 9
A project manager was recently assigned to a project that is in the execution phase and is experiencing roadblocks. During a review of the processes and procedures, the project manager notices similarities to a previous project that experienced similar roadblocks. The project manager reviews the task schedule and finds that certain tasks are well behind expectations. In speaking with the project team, the project manager confirms that the team is following the processes exactly.
What should the project manager do?
Correct Answer:
B
According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “tailor the delivery approach based on context” (p. 11). This principle implies that the project manager should adapt the processes and practices to suit the specific needs and characteristics of the project, rather than following a rigid or predefined methodology. The project manager should review and amend the processes to ensure only value-adding activities are present, as this will help to eliminate waste, optimize efficiency, and improve performance. Reviewing the resources, updating the variation register, or updating the schedule are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the misalignment between the processes and the project context. References: PMBOK Guide, 7th edition, p. 11; PMP Exam Content Outline, Domain II: Process, Task 2.
A healthcare organization hired a new compliance specialist to ensure that the healthcare compliance needs are met. The feedback about the new compliance specialist from the team was average.
What should the project manager do to help the new compliance specialist improve?
Correct Answer:
A
According to the PMP reference materials, a project manager is responsible for developing and managing the project team, which involves acquiring, motivating, leading, and supporting the team members throughout the project life cycle12. A project manager should also monitor the team performance and provide feedback, guidance, recognition, and rewards to the team members12. According to the best practices for team development, a project manager should meet one-on-one with each team member regularly, and get to know them individually34. This helps the project manager to understand the strengths, weaknesses, skills, interests, and expectations of each team member, and to identify any issues or concerns that may affect their performance or satisfaction34. A one-on-one meeting also provides an opportunity for the project manager to show support, appreciation, and respect to the team member, and to offer coaching, mentoring, or training as needed34. The other options are not the best actions to take to help the new compliance specialist improve, as they either do not address the root cause of the problem, or they are not appropriate or effective for the scenario. Contacting the human resources (HR) manager about the team’s feedback (B) may not be necessary or helpful, as the HR manager may not have the authority or the expertise to deal with the situation, or it may create a negative impression of the specialist. Escalating this situation to the manager of the area for a possible solution © may not be advisable or feasible, as the manager of the area maynot be directly involved or interested in the project, or it may undermine the project manager’s role and responsibility. Providing time for the specialist to adjust to the pace of the project (D) may not be sufficient or effective, as it may not address the specific needs or challenges of the specialist, or it may delay the improvement process. References: 1: Manage Project Team - Project Management Institute 2: Project Team Management - Project Management Knowledge 3: How to Develop a Successful Project Team - Project-Management.com 4: 1.6 Build a Team - PM Illustrated PMP Exam
As part of a company’s planning effort for team capacity building, the project manager was asked to provide management with a list ofrequired trainings for the project team. What should the project manager do?
Correct Answer:
B
The project manager should review the team members’ latest performance, identify gaps in competencies, and decide on the needed trainings, as this is one of the key processes in the Project Resource Management knowledge area. According to the PMBOK Guide, the project manager should assess the team members’ skills, knowledge, and abilities, and compare them with the project requirements and expectations. The project manager should also identify the areas where the team members need improvement or development, and plan the appropriate trainings or interventions to enhance their competencies and performance. Reviewing the project pipeline, identifying gaps in competencies for execution, and deciding on the needed trainings (A) is not the best option, as it does not consider the individual needs and preferencesof the team members, and may not address the current issues or challenges they are facing. Reviewing the project schedule and the team members’ performance, and deciding on soft skills and related trainings needed for the team © is not sufficient, as it may not cover the technical or functional skills that the team members may also need to perform their tasks effectively. Reviewing the gaps found during project execution, preparing a list of recommended trainings, and discussing it during a team meeting (D) is not advisable, as it may not involve the team members in the decision-making process, and may not reflect their feedback or input. References: PMBOK Guide, 6th edition, pages 313-314, 333-334; PMP Examination Content Outline, pages 9-10, 13-14.
A project manager has received a new request to integrate more features to a product. The team is fully allocated, and there is no budget to acquire new resources.
What strategy should the project manager implement to deal with this situation?
Correct Answer:
D
According to the PMBOK Guide 7th Edition, one of the principles of project management is to collaborate with stakeholders. This means that the project manager should engage the team and other stakeholders in the planning, execution, and monitoring of the project, and seek their input and feedback. When a new request to integrate more features to a product arises, the project manager should discuss the problem with the team and decide how to do the work together, as this will help to find the best solution that meets the stakeholder expectations and the project constraints. Asking the team to accelerate the iterations, verifying the team performance, or recommending an increase in the budget are not collaborative strategies, as they do not involve the team in the decision-making process, and they may not address the root cause of the problem or the impact of the new request on the project scope, schedule, quality, and risks. References: PMBOK Guide 7th Edition, page 11-12.