An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern's mentor. Two months later, the project goes into critical status, delaying the release milestone by a month.
What should the project manager have done to avoid this scenario?

1. A. Requested an experienced resource as a replacement
2. B. Convinced the critical resource to remain on the project
3. C. Allocated additional time for mentoring
4. D. Negotiated additional time to complete the project

Correct Answer: C
According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “enable team members and stakeholders to align their efforts and work as a team” (p. 13). Thisprinciple implies that the project manager should support the team members in developing their skills, knowledge, and capabilities, and provide them with the necessary resources, tools, and guidance. The project manager should have allocated additional time for mentoring the intern, as this would have helped the intern to learn from the senior engineer, gain confidence, and contribute effectively to the project. Requesting an experienced resource, convincing the critical resource, or negotiating additional time are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the lack of adequate training and support for the intern. References: PMBOK Guide, 7th edition, p. 13; PMP Exam Content Outline, Domain II: Process, Task 6.

A third-party supplier demands payment for the services provided for a project. The agreement was that payment would be made after the organization receives payment from the client. The third-party supplier lacks the capital to meet their payroll and has informed the project manager that if they do not receive payment quickly, they will withdraw team members from the project.
What should the project manager do?

1. A. Reassign resources from other projects to pay the third-party supplier.
2. B. Explain the third-party supplier situation to the client and request payment.
3. C. Process a bank loan to pay the payroll of the third-party supplier.
4. D. Inform the client that the project must be delayed until payment is received.

Correct Answer: B
The project manager should communicate the issue with the client and try to negotiate a solution that satisfies both parties. The project manager should not take any action that would jeopardize the project scope, schedule, budget, or quality, such as reassigning resources, processing a loan, or delaying the project. The project manager should also maintain a good relationship with the third-party supplier and avoid any breach of contract. References: PMBOK Guide, 6th edition, page 374, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

A project manager has recently moved to an organization to lead a key project. The project manager notices that team performance is below the target, and the tasks assigned are not delivered on time. Team commitment is also not as appropriate as it should be.
What should the project manager do?

1. A. Apply an agile approach to help improve team performance.
2. B. Schedule a meeting and communicate the performance concern to the team.
3. C. Study and determine the appropriate leadership style suitable for the team.
4. D. Hirea project team leader who can influence the project team members.

Correct Answer: C
According to the PMBOK Guide, a project manager should be able to adapt their leadership style to the needs and abilities of the team. Different situations may require different leadership styles, such as directive, supportive, participative, or achievement- oriented. A project manager should assess the team’s maturity, skills, motivation, and expectations, and choose the most effective leadership style for the given situation. This can help improve team performance, commitment, and satisfaction. References: PMBOK Guide, 7th edition, page 177-178.

During a project's closing phase, the project manager identified that the client did not use one particular service. The client then asks the project manager to informally extend the service beyond the contract end date. The contract is clear about the expiration of the service.
How should the project manager address this situation in order to close the project?

1. A. Issue a change request and activate the formal change control process to address the situation.
2. B. Escalate the request to the functional manager to approve the additional service hours.
3. C. Deny the request and include it in lessons learned documentation for the next contract renewal.
4. D. Accept the client's proposal to use the service until the additional hours are exhausted.

Correct Answer: A
= The project manager should issue a change request and activate the formal change control process to address the situation, because extending the service beyond the contract end date is a deviation from the original scope and schedule of the project. The change request should include the rationale, impact, and benefits of the proposed change, as well as the alternatives and risks. The change request should then be submitted to the appropriate authority (such as the project sponsor, steering committee, or change control board) for review and approval. The formal change control process ensures that the change is properly evaluated, authorized, communicated, and documented. The project manager should not accept, deny, or escalate the request without following the change control process, as this may violate the terms of the contract, compromise the quality of the project deliverables, or create conflicts with the client or other stakeholders. The project manager should also update the project management plan, the project schedule, the project budget, and the project baselines to reflect the approved change, and monitor and control the project performance accordingly. The project manager should also include the change and its outcome in the lessons learned documentation for future reference and improvement. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Termination of Service Contract: Everything You Need to Know - UpCounsel, The 7-step project closure checklist to end on a high note - Teamwork

A project for Company A was successfully delivered within scope, schedule, and budget by the end of the last iteration. However, during the project celebration ceremony, one of the business stakeholders says they perceive the project as a failure as it did not add any business value.
What should the project manager have done to avoid this perception?

1. A. Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits.
2. B. Confirmed that there is a communications management plan in place to make business stakeholders aware of the success.
3. C. Involved the business stakeholders in the sprint review.
4. D. Implemented a closing survey for key stakeholders.

Correct Answer: A
= According to the Agile Practice Guide, the product backlog is a prioritized list of features, functions, requirements, enhancements, and fixes that constitute the changes needed to deliver a viable product1. The product backlog should be aligned with the project vision and goals, and reflect the value proposition for the customer and the business2. Therefore, the project manager should have defined the product backlog priorities with the sponsor and key stakeholders to deliver business benefits, and to ensure that the project outcomes meet the stakeholder expectations and needs. This would have helped to avoid the perception of the project as a failure, as the business stakeholders would have been involved in defining and validating the value of the project deliverables. This is also consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software3. References:
✑ 1: Agile Practice Guide, p. 26
✑ 2: Agile Practice Guide, p. 28
✑ 3: Agile Practice Guide, p. 9