One team member is complaining about an agreement made during the last meeting. That team member was present at the meeting and participated in thedecisions registered in the meeting minutes.
What should the project manager do next?

1. A. Meet with the team member and search for the root cause of their behavior.
2. B. Arrange an additional meeting with the team to communicate the agreement made during the last meeting.
3. C. Schedule a new meeting to evaluate the agreement and negotiate a new one.
4. D. Talk with the team member and explain that once the meeting ended, the agreement must be respected

Correct Answer: A
The project manager should meet with the team member and search for the root cause of their behavior. This will help the project manager to understand why the team member is complaining about the agreement, and to address any issues or concerns that the team member may have. The project manager should also remind the team member of the importance of the agreement for the project success, and the need to respect the decisions made by the team. The other options are not effective or appropriate, as they
may create more conflict, confusion, or resentment among the team members, or undermine the team’s authority or commitment. References: PMBOK Guide, 7th edition, page 76, 78, 255.

During project execution, a project manager discovers that the budget at completion has shifted significantly and is higher than expected.
What should the project manager do?

1. A. Adjust the original budget estimates with the current cost variance.
2. B. Perform a root cause analysis of the project performance.
3. C. Review the activity duration to reforecast the project completion date.
4. D. Negotiate the project changes and adjust stakeholder expectations.

Correct Answer: B
According to the PMBOK Guide, a project manager should monitor and control the project work by comparing the actual performance with the planned performance and analyzing the variances. If the budget at completion has shifted significantly and is higher than expected, it indicates that there is a cost overrun or a negative cost variance. The project manager should perform a root cause analysis of the project performance to identify the factors that caused the deviation and take corrective or preventive actions to bring the project back on track. Adjusting the original budget estimates, reviewing the activity duration, or negotiating the project changes are not the best options, as they do not address the underlying causes of the problem and may lead to further issues in the future. References: PMBOK Guide, 7th edition, page 205-206.

A vendor has manufactured a complex product. During a factory acceptance test, several deficiencies were identified. Product delivery is on the critical path, and any delay would impact project completion. What should the project manager do?

1. A. Assess the schedule impact and evaluate the most feasible solution to keep the project on track.
2. B. Ship the package as is, complete carryover work on-site, and back charge the vendor for the rework.
3. C. Initiate regular conference calls with the vendor for status updates to keep this item in focus.
4. D. Hold the shipment until the rework is completed at the vendor's facility to eliminate extra work on-site.

Correct Answer: A
n: The project manager should assess the schedule impact of the deficiencies identified during the factory acceptance test and evaluate the most feasible solution to keep the project on track. This may involve negotiating with the vendor, performing a schedule compression technique, or implementing a contingency plan. The project manager should also communicate the issue and the solution to the relevant stakeholders and update the project documents accordingly. The other options are not advisable, as they may compromise the quality of the product, increase the project risk, or create conflicts with the vendor. References: PMBOK Guide, 7th edition, page 112-113, 118-119, 122-123.

A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of therequirements. The project manager is concerned about scope creep.
Which action should the project manager take to control the scope?

1. A. Accept only those changes that are approved by the change control board (CCB) prior to being implemented.
2. B. Accept only those changes to requirements that provide additional value to the project.
3. C. Ensure that all key stakeholders agree to the project deliverables and there will be no need for changes.
4. D. Reject all changes that will increase the budget or increase the time line of the project.

Correct Answer: A
The project manager should accept only those changes that are approved by the CCB prior to being implemented because this is the best way to control the scope and prevent scope creep. Scope creep is the uncontrolled expansion of the project scope due to the addition of new requirements or changes without proper authorization, analysis, or documentation. Scope creep can negatively affect the project performance, quality, schedule, cost, and stakeholder satisfaction. To control the scope, the project manager should follow the change management process, which includes submitting change requests, evaluating the impact of changes, obtaining approval from the CCB, and updating the project documents and baselines accordingly. The CCB is a group of stakeholders who are responsible for reviewing, approving, rejecting, or deferring change requests based on predefined criteria and authority levels. By following this process, the project manager can ensure that only valid and necessary changes are implemented, and that the project scope is aligned with the project objectives and stakeholder expectations. References:
✑ A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2.2.3, page 27
✑ PMP Exam Content Outline, Domain III: Executing, Task 8

The sponsor of a newly formed agile project is struggling to understand the scope and to determine when critical product features will be ready to use. What should the project manager do?

1. A. Create a detailed project management plan with all planned releases and the tasks needed to deliver them.
2. B. Move the team's kanban board to a more visible place to improve the communication with key stakeholders.
3. C. Establish the project vision, break down the main features backlog, prioritize, and create an overall release plan.
4. D. Invite the stakeholder to the project's daily meetings, providing better visibility on what the team is working on.

Correct Answer: D
Given that the team is working with an adaptive approach, tools like the Kanban board can be extremely useful to provide visibility, clarity, and transparency regarding work assignments and status. The Kanban board helps in visualizing the flow of work and ensures everyone knows who is accountable for what, thereby addressing the confusion. Option A can enhance team dynamics but may not immediately solve the clarity issue. Option B, while systematic, might be a bit rigid for an adaptive approach. Option C is essential, but without visualization tools like the Kanban board, the confusion might persist. References: PMP Exam Practice Question and Answer #43 - Autonomy However, I cannot guarantee that this answer is 100% verified or accurate, as it is based on a third-party source and not the official PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other reliable sources for more information and confirmation. I hope this helps.