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#PMP Question #3791
You are promoted to a project manager and have to take over a new project. This project had been attempted repeatedly over three years, failing for a different reason each time. The main problem was the stakeholders' different opinions about where the project should go and how it should be done.
This situation is a specific example of?
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#PgMP Question #6112
Finally, your program to develop the advanced polymer chemical for all types of coats is near to completion. You have had seven components in your program, and the last one should finish in two months. You have been involving the people in your operations support group to be part of your program team meetings now for the last year and earlier included them on the distribution list for your status reports, so they felt they were part of the team for success as you recognize transition planning is the key to benefits sustainment in program management. As a program manager, you also recognize the importance of requesting the component transition.
It is especially important during:
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#PMP Question #4844
An agile project team is working on an infrastructure product to be delivered incrementally over several iterations. Midway through the third iteration, the whole company is informed that the operating systems supported by the infrastructure will be terminated in the upcoming quarter. Several thousand machines will be impacted by this change. What should the project manager do first?
#PMI-ACP Question #1824
The most appropriate model for a geographically distributed project team is one in which the team is distributed across:
Answers:
a. relatively few locations, with each location team comprised of a complete development group developing decoupled subsystems.
b. locations in the same time zone, working on the same systems while leveraging excessive communication channels.
c. relatively few locations, and tasks are divided along functional lines with design in one location, coding in another, and testing in another.
d. many locations, with relatively few people at each location developing and testing decoupled subsystems.
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#PMP Question #4283
A product owner has provided the team with a prioritized backlog for the initial launch of a new product. After analysis, the team concludes that some work is missing to support the initial launch and provides this information to the product owner. The product owner acknowledges the missing work and adds it to the bottom of the backlog. The team is not happy with the prioritization that the missing work received.
What should the project manager do in this situation?
Answers:
a. Let the project team pull the recommended work from the bottom of the backlog to maximize value creation.
b. Analyze and reprioritize the backlog and provide the decision to the product owner and team.
c. Recommend the product owner prioritize the missing work higher because it is needed for the minimum viable product (MVP).
d. Empower the product owner by supporting the decision and instructing the team to follow the prioritization as provided.
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#PMP Question #4615
A project manager is managing a project that has a new sponsor who is cutting the budget.
As a servant leader, how should the project manager handle the budget cuts with the team?
Answers:
a. Notify the project sponsor that the budget reduction will require a schedule slip and scope reduction.
b. Inform each team member that they must release a portion of their budget but must remain on schedule with no change to the scope.
c. Meet with the schedule coordinator and financial analyst to tell them which budget lines to reduce and where to release slack.
d. Collaborate with the team to assess the impact of the change on the project and recommend an updated project plan.
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#CAPM Question #4295
A project affects the marketing unit and procurement unit. The project manager gives the business analyst an overview of the project for the first time.
What should the business analyst do immediately after the discussion?