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PMBOK is a registered mark of the Project Management Institute, Inc. 1 # Cloned Test Prep Questions Answers and Reference 1 The project manager shifts to an agile approach for a project with an aggressive go-to-market timeline. The project manager needs to revise the stakeholder plan so that it follows agile principles. What should the project manager do to meet this need? A. Design a digital communication system that allows for virtual submission, logging, reviewing, and escalation of issues. B. Remove unnecessary layers of management to promote direct communication between the project team and stakeholders. C. Modify templates to include product backlog progression and the burndown rate and require standup attendance. D. Increase the number of formal training workshops to cover all relevant issues for all stakeholders, including the project sponsor and client. B To facilitate timely, productive discussion and decision making, adaptive teams engage with stakeholders directly rather than going through layers of management. Often the client, user, and developer exchange information in a dynamic co-creative process that leads to more stakeholder involvement and higher satisfaction. In order to accelerate the sharing of information within and across the organization, agile methods promote aggressive transparency. PMBOK® Guide Sixth Edition (2018), 13. Project Stakeholder Management, p506 | The Agile Practice Guide, Annex A1 PMBOK® Guide Mapping, p95 2 Project team members are concerned that a new resource does not seem suitable for an assigned task. How should the project manager respond to this concern? A. Contact senior management to discuss the possibility of reassigning the new resource to a different project. B. Schedule time to chat with the new resource to assess their skills and understand their strength level. C. Ask the team members to document task-related deficiencies displayed by the resource. D. Contact the project sponsor to highlight these concerns and decide on an appropriate response. B A project manager should not take action by just listening to other member’s feedback. He should talk to the new member to find out about his strength and make some evaluation later. PMBOK® Guide Sixth Edition (2018) PMI, 9. Project Resource Management / 9.4 Develop team, p338 | The Agile Practice Guide, 2.2 The Agile Manifesto and Mindset , p8 3 A project manager develops a project management plan and schedule based on an agreed-upon project lifecycle of 16 months. Later, due to changing business requirements, the project manager receives a request for completion within 9 months. How should the project manager respond to this proposed change in timeline? A. Work with key stakeholders to identify project requirements that could be reduced. B. Immediately ask project team members to increase the pace of each task within the project. A To execute the project quickly, the project team should discuss on the whole scope together and find out the way to complete tasks at individual level within short time. By the discussion, many tasks could be by-passed from the base tasks and new tasks can be identified, which might help the project to reduce the total time frame of the project. This is an agile mindset of the project manager, by which a better value can be served in terms of time.
PMBOK is a registered mark of the Project Management Institute, Inc. 2 C. Ensure that substantial scope creep is included in the original project schedule, so that revised deadlines can be met. D. Meet individually with project team members to discuss how aspects of the project can be completed more quickly than planned. Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki, Chapter 12 / Most of the solution is clearly known 4 During an iteration, Task 1 cannot be completed on time due to unexpected challenges. Another team within the project is depending on timely completion of Task 1 in order to fulfill their part of the project. How should the project manager resolve this issue? A. Meet with both teams separately, and ask them to figure out a way to meet the required deadlines and complete the project on time. B. Meet with the product owner to reprioritize the iteration backlog, so that it does not impact other teams or obligations. C. Increase the number of team members for the project team and increase the iteration length, ensuring that the work will be completed according to schedule. D. Let team members know you want them to do their best under difficult circumstances, and make sure to note the iteration's challenges in lessons learned. B Hybrid approach might also involve evaluating iteration backlog items priorities to resolve time constraints. PMBOK® Guide Sixth Edition (2018), 6. Project Schedule Management / 6.6 Control Schedule, 224 | The Agile Practice Guide (2017), 5. Implementing Agile: Delivering in an Agile Environment/5.3 Troubleshooting Agile Project Challenges, 58 5 The project manager schedules an iteration review and learns that a few key stakeholders do not approve of how a feature has been developed. What should the project manager do first in order to address this issue? A. Invite project team members to a brainstorming session to identify an appropriate response. B. Address the issue only after evaluating why these stakeholders are concerned. C. Determine the impact of the conflict by listing the pros and cons of the situation. D. Ask the project sponsor to act as a neutral party in negotiation with those stakeholders who are dissatisfied. B One of the required abilities of Project Managers is to identify when the conflict escalates. If it happens, the Project Manager should help to facilitate a satisfactory solution, addressing conflict early, in private an using a direct and collaborative approach. PMBOK® Guide Sixth Edition (2018), 9. Project Resource Management / 9.5.2 Manage Team: Tools and Techniques, p348 6 A key team member is asked to move to another project during the middle of a technical project. The team believes this is an unwise move and expresses concern. Which two actions will help to resolve the issue? (Choose two.) B, C PM should know how to handle key personnel changes and keep the team motivated and productive.
PMBOK is a registered mark of the Project Management Institute, Inc. 3 A. Discuss the conflict with the project sponsor and formulate a response. B. Use coaching tools and techniques to motivate the project team. C. Replace the key team member with a new resource who has the same skills. D. Meet with the change control board (CCB) to discuss the requested change. E. Engage in the change management process to resolve the resource issue. PMBOK® Guide Sixth Edition (2018) 9, Project Resource Management / 9.5 Manage Team, 345-346 | Project Managers Portable Handbook, 3rd Ed (No Date), Section 5/ 5.3.4 Coaching Techniques and Tools 7 At a weekly project status meeting, a key team member expresses concerns about the overall approach documented within the project management plan. The Project manager is surprised because the team is in the process of executing an important component of the project and the concern has not been raised before. What steps should the project manager take? A. Update the risk register to document the concerns, then continue with the meeting’s scheduled agenda items. B. Recognize that the concern must be fully discussed and resolved prior to continuing with the meeting’s agenda items. C. Address the team with a generic reminder about meeting etiquette, then ask if the team wants to use the time to fully discuss the concerns raised during the meeting. D. Immediately acknowledge the team member’s concern, continue with the scheduled agenda, then privately meet with the team member to fully understand the concerns expressed. D Conflict should be addressed in private, first, to better understand the concern being raised. Exploring the concern after the meeting gives the PM an opportunity to verify the concern and determine needed next steps without disrupting the meeting with all meeting attendees. PMBOK® Guide Sixth Edition (2018) 9. Project Resource Management / 9.5.2.1 Interpersonal and Team Skills, p348 8 During a meeting, a project manager learns that a business result needs to be delivered in four weeks, although the original plan was sixteen weeks. The project manager also hears that there is no available technical resource who might be able to join the team. The project manager knows the technical resource manager because they worked together on a previous project. What is the first thing the project manager should do? A. Notify the project sponsor about the lack of a technical resource. B. Immediately escalate the issue to decision makers in the organization. C. Check with the technical resource manager to see if there is an available technical resource. D. Since time is short, hire an outside party to meet the need for a technical resource. C Per Agile manifesto, it values individual and interactions over processes and tools. Thus, it is best to meet with the resource manager to understand the real situation rather than informing sponsor first which might be the false alarm. PMBOK® Guide Sixth Edition (2018) Project Communications Management / 10.2.2.6 Interpersonal and Team Skills / Networking, p386 | The Agile Practice Guide, 2.2 The Agile Manifesto and Mindset , p8
PMBOK is a registered mark of the Project Management Institute, Inc. 4 9 A team decides that an agile approach fits the needs of the next phase in their project. Unfortunately, there are team members who have not had the appropriate agile training. How should the project manager respond to the lack of agile training? A. Include agile training for these team members in a change request. B. Ensure the project’s contingency reserve can cover agile training for all team members. C. Create virtual training sessions for key team members, covering the main agile topics. D. Identify and implement the most cost-effective agile training for the team members. D If project team members training results in added skills that could be useful for future phases or future projects, schedule training lessons and related costs could be evaluated to be included in resource management plan and cost management plan. PMBOK® Guide Sixth Edition (2018) 9. Project resource Management / 9.4.2.6 Training, p342 | The Agile Practice Guide (2017), 4. Implementing Agile: Creating An Agile Environment / 4.2.1 Servant Leader Responsibilities, 37 10 A project manager believes that a delay in developing a prototype was due to a lack of knowledge in a specific skill that was needed by the cross-functional team. How could the project manager prevent this situation on future projects? A. Offer more skill-specific training throughout the project. B. Identify required strengths, and organize the team based on those strengths. C. Meet with the project sponsor and team members to assign training for specific skills. D. Empower team members to problem solve in situations where skills may be lacking. B Develop the human resource management plan by defining the roles and responsibilities of the project team members in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed. PMBOK® Guide Sixth Edition (2018), 9. Project Resource Management, 309 | The Agile Practice Guide (2017), 4 Implementing Agile: Creating an Agile Environment / 4.3.3 Generalizing Specialists, p42 11 A new project manager joins the project’s daily standups, only to find that the project team spends too much time discussing ways to deal with obstructions in the project. Because of these discussions, standups often last well over two hours. What process should be used to deal with this issue? A. Ask team members to invite their managers to standup sessions, in order to find solutions more quickly. B. Explain to team members that long discussions take time away from actual work on the project. C. Insert a new team member who will manage obstacles and schedule additional meetings to discuss possible solutions. D Most project manager's think if he has the daily startup, then he can apply agile way to manage the projects. But it is important for agile is how to implement the daily standup. Teams run their own standups. When run well, standups can be very useful, provided the nature of the team’s work requires intense collaboration. Identify the blockers on the standups but have separate meetings to discuss the blockers and the solution. The Agile Practice Guide (2017), Chapter 5 / 5.2.4 Daily Standups, 53