EMT Practice Test

1. Question Content...

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Question1: A project manager has access to risk management tools but chooses to use a quantitative method to evaluate the project risks. During project execution, the project sponsor asks for an updated risk matrix.
What should the project manager do next?

Question2: A project manager is meeting with the project sponsor regarding a new project. The project manager tells the sponsor that, as part of the communications management plan, a weekly email will be sent with thestatus of the project, so the sponsor can be informed of the progress. The sponsor indicates that the email is not necessary because they will ask for a status update whenever it is needed.
What should the project manager do next?

Question3: A project manager is in charge of a software development project. A key stakeholder complains that they never received the functionality test status reports. The project manager provides the reports, and thestakeholder notices that an important functionality for their area was not tested.
Which tool should the project manager have used to prevent this situation?

Question4: 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?

Question5: A customer asks the project manager about opportunities to create business value. What should the project manager do first in order to provide the customer with an appropriate response?

Question6: A local company is developing a new product and, for the first time, using a remote team for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about the project's outcomes. The remote development team is complaining that they do not clearly understand the requirements conveyed in the daily standup meetings.
How should the project manager address this situation?

Question7: A construction project to build a fish hatchery is in execution. The operations group notified the project manager about a concern that might turn into a potential issue, however, the concern could not be addressed.
In which project document should the project manager record the concern?

Question8: A defect is identified during user acceptance testing that could significantly impact the system's performance.
The project team has advised that this defectputs the delivery date at risk.
Which risk management process should be performed?

Question9: While following up on a deliverable, a team member expresses concern to the project manager about working with another team member. This team member states that the other team member, who is a functional manager, is often defensive and aggressive during meetings.
How should the project manager handle this situation?

Question10: At the end of a project, the project manager was asked to provide a performance rating of the project team members. What should the project managermainly make reference to?

Question11: The project team has been exposed to a large number of stakeholders who are going to be operating the system with different levels of engagement. For efficiency purposes, what should the project manager do first to minimize the number of interactions with all stakeholders, while keeping a collaborative spirit?

Question12: An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors.
What should the project manager have done to prevent this from happening?

Question13: A company is moving its headquarters to another city. The project manager responsible for the assignment has been using a predictive approach during the transition.
However, the information systems will be migrated using an agile approach. The project manager needs to decide which kind of contract to sign with the vendor responsible for migrating the systems. The project manager is concerned about controlling finances while delivering results.
How should the project manager address this situation?

Question14: A company plans to initiate a project involving a new technology. Approval for the project is required.
What should the project manager do?

Question15: In analyzing a project for monthly status reporting, the project manager notices that the schedule performance index (SPI) is 0.75 and the cost performance index (CPI) is 1.25. The project manager must provide the first project status review soon and wants to emphasize that the project is under control.
How should the project manager report the project status to key stakeholders?

Question16: A project is halfway through its execution phase. The quality specifications for the project deliverables are formally accepted. However, a key stakeholder is dissatisfied, stating that the deliverables do not meet the quality specifications.
What should the project manager do in this situation?

Question17: A project is about to start with a global project team. Travel is not a viable option for project team members, so most will participate virtually.
What should the project manager do to engage the team?

Question18: Company A has a culture of adhering to policies and procedures. A project manager is applying an agile approach to their in-house software development project, but even with training, they are still unable to deliver efficiently.
What should the project manager do first to improve this situation?

Question19: An agile senior project team member suddenly resigns from the organization. Following this departure, the remaining team members are having difficulty accessing information and are unable to complete a deliverable.
What should the project manager have done to avoid this situation?

Question20: A laboratory is launching a new product, defined to be executed in eight iterations with a fixed release date. At the beginning of the second iteration, the project managerrealizes that a significant regulatory feature is missing in the project backlog.
What should the project manager do?

Question21: A project manager was recently assigned to a new project that is about to start. The organization has already signed a fixed-cost contract with the customerdetailing the scope and final delivery date, but the project manager has identified several internal constraints and conditions that will certainly prevent theproject from being completed in the number of iterations initially planned.
What should the project manager do next?

Question22: A compliance strategy was created during the planning phase of a project. During execution, the project manager left the organization and another project manager was assigned to the team.
What should the project manager do first to ensure the project is compliant?

Question23: A project manager is executing a commercial building project. The project manager discovers that the required building permits have not been obtained. Obtaining the permits will delay the project by 1 month and will cost the project US$35,000. The fine associated with continuing to build without the permits is US$1,000 per day.
What should the project manager do first?

Question24: A project manager receives information in preparation for reporting the project's monthly performance to the project steering committee.
+ Actual progress = 2 units
+ Planned progress = 3 units
+ Actual cost (AC) = 2 units
+ Budgeted cost = 3 units
What statement should the project manager make to the project steering committee?

Question25: An agile project started 6 months ago. Since the beginning of the project, there have been disagreements among team members regarding daily meetings since some of the team members are not available at the same time. The project manager is convinced an agile team should be self-organizing, and that meeting times should be worked out by the team.
What should the project manager do?

Question26: Aretail chain is evaluating a project to replace payment systems across all its stores in multiple locations. The project does not pass the financial threshold but is alsoexpected to increase marketshare, improve customer services, and retain more customers. The project is planned as a phased implementation, building on learningfromthe retrospectives during each phase.
How should the business increase the value of the project?

Question27: A project manager for a large, multiyear, industrial project has a project with diversified stakeholders from various geographical areas.Recently, the project managerencountered an issue with stakeholder engagement.
Which two tools should the project manager use to determine the underlying reason for why engagement is not having the planned effect? (Choose two.)

Question28: A construction project for a nuclear power plant will reduce the region's energy dependence on external electricity supplies. The project manager has received support for the project from several leaders in the region. However, some people from the government want to stop this project to focus on developing renewable energy sources.
Which stakeholders should the project manager include in the stakeholder engagement plan?

Question29: The project team is planning a schedule with limited information. The team is having issues identifying the detailed tasks and estimating task duration.
Which three techniques should the project manager use? (Choose 3)

Question30: A project is in the middle of the fifth iteration. Due to a sudden slump in the economy, the company recorded a drastic reduction in revenue. The strategic direction was to implement cost-reduction measuresimmediately.
What should the project manager do next?

Question31: 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?

Question32: A client's company announces a reorganization, which includes changes in the senior management involved in the project. The new project sponsor is asking to put the projecton hold until they review thescope.
What should the project manager do next?

Question33: One of the key stakeholders on the project team reaches out with an additional requirement that mayimpact the overall schedule. Adiscussion with another stakeholder suggests that this might just be a small task.
What should the project manager do?

Question34: A project team is executing a project to replace an existing system with a new one. A new project manager has been hired and observes that the team consist of professionalswho have worked with the oldersystem, and others who have little previous experience.
What should the project manager do to ensure project success?

Question35: A project manager was recently assigned to a banking IT project. The project team has been developing products using a predictive approach for more than 10 years, butmanagement wants the team to change to an agile approach. The project manager met with the team to introduce the agile approach.Most of the team memberscomplained about changing approaches because the performance of this team has always been above average among the IT teams in the bank.
Which two actions should the project manager take? (Choose 2)

Question36: A company is transitioning from a predictive to an agile approach. During the last two sprint reviews, the product owner complained about the development team, indicating that the increments do not meet the acceptance criteria defined in the user stories. The development team complained about the product owner, who is defining sprint backlog items, because the backlog items cannot be delivered during the 2-week sprints agreed to at the beginning of the project.
How should the project manager resolve this situation in their new role as servant leader?

Question37: 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?

Question38: A project manager is newly assigned to the second phase ofan ongoing project. During theimplementation, a defect occurred and no oneknows how to fix it, as the former engineering team has moved to another project.
The customer warns that previously, this defect negatively affected the project schedule.
What should the project manager do first?

Question39: A team is working on a project using a hybrid approach, and they are facing a lot of obstacles and blockers from some stakeholders. What should the project manager do toimprove project performance?

Question40: A construction company recently won the bid for a project to build a cable bridge. A project charter has been prepared and a project manager has been assigned. The project manager is creating a work breakdown structure (WBS) for the project.
To what level should the project manager decompose their project?

Question41: In a global project, the project manager has to plan and manage communication between the team members and stakeholders in order to ensure the project will remain on track and achieve its goals.
What should the project manager do?

Question42: A risk was raised during the initiation of a project. The supplier discontinued software support for one of the project's required inputs. The project manager planned a reserve budget to allow the project to continue in the event of this occurrence.
What shouldthe project manager do?

Question43: During the execution phase of a project, one of the customer's stakeholders keeps requesting changes to the scope every week. Which three actions should the project manager take to resolve this issue?
(Choose three)

Question44: A software project using an agile approach is facing quality issues with every release, generating many production problems. What should theproject manager do to fix theproblem and improve the quality?

Question45: A project manager has been assigned to an education project with the objective of training a workforce in application development. One ofthe deliverables is to provideinternships to the best students in the customer's active projects. However, the customer does not have enough projects in progress right now. The project manager decidesto create several internal projects in order to ensure the internships.
Which three actions should the project manager take to fulfill this scenario without adding costs for the customer? (Choose 3)

Question46: A senior project manager is assigned to lead a team of project managers to run a large initiative. Oneof the key stakeholders oftenbypasses the senior project manager and gives instructions to the other project managers directly.
What should the senior project manager do?

Question47: A project manager has noticed that the performance of a new team member has increased dramatically over the past fewmonths. The project manager hasbeen measuring this team member's performance through the cost performance index (CPI) and schedule performance index (SPI) of work packages. The project manager has also assigned new, unrelated work packages to this team member. The project manager wants to formally record the team member'ssuccess in the project documentation.
What should the project manager do?

Question48: In a weekly status meeting with the client, the project manager asks each team member to present how their deliverables are impacting the customer's final product requirements. Which leadership skill is the project manager applying?

Question49: A project manager has been assigned to a project that involves building 100 wells for a small community that is urgently in need of access to water. What should the project manager do next?

Question50: An experienced project manager is working on a complex hybrid project that has several dependencies with other projects. How should the project manager reduce the risk related to those external dependencies?

Question51: In the daily check-in meeting, a team member informs the project team that the licenses for one of the components that will be used will expire in a couple of months. The licensing cost is significant.
What should the project manager do next?

Question52: Halfway through project execution, stakeholders ask for equipment that was expected to be procured. The project manager explains that the equipment was purchased, but differs from what thetakeholders are currently asking for. This is because the initial requirements werechanged during a previousmeeting.
What should the project manager have done to avoid this situation?

Question53: A client wants to create an innovative software for the travel industry using an agile approach. A project manager from the company was assigned to work on the details and estimates as requested by the client.
What should the project manager do before sending the information to the client?

Question54: From previous lessons learned working with a client, a project manager notes that the client's turn-around times on documents sent for approval were veryslow and well outside of the agreed timelines. At the initial kick-off meeting with the same client, how should the project manager approach this issue for thenew project?

Question55: One of the team members is always late to the daily standup meeting. What should the project manager do?

Question56: During project execution, one of the project tasks is to create an important document for a service vendor. The project manager assigns a senior engineer to clearly detail the service instructions to avoid anyredo loops. Two days after the service information document was sent, the service vendor has doubts and needs more clarity on the task. This redo loop will probably cause a delay of one or more days.
What should the project manager do next?

Question57: After meeting with stakeholders, a project manager working at a computer gaming company is creating a project management plan for thecompany's newest offering. Theproject manager learns that the company's main competitor is scheduled to release a similar offering leveraging the newest technology. Theproject manager fears that thecompetitor's offering is better in multiple ways compared to the project manager's project.
What should the project manager do?

Question58: 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?

Question59: A project manager is building a team to work on a service integration project that will transition technology management services from company A tocompany B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, havedifferent types of technology backgrounds, and use different approaches for work.
How should the project manager build a cohesive, high-performing team?

Question60: A project team consists of members based in country A and subject matter experts (SMEs) based in country B with a 12-hour time difference. What can the project manager do to improve interactions between the team members in both countries?

Question61: A project team is working hard to reach a milestone. The team morale is low because of the extended hours worked to meet the deadline.
Adding to this tension is the fact that the team works remotely, and there has been little time to build relationships or get to know team members beyond the tasks that everyone performs.
What should the project manager do to address the remote team's morale?

Question62: A project manager has a team of shared resources from other projects who are working on a client project.
Three days before the project is due, the team informs the project
manager that the project will be delayed because a component was not delivered on time. Competing priorities of the shared resources are delaying delivery of the component.
What should the project manager have done to prevent this delay from happening?

Question63: A project manager is managing a complex research project with a high level of uncertainty. A request is made to implement a mechanism tomeasure the quality of the deliverables.
Using a hybrid approach, what techniques can be used to achieve this goal?

Question64: 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?

Question65: A leader from project B consistently reaches out to a team member in project A for assistance. What should project A's project manager do?

Question66: A supplier informs the project manager that producing the quantity of a key component for the project will require an additional month. Theproject manager has to meet animportant milestone in a week.
What should the project manager do next?

Question67: A project sponsor wants to develop software that would have 30 features and would be used in 10 different countries. The team feels overwhelmed with the amount of work to be done.
What should the project manager do?

Question68: A project manager has been assigned to a corporate project management office (PMO). They are responsible for leading the development and rollout of updated project management procedures and templates that would include both predictive and agile approaches, What should the project manager do after the documents are completed?

Question69: A project manager realizes that the team members are new to the hybrid approach and do not value standup meetings. Team members often arrive late, digress into solutioning, or skip the meetings altogether.
How should the project manager improve this situation with the project team?

Question70: A bank wantsto initiate a new service for its customers that will also increase revenue. This service must comply with strict cyber regulation guidelines. Halfway through the project life cycle, the cyber regulations change, which has a large impact on the project.
What type of status report should the project leader present to the stakeholders?

Question71: A company just started managing a project using an agile approach. Due to this change, the general manager is worried about the scope definition processfor upcoming projects.
What should the project manager do to ensure the project scope is completely defined?

Question72: A project manager prepared a project benefits management plan. Which of the following should be included in this document?

Question73: During the final stage of the launch for a new design, team members are having a conflict about some features of the design. What should the project manager do?

Question74: A mid-size capital project has shared resources from the company's contract department. During the execution phase, the project team observed a delay in contracting. After communicating with the contract department, the project manager found the contract team is prioritizing other contracting jobs because they are not part of the project team.
What should the project manager do first in this situation?

Question75: A bank is considering building another branch in one of three neighboring cities. The project manager has been tasked with demonstrating the benefits of building a new branch, renting an existing building, ornot expanding at all.
How should the project manager proceed?

Question76: A project manager is working on a major construction project. Part of the agreed-upon plan was to use a cloud-based system with a server that runs on high-speed internet service since most of the team members work virtually. The company needs to reduce operating costs as much as possible and management insists that the project will now use a system running on a conventional dial-up service.
What should the project manager do next?

Question77: A project manager has noticed that a critical team member is consistently arguing with a client. This has started to have a negative effect on the meetings.
How should the project manager address this?

Question78: An information technology (IT) team is responsible for the validation and release of a product developed by the agile development team. Due to other priorities for the IT team, the releases are delayed.
What action should the project manager take?

Question79: A project manager is assigned to a project. There was a lot of conflict regarding the status of the project and compliance with international regulations. During a regular meeting, the sponsor wanted to know how frequently the risks are being reviewed.
Which document project manager should check first?

Question80: A project manager is assigned to an agile project that has an aggressive time line and a fixed budget.
Currently, the majority of the items are in the backlog and only a few are in process or completed.
What should the project manager do?

Question81: How can agile measurements improve upon predictive measurements in cases where the final 10% of a project takes longer than planned?

Question82: In an effort to modernize the technology for a project, the project manager has been discussing risk prioritization with the project team. The project manager determines that additional parameters are needed to iteratively assess and prioritize the project risks.
Match the project manager's goals on the left with the relevant risk parameter on the right.

Question83: A scrum team's daily meetings are conducted by teleconference between three teams, each located in different countries. The meetings typically last 45 minutes with manymisunderstandings due to language barriers.
How should the project manager resolve this issue for the next iteration?

Question84: In an agile team, some of the team members are coming forward to ask for more autonomy on the project.
What shouldthe project manager do in thissituation?

Question85: A project manager has been managing a highly complex project. The project manager has ensured that all of the required tasks have been completed.
During a recent external audit, the project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented.
What should the project manager have done to ensure that there were no liabilities arising from the recent implementation?

Question86: A project manager is assigned midway through a project. The team members are in different locations across the country and they are unable to meet in-person often. During a status review meeting, one of the stakeholders highlighted that they were unaware of the status for the project deliverables.
What should the project manager do first?

Question87: A project manager is working as a servant leader for a pilot project to adopt agile practices. After three sprints, the teamdemos the product to the mainstakeholders but receives negative feedback about the product's features. The team feels that all the features met the acceptance criteria defined by the product owner and does not understand what went wrong.
How should the project manager mitigate the product rejection?

Question88: A project manager acquired information from the market that would reduce the business value being delivered by an ongoing project. Based on that information, the project manager believes the project shouldbe stopped.
How should the project manager handle the situation?

Question89: An agile project is approaching its first release date, and the product will be supported by the operations team.
To ensure proper support for the product, what should the project manager do?

Question90: A project manager is managing a technical project that requires intensive documentation as part of the key deliverables. In a project review meeting, a key stakeholder reports that the latest documentation provided by the project manager includes a reference to unrelated products.
What should the project manager do?

Question91: A project manager has been selected to deliver one of an organization's key flagship solutions. Critical success factors include agility, market adaptation,and a quick response to market offerings.
What is one of the key activities that the project manager should undertake to ensure company success?

Question92: A project manager has been moved to a new division and is in charge of an existing project in an unfamiliar domain. When attempting to gain an understanding of the risks for this agile project, what is the primary tool the project manager should employ?

Question93: While managing a project, the project manager has just noticed that the last several monthly invoices have been challenged by the client when they were clearly defined.
The actual invoice payments received have also been late and were outside of the contracted payment schedule. Recent invoices have only been partially paid.
What should the project manager do?

Question94: A project using a hybrid approach to migrate from a current system to a new and enhanced system is underway. The plan is to migrate the system in stages. However, the operations team is complaining that they are not ready to start supporting the new system.
How should the project manager effectively approach this situation?

Question95: A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member'sdeliverables do not meet the requirements.
What should the project manager do first?

Question96: An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future.
What should the agile project manager do?

Question97: A company has been following a predictive approach and always waits for the preceding phase to be completed before evaluating the quality of their products. A new project manager with experience in hybrid approaches has been assigned to help increase the efficiency of the company's quality management process.
What should the new project manager do to address the process improvements?

Question98: In an agile project, the team planned to complete 40 story points in an iteration, but only completed 30 story points. What is the scheduleperformance index (SPI)?

Question99: In the middle of an iteration, an agile team working on the development of a new product was notified that an important team member will leave the project for a few weeksdue to some urgent personal issues. What should the project manager do regarding the activities that were the responsibility of this team member?

Question100: A project presently in the testing stage is nearing the closing phase, which will transition the completed project to the company's operations support team. However, many new members have just been added to the operations support team who are not familiar with the project and the project's acceptance is now at risk.
What should the project manager do to mitigate this transition risk?

Question101: Two members of a new project team disagree on the best approach to solve a problem. The conflict has been going on for 1 week. The two members are tense around each other and are taking everything personally.
What should the project manager do?

Question102: A project manager has taken over an agile project. There have been several issues during product development due to unclear product requirements.
How should the project manager resolve this issue?

Question103: A project manager has recently joined a small company. The company's chief operating officer (COQ) asked the team to skip some steps in the process inorder to work more quickly. The project manager wants to ensure that these steps are not skipped in the future.
What should the project manager do?

Question104: A company is initiating a project to enhance one of its existing products. All of its products are developed internally.
What should the project manager do?

Question105: A project manager is assigned to work on a large global project. The resources for the project are dispersed among different organizations and countries. After the projectkick-off meeting, the project manager learns that many virtual team members are unable to join the regular project update meetings. Their absence will impact the overallproject schedule.
What immediate corrective action should the project manager take?

Question106: A project manager collects various pieces of information and consolidates metrics in an agile project. The project manager finds that there is slack in the team in terms of productivity. The number of items sent to development per person has decreased by 10%, and the project manager used a root cause analysis (RCA) and discovered the reason is a lack of knowledge in one of the frameworks used for modeling.
What should the project manager do next?

Question107: A project manager is working on a project that is required to deliver value on an incremental basis. Which action should the project manager take to enable successful project execution?

Question108: In a project, one core team member tends to do all the work and ensures all tasks are completed. This core team member is soon leaving the project, which may make the project vulnerable.
What should the project manager do?

Question109: A company has decided to implement a new archiving system. A data breach occurred during the implementation of the project.
What should the project manager do first?

Question110: A project needs to acquire a large volume of electrical supplies on a weekly delivery cycle. There are many suppliers interested in partnering, so the project manager feels confident they can negotiate a goodprice.
What should the project manager do first in order to ensure the best overall value in the future contract?

Question111: A project manager has recently taken over a project and notices that a client team member often halts progress due to a lack of understanding of some project elements. The former project manager gave the new project manager a complete list of people to communicate with, and this client team member is not on it.
What should the project manager do?

Question112: A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV) to actual cost (AC) for the project and has found the calculated result to be 0.9024.
What does this value mean for the project?

Question113: The project manager of a large construction project discovers that the blueprints received from the client appear incomplete. What should theproject manager do first?

Question114: A project manager is assigned to a project in a company that is transitioning to agile. Not all stakeholders believe in the project, and some stakeholders would like the entire project defined and planned out early in the project. However, the project sponsor needs a quick win toensure the continuation of theproject.
What approach should the project manager use?

Question115: In a hybrid project, the customer has issued a contract that specifies the deliverables for each quarter. The customer wants to show their stakeholders a tangible outcome in the first quarter and wants to move the second milestone to the first quarter. The project manager explains to the customer that it is not feasible unless the requirements for the second milestone are changed.
Which two actions should the project manager take? (Choose 2)

Question116: A project team delivered a critical deliverable to the customer. The customer complained that the maintenance manual was not included.
What should the project manager do next?

Question117: A project manager is leading a project in an organization that has a functional structure. The project manager has been informed by the team that the tasks related to the purchase of services are taking too long, as the purchasing department has other priorities.
What should the project manager do?

Question118: A project team member is sick and will not be able to return to the project for a few weeks. During the daily meeting, the team shares their concerns as the sick team member was the only one skilled in the component they were developing.
What should the project manager have done to prevent this?

Question119: A new building project is in the middle of its life cycle. The municipality informs the project manager that due to new regulations, the parking lot around theproject has to accommodate twice the number of cars than was initially planned.
What should the project manager do next?

Question120: A software system is being built for a company. Once the system is in production, the team would like to collect usage data to evaluate the delivered value.
Which evaluation practice should the project lead use to obtain accurate usage data?

Question121: A project manager is working with the product owner and customer stakeholders on prioritizing the product backlog and planning the product delivery dates. The customer stakeholders are asking to include several deliverables as high priority. The product manager also has technical tasks that should be added as high priority.
What should the project manager do?

Question122: During project execution, the project manager observes lower velocity and a high volume of tasks in the testing queue. The project is using a hybrid approach and there are only a few sprints remaining.
What should the project manager do?

Question123: A company is transitioning from a predictive approach to an agile approach. The team members work remotely, and some have personal conflicts that make themunavailable for some project ceremonies. The product owner has made it clear that the agenda is very tight and the team should make every effort to participate in allceremonies.
What should the project manager, as a servant leader, do to address this situation?

Question124: The client will not agree to closure, claiming that the project team has not performed the code inspections mandated in the development contract. The project team has performed the code inspections, however the records are not complete.
What should the project manager do?

Question125: An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be completely planned in advance. However, other phases allowfor more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, butalso wants to accommodate newinformation and changes as the project progresses.
Which project management approach should the project manager select for this project?

Question126: A project has completed design activities ahead of schedule. Suddenly, the project manager is informed by a vendor thata deliverable may not meet theagreed delivery time frame due to a resource shortage. The internal team asked if they should continue to deliver as per the schedule.
What should the project manager do?

Question127: During project execution, the client requires several changes that will impact the project's duration. The project manager needs to apply fast-tracking techniques to accelerate the schedule, but the team is concerned about working overtime.
What should the project manager do to motivate the team?

Question128: A project manager has been moved to a new division and is in charge of an existing project in an unfamiliar domain. When attempting to gain an understanding of the risks for this agile project, what is the primary tool the project manager should employ?

Question129: A project sponsor has requested that the project manager reprioritize the team's tasks to include a feature that is not part of the minimum viable product (MVP) for the project. Although the project sponsor isvery keen on the feature, adding it has the potential of causing team burnout and/or delaying the release.
How should the project manager address this situation?

Question130: An agile project is running its second iteration out of six. A marketing director, who is a key stakeholder, contacts the project lead for a highlevel report of the project.
What should the project lead do?

Question131: A project team consists of eight resources working on a complex project. The chief technical designer prefers to work alone and seldom talks in meetings, but produces good designs. The technical lead is always energetic, has lots of opinions about the project, and constantly clarifies their thoughts in discussions.
What should the project manager do to improve overall team performance?

Question132: A client has requested that a product be implemented in 4 months and is ready to increase their budget to do this quickly. The project manager cannot comply with the request with the current resources or even additional resources. The project manager estimates that 8 to 12 months are needed for the product to go live.
What should the project manager do to address this situation?

Question133: A network transformation project to increase efficiency and return on investment (ROI) is in the implementation stage. A conflict between the head of the network and the transformation manager arises.
What should the project manager do to manage this?

Question134: On a project with multiple international locations, a trend for delays has been flagged. When looking into the issue, the project managerrealized that some of the keyactivities were scheduled over the holiday periods in the overseas offices.
What shouldthe project manager do next?

Question135: A project team began working on a complex project that involves new technology as a product. The team is new to the technology and the proposed approach. Additionally, the customer is apprehensive about how the product will be received in the market.
What should the project manager do to help the team and the customer?

Question136: A project manager is assigned to a new project. The project management office (PMO) and the project manager agree that this is the right opportunity to include daily standup meetings. The project team has never used such tools, and a few members are challenging the decision.
What should the project manager do in this situation?

Question137: A project manager works with a global virtual team. The team is facing difficulty in communicating with each other and often misses important messages.
This difficulty leads to missed deadlines.
What should the project manager do to enhance project team effectiveness?

Question138: During the initiating phase of a project, a key stakeholder requests frequent changes to the project scope. What should theproject manager do to improvethe stakeholder's engagement?

Question139: An external project manager is managing the construction of new corporate offices for a large company. The project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component.
The client has rejected hiring the external
resource because of the high cost, even though it is within the project budget.
What should the project manager do to resolve this issue?

Question140: A project team is in the planning stage and has prepared a list of activities and completed sequencing the activities. During a review, theteam noted that there is a dependency missing between:
* Test the product
* Release to customer
According to the quality management plan, the product must be tested before being released.
How should the project manager enter this dependency?

Question141: 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?

Question142: A hybrid project is experiencing several issues with both the agile delivery of the product as well as the predictive development of a marketing strategy. What should the project manager do to receive feedback from stakeholders located in different time zones?

Question143: A project has been running successfully for 2 months. At a regular project meeting, the team raises several potential obstacles to future progress. The obstacles include vendor delivery performance, technical performance of a subsystem, and conflict with another division of the organization.
What should the project manager do next?

Question144: An agile coach and technical writer for a globally distributed agile team are in a country with a 9-hour time zone difference from the agile team. The agile coach and project lead disagree on the timing for the daily standup. The project lead thinks the standup should be at 10:00 am local time, but the agile coach and technical writer feel that is an inconvenient time for them.
How does the project lead ensure adherence to agile practices?

Question145: Product implementation portions of a project are nearing completion. The project manager schedules a series of meetings to meet with the marketing management team. During the meeting, the marketing manager tells the project manager that some key members of the department will not be available to work on the implementation for the next 3 months.
What should the project manager do?

Question146: Team members are having a discussion with the project manager. In the last retrospective meeting, the team realized that the obsolete equipment could affect the next iteration of the project. The team recommends buying new equipment because it is critical to the success of the final deliverable.
What should the project manager do next?

Question147: Stakeholders in some industries prefer to deal with programmers and system analysts directly, bypassing project managers. This complicates managing resources on projects.
How should a project manager solve this issue?

Question148: A stakeholder on a project has a reputation for being easily angered and unreasonably difficult on projects.
The project manager would like to minimize the impact of the
stakeholder's behavior on the development team.
What training should the project manager choose for their team to help with this situation?

Question149: A project manager is asked to implement a hybrid approach that will replace a predictive approach on an upcoming project.How should the project manageradjust their responsibilities accordingly?

Question150: A client has asked the project manager for the program status report. The project manager sends the report and then realizes that they accidentally included another manager from the client'sorganization onthe email.
What should the project manager do?

Question151: A few stakeholders missed the session that was conducted to validate project alignment with organizational strategy and expected business value. For this reason, their inputs were not collected. This is the root cause of some conflicts in the decision-making process.
What should the project manager do first to resolve this situation?

Question152: A project manager has recently been asked to take over an existing project. The project manager would like to determine how the project has been progressing by tracking features that are in progress, completed, or scheduled to be worked on.
Which of the following can help the project manager assess the state of the project?

Question153: A project manager is managing a hybrid project. There is software in place to access the repository of project artifacts. However, a few stakeholders are reporting that they are unable to find the latest project schedule.
What should the project manager do?

Question154: Drag the interpersonal skill on the left to the correct scenario on the right.

Question155: A project team is in the planning phase of a product migration project. The project manager schedules a meeting with the project team, telecommunications team, and the department leaders with group productaccounts. The purpose of the meeting is to determine the project timeline based on how much content needs to be transferred to or created in the new system and the processing procedures and time frames.
Who should the project manager also invite to the meeting?

Question156: A project manager is leading an agile project in an organization that has not executed this type of project before. In order to ensure the project is following the compliance requirements, what should the project manager do?

Question157: A project that has to be delivered by the targeted date has been delayed due to an unforeseen risk occurrence.
How should the project manager compress the project to ensure the completion date is not affected?

Question158: A verbal announcement is made that the new team member joining the Scrum team has limited mobility. The scrummaster is aware that some teammembers are unsure how the dynamics of the team will change.
What should the scrum master do?

Question159: A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this teammember could add value to the project.
What should the project manager do to get the most value from this team member?

Question160: An agile project team discovers that they are unable to implement a feature completely in the first iteration.
The team believes it may not be able to complete the tasks in the
second iteration. The feature is a critical component that the customer has prioritized.
What should the team do?

Question161: Some of the team members who are working on a new software tool are in a public space, arguing over a new feature being coded instead of completingthe coding. How should the project manager handle this situation and get the team to complete the task?

Question162: After 35 years of service, a company's CEO has retired. The new CEO is planning to digitally transform the company and has assigned a new project manager to assist in this endeavor. The initial backlog has been created and agreed upon, and the team members have been assigned.
What should the project manager do before the project kick-off meeting?

Question163: A project manager invites the company CEO, sponsor, team members, and an external client representative to a meeting to review the project management plan. The project manager starts to present the budget, but the CEO suddenly asks to end the meeting.
What should the project manager have done to avoid this situation?

Question164: 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?

Question165: A project team is working to deliver a solution to manage nationwide crisis relief operations. The project team is spending most of its time in meetings with end users. The meetings have been slowing down project progress.
What should the project manager do to keep the deployment on track while obtaining stakeholder approval?

Question166: In a highly politicized organizational environment, the stakeholders are driven by their own operational or business goals, which results in conflicting interests regarding the project. What should the project manager do to steer the stakeholders toward the collective project goal?

Question167: A project sponsor has requested atrend analysis of all risks that the project has monitored over the past 12 months. What should the agile project manager do?

Question168: A project manager is struggling to figure out the performance of the project teams in an agile environment. For the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points.
Which team is performing better?

Question169: An experienced project manager is leading an enthusiastic team but realizes the team lacks the experience to complete thejob successfully. What shouldthe project manager do to reduce the risk of project failure?

Question170: A hybrid project has just deployed, and the project manager is planning project closure with lessons learned workshops. A key stakeholder informs the project manager that having the Scrum team in the workshops is a waste of time because the project was delivered successfully.
What should the project manager do?

Question171: A project manager is about to start a large-scale project with unclear requirements, a fixed deadline, and a fixed budget. The client is unable to provide a product owner, as they do not have enough capacity and they want to be involved only a few times during the project.
How should the project manager plan and manage the project?