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.
1
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.
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. 2
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 specialized training to the team 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.
3
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 specialized training to the team 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.
Developing the team is an important part of servant leadership. If the Project Manager knows the
required strengths and skill sets needed for a project, then they can build the team around those
strengths. 4
A Project Manager is creating an agenda and presentation materials for a kick-off
meeting that will involve stakeholders across multiple geographic regions who will be
working on a global project. How can the Project Manager work to ensure that the
stakeholders are engaged?
A: Create slides for the kick-off meeting to address stakeholder involvement.
B: Survey stakeholders' preferred meeting dates and times to accommodate the teams in
different time zones.
C: Verify that all required participants or their delegates will be available to attend.
D: Review the kick-off meeting agenda and materials for overall clarity and concision.
5
A Project Manager is creating an agenda and presentation materials for a kick-off
meeting that will involve stakeholders across multiple geographic regions who will be
working on a global project. How can the Project Manager work to ensure that the
stakeholders are engaged?
A: Create slides for the kick-off meeting to address stakeholder involvement.
B: Survey stakeholders' preferred meeting dates and times to accommodate the teams in
different time zones.
C: Verify that all required participants or their delegates will be available to attend.
D: Review the kick-off meeting agenda and materials for overall clarity and concision.
Assuming a particular solution does not empower the team. Surveying the team and finding common
consensus is a key part of servant leadership.
6
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 and project team members to discuss how aspects of
the project can be completed more quickly than planned and to identify any
requirements that could be reduced.
B: Immediately ask project team members to increase the pace of each task within the
project.
C: Modify 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.
7
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 and project team members to discuss how aspects of
the project can be completed more quickly than planned and to identify any
requirements that could be reduced.
B: Immediately ask project team members to increase the pace of each task within the
project.
C: Modify 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.
To execute the project quickly, the project team should discuss with the stakeholders if there can be
any reduction of scope and find out the way to complete activities at the individual level within shorter
time, if possible. By the discussion, many activities 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
8
is an agile mindset of the Project Manager, by which a better value can be served in terms of time.
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.
9
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.
The Project Manager should first confirm with the technical resource manager whether a resource is
available.
10
A project's team is small and the team members have known each other for a long
time. The team's project is in the execution stage. Recently, a team member told the
new Project Manager that another team member has been complaining about how the
project is being managed.
How should this new Project Manager respond?
A: Review the current stakeholder engagement plan for the way to resolve the difficulty.
B: Schedule a team meeting which will lead to the creation or updating of the team
charter or ground rules.
C: Notify team members that they should submit anonymous recommendations for a
new team contract.
D: Send a survey to team members, requesting suggestions for dealing with the
dissatisfaction.
11
A project's team is small and the team members have known each other for a long
time. The team's project is in the execution stage. Recently, a team member told the
new Project Manager that another team member has been complaining about how the
project is being managed.
How should this new Project Manager respond?
A: Review the current stakeholder engagement plan for the way to resolve the difficulty.
B: Schedule a team meeting which will lead to the creation or updating of the team
charter or ground rules.
C: Notify team members that they should submit anonymous recommendations for a
new team contract.
D: Send a survey to team members, requesting suggestions for dealing with the
dissatisfaction.
A) No - While this may help in addressing the situation, it will not help to rectify any existing damage done to the team as a result of
the situation.
B) Yes - This is the best solution. It encourages every team member to particulate and results in a clear set of guidelines for the
team.
C) No - This is not the best answer. While this will create a set of guidelines, they may not be the best ones for the team. 12
D) No - This is not the best solution as it does not encourage team cohesion and self-leadership.
A customer requests a change in the technical approach for a product currently in
development. The Project Manager learns about this request during a reoccurring
project review.
What should the Project Manager do in response to the customer's request?
A: Work with team members to immediately implement the new approach.
B: Have the team decide on the appropriate approach, giving them authority to
implement and validate their decision in talks with stakeholders.
C: Discuss the pros and cons of the proposed approach with stakeholders, then select the
approach that is best for the team and notify team members.
D: In order to obtain sponsor buy-in, have the team benchmark the approach.
13
A customer requests a change in the technical approach for a product currently in
development. The Project Manager learns about this request during a reoccurring
project review.
What should the Project Manager do in response to the customer's request?
A: Work with team members to immediately implement the new approach.
B: Have the team decide on the appropriate approach, giving them authority to
implement and validate their decision in talks with stakeholders.
C: Discuss the pros and cons of the proposed approach with stakeholders, then select the
approach that is best for the team and notify team members.
D: In order to obtain sponsor buy-in, have the team benchmark the approach.
As a technical issue, the Project Manager should discuss the request with the team and empower them
to assess and select the best options to solve the customer's request and communicate it with them.
14
Several successor activities are behind schedule because a project team member has
not been at work for the past week. This impacts the critical path.
How should the Project Manager respond to this problem?
A: Obtain a new resource to complete the needed tasks, resulting in less impact on
the critical path.
B: Discuss the situation with the team member, and work with them to identify a
practical solution.
C: Remind the team member that they needed to complete the work package in the
agreed-upon timeframe.
D: Ask the functional manager for assistance communicating with the absent team
member.
15
Several successor activities are behind schedule because a project team member has
not been at work for the past week. This impacts the critical path.
How should the Project Manager respond to this problem?
A: Obtain a new resource to complete the needed tasks, resulting in less impact on
the critical path.
B: Discuss the situation with the team member, and work with them to identify a
practical solution.
C: Remind the team member that they needed to complete the work package in the
agreed-upon timeframe.
D: Ask the functional manager for assistance communicating with the absent team
member.
A) No - This is premature and will most likely take longer than attempting to rectify the situation.
B) Yes - A Project Manager also has the ability to be a coach. Servant Leadership encourages listening and serving, and therefore it
may be possible to compromise with the team member.
C) No - This does not address the situation and is in direct contradiction to the coaching role of a Project Manager.
D) No - This does not address the situation directly and offsets blame to a third party. 16
A projects’ daily standups are long, often lasting more than two hours. The project
team uses the standup meetings for extended discussions about solutions to project
obstacles.
What should the Project Manager do to improve the daily standup meetings?
A: Invite department managers to participate in the team members’ discussions in order
to identify solutions in a business-like manner.
B: Request shorter discussion time during each standup, leaving more time for working.
C: Insert a new team member who will manage obstacles and meetings to discuss
possible solutions.
D: Coach team members that they have the opportunity to shorten all standup
meetings and improve their method for identifying solutions.
17
A projects’ daily standups are long, often lasting more than two hours. The project
team uses the standup meetings for extended discussions about solutions to project
obstacles.
What should the Project Manager do to improve the daily standup meetings?
A: Invite department managers to participate in the team members’ discussions in order
to identify solutions in a business-like manner.
B: Request shorter discussion time during each standup, leaving more time for working.
C: Insert a new team member who will manage obstacles and meetings to discuss
possible solutions.
D: Coach team members that they have the opportunity to shorten all standup
meetings and improve their method for identifying solutions.
With Agile, it is important for teams to know how to implement the daily standup. The Project Manager should coach the team in
how a daily stand-up meeting is run and what is discussed. Teams run their own standups and when run well, they can be very
useful. Daily stand-ups are typically 10-15 mins and three questions are answered:
1) What did you do since the last stand-up?,
2) What will you do today?
3) Are there any impediments or roadblocks? Separate meetings are held to discuss the blockers and the solution. 18
Successful project leaders nurture team members’ skills and knowledge, and keep
members motivated throughout the project.
Which action helps to promote successful project leadership?
A:Be assertive, and stand up for the team’s needs, concerns, and beliefs.
B: Promote team challenges by delegating project tasks.
C: Schedule daily sessions where team members can voice concerns and receive a
response.
D: Create a team reward for each successfully-completed task.
19
Successful project leaders nurture team members’ skills and knowledge, and keep
members motivated throughout the project.
Which action helps to promote successful project leadership?
A:Be assertive, and stand up for the team’s needs, concerns, and beliefs.
B: Promote team challenges by delegating project tasks.
C: Schedule daily sessions where team members can voice concerns and receive a
response.
D: Create a team reward for each successfully-completed task.
The primary goal of a Project Manager in relation to the project team is to ensure that the team has
the time and resources to do their job and to remove any barriers they may encounter. By standing up
for the team's beliefs the Project Manager is demonstrating their support for the team. 20
Three project teams are working on parts of a single project. The parts are highly
dependent on each other. The leader of the team indicates that this might create
conflicts when the outputs from the three teams are combined.
The Project Manager needs to provide guidance to the team lead.
What guidance should be offered?
A:The team lead should identify potential conflicts, and arrange for a weekly joint meeting
with the members of the three teams to monitor each other’s work.
B: The team lead should decide which team’s work should be prioritized, then delay the
work from the other two teams to ensure there are no conflicts.
C: The team lead should document conflicts as they occur, and take action to remedy any
problems that arise.
D: The team lead should tell all three teams to continue to work simultaneously,
recognizing that conflicts can be addressed at the testing phase.
21
Three project teams are working on parts of a single project. The parts are highly
dependent on each other. The leader of the team indicates that this might create
conflicts when the outputs from the three teams are combined.
The Project Manager needs to provide guidance to the team lead.
What guidance should be offered?
A:The team lead should identify potential conflicts, and arrange for a weekly joint meeting
with the members of the three teams to monitor each other’s work.
B: The team lead should decide which team’s work should be prioritized, then delay the
work from the other two teams to ensure there are no conflicts.
C: The team lead should document conflicts as they occur, and take action to remedy any
problems that arise.
D: The team lead should tell all three teams to continue to work simultaneously,
recognizing that conflicts can be addressed at the testing phase.
Before deciding to act, the Project Manager needs to determine the potential conflicts and monitor
progress.
22
A Project Manager overhears a conversation in the company's cafeteria. The speaker
says that a possible union action will occur within the next two weeks.
The Project Manager knows that any union action will affect the project team, and at
this stage of the project, any project delays will cause substantial harm to both budget
and schedule. Earlier, the probability of a union action was considered minimal. Thus, it
was unanticipated.
What should the Project Manager do?
A: Inform relevant stakeholders and update the risk register with the new risk.
B: Ask stakeholders for additional information regarding the likelihood of the union
action, then act on what is heard.
C: Set up an information session for the project team, letting them know of possible
disciplinary sanctions for those who participate in the union action.
D: Meet with union members and the union leader to resolve this conflict.
23
A Project Manager overhears a conversation in the company's cafeteria. The speaker
says that a possible union action will occur within the next two weeks.
The Project Manager knows that any union action will affect the project team, and at
this stage of the project, any project delays will cause substantial harm to both budget
and schedule. Earlier, the probability of a union action was considered minimal. Thus, it
was unanticipated.
What should the Project Manager do?
A: Inform relevant stakeholders and update the risk register with the new risk.
B: Ask stakeholders for additional information regarding the likelihood of the union
action, then act on what is heard.
C: Set up an information session for the project team, letting them know of possible
disciplinary sanctions for those who participate in the union action.
D: Meet with union members and the union leader to resolve this conflict.
The Project Manager needs to proactively approach this. By updating the risk register and by
communicating this development to the appropriate stakeholders, they will be achieving this.
24
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: Tell the team members that they are required to shorten the standup meetings and
improve on finding solutions.
25
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: Tell the team members that they are required to shorten the standup meetings and
improve on finding solutions.
The PM should explain to the team that standup meetings are designed to be short and to the point; 10-15 mins.
Each team member answers three questions:
1) What have you done since the last standup?
2) What will you do today? 26
3) What are your impediments or roadblocks? Problem solving discussions are held outside the daily standup and
only with those who need to attend. Team members share the responsibility in keeping the meetings short.
During one daily standup meeting, team members indicate that they are having to
engage in rework because there seems to be too much up-front work.
How should the Project Manager respond to this concern?
A: Try using a Kanban board for reviews.
B: Request that team members explicitly implement time boxing or spikes.
C: Request that the project owner maximizes the product value.
D: Engage in a process to manage a reduction in the product backlog.
27
During one daily standup meeting, team members indicate that they are having to
engage in rework because there seems to be too much up-front work.
How should the Project Manager respond to this concern?
A: Try using a Kanban board for reviews.
B: Request that team members explicitly implement time boxing or spikes.
C: Request that the project owner maximizes the product value.
D: Engage in a process to manage a reduction in the product backlog.
Engage in a process to manage a reduction in the product backlog.
Rework can often be caused by trying to do too much in too little time.
Timeboxing or spikes are great techniques to choose an appropriate window of time dedicated to a 28
single focus.
A Project Manager has local and virtual team members for a project.
To manage scheduling priority conflicts among team members, the project manager
schedules a video conference call.
Which statement is true about this scenario?
A: It demonstrates the Smooth/Accommodate conflict resolution technique.
B: It is an example of the Collaborate/Problem Solve conflict resolution technique.
C: It demonstrates the Force/Direct conflict resolution technique.
D: It is an example of the Compromise/Reconcile conflict resolution technique.
29
A Project Manager has local and virtual team members for a project.
To manage scheduling priority conflicts among team members, the project manager
schedules a video conference call.
Which statement is true about this scenario?
A: It demonstrates the Smooth/Accommodate conflict resolution technique.
B: It is an example of the Collaborate/Problem Solve conflict resolution technique.
C: It demonstrates the Force/Direct conflict resolution technique.
D: It is an example of the Compromise/Reconcile conflict resolution technique.
Collaborate/problem solving incorporates multiple viewpoints and insights from differing perspectives.
It requires a cooperative attitude and open dialogue that typically leads to consensus and
30
commitment. This approach can result in a win-win situation.
A Project Manager joins a project as a replacement on a project team. During initial
meetings, the Project Manager realizes there are many differing opinions about how to
address technical decisions. Team members do not respect each other's ideas, and the
environment is becoming counterproductive. However, the team developed processes
and procedures and is now working smoothly and productively on the project, without
conflict or interruption. In what phase of development is the team?
A: Forming
B: Storming .
C: Norming
D: Performing
31
A Project Manager joins a project as a replacement on a project team. During initial
meetings, the Project Manager realizes there are many differing opinions about how to
address technical decisions. Team members do not respect each other's ideas, and the
environment is becoming counterproductive. However, the team developed processes
and procedures and is now working smoothly and productively on the project, without
conflict or interruption. In what phase of development is the team?
A: Forming
B: Storming .
C: Norming
D: Performing
Storming often starts where there is a conflict between team members' natural working styles. People
may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen
problems, they may become frustrated and counterproductive. Once the team members start working
32
together and adjusting their work habits and behaviors to be more supportive, the team has
transitioned into Norming.
What should the Project Manager do to gain a stakeholder's approval if the stakeholder
believes a project's deliverables were not achieved?
A: Review the project scope while analyzing the stakeholder's needs and expectations.
B: Review the project charter thoroughly with this stakeholder on a conference call. .
C: Ensure that the stakeholder understands the quality management plan.
D: Perform a risk analysis after obtaining the stakeholder's new requirements.
33
What should the Project Manager do to gain a stakeholder's approval if the stakeholder
believes a project's deliverables were not achieved?
A: Review the project scope while analyzing the stakeholder's needs and expectations.
B: Review the project charter thoroughly with this stakeholder on a conference call. .
C: Ensure that the stakeholder understands the quality management plan.
D: Perform a risk analysis after obtaining the stakeholder's new requirements.
Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships and
tailoring strategies for engaging stakeholders through modification of engagement strategies and
plans. The key benefit of this process is that it maintains or increases the efficiency and effectiveness
34
of stakeholder engagement activities as the project evolves and its environment changes. This process
is performed throughout the project.
The Project Manager receives a progress report during a demo and review meeting.
The report shows that the agile project is not on track. Since all work was purposely
selected and sequenced to meet higher-level objectives, the Project Manager is
surprised by the report.
In the future, how can the Project Manager prevent this type of miscommunication in
an agile project?
A: Support self-organization for the project team and help them provide buy-in for the
project.
B: Ensure that there is a contingency reserve to cover these issues.
C: Ensure that the team is trained to use the agile process reporting system.
D: Provide early training and ongoing mentoring about the agile approach for the
project team.
35
The Project Manager receives a progress report during a demo and review meeting.
The report shows that the agile project is not on track. Since all work was purposely
selected and sequenced to meet higher-level objectives, the Project Manager is
surprised by the report.
In the future, how can the Project Manager prevent this type of miscommunication in
an agile project?
A: Support self-organization for the project team and help them provide buy-in for the
project.
B: Ensure that there is a contingency reserve to cover these issues.
C: Ensure that the team is trained to use the agile process reporting system.
D: Provide early training and ongoing mentoring about the agile approach for the
project team.
For Agile projects, rather than a Project Manager selecting and sequencing work, higher-level
objectives are explained and the team members are empowered to self-organize specific tasks as a
group to best meet those objectives. This leads to the creation of practical plans with high levels of 36
buy-in from the team members.
Two users complain during the project’s user acceptance stage, saying that their
expectations were not met.
What could the Project Manager use to avoid this issue in the future?
A: Stakeholder feedback.
B: Risk assessments.
C: Conflict management techniques.
D: A professional relationship with the users.
37
Two users complain during the project’s user acceptance stage, saying that their
expectations were not met.
What could the Project Manager use to avoid this issue in the future?
A: Stakeholder feedback.
B: Risk assessments.
C: Conflict management techniques.
D: A professional relationship with the users.
Managing stakeholder engagement helps to ensure that stakeholders clearly understand the project
goals, objectives, benefits, and risks for the project, as well as how their contribution will enhance
project success. Listening to their feedback is an important part of this engagement. 38
ga1
A governmental agency becomes a key stakeholder on a complex project due to
regulatory changes. In light of the change, the Project Manager needs to develop an
understanding of this new stakeholder and identify any new high-level risks that may
result from the change.
Which two options should the Project Manager use?
A: Schedule meetings with the new stakeholders.
B: Update the assumption log.
C: Revise the stakeholder engagement plan.
D: Share the benefits management plan with the new stakeholders.
39
Slide 39
ga1 georges abboudeh, 20-Sep-21
A governmental agency becomes a key stakeholder on a complex project due to
regulatory changes. In light of the change, the Project Manager needs to develop an
understanding of this new stakeholder and identify any new high-level risks that may
result from the change.
Which two options should the Project Manager use?
A: Schedule meetings with the new stakeholders.
B: Update the assumption log.
C: Revise the stakeholder engagement plan.
D: Share the benefits management plan with the new stakeholders.
Meetings are used to develop an understanding of project stakeholders. Since there is a new
stakeholder on the project, the stakeholder engagement plan should be reviewed and revised to
40
include them.
A technology development project has the following characteristics:
-It requires a highly skilled resource that is unavailable locally.
-The Project Manager has identified a resource who can work on site, but the resource
lives in a different country and requires a work visa.
-The work visa process is taking more time than anticipated.
What should the Project Manager do?
A: Assign the existing team overtime work.
B: Have the project's scope reduced.
C: Delay the project by an equivalent duration.
D: Request that the resource work remotely.
41
A technology development project has the following characteristics:
-It requires a highly skilled resource that is unavailable locally.
-The Project Manager has identified a resource who can work on site, but the resource
lives in a different country and requires a work visa.
-The work visa process is taking more time than anticipated.
What should the Project Manager do?
A: Assign the existing team overtime work.
B: Have the project's scope reduced.
C: Delay the project by an equivalent duration.
D: Request that the resource work remotely.
The use of virtual teams creates new possibilities when acquiring project team members. Virtual teams can be
defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to
face. The availability of communication technology such as email, audio conferencing, social media, web-based
meetings, and video conferencing has made virtual teams feasible. 42
A Project Manager has multiple projects. One project has new team members and is in
its early stages. Unfortunately, the Project Manager will be very busy executing other
projects over the next few weeks.
How can the Project Manager develop the new project team over the next few weeks?
A: Help the team create a social contract that will encourage team cohesion.
B: Suggest that the team engage in multiple team-building events to normalize the
team.
C: Keep the team informed by sending short daily project status updates.
D: Engage in face-to-face personal conversations with each team member to build
relationships.
43
A Project Manager has multiple projects. One project has new team members and is in
its early stages. Unfortunately, the Project Manager will be very busy executing other
projects over the next few weeks.
How can the Project Manager develop the new project team over the next few weeks?
A: Help the team create a social contract that will encourage team cohesion.
B: Suggest that the team engage in multiple team-building events to normalize the
team.
C: Keep the team informed by sending short daily project status updates.
D: Engage in face-to-face personal conversations with each team member to build
relationships.
A) Yes - This will allow the team to normalize themselves and be self-servicing when you are unavailable.
B) No - This may be productive, but it is a onetime activity and does not encourage self-servicing when you are
unavailable.
C) No - This does not encourage the team to get to know each other and become self-servicing.
D) No - While this may result in deeper relationships, there is not enough time for this and it does not encourage 44
the team to get to know each other.
A company wants to reduce costs by installing solar panels. Their local government
provides subsidies for specific energy-efficient projects.
After project start, the Project Manager learns that solar panels may not qualify for the
energy-efficiency subsidy.
How should the Project Manager address this issue?
A: Log the issue in the Issue Log.
B: Ensure the issue log is updated.
C: Make use of the contingency reserve.
D: File a change request.
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A company wants to reduce costs by installing solar panels. Their local government
provides subsidies for specific energy-efficient projects.
After project start, the Project Manager learns that solar panels may not qualify for the
energy-efficiency subsidy.
How should the Project Manager address this issue?
A: Log the issue in the Issue Log.
B: Ensure the issue log is updated.
C: Make use of the contingency reserve.
D: File a change request.
Logging the issue first means that it can be analyzed and understood by the project team and all
stakeholders. No other actions should be taken before the impact issue is fully assessed.
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