Tag - root cause analysis

QUESTION 31
A project manager is managing an internal project that was poorly defined. Recently, the project manager received several change requests raised by
the organization’s upper management.
What should the project manager do first?

A. Assess the time overrun, and start implementation to avoid additional delays
B. Motivate the team to avoid the frustration of working on a prolonged project
C. Request a provisional budget increase to avoid any budget overruns
D. Review the benefits of the proposed changes in relation to the business case

QUESTION 32
A project’s customer is furious. When the customer arrived at the project site, they discovered that one of their requirements was not met.
What should the project manager do?

A. Discuss and agree with the customer to implement the missing requirement
B. Refer to the requirements traceability matrix and analyze the requirement
C. Consult the scope management plan with the customer to understand the gap
D. Analyze the benefits management plan and implement the needed change

QUESTION 33
A project manager is evaluating a project and realizes that its earned value (EV) shows the cost spent is higher than the value delivered. The project manager then discovers that the team has been adding small features that are not part of the requirements.
What should the project manager do?

A. Request additional budget because additional features are being added
B. Ask the product owner to add the additional features to the requirements
C. Encourage the team to continue, as this will eventually help the customer
D. Ask the team to focus on and deliver only the agreed-upon features

QUESTION 34
A new law was published about zoning permits for telecom towers. This may cause cost and schedule overruns for the new network rollout.
What should the project manager do?

A. Meet the sponsor to ask for additional time and budget increase
B. Minimize the scope to catch the cost and schedule baseline
C. Update the project plan because the law is an obligation for the project
D. Assess and prioritize the impact of the new law on the project plan

QUESTION 35
A controller proposed a budget reduction for projects because the majority of implemented solutions resulted in little returns on investment (ROI) or operational improvements. The project manager objected and presented project assets showing all solutions having been demonstrated, accepted, and delivered within the relevant framework constraints. The project manager suggested that the issues may stem from the project evaluation and selection processes.
What was the project manager demonstrating?

A. Multiple stages of development that members may go through toward working formations
B. Cause-and-effect identification in root cause analysis toward achieving project value
C. Strategic negotiation techniques in determining budget priorities in future sessions
D. Risk management in addressing impediments, obstacles, and blockers to project success

QUESTION 36
Eight highly qualified experts have been assembled to work for a 6-month period on a specific aspect of an organization’s product development process.
How should the project manager support this team to succeed?

A. Define roles and targets for all team members and regularly follow up with one-to-one meetings to review progress.
B. Hand over control of specific aspects of their roles as experts and let them agree on their own timelines and targets.
C. Work with the team members to define the overall objective and support them to engage around the goal.
D. Bring in a senior colleague who is also an expert to ensure the team is on track to achieve the goals and objectives.

QUESTION 37
A project manager wants to assign a junior engineer to a new project. In past projects, the engineer showed initiative to take on complex tasks and
solve problems in innovative ways without any need for encouragement. However, the engineer declines the project manager’s invitation to join the new project.

What is the most likely reason for the engineer’s refusal to work on the project?
A. The project manager did not follow the normal hiring process with the engineer’s functional manager
B. The engineer has “project burnout” from working long hours and solving difficult problems
C. The engineer did not feel welcome or enjoy working with the other project team members
D. The project manager did not sufficiently support and recognize the engineer’s professional growth

A. Agree with functional management and team members on a vacation schedule that would minimally impact the project schedule
B. Submit a formal request to senior management asking them not to proceed with this decision based on the impact it will have on the project
C. Push out the project timeline according to the vacation plan in place based on the recent company policy
D. Discuss the vacation plan and include scheduling changes in the change log database

QUESTION 39
A project manager identifies an issue between two team members that is affecting the development of one of the deliverables during the second iteration of a project.
How should the project manager address this issue to avoid any impact to the project?

A. Send a warning to both team members indicating that if the issue continues, both will be removed from the project
B. Escalate both team members to their respective functional managers and let them take the appropriate actions
C. Contact the functional managers to request substitutes for the conflicting team members
D. Schedule a meeting with both team members to understand the issue and facilitate a solution that satisfies both parties

QUESTION 40
A project team is implementing a hosted system for a third party. Just before going live, the customer asks the project team to include additional functionality. The project team identified risks to the delivery date and informed the project manager that some of the requested functions are in conflict with the agreed scope.
What should the project manager do?

A. Discuss with the customer the risks identified and team’s concerns
B. Discuss with the team, estimate the effort, and raise a change request
C. Ask the customer to go live and add the new functionality in the backlog
D. Ask the team to deliver the functionality on the agreed go-live date

QUESTION 41
A state-of-the-art product was delivered at the end of a project life cycle. However, the customer claims the product was not designed to specifications.
What should the project manager have done to avoid this issue?

A. The customer’s requirements should have been captured and modified to meet the supplier’s standards.
B. The iteration review planning meeting should have been planned accordingly.
C. The customer’s requirements should have been captured in order to meet the customer’s standards.
D. The sprint retrospective meeting should have included necessary stakeholders.

QUESTION 42
A project manager has been asked for performance feedback regarding one of the team members. The project manager would like to gather additional input from the project team because there are no metrics in place for evaluating employee performance.

What should the project manager do next?
A. Identify levels of decision-making authority
B. Evaluate demonstrated task accountability
C. Determine the appropriate approach
D. Analyze team member influence

QUESTION 43
A new major road project is starting, and the contractor has contractually committed to submitting regular status reports and participating in integration meetings. Halfway through the project life cycle, the contractor stops participating in meetings and submitting reports, stating these items consume too much time.
What should the project manager do first?
A. Assess the risk of the contractor not attending meetings and submitting reports for the rest of the project and escalate it to the project sponsor
B. Remind the contractor that they committed to attending meetings and submitting reports per the contract
C. Submit a claim for not fulfilling the contract terms and handle the claim in accordance with the alternative dispute resolution
D. Speak with the company’s lawyer and request that they demand the contractor fulfill their contractual commitments

QUESTION 44
While finalizing project management plans, a customer provides the project manager with a new set of quality standards to which the final product must adhere.
What should the project manager do to ensure a smooth delivery of the product?

A. Involve the client in risk identification
B. Agree with the client on a new project charter
C. Involve the client in a performance gap analysis
D. Agree with the client on acceptance criteria

QUESTION 45
A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000.
What should the project manager do next?

A. Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project
B. Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension
C. As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions
D. As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining actions