A project manager just completed the planning phase when a new stakeholder was assigned to the project. The deliverables were discussed with the customer, but the new stakeholder is still concerned about the benefits of two of the deliverables.
What should the project manager do next to address this stakeholder’s concerns?
Correct Answer:
C
The benefits realization plan is the document that describes how and when the benefits of the project will be delivered, measured, and evaluated. It also identifies the benefits owner, who is responsible for ensuring that the benefits are realized. The project manager should review the benefits realization plan with the new stakeholder to address their concerns about the value of the deliverables and to align their expectations with the project objectives. The other options are not the best actions to take in this situation, as they do not directly address the stakeholder’s concerns or provide them with the relevant information. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.4: Benefits Management, Page 41-42.
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?
Correct Answer:
B
A hybrid approach is a combination of predictive and adaptive methods that are tailored to suit the specific needs and characteristics of a project. A hybrid approach can offer the benefits of both flexibility and predictability, as well as the ability to adapt to changing requirements and deliver value incrementally. However, a hybrid approach also requires a careful analysis of the project context, the interdependencies of the processes, and the alignment of the stakeholders. Therefore, if the project manager observes lower velocity and a high volume of tasks in the testing queue, the best option is to work with the team to understand and solve the issues. The project manager should collaborate with the team to identify the root causes of the testing backlog, such as unclear requirements, inadequate testing tools, insufficient testing skills, or poor communication. The project manager should also facilitate the team to find the best solutions, such as reprioritizing the backlog, adjusting the testing strategy, improving the testing environment, or seeking feedback from the stakeholders. The project manager should also monitor and control the testing process and the project performance, as well as communicate the progress and the issues to the relevant stakeholders. The other options are not as suitable or effective for addressing the testing backlog, as they may not follow the established guidelines or consider the impact of the changes on the project objectives and constraints. Adding a new resource with testing skills to the team may not be realistic or feasible, as it may increase the cost, risk, or complexity of the project, or it may disrupt the team dynamics or the sprint rhythm. Providing testing training to all the project team members may not be necessary or beneficial, as it may consume time, resources, or budget that could be used for other project activities, or it may not improve the testing quality or efficiency significantly.
Increasing the sprint duration so the testing can be completed may not be optimal or timely, as it may delay the delivery of value to the stakeholders, or it may affect the scope, schedule, or quality of the project. References:
✑ PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 487.
✑ Ultimate Guide To Hybrid Project Methodologies & How To Make Them, The Digital Project Manager, 2023, pp. 4-5, 9-10.
✑ A Guide to Hybrid Project Management: Blending Agile and Traditional PM, Float, 2023, pp. 3-4, 7-8.
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?
Correct Answer:
D
According to the PMBOK Guide, 7th edition, one of the project manager’s responsibilities is to apply relevant knowledge and experience from previous projects to the current project1. This can help the project manager to identify best practices, avoid pitfalls, and improve the project performance2. Therefore, the project manager should review the lessons learned from the previous project that developed the existing product, as they may provide valuable insights and recommendations for enhancing the product. This can also help the project manager to align the project objectives with the organizational strategy and customer needs3. Ensuring the stakeholder engagement plan is accurate and properly documented (option A) is an important task, but it is not the first thing the project manager should do when initiating a project. Creating a lessons learned document for the initiation phase (option B) is a good practice, but it is not the answer to the question, as it is something the project manager should do at the end of the initiation phase, not at the beginning. Identifying the risk of implementing the new solution and evaluating the impact on the project (option C) is also a vital task, but it is not the answer to the question, as it is something the project manager should do during the planning phase, not the initiation phase. References: 1: PMBOK Guide, 7th edition, page 25 2: PMBOK Guide, 7th edition, page 26 3: PMBOK Guide, 7th edition, page 27
A product owner is trying to understand how many of the user stories have been completed within a 2-week sprint. How should the project manager approach this situation?
Correct Answer:
D
A burndown chart is a graphical tool that shows the amount of work remaining versus time for a sprint or a project. It helps the project team and the product owner to track the progress and identify any deviations from the planned scope, schedule, and budget. By sharing the burndown chart with the product owner, the project manager can provide a clear and transparent view of how many user stories have been completed and how many are still pending within the 2-week sprint. This way, the product owner can also monitor the team’s velocity and adjust the product backlog accordingly. References:
✑ : Agile Practice Guide, page 61
✑ : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, page 211
A project manager has just been assigned to a new project. The project manager's first task is to present the project benefits to the stakeholders.
Which three items should form part of the presentation? (Choose three)
Correct Answer:
ACD
According to the PMBOK Guide, a project manager should identify, analyze, and communicate the benefits of the project to the stakeholders. The project benefits are the measurable improvements resulting from the project outcomes that provide value to the organization and the stakeholders. The project manager should present the following three items as part of the project benefits presentation:
✑ Risks associated with achieving the target benefits: The project manager should identify and assess the potential threats and opportunities that may affect the realization of the project benefits. The project manager should also plan and implement risk responses to minimize the negative impacts and maximize the positive impacts on the project benefits.
✑ Metrics to measure benefits throughout the project: The project manager should define and track the key performance indicators (KPIs) that can measure the progress and achievement of the project benefits. The project manager should also compare the actual results with the planned targets and report any deviations or gaps to the stakeholders.
✑ Expected business value: The project manager should estimate and communicate the expected value that the project will deliver to the organization and the stakeholders. The expected business value can be expressed in terms of financial, strategic, operational, or social benefits that align with the organizational objectives and stakeholder needs. References: PMBOK Guide, 7th edition, page 23-24, 28- 29, 31-32.
