Some project teams are voicing frustration because of conflicting priorities between agile and predictive work in a complex project. Which leadership style would effectively promote
collaboration across the project teams?
Correct Answer:
B
Servant leadership is a leadership style that focuses on empowering and serving the team members, rather than directing or controlling them. Servant leaders foster acollaborative and trusting environment, where team members can share their ideas, opinions, and concerns. Servant leaders also support the team members in their professional and personal growth, and help them overcome any obstacles or challenges. This leadership style would effectively promote collaboration across the project teams, especially in a complex project that involves agile and predictive work. Servant leadership is aligned with the principles of agile project management, as well as the values and ethics of project management. References:
✑ PMBOK Guide, 6th edition, pages 56-57, 504-505, 686-687.
✑ PMP Exam Content Outline, June 2019, pages 8-9, 14-15.
✑ Agile Practice Guide, pages 19-20, 27-28.
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?
Correct Answer:
B
According to the PMBOK Guide, an assumption log is a project document that records the assumptions and constraints that affect the project planning and execution. The assumption log helps to identify, validate, and monitor the assumptions and constraints throughout the project life cycle, and to address any deviations or changes that may occur. The assumption log also helps to communicate the assumptions and constraints to the project stakeholders, and to manage their expectations and feedback. In this scenario, the project manager faces a fixed-cost contract that defines the scope and final delivery date of the project, but also several internal constraints and conditions that may prevent the project from being completed as planned. The best course of action is to create an assumption log and map the assumptions to the impediments based on the impact to the project value. This can help the project manager to assess the validity and reliability of the assumptions, to identify and prioritize the impediments that may affect the project performance and delivery, and to develop appropriate strategies and actions to mitigate or resolve them. Creating an assumption log and mapping assumptions to impediments based on the impact to the project value (option B) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. Creating a contingency plan in case the project deviates from the initial plan (option A) may also be helpful, but it is not the first step that the project manager should take. A contingency plan is a predefined action plan that specifies the steps to be taken if an identified risk event occurs. Before creating a contingency plan, the project manager should first identify and analyze the assumptions and impediments that may cause the project deviation, and determine the probability and impact of the risk events. Creating an issue log template that will be used to identify and track impediments (option C) may also be useful, but it is not the most comprehensive or effective approach. An issue log is a project document that records and monitors the issues that arise during the project and require resolution. However, an issue log does not capture the assumptions and constraints that underlie the issues, nor does it provide a clear mapping of the assumptions to the impediments based on the impact to the project value. Creating a schedule management plan to ensure the project meets the delivery date (option D) may also be necessary, but it is not the most urgent or relevant action. A schedule management plan is a component of the project management plan that establishes the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. However, a schedule management plan does not address the assumptions andimpediments that may affect the project scope and value, nor does it account for the fixed-cost contract that limits the flexibility and adaptability of the project schedule. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author2 : The special challenges of project
management under fixed-price contracts. (2015)3 : Fixed price agile projects. (2011)2 : Managing Fixed Price Contracts. (2009)3
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?
Correct Answer:
C
A hybrid approach is a combination of predictive and adaptive methods that can be tailored to suit the project context and needs. Time-boxed iterations are a common feature of agile methods that allow the project team to deliver incremental value and receive feedback in a fixed period of time. Standup review meetings are short and frequent meetings where the project team members share their progress, issues, and plans for the next iteration. These techniques can help the project manager to measure the quality of the deliverables by ensuring alignment with the customer expectations, identifying defects and risks early, and promoting continuous improvement. The other options are not necessarily related to quality measurement or are not part of a hybrid approach. References: PMBOK Guide, 7th edition, page 30-31, 34-35, 40-41.
A project manager is newly assigned to the second phase ofan ongoing project. During the implementation, 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?
Correct Answer:
B
According to the PMBOK Guide, 7th edition, organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. OPAs include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to execute or govern the project. OPAs can be grouped into two categories: processes and procedures, and corporate knowledge base. In this question, the project manager is newly assigned to the second phase of an ongoing project. During the implementation, a defect occurred and no one knows 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. The question asks what the project manager should do first.
Based on this information, the best answer is option B, which is to check the organizational process assets (OPAs). This is because checking the OPAs is a project management practice that can help the project manager to find relevant information and guidance on how to fix the defect and prevent further delays. Checking the OPAs can involve reviewing the processes and procedures, such as the quality management plan, the change management plan, the issue log, the defect repair procedures, and the lessons learned register. Checking the OPAs can also involve accessing the corporate knowledge base, such as the historical information, the project records, the best practices, and the expert judgment. Checking the OPAs can help the project manager to understand the nature and cause of the defect, as well as to identify and implement the appropriate corrective actions. Option A, which is to acquire knowledgeable resources, is not a good answer. This is because acquiring knowledgeable resources may not be the first step or the best solution for the project manager. Acquiring knowledgeable resources is a process that involves obtaining the human resources needed to complete the project activities. Acquiring knowledgeable resources may involve hiring, contracting, or training processes. Acquiring knowledgeable resources may not be the first step, as it may require some prior analysis and planning. Acquiring knowledgeable resources may not be the best solution, as it may involve additional costs, time, and risks.
Option C, which is to update the risk management plan, is not a good answer. This is because updating the risk management plan may not be relevant or effective for the project manager. The risk management plan is a document that describes how risk management activities will be planned, structured, and performed throughout the project. The risk management plan may include the risk management approach, rolesand responsibilities, budget and schedule, risk categories, risk appetite and tolerance, risk identification and analysis methods, risk response strategies, and risk monitoring and reporting mechanisms. Updating the risk management plan may not be relevant, as the defect is not a risk, but an issue that has already occurred and needs to be resolved. Updating the risk management plan may not be effective, as it may not address the root cause or the impact of the defect. Option D, which is to extend the timeline of the project, is not a good answer. This is because extending the timeline of the project may not be necessary or acceptable for the project manager. Extending the timeline of the project is a process that involves modifying the project schedule to accommodate the changes or delays in the project activities. Extending the timeline of the project may involve submitting a change request to the appropriate authority for review and approval. Extending the timeline of the project may not be necessary, as the project manager may be able to fix the defect and recover the schedule by using the OPAs. Extending the timeline of the project may not be acceptable, as it may affect the stakeholder satisfaction, business value, and project benefits. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; [PMP Sample Test Questions].
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?
Correct Answer:
C
According to the PMBOK® Guide, project performance reporting is the process of collecting, analyzing, and communicating information on the project progress and status to the project stakeholders. Project performance reporting involves the use of various tools and techniques, such as earned value management (EVM), variance analysis, trend analysis, forecasting, and performance reviews. Project performance reporting helps the project manager and the project team to monitor and control the project performance, identify and resolve issues, manage risks and changes, and implement corrective and preventive actions.
In this question, the project manager has to report the project’s monthly performance to the project steering committee, based on the information provided. The information shows that the actual progress of the project is 2 units, while the planned progress is 3 units. This means that the project is behind schedule, and has not achieved the expected level of work completion. The information also shows that the actual cost of the project is 2 units, while the budgeted cost is 3 units. This means that the project is under the planned expenditure, and has spent less than the expected amount of money. The project manager should use EVM to calculate the schedule variance (SV) and the cost variance (CV) of the project, and compare them with the baseline values. The SV is the difference between the earned value (EV) and the planned value (PV) of the project, and indicates how much ahead or behind schedule the project is. The CV is the difference between the EV and the actual cost (AC) of the project, and indicates how much over or under budget the project is. The EV is the value of the work actually performed by the project. Based on the information given, the EV can be calculated as follows:
EV = (AC / PV) x PV = (2 / 3) x 3 = 2 units
The SV and CV can then be calculated as follows: SV = EV - PV = 2 - 3 = -1 unit
CV = EV - AC = 2 - 2 = 0 unit
The negative SV indicates that the project is behind schedule, and the zero CV indicates that the project is on budget. The project manager should report these values to the project steering committee, and explain the reasons and impacts of the schedule variance. The project manager should also report the actions taken or planned to expedite the delayed activities, and to bring the project back on track. The project manager should not claim that the project has a cost savings, as this may not reflect the true value of the project, and may not compensate for the schedule delay. The project manager should also not suggest that no further actions should be taken, as this may imply a lack of concern or responsibility for the project performance.
Therefore, the best statement that the project manager should make to the project steering committee is:
* C. The project is currently behind schedule with a corresponding lower cost, and every effort is being made to expedite the delayed activities.
References:
✑ PMBOK® Guide, 6th edition, pages 260-261, 267-268, 333-334
✑ Project Performance Reporting: Key Performance Reports
✑ Project Management Tools & Templates
✑ ProjectManagement.com - PMO Monthly Status Report
✑ How to Write an Effective Monthly Report [+ Templates]
✑ Project Management Monthly Reporting Procedure & Formats
