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?
Correct Answer:
D
In agile project management, knowledge sharing is a key practice that enables continuous learning, collaboration, and improvement among the team members. Knowledge sharing can take various forms, such as pair programming, mentoring, coaching, peer reviews, feedback sessions, and training workshops. Asking the team member to provide a training session for the rest of the team is an effective way of transferring the knowledge that the team member has developed in a specific matter. This will help the other team members to acquire the same knowledge and apply it in their future tasks. It will also foster a culture of mutual support and trust within the team. The other options are not as suitable for agile project management, as they do not promote active and interactive knowledge sharing. Asking the team member to produce a lessons learned document or to record highlights may result in passive or delayed knowledge transfer, as the other team members may not read or understand the document or the highlights. Asking the team member to develop more expertise and become a SME may create a dependency or a bottleneck in the team, as the team member may become the only source of knowledge in that matter. 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.
✑ White Paper: Knowledge Sharing in a Large Agile Organisation, Agile Business Consortium, 2017, pp. 3-4, 7-8.
A highly skilled team resource received a job offer and is leaving the project soon. What should the project manager do to maintain project performancewhile a new team member is being onboarded?
Correct Answer:
A
= The project manager should offer cross-training and mentoring to the new team member to maintain project performance while a new team member is being onboarded. According to the PMBOK® Guide, cross-training is a technique that involves training team members in multiple skills so that they can perform more than one role on the project1. Mentoring is a technique that involves providing guidance and support to less experienced team members by more experienced team members1. Both techniques can help the new team member to learn the necessary skills and knowledge to perform the project tasks, and to integrate into the team culture. This way, the project manager can minimize the impact of losing a highly skilled team resource and maintain the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to train and support the new team member.
✑ Logging a risk in the risk register and working with the new team member to mitigate it is a passive and reactive approach that does not help the new team member to acquire the skills and knowledge needed for the project.
✑ Motivating the new team member to perform is a general and vague action that does not specify how the project manager will help the new team member to perform the project tasks.
✑ Sharing project documents with the new team member is a necessary but not sufficient action that does not ensure that the new team member will understand and apply the information in the project documents.
References: 1: PMBOK® Guide, 7th edition, page 96.
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?
Correct Answer:
D
The communications management plan is a component of the project management plan that describes how the project information will be communicated to the stakeholders, including thefrequency, format, content, and methods of communication1. The project manager should review the communications management plan and verify whether the stakeholder’s needs are captured in the project management plan, and if not, update the plan accordingly. This will help to ensure that the stakeholder receives the appropriate information at the right time and in the right way. Requesting the project team to include the stakeholder’s details and share the project status reports (A) may not be sufficient or effective, as the stakeholder may have different communication preferences or expectations. Scheduling a meeting with the stakeholder and including the stakeholder’s needs in the project management plan (B) may be a good action to take, but not the first one. The project manager should first review the existing communications management plan and identify any gaps or issues before engaging with the stakeholder. Reviewing the stakeholder management plan and updating the stakeholder register © may not be relevant or necessary, as the stakeholder is already identified and engaged in the project. The stakeholder management plan describes how the project manager will manage the stakeholder expectations and influence, not how the project information will be communicated to them2. References: 1: PMBOK Guide, 6th Edition, p. 3672: PMBOK Guide, 6th Edition, p. 513.
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?
Correct Answer:
A
A hybrid project management approach is a combination of two or more project management methodologies, such as waterfall and agile, that best suit the project’s needs. A hybrid approach allows the project manager to plan some phases in detail, while leaving other phases more flexible and adaptable to changes. A hybrid approach can also balance the sponsor’s expectations of following the project objectives, while incorporating new information and feedback as the project progresses. According to the PMBOK Guide, a hybrid approach can be used when the project has both predictive and adaptive elements, or when the project environment is complex and uncertain. References:
✑ PMBOK Guide, 7th edition, page 271
✑ What Is Hybrid Project Management?2
✑ Ultimate Guide To Hybrid Project Methodologies & How To Make Them3
Organizational downsizing has resulted in the key subject matter expert (SME) resource leaving a multiyear project. What should the project manager do?
Correct Answer:
C
According to the web search results, a subject matter expert (SME) is a professional with in-depth knowledge of a specific subject or area1. They collaborate with project managers, teams and stakeholders to provide technical expertise and input in their area1. When an SME leaves a project, it can have a significant impact on the project’s quality, scope, schedule and budget2.
One of the possible actions that a project manager can take when an SME leaves a project is to refer to the resource management plan3. The resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, managed and released4. It may also include a contingency plan for dealing with resource changes or risks4. By referring to the resource management plan, the project manager can identify the best way to replace the SME or adjust the project accordingly3.
Another possible action that a project manager can take when an SME leaves a project is to consult the project sponsor. The project sponsor is a person or group who provides resources and support for the project and is accountable for enabling success4. The project sponsor can help the project manager to secure a new SME, approve changes to the project scope or budget, or resolve any issues or conflicts that may arise due to the SME’s departure.
The other two options, updating the stakeholder register and modifying the statement of work (SOW), may not be the best actions to take when an SME leaves a project. The stakeholder register is a project document that identifies the people, groups or organizations that have an interest in or may affect or be affected by the project4. The statement of work (SOW) is a narrative description of the products, services or results to be delivered by the project4. Updating the stakeholder register or modifying the SOW may not be necessary or appropriate unless the project scope, objectives or deliverables have changed significantly due to the SME’s departure.
Therefore, based on the web search results, the most likely answer to the question is either C or B, but you will have to verify the answer yourself using the official sources. References: 2: Employment Downsizing and its Alternatives - SHRM 1: SMEs in Project Management: Definition and Importance | Indeed.com 3: The Subject Matter Expert (A Misunderstood Product Owner Stance) 4: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition : Why And How You Should Develop In- House Subject Matter Experts … - Forbes : Project Management Professional (PMP)® Examination Content Outline
