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Topic 1: Exam Pool A
After a couple of iterations the project manager decides to present the product to a key stakeholder The stakeholder's feedback is that the team missed the mark on many features.
What should the project manager do to avoid this in the future?
A.
Set up requirements-gathering sessions with all key stakeholders to evaluate the scope once again and reprioritize the backlog based on the sessions.
B.
Schedule adequate sprint demos to gather early feedback from the stakeholders and adapt the plan accordingly
C.
Incorporate design thinking practices into the project life cycle to better understand the product's personas and be more effective to match their needs.
D.
Evaluate the team's skills to look for someone with experience in product design and assign that person the task of rebuilding the product interface
Incorporate design thinking practices into the project life cycle to better understand the product's personas and be more effective to match their needs.
Design thinking is a human-centered approach to problem-solving that involves empathy, ideation, prototyping, and testing. It helps project managers and teams to understand the needs, preferences, and pain points of the end users and stakeholders, and to create solutions that are desirable, feasible, and viable. By incorporating design thinking practices into the project life cycle, the project manager can avoid missing the mark on many features and deliver a product that meets or exceeds the stakeholder’s expectations. Some of the design thinking practices that can be applied in the project life cycle are:
Stakeholder mapping: This is a technique to identify and analyze the key stakeholders of the project, their roles, interests, expectations, and influence. It helps to align the project objectives with the stakeholder needs and to plan the communication and engagement strategies. Stakeholder mapping can be done at the initiation stage of the project and updated throughout the project as needed.
Persona creation: This is a technique to create fictional characters that represent the typical end users of the product. Personas help to empathize with the users and to design the product features and functions that suit their needs, goals, and behaviors. Persona creation can be done at the planning stage of the project and validated with real users during the execution stage.
User journey mapping: This is a technique to visualize the steps and interactions that the users go through when using the product. User journey mapping helps to identify the pain points, opportunities, and emotions of the users and to design the product features and functions that enhance their experience. User journey mapping can be done at the planning stage of the project and refined with user feedback during the execution stage.
Prototyping and testing: This is a technique to create and test low-fidelity or high-fidelity versions of the product with the users and stakeholders. Prototyping and testing help to validate the assumptions, gather feedback, and improve the product features and functions. Prototyping and testing can be done iteratively at the execution stage of the project and finalized at the closing stage.
References:
1: Stakeholder analysis 101: a project manager’s guide - Office Timeline 2: 4 Reasons Project Stakeholder Feedback is Important
3: How to Gather and Control Stakeholder Feedback and Reaction
4: Overcoming the Challenges of Collecting Stakeholder Feedback for Project Management
5: Design Thinking for Project Managers - PMI
6: Design Thinking for Project Management - ProjectManager
A project manager is approaching the end of a project, and several tasks are now practically complete and ready for handover to the client How should the project manager proceed?
A.
Update the quality management plan for the overall project
B.
Ask the client to verify and accept the tasks that have been completed
C.
Close out the project tasks that have been completed
D.
Update the communications management plan for the overall project
Ask the client to verify and accept the tasks that have been completed
According to the PMBOK Guide, 6th edition, section 4.7, one of the main outputs of the close project or phase process is the final product, service, or result transition. This involves transferring the ownership and responsibility of the project deliverables to the customer or sponsor, and obtaining their formal acceptance and sign-off. The project manager should ensure that the project scope and quality criteria are met, and that the deliverables are aligned with the project objectives and stakeholder expectations. The other options are not appropriate for the end of the project, as they are either part of the planning or monitoring and controlling processes, and do not involve the client’s verification and acceptance. References: PMBOK Guide, 6th edition, section 4.7; PMP Practice Exam, question 86.
A project has a very tight delivery schedule. The project is approaching the delivery date, and the project sponsor often sends the project manager alerts to avoid any schedule slippage . The project team has performed at an acceptable level until new, but the project manager wants to ensure that team’s performance level is performance is maintained until the end.
What action should the project manager take to motivate the project team's performance?
A.
Award certificates of appreciation to encourage the team
B.
Inform the team about the delivery pressure from the project sponsor
C.
Send a formal notice to team members instructing them to maintain performance
D.
Hire a few temporary team members to help with the additional work.
Award certificates of appreciation to encourage the team
According to the PBA Guide, one of the techniques for managing stakeholder engagement is recognition and rewards, which can be used to motivate and appreciate the team members for their contributions and achievements1. The PMP Exam Content Outline also lists recognition and rewards as one of the tools and techniques for leading a team2. Awarding certificates of appreciation is an example of recognition and rewards that can boost the team’s morale and performance. Informing the team about the delivery pressure from the project sponsor may increase their stress and anxiety, which can negatively affect their performance. Sending a formal notice to team members instructing them to maintain performance may be perceived as a threat or a punishment, which can also demotivate the team. Hiring a few temporary team members to help with the additional work may introduce new risks and challenges, such as communication issues, learning curves, and integration problems, which can delay the project further.
References:
1: PBA Guide, Chapter 6, Section 6.4.3.5 Recognition and Rewards
2: PMP Exam Content Outline, Domain II: People, Task 8: Lead a team
The sponsor is supportive in leveraging agile approaches The project manager is contemplating how to roll out the agile approach and gam buy-in from both project team members and stakeholders
What should the project manager do first?
A.
Determine which agile software tools will be required to support agile delivery within the organization
B.
Select a current predictive project define the approach, and provide agile training to execute the remainder of the project
C.
Start with a pilot project of appropriate complexity and provide agile training to those who are impacted
D.
Determine how to transform the organization using agile techniques, including organizational training and communications
Start with a pilot project of appropriate complexity and provide agile training to those who are impacted
According to the PMBOK Guide, 7th edition, one of the best practices for introducing agile approaches in an organization is to start with a pilot project that has a clear scope, a committed sponsor, and a willing team.
This way, the project manager can demonstrate the benefits of agile, gain feedback, and learn from the experience. The project manager should also provide agile training to the team members and stakeholders who are involved in the pilot project, to ensure they understand the agile principles, values, and practices. References: PMBOK Guide, 7th edition, page 23; Agile Practices and the PMP Certification
During the implementation stage of a project. a newly appointed team leader approaches the project manager to verify the team's tasks and schedule. The work did not go as planned due to the team leader's lack of management experience. This could cause delays for the project.
What should the project manager do?
A.
Ask the human resources director to appoint a senior team leader
B.
Inform the project sponsor about the possible delay
C.
Directly manage the project team to avoid project delays
D.
Provide mentoring to the newly appointed team leader
Provide mentoring to the newly appointed team leader
The best option for the project manager in this situation is to provide mentoring to the newly appointed team leader. Mentoring is a process of using experienced members of the organization to provide personal support and guidance to less experienced members of the staff. Mentoring can help the team leader to develop the necessary skills and competencies to manage the team effectively, to overcome challenges, and to achieve the project goals. Mentoring can also foster a positive and collaborative work environment, where the team leader and the team members can learn from each other and share feedback. The project manager can use various techniques and tools to mentor the team leader, such as setting clear expectations, providing regular coaching, giving constructive feedback, sharing best practices, facilitating problem solving, and recognizing achievements. The other options are not as effective as option D. Option A is not feasible, as it may not be possible to find a senior team leader who is available and willing to take over the project. Option B is not proactive, as it only reports the problem, but does not offer any solution. Option C is not empowering, as it undermines the team leader’s authority and responsibility, and may create resentment and demotivation among the team members.
References: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide – Sixth Edition, Chapter 9: Project Resource Management, Section 9.4.2.3: Interpersonal and Team Skills
Mentoring - Key Competency for Program and Project Professionals
How to Improve Your Project Leadership with Coaching and Mentoring?
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