Ace the PMI PMP Exam: Ultimate Preparation Guide

Escalate the issue from the IT team to management and get the validation prioritized

Work with the IT team to prioritize the validation and release of the new features

Deliver the features when the IT team is able to validate them

Request the IT team to immediately release the product and then validate the features

Ensure that the whole team is appropriately recognized and organize a project farewell

party to celebrate the project success and closure.

Update and close both the risk register and issue log with the latest updates, and save

them in the organization's project management information system (PMIS).

Archive all the project documents following the organization's accepted practices so

the documents can be used in other future projects.

Meet with the project sponsor and advise that the new project might be difficult to

undertake because the current project is not yet complete.

Document the new stakeholders' concerns in the meeting minutes.

Schedule an ad hoc meeting with the new stakeholders to discuss concerns.

Use social media environments to share the project information

Use the project management information system (PMIS) to share information.

Ask the issue reporter to close the issues, because there are no project team members

who have the required domain knowledge.

Review the open issues with the issue reporter and issue a change request to hire an

external domain expert.

Request that the project team members learn the required domain knowledge and

resolve the open issues in a short time.

Reduce the project scope to ensure that the project team has the knowledge to deliver

the system on schedule.

Reprimand the team members who did not fill out the status reports.

Justify the team members' behavior to the project sponsor.

Quickly put together a report that will satisfy the project sponsor.

Discuss the issue with the team members at fault.

Promote a productive environment where everybody can work without interruptions

from the rest of the team members.

Create a reward system recognizing group contributions to get people motivated and

improve performance.

Facilitate sprint planning sessions with a focus on defining the minimum viable product

(MVP).

Design a set of metrics including velocity, which is a good measure of value delivered.

Reforecast and revalidate the benefits baselines and targets

Escalate the issue to the sponsor and request more funding.

Showcase progress toward the targets and revalidate a project work plan.

Optimize alignment between the stakeholder needs and project objectives.

Send an email update to existing team members about the addition of the new team

members.

Set up a weekly meeting with the new team members for a couple of months.

Request the transfer of the new members to another project, citing a risk of confusion.

Update and share the guideline document dealing with team communication.

Continue using the outgoing project manager's status reports as well as their approach for schedule reporting

Explain to the PMO that the hybrid project team needs to keep an agile approach for reporting and will not be complying with the organizational standard

Change the status reports according to the template supplied by the PMO and proceed with scheduled reporting

Meet with the project stakeholders to explain the need to comply with the PMO standards and update the status report format accordingly

Seek the sponsor's approval to extend the project schedule.

Set up a meeting to perform a root cause analysis.

Update the issue log and communicate it to the team.

Permanently colocate the team for better performance.

Meet with the quality planning manager to identify the reason why the quality plan was not created yet

Meet with the hardware design engineers to identify the minimum performance required to establish a market for the machine

Meet with the sales and marketing teams to identify the requirements that were collected during the interview sessions with potential customers

Meet with the key stakeholders to identify the proper product concept for the development team

Defined a set of external audits that can expose this situation to the project sponsor

Agreed with the product owner on appropriate project governance levels

Set a definition of done (DoD) that considers the work as done if not otherwise specified

Asked another product owner to attend the demonstrations on behalf of the product owner

Communicate to the whole team the decision to relocate team members abroad and the implications of doing so in the next project status meeting

Communicate individually with the affected team members to negotiate the decision and confirm their willingness to relocate

Communicate the decision to the human resources (HR) department so they can direct the project team members to be sent abroad

Communicate to the affected team members' manager and schedule a meeting to discuss the details of this assignment

Request the project team include the stakeholder's details and make sure the project

status reports are shared with the stakeholder.

Schedule a meeting with the stakeholder and include the stakeholder's needs in the project management plan.

Review the stakeholder management plan and update the stakeholder register for

incorporation in the project management plan.

Review the communications management plan and verify whether the stakeholder's needs are captured in the project management plan.

Update the issue log and review the lessons learned register for options

Implement conflict resolution to accommodate the team's needs

Implement decision-making techniques to advance the stones

Empower the team to self-organize and make their own decisions

Ensure participation from all team members

Ask the client to attend all daily calls.

Ensure cross-departmental teams are colocated

Request additional project resources

Have the product owner create product documentation

Have the team create a minimum viable product (MVP).

Have the marketing department create a survey

Have the team create a prototype with all features

Allow project B's leader to continue building relationships.

Talk with project B's leader to discuss possible impacts to both projects.

Tell project A's team member to ignore project B's leader.

Ensure project A's team member can finish the work committed to project A.

Plan the implementation of this integration in the first iteration to help reduce risks.

Record the issue in the issue log and closely manage this dependency.

Inform the client that the project team will take care of the integration.

Document the client's responsibility for the integration with the security subsystem.

Replace the team member immediately to maintain a good relationship with the

functional manager.

Discuss the issue with the functional manager to understand the reason for the

complaint.

Support the team member and provide documentation to the functional manager

proving their performance.

Protect the team member and ask the project sponsor to minimize any external

interruptions.

Assign the resolution of the issue to the senior integration lead who has worked on the project longer

Meet with both integration leads to understand the root cause and determine a resolution

Escalate the issue to the program architect who developed the integration plan

Assign the resolution of this issue to the integration lead who is a SME

Report the issue during the next status meeting at the end of the week

Escalate the issue to the project sponsor and upper management

Close out the project and tell the manager to open a service desk ticket

Log the issue and assign it to the project team member(s).

Document and accept this risk and communicate this decision to the project sponsor.

Collect feedback from the farmers and keep the information within the project team.

Deliver the information to the stakeholders with the project management office's (PMO)

assistance.

Propose a solution to the stakeholders and communicate it to the local farmers.

Engage the services of an interpreter who understands the project domain.

Check social media to determine if there are any common connections that use the new supplier.

Request assistance from the procurement department on the next steps.

Become aware of any cultural characteristics of the new supplier that could impact

negotiation.

Include additional mitigation actions against feature defects and update the risk management plan.

Assess the relevance of the feature and then analyze the submission of a change request to descope it.

Improve the control quality process by implementing additional testing to minimize the defects before the go-live milestone.

Determine if business value will be delivered without this feature. and try to fix the defects after the go-live milestone.

Document the issue in the issue log and escalate to the project sponsor

Inform the project sponsor and suggest canceling the project

Review the project goals and eat criteria m the project charter

Ask the leader of research and development to decide on next steps

Speak with the team member about their engagement and contributions

Perform an assessment of each member of the project team

Assign the team member to a team where they can contribute more

Conduct a team building event to involve the team member

Pick the senior and experienced staff members from both teams and arrange face-toface interviews.

Organize a formal session led by a skilled facilitator with defined rules for how

participants will interact with one another.

Distribute a questionnaire on the key features of the product and encourage the teams

to respond with their design recommendations.

Hold multiple sessions of manageable sizes with participants from both teams to

discuss their ideas.

Smooth/accommodate

Compromise/reconcile

Force/direct

Collaborate/problem solve

Arrange an additional meeting with the team to communicate the agreement made during the last meeting.

Schedule a new meeting to evaluate the agreement and negotiate a new one.

Talk with the team member and explain that once the meeting ended, the agreement must be respected.

Meet with the team member and search for the root cause of their behavior.

Ask the team to assess whether the product specification can be expressed in user

stories to enable a Scrum or Kanban approach.

Explore with the product manager to determine if there are viable opportunities to

deliver value incrementally and increase business value.

Recommend to the project sponsor that a predictive approach is appropriate for the

project due to the stable product requirements.

Ask the product manager whether they are prepared to act as product owner for the

project in order to participate in iterative planning and reviews.

Assessed the technical and organizational readiness for the project and identified risks

at the beginning of the first iteration

Requested the product owner's approval to add an external expert to define the

acceptance criteria

Defined a clear acceptance criteria at the initiation phase and continued with the

project

Increased the communications between the team member and the product owner

Examine the business value throughout the project.

Ask the team to organize a spike to identify more value.

Meet with the product owner to review the backlog.

Meet with the sponsor to review the business case.

Built a pair-engineering environment so that experienced engineers always work with junior engineers to assist in knowledge transfer

Contracted with a third-party test lab to outsource all testing processes and required that they produce all test reports

Led a technical benchmark workshop every month to share state-of-the-art technology trends and ask all team members to attend the workshop

Built a shared repository for the project in the internal server and asked the team to create record and save all project deliverables to the server

Number of tasks on the protect

Culture of the organization

Project timeline

Experience of the project manager

Workstream leader and project sponsor

Workstream leader alone

Workstream leader and functional manager

Workstream leader and project management office (PMO)

Instruct the team to accommodate the changes to the project

Review the project charter to identify the agreed scope

Negotiate the impact of these changes with the client

Escalate the issue to senior management

Conduct a consensus-building session to decide how to approach the next set of work.

Escalate the issue to the product owner for resolution.

Add this conflict to the agenda for discussion at the next daily standup meeting.

Conduct a planning session to decide how to approach the next set of work.

Have a one-on-one discussion with each team member to emphasize their individual

talents.

Document the behavior of the team members and highlight it during their performance

reviews.

Identify the team members who are not participating and reprimand them.

Explain the benefits of the approach and the effects of positive psychology.

Reassign the task to another team member and require the team member to complete training

Use the retrospective meeting to remind the entire team that they must complete all deliverables in each sprint

Review the definition of done (DoD) with the team so that everyone understands what the team must deliver in this sprint.

Speak directly with the team member about improvements and commit to an agreed-upon time frame.

Negotiate the payments with the supplier and remind them of their long-term association

Penalize the supplier according to the contract's service level agreement (SLA)

Hire another information security supplier and incentivize them for speedy delivery

inform the relevant stakeholders of this challenge and seek their support

Emphasize the ground rules and then focus on today's activities and impediments.

Let the discussion go on as it is important that the team is clear on priorities for the

day.

Address the team members involved during the next sprint retrospective.

Avoid the discussion by referring to the team charter.

Redefine the communications management plan

Develop an integrated change management plan

Document the risk in the project risk register

Review the scope defined in the project charter

Update the risk register and implement the approved risk response plan for quality

deviations.

Identify the resources that were responsible for the deliverable and request a team

development plan.

Update the issue log, identify the involved stakeholders, and assign resources to the

corrective actions.

Submit a change request to update the project quality requirements for the involved

project deliverable.

Smooth/accommodate

Compromise/reconcile

Collaborate/problem solve

Force/direct

Request a change in the contract to include the shipment in the project management

plan.

Find the root cause of the issue and discuss the customer's current engagement.

Inform the customer that subsequent packages cannot be manufactured.

Request a delivery date extension from the customer

Update the risk register including noncompliance with the change process as a probable cause for scope creep

Make sure that all stakeholders are aware and in agreement with the project governance structure m place

Advise the team not to engage in modifications unless it follows the proper change approval process

Escalate to the project management office (PMO) and request that the team member who accepted the request be replaced

Inform the customer that moving the milestone has a very high impact on project cost.

Escalate the Issue to senior management so they can impose a solution on the customer.

Convince the customer to keep the requirements as is and not move the milestone.

Review the customer's priorities regarding the desired requirements for the milestones.

Discuss which requirements can be delivered faster with the project team.