Ace the PMI PMP Exam: Ultimate Preparation Guide

Keep the team engaged and focused on the project's direction.

Encourage the team to do a brainstorming session and provide a mitigation plan.

Focus on the resource management plan and track project progress,

Set a clear vision for the project and ensure it is visible to all stakeholders.

Organize a team-bonding activity and invite an external manager to speak to the team.

The human resources (HR) department—to ask for more resources to add to the project team.

The product owner and the stakeholders—to prioritize the requirements in the product backlog.

The team—to have them increase their velocity to accomplish the stakeholders requirements.

The stakeholders—to have them prioritize the requirements in the product backlog.

Communicate the risk to the steering committee and request a mitigation plan from senior management.

Perform a risk analysis directly with the stakeholder who raised the risk and update the risk register.

Confirm to the stakeholder that the risk register has been completed and validated by all stakeholders.

Add the risk to the risk register and reevaluate the register with help from the project team and stakeholders.

Evaluate the employee's recommendation by reviewing the lessons learned from a similar project.

Create a salience model to determine if the employee will have influence on the project.

Ask the project sponsor to revisit the project charter to consider the employee's recommendation.

Assess the influence and power of the employee to see if the employee will add value.

Escalate the issue to the project sponsor.

Address the issue during the next sprint planning meeting.

Initiate a change request to extend the project end date.

Extend the dates for future project milestones.

Improve the videoconferencing system to provide better availability and quality in order to increase communication.

Have team ambassadors from each location travel to the other in order to facilitate communication and minimize issues.

Facilitate a meeting with both teams so that they can agree on the issues and propose solutions that work for both teams.

Move working windows so that team members can have increased overlap for the handover of status and issues to their counterparts.

Avoid conflict and let the team self-organize on how they want to work on the project tasks.

Ask the project sponsor to provide team members with a project direction regarding outcomes.

Set short-term goals in order to create a winning culture internally and praise team members for achieving them.

Escalate the situation to the steering committee and request that more time be allotted to the project.

Meet with the project finance team to measure market variations and product impact.

Direct the project team to estimate user stories in greater detail.

Ask the product owner to prioritize the backlog items based on the return on investment (ROI).

Request that the project team develop a release plan and roadmap for the project.

After full development is completed

When a major feature is completed

At the end of each and every iteration

When the sponsor approves the increment

Escalate the issue to the engineer's functional manager.

Discuss the issue with the engineer and determine how to prevent another problem.

Document the task on the kanban board and make it the highest priority.

Assign another engineer to the task due to the urgency.

Capture this in the issue log and escalate it to the project sponsor.

Meet with the stakeholder to understand what is causing the delays.

Facilitate a brainstorming session to find potential workarounds.

Discuss the need to influence this stakeholder with the sponsor.

Ask management to replace the new sponsor with the previous sponsor.

Request the previous sponsor to discuss changes with the project team.

Explore ways to share the project vision and outcome with the new sponsor.

Find ways to bypass the new sponsor and reach management for support.

Require the team to have daily mandatory meetings with the project management office (PMO).

Recommend the use of formal written documentation in all project communications.

Review the communications strategy with the team regularly with a view for continuous improvement.

Send out a survey to review the preferred method, time frequency for communications.

Compile a communications management plan with input from all stakeholders and distribute for review and approval.

Use retrospectives to better understand the new technology's impact on the schedule, map the skill gaps, and adjust the team accordingly.

Reevaluate the backlog by looking for high-value/low-effort items, and negotiate a new minimum viable product (MVP) strategy with key stakeholders.

Seek sponsor approval for additional funding to hire new team members, increasing the capacity of the team and compensating for the productivity lost with the new technology.

Replace poorly performing team members with more experienced members, setting an example of accountability for the team.

Review the requirements on a weekly basis.

Implement a requirements traceability matrix.

Add the requirements to the project charter.

Understand the project management plan.

Ask the experienced members to lead the junior members to facilitate skill transfer.

Encourage team members to focus on delivering results with their specialized skills.

Organize networking sessions to allow the team members to get to know one another.

Ask the team to self-organize and escalate any issues to the project manager.

Discuss this issue with the project sponsor to request additional funding to implement mitigation

Hire a construction management consultant to develop a comprehensive site execution plan

Prequalify contractors with proven track records to eliminate productivity concerns

Add construction productivity to the risk register and develop a mitigation strategy for site execution

Monitor all stakeholders.

Keep all stakeholders informed.

Analyze the stakeholders.

Engage the stakeholders.

Focus the discussion on recovery and ways to get back on track.

Act in a way to highlight the criticality of the situation.

Punish the team member for providing negative data that will affect the team's morale.

Thank the team member for raising this issue, log it, and move on to the next topic.

Talk to the customer and project team member separately to assess the issue and decide on the next steps.

Remove the project team member immediately and assign the pending activities to other team members.

Tell the customer that they do not have the authority to remove project team members.

Ask the project team member to call the customer to apologize for their behavior.

Meet with the functional managers to align the expected frequency and results reporting for the team members.

Provide performance feedback to the learn members' functional managers at the end of the year.

Assure team members that this project is a high priority for the company and they will be evaluated accordingly.

Request to be made responsible for the performance plans of those on this project team

Create better plans to test the functionality in more detail.

Review the definition of done (DoD) with the product owner.

Include previous sprint defects and close them in the actual sprint.

Get approval from the product owner on the user stories.

Create a team incentive program with prizes, allowing the team members to work overtime to find defects.

Reduce the release cycle and invest more time on stabilizing the current features instead of releasing new ones.

Hire a quality assurance specialist and integrate a second phase of testing into the current project life cycle.

Use the next retrospective to understand the root cause of the quality issues and have the team come up with an action plan.

Escalate the obstacle to a servant leader for resolution.

Ignore the obstacle and present the partial solution to the customer

Focus on generating business value despite the obstacle

Make changes to reprioritize the backlog because of the obstacle.

Ask the team to collect the knowledge locally and share it at the end of the project.

Utilize the cloud wiki to collect the necessary knowledge.

Coordinate with the team and the project stakeholders to collect the knowledge.

Provide just-in-time knowledge to the client, upon request.

Review the project's key performance indicators (KPIs) to determine the impact of this assignment.

Check the expert's availability within the organization on an as-needed basis.

Develop the team member's capacities through mentoring and training.

Ask the project sponsor to assign a new resource with the necessary expertise to the team.

Update the risk management plan.

Extend the timeline of the project.

Check the organizational process assets (OPAs).

Acquire knowledgeable resources.

Ensure the content of the project report is clearly understood and request any necessary feedback.

Invite critical stakeholders to the daily project review meetings to ensure their full engagement and involvement.

Send a detailed report to each steering committee member ahead of the meeting.

Ensure that all product features are completed as per the communicated specifications before releasing to market.

Present the project management plan to the stakeholder and reassure them that they will receive regular project updates.

Introduce the stakeholder to the project team and invite them to the next iteration review meeting with the IT team.

Build trust with the stakeholder by keeping project commitments and use demo sessions to gather feedback and realign goals.

Use stakeholder mapping to document the level of influence and interest for the next iteration planning meeting.

Remove one of the team members from the project to improve team dynamics.

Make a decision based on expert judgment as a project manager.

Consider the view of each team member about the issue in order to reach consensus.

Remove both team members since they are not productively adding to the team.

Assign one team member to one stakeholder to ensure that the responsible team member is conversant with the needs of the stakeholder.

Add more iterative techniques to improve stakeholder learning.

Identify all the critical stakeholders during the project initiation.

Use iterative life cycles involving stakeholders to enable the team to improve the product end result through successive prototypes.

Plan for continuous validation of the product.

Discuss adding business scenario tests with the customer.

Discuss adding additional test cases with the product owner.

Add more test scenarios based on the issues found.

Draft a project decision request to include in the scope for the current iteration and ask the sponsor to approve.

Explain that the team is fully dedicated to the current sprint activities and negotiate a mutually agreeable time.

Add this to the project backlog and have the product owner determine where it fits in terms of priority.

Indicate that this was a not a requirement identified during project planning and it is outside of the scope.

Assign a development team member to have the responsibility of managing dependencies.

Suggest that each project develops a high-level plan to monitor the dependencies

Recommend switching to a predictive approach to have detailed plans to manage the dependencies

Continue the project with 2-week iterations as dependencies will be managed individually

Manage the risks associated with the proposed approach.

Assist the team with identifying the minimum viable product (MVP) to validate assumptions.

Coordinate with the business unit to get detailed requirements.

Work closely with the marketing team on market research and product segments

The project is over budget and behind schedule.

The project is under budget and on schedule.

The project is under budget and behind schedule.

The project is on budget and on schedule.

Prioritize stakeholders based on the project phase and need.

Develop a stakeholder impact influence matrix to determine the level of engagement

Perform a stakeholder assessment to align with the project objectives.

Include all stakeholders in the stakeholder engagement plan and provide the same level of communication.

Classify and rank stakeholders based on their positions in the organization.

Utilize a uniform communication structure across all groups.

Define and direct communication to influential stakeholders.

Describe the four groups in the project stakeholder matrix.

Develop and define a communication strategy for stakeholders.

Suggest that the team member ignore the disruptive team member and focus only on the work.

Encourage both team members to meet as soon as possible and resolve the problem

Monitor the situation for a few weeks to determine if the disruptive team member's attitude changes.

Report the disruptive team member to the human resource (HR) department.

Ensure that the customer and the delivery team agree on the definition of done (DoD) in the beginning of the project.

Invite the customer to join the daily standup meetings to better understand the product design and progress.

Ensure the team demonstrates product features to this customer regularly to collect feedback and improve as needed.

Invite the customer to join the regular sprint planning sessions to better understand the project's progress.

Increase the frequency of updates given to this stakeholder.

Inform the team member to stop sending any further updates to the stakeholder.

Raise this issue to the project sponsor in the next project status review meeting.

Review this stakeholder's communication requirements.

Traditional delivery, to ensure high quality and that the product meets market demands

Extreme Programming (XP) delivery, to mitigate the high risk related to a new product

Iterative delivery, to ensure that user feedback is incorporated into the second iteration

Incremental delivery, to ensure that mobile capability is released fast to the users

Control and follow the project's mam goals, budget, and schedule

Plan regular virtual meetings to motivate and support the team.

Meet in small groups and share information by email with the rest of the team

Create a monthly report so everyone will be informed of the current status.

Revise the project schedule

Present the project to the stakeholder

Inform the client about the change

Update the risk register with a new risk

The organizational process assets (OPAs) have been updated.

The contractual deliverables of the project have been accepted.

It The handover and deliverable acceptance have been completed.

The lessons learned sessions have been conducted.

Request an exception to allow the team to return to work on-site

Allow the team to address the problem as a self-organized team

Coach team members to increase their engagement and collaboration

Force the team to attend the daily standups to gather the project status

Ask the project team to review the lessons learned and have the team contact the stakeholder directly if there are any questions.

Recognize the stakeholders skills are important for the project and evaluate the possibility of the stakeholder supporting the project team.

Request the functional manager to assign the team from the lessons learned project to the current project to avoid a learning curve.

Send a request to the project sponsor to hire the stakeholder and have them become part of the project team.

Prioritize the upgrade of project machines with the IT department.

Inform the product owner and request more project resources.

Schedule a session with stakeholders to understand the impact.

Add product backlog items to prioritize operating system stories.

Ask the team member to review the lessons learned on facilitation from previous projects.

Suggest that the team member facilitate an upcoming iteration and review the outcomes in the iteration retrospective.

Engage their functional manager to determine if there is alignment to their development plan before agreeing.

Add new elements to the project backlog to account for the training needs of the team member.

The project is currently behind schedule with a corresponding lower cost, and every effort is being made to expedite the delayed activities.

The project is currently behind schedule with a corresponding cost savings, and no further actions should be taken.

The project is currently behind schedule but at a lower cost, and an application for a time and budget extension will be submitted.

The project is currently behind schedule but is under the planned expenditure, and the project manager is pleased to declare a project cost savings,