Ace the PMI PMP Exam: Ultimate Preparation Guide

Engage with the functional manager to discuss details to obtain the required support.

Request a teleconference meeting with the sponsor to submit a change request to allow the development team to conduct testing.

Discuss testing requirements at the weekly project meeting to negotiate the best approach to test software.

Send an email to the procurement specialist to negotiate with a company that specializes in software testing.

Appoint a dedicated product manager for the duration of the release

Have the customer approve the product increment features.

Ensure every user story has acceptance criteria.

Track business outcomes for planned user stories.

Inform the design team to ensure compliance during the product design phase

Inform the quality team that they need to ensure that the product is in compliance

Ensure that compliance is explicitly mentioned in the relevant requirements

Meet with the team and remind them of the compliance requirements

Assess the risk register.

Conduct project reviews.

Perform retrospectives.

Complete sprint reviews

Schedule a training course for the new team member to fill in their gaps in experience.

Log this as an issue in the project issue log and speak with the resource manager.

Provide weekly feedback to all project team members, including the new member.

Ensure that coaching meetings are in place for this team member within the project timeline.

Update the scope management plan to track the new government requirements.

Accept the cybersecurity team’s request as the security of the company is at risk of

being noncompliant.

Ask the project sponsor to increase funds in the contingency reserve as a risk mitigation.

Request a change through the change control process to manage the new cybersecurity

requirements.

The software development has a high uncertainty level, so an agile approach is recommended for the project.

The scope is well defined; therefore, a predictive approach is straightforward and the hardware and software can by synchronized on the gates.

The deliverables are significantly different, so the project should be split into two projects that are driven by a program.

A hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries.

Pay attention to team dynamics and understand that coaching is done simultaneously at an individual and whole-team level

Schedule sprint meetings and coaching sessions to discuss project-related information

Plan quarterly informal meetings or team bonding sessions to encourage the team to work together

Document team tasks and challenges in order to understand when to step in and help a member of the team

Rolling wave planning and an adaptive approach

Relative estimation to determine the task or deliverable sizes

Iterations and reviews to continuously keep adapting the plan

Bottom-up estimating based on a work breakdown structure (WBS)

Gantt chart that includes milestones and deadlines

Apply a root-cause analysis on the data breaches.

Ensure that all team members complete the training.

Redesign the training courseware to make it interesting.

Retrain the team members responsible for the breaches.

Ask the client how the project will affect the client's organization and recommend that all impacted parties be involved.

involve an executive-level stakeholder at the project manager's own company to speak with the client's executive sponsor.

Perform an independent analysis to determine the stakeholders from the client's organization.

Defer to the judgment of the client's executive sponsor since they will determine whether the project is a success.

Instruct the team members involved to resolve the issue among themselves

Discuss the issue with the steering committee to determine the proper course of action.

Coordinate a video conference with the offending team member to resolve the issue

Reassign the offending team member to a different project

Use the same methods until the end of the current delivery and suggest new ones during the retrospective.

Refer to the policies and frameworks used at the company enterprise level and inform the project team members.

Tell the sponsor that the project manager will use their own communication model to ensure on-time delivery.

Agree with the project team on a suitable collaboration and make sure information is shared at all times

Move the solution designer to another team.

Review the process that resulted in this situation.

Stop work until the design document is completed.

Ask the team to document the design.

Ask the team member to learn the new system as on-the-job training

Issue a change request to extend the project schedule

Escalate the team members performance to the project sponsor

Assign an experienced resource to support the team member

Record the issue then refocus the team's efforts on delivering the next set of deliverables

Give the team member a formal warning for the negative impact due to failure to delrver and not meet deadlines

Hold a team meeting to discuss team member commitments and communications

Meet with the team member and work on a development plan for them to avoid missed deliverables in the future

Inform the stakeholder that they must level their knowledge with other stakeholders.

Update the risk register with the potential impact and apprise the steering committee.

Inform the project management office (PMO) that the team will use a predictive approach for this project.

Allocate time to mentor the stakeholder in the selected project approach.

Ask the leadership team for help obtaining the needed staff.

Have a direct talk with the functional manager to understand the reasons behind their attitude.

Evaluate the impact caused by the delay of forming the team and confront the functional manager.

Check with human resources (HR) regarding the availability of staff.

Document the issues and extend the project delivery timeline.

Convene the steering committee and inform them of the impact to the project.

Prioritize the user stories with issues and have the team resolve them

Update the project management plan and risk management plan.

Use compression techniques to break down the scope and assign the scope pieces to

different vendors with a fixed-price contract.

Use the contingency budget for hiring additional vendor resources to mitigate any project

risk.

Engage in a time and materials (T&M) contract and hire a local vendor to support

development.

Establish a solid view of the scope and requirements and engage a vendor with afixed price contract.

Recommend to the PMO that it is not the right time to start implementing new tools for projects.

Include the use of tools and monitoring of their benefits in regular status reports and the communications management plan.

Prepare a change request and seek approval from the steering committee regarding the new project framework.

Bring in a third-party company to develop and implement a hybrid framework for this specific project.

Ask the sponsor to identify requirements for a new project to monitor and report achievement of the benefits.

Direct the team to implement the benefits management plan and track achievements before the end of the project.

Coordinate with the stakeholders to ensure the benefits management plan is in alignment with the goals.

Update the work breakdown structure (WBS) and project schedule with tasks and resources to track benefits realization.

Request action from the functional manager regarding the team members poor performance

Avoid selecting the team member to the next project that has an iterative design stage

Provide feedback and coach the team member during the iterative design stage

Escalate the issue to the human resources manager and request that the team member be replaced

Colocate the team members

Perform team-building activities

Review and reassign tasks

Revisit the communications management plan

Advise the marketing team that at this stage of the project changes to the scope are no longer accepted

Escalate the issue to the project management office (PMO) and make sure they understand the impact on the schedule due to the change

Update the risk register with input from marketing and sales and highlight the benefits of the features m discussion

Review the change request with the project stakeholders and evaluate the impact of the scope reduction

Quality

Estimates

Objectives

Requirements

Provide a project management template for the project manager to follow as a guide.

Suggest using an agile approach since customer and team collaboration is critical for project success.

Work with the project manager to develop a new approach that will bring benefits to the project.

Establish a project management methodology that requires the customer to provide daily updates to the team.

Verified applicable budget inputs related to this project

Assigned the same project resources to this project

Estimated a budget for the project's quality management

Determined a budget reserve for this project

Include enterprise environmental factors (EEFs)

Conduct a bottom-up estimate

Include projected inflation rates

Conduct an analogous estimate

Support the team member by removing the blockers and impediments.

Allocate the blockers and impediments to the product owner to resolve.

Insist that the person who raised the blockers and impediments take ownership.

Add any blockers or impediments to the risk register,

Coordinate with team members to define and communicate ways of working, roles and responsibilities, scheduling, time zone, and cultural

observance information.

Explain to the team that since they are all SMEs and know one another, they are expected to immediately collaborate and deliver effectively.

Update the communications management plan and determine an issue resolution process for when furture conflicts arise.

Colocate the team members at the beginning of the project to explain the expectations for team interaction, meeting schedules, and overall

project governance.

Accept the change request from country A and reschedule the deployment project for country A.

Take the request into account and ask the sponsor to inform countries B and C about the change

Ask country A to submit a change request that will be analyzed along with countries B and C

Refuse country As request as there is no time for the change as deployment has already begun

Communicate the issue to the change control board (CCB) and relevant stakeholders identified in the stakeholder engagement plan

Create a problem-solving team from quality assurance subject matter experts (SMEs) experienced in this type of analysis

Form a brainstorming team from project team members selected for their relevant technical analytical and management knowledge

Form a brainstorming team with stakeholders from all of the functional departments involved in the project

Remove the learn member from the team and hue a more skilled one

Ask the technical lead to provide more training to the team member

Ask the technical lead to discuss performance directly with the team member

Meet with the team member to understand the situation and provide feedback.

Create a change request to extend the project's duration and costs.

Provide feedback to the team using project performance evaluations.

Escalate the impact on the schedule to the project sponsor.

Include buffer time in the schedule to absorb future delays.

Explore the minimum requirements of the product and their feasibility.

Explain the resource constraints of the project to management.

Outsource the management of the product to an external team.

Conduct a detailed risk analysis to highlight the risks in the project.

Escalate the issue to the sponsor and ask for stakeholder engagement

Review the project business case and update it periodically

Plan for strategic program management

Implement a communications management plan

Add resources to activities

Conduct serial activities on tasks

Increase the number of standup meetings

Perform tasks in parallel

Ask the product owner to create a new entry in the risk management plan regarding likelihood and imped

Review the backlogs from similar projects and understand how change requests were implemented

Ask the product owner to follow the change request process to formalize new requirements

Make sure that the product and sprint backlogs have the required level of documentation and both are visible to the team

Accept the feature.

Determine if the feature is within the scope.

Submit a change request! for the feature.

Reject the feature.

Meet with each team member separately and apply an appropriate approach with each one.

Approach the project sponsor and request help in discussing the project deliverables with team members.

Explain to the team that the project manager is ultimately responsible for the delivery.

Assign multiple managers to the various teams and delegate all of the tasks to them.

Refuse to manage the project as there is too much risk in developing this kind of project without a product owner.

Define the project's requirements, prepare a long-term detailed plan, and manage the project according to it.

Convince the client that a product owner is needed, as the project manager is not able to run an agile project without all the relevant roles in place,

Agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints.

Planned all required training for the team during the onboarding process

Identified all required skills after the kick-off of the project

Identified all required skills during the planning of the project

Asked the sponsor to identify all required skills during the planning of the project

Do not communicate with the unsuccessful bidder as they do not have any further influence on the project

Meet with the unsuccessful bidder to review their submission and the areas that led to the bid being unsuccessful

Reassess the bid to establish areas for improvement with the intention to assign work to this contractor

Report the unsuccessful bidder to the local community leadership who have been supportive of the project

Advise the teams to follow the company’s existing project management approach.

Allow the teams to continue using their approaches and gradually adapt to a hybrid model.

Let a senior team member select the approach that is appropriate.

Insist the teams both follow either a predictive or agile approach.

Analyze stakeholder diversity in the community.

Assess the need to collaborate with the community

Analyze the need to negotiate with the community.

Assess the information requirements of the community

Reconcile the key stakeholder to the team member's recommendation.

Reconcile the team member to the key stakeholder's recommendation.

Escalate the communication concerns to the project management office (PMO) and

request that they take action

Work with both the team member and the key stakeholder to reach a consensus.

Review the stakeholder engagement plan and communicate which technology is available to develop, transmit, and store project artifacts.

Engage the software developer, let them work with this project management software, and then conduct a train-the-trainer activity to ensure everyone can use it.

Research the project management software to understand how it works, and establish it as the acceptable software to hold the project artifacts.

Review the communications management plan and communicate which technology is to be used to develop, transmit, and store project artifacts,

Create a risk probability matrix to address the incompatibility.

identify an alternative component in case of incompatibility.

Use the contingency fund to redesign the interface if it is incompatible,

Require the vendor to redesign the incompatible component to fit the system.