PMI PMP Dumps

Hold daily virtual meetings to review progress.

Implement time-keeping software for team members.

Task functional managers to drive accountability.

Utilize a web-based kanban board.

Require a monthly individual status report.

Ensure that the schedule is aligned with the vision and objectives.

Escalate the compliance issue to the project management office (PMO).

Congratulate the team and move on to the execution phase.

Develop a new detailed schedule with the team and project sponsor.

Present the benefits of a hybrid approach to key stakeholders to get their support.

Create a project change request to execute the project using a hybrid approach.

Send a letter to the project management office (PMO) requesting to use a hybrid approach.

Submit a notification to the project team confirming they will be using a hybrid approach on the project.

Define the acceptance criteria and specific functional test cases only after analyzing the user feedback from testing the early feature release.

Integrate the acceptance criteria review into the definition of ready (DoR) for each feature and associated tests into the feature's definition of done (DoD).

Use the broadest set of acceptance criteria to ensure that all features have a common quality baseline and associated functional test cases.

Integrate the specific tests into the definition of ready (DoR) for each feature and the acceptance criteria into the feature's definition of done (DoD).

Ask the sponsor to add experienced professionals to the team.

Assign a dedicated resource to check the quality of each deliverable.

Approve the appropriate training program for team members.

Provide team members with the necessary coaching and mentoring.

Conducted a survey to determine if the team was willing to adopt agile ceremonies on the current project.

Prepared an inception deck and clearly explained the purpose of agile ceremonies and their benefits to the project.

Discussed with the product owner and requested assistance by requiring the adoption of agile ceremonies.

Discussed with the project sponsor about convincing the team to adopt the agile ceremonies as part of their routine.

Ask the technical team to revise the requirements, even if it requires extra budget.

Arrange a meeting with the client to request additional time to find a new supplier.

Review the existing service contracts to find an option to help procure the vehicles.

Procure the vehicles from another supplier and report the change to the change control board (CCB) later.

Evaluate lessons learned from similar projects prior to deployment.

Perform a qualitative risk analysis on the identified project risks.

Review compliance and regulatory requirements with stakeholders.

Conduct a feasibility analysis of deploying the solution globally.

Evaluate the cost of the additional requested work.

Evaluate the impact and submit a change request.

Discuss the requested change with the sponsor.

Discuss the requested change with the team.

Refer the sprint review request to the project sponsor.

Ask the manager to get an approval from the product owner.

Invite the manager to the scheduled sprint review.

Organize a special demonstration for the manager only.

Feedback from the project sponsor

Agreed-upon key performance indicators (KPIs)

Input from project stakeholders

Competencies of team members

Adapt the resource management plan and ask for financial approval before sending it to the customer.

Assess the impact of the change and review the project management plan for next steps.

Ask the financial manager to delay implementation due to potential project delays and penalties.

Review the project schedule to determine which technique will reduce impact on project duration.

Bring the SME on board immediately and discuss the implications later.

Ask the existing team members to collaborate with the SME and complete the activity.

Ask the SME to complete all of the necessary changes, which will save time.

Direct the team member to ignore the SME's changes as they were not planned.

Ask that estimations be provided only by senior developers.

Allocate more time for estimation in the sprint planning.

Review and update the estimations in the daily standup.

Recommend a different estimation method in the retrospective.

Broken down the situation to identify the root cause

Determined communication methods and channels

Analyzed the boundaries of the negotiations for agreement

Managed and rectified the ground rule violations

Descope this requirement as the developers have more important tasks.

Support the developers with their intention to learn the new technology.

Hire externally since the internal developers already have assigned work.

Outsource the technology work to a third party so as not to delay work.

Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.

Monitor resource allocation to ensure that team members work 8 hours per day.

Assign project tasks to the team regardless of their skills to accomplish the project schedule.

Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.

Reject the request as being too late and leading to major scope creep.

Submit the request to the change control board (CCB) for a decision.

Negotiate with the project sponsor on the possible alternatives.

Determine the possible impact of this change on all aspects of the project.

Present the status at a weekly meeting with the steering committee.

Verify the information needed for steering committee members.

Send a shorter daily report to this steering committee member.

Demonstrate the weekly reports in a presentation for the steering committee member.

Issue a formal complaint to the project sponsor claiming a lack of proper tools.

Meet with the IT team to evaluate how fast the software license can be renewed.

Ask the team to fast-track the project and perform tasks that do not require calculations.

Ask the team members to find an alternative way to perform calculations.

Change to an agile model, focusing primarily on the incremental life cycle, leaving the iterative approach as a next step.

Maintain a predictive approach, but increase the focus on better planning and tracking to anticipate problems and avoid delays.

Migrate to an agile model, focusing primarily on an iterative approach, leaving the incremental life cycle as a next step.

Propose a hybrid approach, leveraging the benefits of an agile approach while respecting some aspects of the company’s industry.

Share the product backlog for the main stakeholders to review in advance.

Engage the main stakeholders in the upcoming sprint review sessions.

Create dedicated sprints to implement feature fixes for the rejected ones.

Ask the project sponsor to evaluate the assignment of a new product owner.

Iterative scheduling

Three-point scheduling

Parametric scheduling

Analogous scheduling

Halt all processes until procurement and implementation of solutions are completed.

Place a hold on activities until the team can resume the work on-site.

Ask the team members to proceed independently while examining needs and alternatives.

Obtain and implement the sponsor's recommendations for a solution.

Acknowledge the impediments and facilitate their resolutions.

Note the impediments and escalate them to the product owner.

Note the impediments and work on addressing them later.

Assign actions to all stakeholders and oversee their implementation.

Ensured that the team member did not communicate directly with the project stakeholder.

Confirmed that the stakeholder was made aware of the delivery delay.

Told the team member to send the unfinished deliverable to the stakeholder and finalize it later.

Communicated with the stakeholder directly regarding the delivery delay.

Initiate regular conference calls with the vendor for status updates to keep this item in focus.

Hold the shipment until the rework is completed at the vendor's facility to eliminate extra work on-site.

Assess the schedule impact and evaluate the most feasible solution to keep the project on track.

Ship the package as is, complete carryover work on-site, and back charge the vendor for the rework.

Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow.

Ask the architect for the contact details for their new employer and call their account manager.

Call the account manager and ask them to retain the expert by offering them an incentive.

Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.

Update the communications management plan to satisfy the client's request

Request the client to attend the daily meetings with the project team

Encourage the client to interact with the protect collaboration platform

Ask the product owner to frequently communicate with the stakeholders

Send the new representative the approved project management and communications management plans.

Reach out to the customer directly for assistance in incorporating the new representative into the project management plan.

Meet with the project sponsor to discuss how to incorporate the new representative in the project.

Meet with the new representative to determine their understanding of the project and address their concerns.

Defined acceptance criteria in a quality checklist agreed upon before starting the build phase

Approved a detailed change management process before starting the build phase

Provided compensation for issues due to the variance in the agreed-upon requirements

Continuously communicated the changes in the work plan and the agreement to the client

Send a detailed email with the completed design document.

Conduct a workshop with all of the stakeholders.

Conduct a workshop with both of the teams.

Upload the design documents into the project repository.

Show the customer the tolerance and control limits.

Show the customer sample results from the current batch.

Show the customer a sample history of quality.

Show the customer the quality control measurements.

Ask the leadership team for help obtaining the needed staff.

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

Determine potential threats regarding compliance with the regulations.

Ask human resources (HR) to assign a compliance specialist to the team.

Validate that the software is compliant with standards and regulations.

Measure the extent to which the project complies with the regulations.

Invited the customer to the daily meetings

Helped the team redefine the MVP

Changed the duration of iterations to deliver more value

Validated the iteration goals with the customer

Involve the client in risk identification.

Agree with the client on acceptance criteria.

Involve the client in a performance gap analysis.

Agree with the client on a new project charter.

Establish a daily scrum meeting and invite division leaders to attend so they can be aware of upcoming code releases.

Provide division leaders with a teleconference phone number to call if they have concerns after code is deployed into production.

Create a new policy requiring project managers to email division leaders before deploying code into production.

Launch an enterprise governance structure comprised of division leaders to establish policies for code releases.

Network diagram

Decomposition

Work breakdown structure (WBS)

Resource leveling

Review the change control process to ensure quality management artifacts are updated as part of the change.

Review the quality management process and perform a process audit as part of ongoing quality assurance.

Review the communications management plan to ensure change requests are communicated to the affected team members.

Review the quality management process with the project management office (PMO) to ensure compliance with best practices.

Accept the situation knowing there is schedule slack available to release on an incremental basis when necessary.

Call each team member to gain their perspective on the problem, then bring the whole team together to discuss a solution.

Send each team member a direct email indicating that disciplinary action is likely if they do not change their attitude.

Contact the project sponsor to request approval to release the current team and hire replacement personnel.

Ask the team member to develop more expertise and become a subject matter expert (SME).

Ask the team member to provide a training session for the rest of the team.

Ask the team member to produce a lessons learned document and share it with the team.

Ask the team member to record highlights the team may want to know.

Help the team members by organizing regular stress-relieving and team- building sessions.

Request additional resources to continue delivering value while reducing team stress.

Support the team during the planning phase to only commit to what they are able to deliver.

Ask individual team members to plan staggered leave to avoid becoming stressed.

Introduce a float.

Adjust the budget.

Adjust the project time line.

Fast track the project.

Help the team members to resolve the conflict in a way that results in the best team performance.

Offer a compromise that is acceptable to both team members, even if it may not be the best solution.

Understand each team member's argument and select the one that results in less risk to the project.

Send both team members to the human resources (HR) department for an acceptable resolution.

Implemented the communications management plan properly.

Ensured the risk tolerance of the company was properly updated.

Provided a proper risk response.

Implemented the stakeholder engagement plan correctly.

Refuse to let the team proceed with the work based on their decision.

Take the technical team lead aside and try to persuade them to change their vote.

Note the reasons for the disagreement and let the team proceed.

Set up a meeting with the project champion and ask them to intervene.

Hand over control of specific aspects of their roles as experts and let them agree on their own timelines and targets.

Bring in a senior colleague who is also an expert to ensure the team is on track to achieve the goals and objectives.

Define roles and targets for all team members and regularly follow up with one-to-one meetings to review progress.

Work with the team members to define the overall objective and support them to engage around the goal.

Counsel both team members and caution them with a final warning.

Escalate the issue to the human resources (HR) manager before a larger problem develops.

Help cultivate self-awareness between the two team members through emotional intelligence (El).

Relocate the two project team members into different project teams.

Guide the team to determine alternatives.

Move the dependent task to the next iteration.

Escalate the issue to the company's IT manager.

Escalate the issue to the project sponsor.

Reprioritize the backlog based on value and cost of delay divided by duration.

Reprioritize the backlog based on story size and competence availability.

Remove low-value items from the backlog to compensate for the higher cost.

Switch to a predictive approach to prevent any further delays to completion.

Determine resource allocation options based on project priority.

Apply changes to the existing resource allocations and inform the development manager.

Meet with the sponsor to determine how to rebaseline the schedule.

Inform the sponsor of the situation and request an extension of the target completion date.

By scheduling iterative meetings with the product owner to improve project tracking

By focusing on the delivery of incremental working products lo the customer

By reviewing burnup charts to determine the effort required against estimated earned value

By conducting daily standups to more accurately track project deliverables

Have one-on-one meetings with team members to improve communication.

Ask human resources (HR) for team-building recommendations.

Schedule weekly team meetings to encourage collaboration.

Invest in a virtual collaboration/colocation environment.

Obtain related training for the new team member.

Determine the appropriate level of decision-making authority and empower the engineer.

Make all of the decisions for the engineer in order to keep the workflow on track.

Replace the resource with an experienced engineer.

Use the remaining time and resources to add additional scope to the project without spending the project budget.

Ensure product quality by spending the remaining resources and time on additional quality checks for the product.

Acknowledge the project closure criteria has been met and release the remaining budget and resources.

Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.