Pearson PMP New Attempt

 According to the PMBOK® Guide, a project manager should be able to lead and support the team in achieving the project objectives, as well as manage team conflicts and issues. When a key project team member exhibits a sudden decrease in participation and performance, the project manager should schedule a meeting to discuss recent observations with the team member. This option demonstrates the project manager’s ability to communicate effectively, provide feedback, and address the root cause of the problem. The project manager should also show empathy and respect, and explore possible solutions or support that the team member may need. Reallocating tasks for the team member of concern, organizing a team-building session with all of the team members, or consulting the resource allocation matrix are not effective or appropriate actions to take in this situation. These options may ignore, avoid, or worsen the issue, and may not address the individual needs or concerns of the team member. They may also indicate a lack of leadership, interpersonal, or problem-solving skills on the part of the project manager. References: PMBOK® Guide, 6th edition, pages 52, 335, 349.

In an agile project, the project manager is responsible for facilitating the collaboration and coordination among the team members, as well as ensuring that the team has the necessary resources and support to deliver value1. One of the key practices of agile project management is to break down large projects into smaller, manageable tasks that can be assigned to different team members and tracked using tools such as task boards or backlogs234. This way, the team can avoid duplication of work, reduce dependencies, and increase transparency and accountability.

If the project manager notices that the team members are sometimes working on the same task, it indicates that there is a lack of clarity or communication about the task assignments. The project manager should address this issue by communicating the task assignments to the team members in a clear and consistent manner, using the appropriate tools and channels. The project manager should also encourage the team members to communicate with each other and update their task status regularly, so that everyone is aware of the progress and potential issues.

The other options are not correct for the following reasons:

B. Verify that the product owner has made the task assignments clear. The product owner is the person who represents the customer’s needs and priorities, and defines the product vision and scope1. The product owner is not responsible for making the task assignments, but rather for providing the team with the product backlog, which is a list of features or requirements that the team can use to create tasks.

C. Confirm that the agile coach has made the task assignments clear. The agile coach is the person who helps the team adopt and improve their agile practices, and provides guidance and feedback on the agile principles and values1. The agile coach is not responsible for making the task assignments, but rather for supporting the team’s self-organization and empowerment.

D. Verify that the team members have made the task assignments clear. The team members are the people who perform the work and deliver the product, and they are expected to be cross-functional and self-organizing1. The team members are responsible for making the task assignments among themselves, based on the product backlog and their skills and availability. However, verifying that the team members have made the task assignments clear is not enough to solve the problem of working on the same task. The project manager should also communicate the task assignments to the team members and ensure that they are aligned and coordinated.

1: Best practices for Agile project management 2: Breaking Down Large Projects Into Tasks in an Agile Process 3: Free Project Task List Templates for Project Management 4: Free Agile Project Plan Template: Plan Efficiently [2023] : Product Owner - Scrum.org : Agile Coach - Scrum.org : Development Team - Scrum.org

 The project manager should evaluate the current effectiveness of the team and define development needs. This is the best option because it allows the project manager to identify the gaps in the team’s skills and knowledge, as well as the opportunities for improvement and learning. By evaluating the team’s performance, the project manager can also provide feedback, recognition, and support to the team members, as well as foster a positive team culture. This option also aligns with the PMBOK® Guide’s guidance on managing project team, which includes assessing team members’ skills, providing training, and enhancing team competencies1.

The other options are not as effective as option B. Option A is not the project manager’s responsibility and may undermine the team’s autonomy and trust. Option C is not realistic and may lead to poor quality and inefficiency. Option D is not flexible and may ignore the team’s preferences and potential. References: 1: PMBOK® Guide, 6th edition, page 349