PMI PMP Project Management Professional (2021 Version) Exam Practice Test

Laissez-faire

Transactional

Transformational

Charismatic

Ask the provider to seek options to solve the issue

Add the issue to the issue log and report it at the next review meeting

Review the current plan and consolidate if necessary

Schedule a meeting with the provider to collaborate on the options

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

Resource breakdown structure

Work breakdown structure (WBS)

Team charter

Project charter

Propose using a compliance review board that will be responsible for approving all

product features prior to their release to the public.

Liaison with the compliance group, making them responsible for understanding the

requirements and keeping them prioritized in the backlog.

Meet with the compliance team and make sure that their requirements are covered in the

definition of done (DoD) for each story.

Ensure that the peer review process also covers compliance requirements, creating a

second layer of security for the project.

Collaborated with the functional manager to determine which critical activities could be accommodated by the budget

Engaged with the project sponsor to ensure support for the project manager's decision

Conducted a meeting with the functional manager to explain why the activities needed to be stopped

Convinced the functional manager to stop the activities that will run beyond the budget

Remind the team that their primary responsibility is software development.

Add a user story to the product backlog to test the software product.

Discuss the Option in the next daily standup meeting to finalize the decision.

Recommend the option to the product owner for consideration.

Discuss the vacation plan and include scheduling changes in the change log database.

Submit a formal request to senior management asking them not to proceed with this decision based on the impact it will have on the project.

Agree with functional management and team members on a vacation schedule that would minimally impact the project schedule.

Push out the project timeline according to the vacation plan in place based on the recent company policy.

Ensure the project team follows the organizational project management processes.

Create a change request to include the agile methods and proceed to implementation,

Work with the team to determine appropriate project methods and practices and implement them.

Prepare a summary and escalate this issue to the project's change control board (CCB),

Reviewed the project management plan

Created a detailed operations manual

Increased support hours for the hours of operation

Involved operations stakeholders during planning

Review the integrated change control process to restrict the number of changes

Focus on delivering incremental value through multiple smaller deliveries

Request sponsor support to get buy-in from the users and stakeholders

Restart the stakeholder engagement process by collecting user requirements again

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.

Procure tools that consume less bandwidth for internet calls.

Record the meeting to share with the team members who were unable to join.

Ask the team members to use chat tools as an alternative to calls.

Determine what the problem is and develop an action plan.

Facilitate a team-building meeting to help this issue

Allow the team members to remain in their former individual roles

Directly guide the team members on how to perform their tasks

Wait until some iterations are completed to intervene

Confirmed that the communication was understood and solicited feedback from the team

Sent the roles and responsibilities matrix along with the project management plan

Discussed the roles with the managers to help explain them to their team members

Briefed each team member on their roles before sending the project management plan

Add a user story during sprint planning that gives recognition to behaviors that are aligned with the new values

Send a standard email to the team prior to every daily standup containing the new values

Organize a team meeting focusing on the new values associated with the transformation

Give recognition to team members' behaviors that are aligned with the new values during the sprint retrospectives

Ask the functional manager why a decision was made without consulting them

Use soft skills to influence the team member to slay until the project is completed

Ask the functional manager for an immediate replacement for the team member.

Review the risk management plan and mitigation plan to understand the impact of this issue

Have a high-level plan for incremental deliveries and get the customer's feedback as early as possible.

Ask the sponsor for support regarding the allocation of additional resources to finish on time.

Have a detailed plan of all milestones, deliverables, functionalities, and allocation of resources.

Meet with the customer to agree on the components of the solution and the priorities.

Book one-on-one meetings with the team members who are not speaking up during the daily meetings to get their updates

Check the ground rules of the meeting to review the initial agreement with the team members

Identify one team representative to speak up during the daily meeting and share the team updates

Use round-robin check-ins to facilitate the meeting so all participants have the opportunity to speak

Follow the risk management plan.

Reduce the team effort utilization.

Look for cost-saving opportunities.

Submit a change request to add to the management reserve.

Developing new product lines

Complying with new regulations

Establishing company processes

Certifying sustainable products

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 and update the project schedule according to performance

Review the schedule baseline and consider adopting a schedule performance indicator

Develop a lime. cost, and scope tracking method exclusively for this project.

Adopt a formal change management process for the project

Meet with the manager to set a high priority for printing the materials

Create a change request to modify the print requirements

Include a risk response in the resource management plan

Purchase a high-volume printer specifically for this project.

Assign the marketing executive's tasks to another project team member

Review the executive's declining performance with human resources (HR)

Show empathy and praise the marketing executive's strengths

Make the marketing executive accountable for their work and output

Review the process and remove the impediment

Escalate this to the project director for a resolution

Remove the certification need from the project scope

Escalate this to the agile lead of the second team

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.

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.

Plan the project based on the available resources and submit a change request upon completion.

Gather all stakeholders and provide recommendations on a smaller, more feasible project scope,

Identify the technical requirements and request that management hire external resources,

Document the problem in the issue log and suggest a change request to decrease the scope.

Acknowledge the stakeholders’ concerns with open dialogues and realign the project with stakeholder requirements and past lessons learned.

Solicit a larger reserve for cost and time and manage the stakeholders’ expectations.

Create a plan to inform stakeholders on the progress so they are able to see that the project can succeed,

Share the threats of not updating old solutions and ask stakeholders to be patient with any inconveniences.

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.

Have a discussion with the sales team to find a solution to the issue

Validate the reason and add n as an issue m the issue log

Escalate the issue to the functional manager

Direct the sales team to speak with accounting to resolve the issue

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.

Political, economic social, technological legal, and environmental (PESTLE)

Strengths, weaknesses opportunities, and threats (SWOT)

Valuable rare, inimitable resources, and organization (VRIO)

Net present value (NPV)

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

Revise the project schedule and inform the stakeholders regarding any delays

Revise the project estimates and meet with the project team to discuss delays

Review the management reserve to identify any costs associated with the delays

Review the contingency reserve to identify any delays to the project

Implement the call center with internal staff to ensure the work is performed according to the company’s culture.

Work with 50% of the people internally and contract the other 50% to an outside company.

Delegate the analysis to the human resources (HR) department in order to organize the call center operations.

Conduct an alternative analysis to decide whether to hire people directly or contract with a company to do the job.

Start planning the project and then request that a PMO be implemented in the organization

Request that the implementation of a PMO be executed in parallel with the project

Provide project management training to only the internal team involved m the project

Provide project management training to the stakeholders and explain their responsibilities

Ask to execute the project with a predictive approach since there is a budget and schedule risk.

Use crashing to reduce the critical path to ensure enough buffer to include the impact of the agile methodology update.

Plan for training on agile tools and techniques used in the defined hybrid methodology

for consistent application by all team members.

Use the predictive approach for team members who are not knowledgeable in agile project delivery practices.

Ask the team to focus on and deliver only the agreed-upon features.

Request additional budget because additional features are being added.

Encourage the team to continue, as this will eventually help the customer.

Ask the product owner to add the additional features to the requirements.

Coach the product owner on how to create a product backlog

Encourage the team to subdivide the project tasks

Create a work breakdown structure (WBS) and explain the deliverables to the product owner

Discuss the product owner's responsibilities within the project team

Arrange a meeting with the managers and try to reach an agreement.

Communicate with the project sponsor regarding the need to resolve the conflict between the managers.

Evaluate the impact of the delay on the project and look for alternatives to create a remediation plan

Meet with both teams and their managers and try to figure out the root cause of the conflict

Plan to address the issues through backlog grooming and incorporate them into the next sprint

Refer the product owner to the change management plan, then escalate to the steering committee

Refer the product owner to the signed business requirement document and explain that the current plan cannot facilitate these changes

Tell the product owner the issues will be addressed in the second version of the software

Work with the team to decompose the scope into a WBS and work packages in order to create required deliverables and timelines.

Work directly with stakeholders on the work breakdown structure (WBS) and assign tasks with a required timeline for each team member to start the work.

Create the requirements management plan to outline how project requirements will be collected analyzed and documented and then assign requirements to team members

Start working on the project management plan with work packages, a detailed

schedule, and work assignments for team members

Ask the new team member to follow the team ground rules.

Ask an experienced team member to identify a replacement

Ask the new team member to reassess their own capabilities

Ask an experienced team member to coach the new team member

Challenge the team to find new ways to achieve higher levels of performance to improve the situation.

Speak with individual team members to determine what they would like to do to improve the situation in the team

Have the team inform senior management of the situation and ask for recommendations.

Allow the team to self-organize and have them analyze the situation in their retrospective session and self correct

Modify the baseline of the project for minor impact changes to the project scope

Use a focus group and brainstorming sessions to gather more details about the project scope

Register the changes in the configuration management plan and send it to the change control board (CCB).

Explain to the sponsor that these requests could endanger the schedule and cost of the project

Have the project team work on other activities

Implement plans to remove the obstacles

Escalate to the project steering committee

Prioritize the obstacles for resolution

Schedule a meeting with the project team to reinforce the ground rules.

Notify the project sponsor about this behavior and ask the sponsor to take disciplinary action

Contact human resources to request a written warning letter be sent to team members not following the ground rules.

Ask the functional manager to replace team members not following the ground rules

Make a change request regarding the project's scope to ensure compliance.

Include an assessment to verfy compliance in the next iteration

Conduct an iteration review to address the new regulation

Start the tests over, adapting the trials to the new regulation

Ask the vendor to identify the stakeholders affected, create an action plan and determine an implementation date

Draft a warning letter to the vendor ask internal stakeholders to comment, and solicit stakeholder support to hold the vendor accountable

Identify the worst-case scenario, put it into the project risk register, share the register with all project stakeholders, and raise an alert.

Contact department managers who are identified as stakeholders, solicit concern, and provide updates to the situation

Escalate the issue to the project sponsor.

Review and update dependencies

Schedule a retrospective.

Conduct a root cause analysis.

Create a risk management plan.

Schedule a meeting with critical stakeholders to review the issue and decide on the next steps

Put the project on hold and release the resources until the issue is resolved

Inform the product owner and log the issue in the risk register to monitor closely for next steps.

Contact the company that owns the patent of the similar tool to compare the similarities and differences with the current project.

Hire a team of external users to perform acceptance testing on the product.

Define a user focus group as external stakeholders with a high influence on outcomes

Hire a consultant to perform a benefit analysis as an input to the project charter.

Define a high-level risk and plan mitigation after completing the work breakdown structure (WBS

Request that the customer reviews and clarifies feature definitions for the current sprint

Send a burndown chart of the current sprint to the customer and seek clarifications.

Educate the customer and have them participate in daily standup meetings.

Schedule weekly meetings and product reviews with the customer to clarify requirements

Prepare and submit a status report to the steering committee to update performance monitoring

Determine the data to be monitored during the project as well as the expected performance and targets.

Update the communications management plan to consider performance review meetings with the project stakeholders

Conduct reviews with stakeholders to discuss the potential benefits the approach may have to the project

Ask the team members to analyze the impact of including this regulation

Ask the stakeholders about the priority of this regulation

Ask the product owner to include the requirements in the product backlog

Ask the security department for details about regulations

Ask the team members to include the requirements in the next iteration

Ensured the team charter was developed by the team members

Ensured the team members are fully supportive of all decisions.

Distributed the project charter to all team members.

Used a charismatic leadership style

The project will be completed exactly as planned

The project will be easier to complete than planned

The project will be difficult to complete as planned.

The project will not be completed as planned

Identify the problem's root causes and define the ground rules with all project team members to minimize interferences

Hire a coach to help all project teams to improve their abilities to solve problems on

their own.

Reunite with the project team members affected and tell them not to reduce the team's capacity

Recommend to the project team members that they should improve their planning

and make their stones smaller

Involved the key stakeholders in the decision-making process

Customized stakeholder communications based on the stakeholders’ needs

Analyzed the changes in stakeholder attributes

Documented the project vision and objectives

Determine the risks and identify a resolution during the retrospective meeting

Inform stakeholders about the delay during project updates

Determine cross-dependencies and plan a spike in the next spont

Discover the gaps in the communications management plan and address them accordingly

Check the risk register for a prepared response to a resource being suddenly unavailable.

Check if the team member's activities are sufficiently documented to facilitate handover

Check the project's responsibility assignment matrix (RAM) to determine which activities will be affected

Reassign responsibilities across the remaining members using the available float for training.

Obtain the project sponsors support to replace the team member on leave

Schedule meetings with the customer to determine their ability to support multiple incremental deliveries

Work with the agile team to schedule the incremental deliveries to enable delivery

of business value sooner to the customer.

Work with the stakeholder to understand what the concerns are while at the same time conveying the benefits of incremental deliveries

Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder's request.

Ensure the stakeholder engagement plan is accurate and properly documented.

Review the lessons learned from the previous project

Identify the risk of implementing the new solution and evaluate the impact on the project.

Create a lessons learned document for the initiation phase

Escalate the issue to the management team for their review and guidance

Create a survey template to collect feedback from stakeholders to reach an agreement

Organize a face-to-face meeting with all stakeholders to understand their interests and concerns.

Leverage expert judgment to determine the requirements that should be considered

Add nonpayment to the issue log and keep tracking payments

Hold a meeting with the client to address the issue

Review past projects for payment-related lessons learned

Conduct a meeting with the project team to update the procurement management plan

Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables

Request more funding from the project sponsor to hire additional skilled resources

and to incorporate additional quality in the project delivery approach and outcome

Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions

Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives

Plan a working session focusing on the scope, vision, and mission of the initiative

Start developing the project management plan based on a previous project template from the project management office (PMO).

Conduct benchmarking to determine the business viability of the initiative

Conduct an impact analysis of the new initiative to determine how the project should be rolled out

Review constraints in the ongoing sprint planning and evaluate options for the release plan

Stop the sprint and replan and prioritize the backlog to reduce resource levels

Consult the resource management plan for an appropriate response

Continue with existing sprint plans to ensure some of the scope will be delivered

Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced

Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework

Record the issue in the issue log and escalate the conflict to the project sponsor for

assistance

Explain to the stakeholder that the stakelrolder engagement plan requires their attendance at all reviews

Check the approved list of requirements to see if there are any missing items.

Work with the stakeholder to improve the requirements' acceptance criteria

Review the requirements traceability matrix with the concerned stakeholder

Discuss with the stakeholder which additional requirements should be added

Ask the team members to work it out themselves

Discuss this situation with other project managers and ask for advice

Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules.

Address the behavioral issue with each team member

Discuss the behavior directly with their managers and request them to correct the behavior.

Issue log

Project management plan

Risk management plan

Risk register

Involved the business stakeholders in the sprint review

Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits

Implemented a closing survey for key stakeholders

Confirmed that there is a communications management plan in place to make business stakeholders aware of the success

Communicate the concerns to the project management office (PMO) during the weekly project reports

Call for a team meeting to decide if the changes should be included

Initiate the change request to modify the scope and adjust the timelines

Conduct an impact analysis and present the results to the steering committee for approval

Discuss approval of the change request in the next project meeting

Perform a risk assessment on the required change request.

Evaluate the change request against the project scope statement

Ask the sponsor for more funds to cover the change request

Share the project documents and invite the key stakeholder to discuss any concerns

Ask the project sponsor to exert authority on the key stakeholder in order to maintain the approved timeline

Proceed with a working session for teams that do not belong to that key stakeholder

Invite the key stakeholder to the project's change control board (CCB) to discuss adjustment of the project strategy

Define and analyze performance metrics

Escalate poor performance to functional managers

Update the stakeholder engagement plan

Conduct a root cause analysis session

Coach those team members lacking hybrid knowledge to learn on the job.

Change the team to include hybrid experts

Assess the required training per team member.

Deliver hybrid training to all team members

Meet with the resources and agree that the more experienced resource's approach has proven to be effective in the past.

Meet with each resource's functional manager and arrive at a common approach that is appropriate for the project's constraints.

Meet with the entire project team and decide on a further course of action based on team consensus.

Meet with the resources together and find common ground on viewpoints to compromise on an approach.

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.

Assume the role of the product owner while the product owner gets familiar with the product.

Schedule time to share insights with the new product owner about the product and project information.

Work with the project management office (PMO) manager to generate an onboarding plan for the new product owner.

Organize a team-building activity and ask the team to respect the opinions of the new product owner.

Ask the team member to find an innovative solution or workaround to overcome the issue and avoid project delays.

Schedule a meeting with the project sponsor to request a budget to buy or rent a new computer.

Explore options with the IT department to expedite the necessary repairs based on criticality of the project.

Use project reserves to buy new equipment to avoid an impact to the critical path of the project.

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.

Introduce a float.

Adjust the budget.

Adjust the project time line.

Fast track the project.

Develop different approaches based on team members’ motivation and ability.

Develop a standard approach to provide feedback to all team members.

Provide intensive oversight to the team members who performed poorly.

Create a new standard performance measure based on project requirements.

Reject the changes and stay the original course as initially agreed with the client.

Review the changes and make the decision based on the project team's recommendations.

Discuss the changes with the client and jointly make the decision on how to proceed.

Review the risk register to see if mitigations have already been outlined for this scenario.

Foster knowledge sharing and coaching among team members.

Arrange for external training amid the tight project schedules.

Add new members for the underperforming team.

Seek an external expert to review the framework.

Update the project stakeholder analysis and methods to satisfy the stakeholders’ requirements.

Escalate the issue to the functional manager and ask for support.

Involve all stakeholders in the project by distributing status reports.

Focus on the supportive stakeholders and minimize involvement of unsupportive stakeholders.

Engage all stakeholders in the project including the unsupportive stakeholders.

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.

Create an executive board to review the product backlog and replan the next iterations.

Clarify with the CFO that the prioritization process is based on business value.

Request support from the CEO on how to deal with the situation.

Increase the size of the team in order to match any prior expectations of the CFO.

Convene an impact analysis meeting.

Escalate the issue to the product owner.

Consult the communications management plan.

Review the stakeholder register.

Needs of the customer

Needs of the project manager

Needs of the agile lead

Needs of the organization

Produce a value-added product for the customer as continuously as possible.

Produce a value-added product for the customer in the beginning of the project.

Produce a value-added product along with the supporting documentation.

Produce a value-added product for the customer in each phase of the project.

A predictive execution strategy

A hybrid execution strategy

An iterative execution strategy

An agile execution strategy

Incorporate the changes in the last sprint before the first release.

Call for an internal meeting to discuss the changes and their value.

Ask the product owner to prioritize the backlog with the project team.

Request the scrum team to prioritize the product backlog.

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.

Select members for their skill or potential.

Establish the project scope and set clear team objectives.

Set performance standards and direction.

Hold early kick-off meetings and regular weekly meetings.

Schedule a one-on-one meeting with the functional manager to prove the project is on time

Listen carefully and show understanding of the growing needs of the functional manager.

Admit that the functional manager is right and promise to rectify the situation immediately.

Show the functional manager that the progress is on time based on the schedule.

Review the adaptive tools' impact and obtain agreement from the functional manager.

Follow the functional manager's recommendation to implement only predictive tools in the project.

Make the decision on which project approach to use that would best fit the project.

Follow the project management office's (PMOs) request to implement the adaptive tools in the project.

Use the team's connections with international colleagues to get early warnings on future changes.

Keep the focus on the priority items while the change goes through the change control process.

Reject the change request since it may negatively impact the project's performance.

Implement the change request as soon as possible to avoid accumulating new scope.

Use a business case to model a sales pitch and gain consensus from the sponsors.

Request help from the project sponsor to get support from the sales agents.

Escalate the issue to senior management to gain team buy-in

Explain the change benefits to the sales agents' manager to get their support.

Update the communications management plan with specific information on stakeholder engagement.

Update the stakeholder engagement plan with the specific communication needs for the stakeholder.

Ensure that the project team has been provided guidance on the specific needs of this stakeholder.

Ensure that the project documents contain specific instructions regarding the stakeholder.

Contact the project sponsor to have the team member removed from the project.

Ask the team member to move to another location where the tool is available.

Start the project and use email to communicate with the team member until the tool is available.

Investigate alternative tools for virtual meetings that are available to all team members.

Ask the project management office (PMO) to support and review all deliverables.

Log the issue in the risk register and the issue log.

Assign a technical writer to the project.

Develop a standard for document quality control.

Set up a proper governance structure to ensure functional managers’ requests are processed correctly.

Modify the communications management plan to enable functional managers to add changes to the project.

Follow the project constraints and move forward with the agreed schedule baseline and the cost baseline.

Ask the functional managers to communicate with their peers and emphasize the impact of their requirements.

Move the task to the next sprint.

Ask the team member to bring up the concern in the next daily meeting.

Send an email explaining the issue to all team members.

Reassign the task to another team member.

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.

Update the risk register to reflect the possible impact of the projects slower progress,

Ensure the junior engineers make decisions within a certain responsibility level and commit to it,

Remove the junior engineers from any decision-making activity until further trained.

Pair senior engineers to shadow the junior engineers and correct them throughout.

Review the requirements of the report with the team member to redefine its purpose.

Escalate to the team member's functional manager that the report was not submitted as requested.

Instruct the team member to provide the report and document this in the performance review.

Reassign the report to another team member to prepare and submit it as requested.

Use a robotics vendor company to develop the interfaces so the team will not be held back by a lack of expertise in this type of work,

Add an experienced professional to the team to reinforce knowledge sharing and help grow team expertise in the new product

Create a separate team with experienced members who understand the technology and split the product backlog according to team specialization.

Hire a consulting company to address the robotic interface questions, when necessary, and to help avoid delays and quality issues.

Ask another team member to redo the proof of concept using the current technology to ensure It is truly not an option.

Use a root cause analysis (RCA) technique like Ishikawa diagrams to determine why the current technology is not supportive.

Add this item to the issue log and explore possible resolution options with the team.

Update the risk register indicating that a new technology must be chosen by the team lead.

Share a template with the stakeholder to receive feedback on deliverables.

Ask the project sponsor to arrange a meeting with the stakeholder.

Use networking skills to approach the stakeholder.

Update the stakeholder engagement plan for the stakeholder.

Meet with the human resources (HR) department to ask for team support.

Follow the process of the most successful team in the organization.

Compare the team's velocity with other teams in the organization.

Focus on the team's engagement during the next retrospective meeting.

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.

Update the schedule to account for the unexpected delays in the project tasks.

Review the resources allocated to the project and change accordingly.

Review and amend the processes to ensure only value-adding activities are present.

Update the variation register to account for the extended project time.

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.

Review the project management plan tasks with the stakeholders.

Review the project management plan budget with the stakeholders.

Review the business benefits realization plan with the stakeholders.

Review the communications management plan with the stakeholders,

Use the project contingency and implement the change without charging the customer, since the customer's satisfaction is top priority.

Exploit this change opportunity and calculate the cost, risk, and time, then add a reasonable margin and submit to the customer.

Use the Perform Integrated Change Control process and submit this to the change control board (CCB) for approval.

Keep the change pending and decide to take this up as part of final settlement at the end of the project.

Add the issue to the issue log and determine the corrective action.

Create a fishbone diagram to determine the root cause for the misunderstanding.

Employ Monitor Communications techniques, which may eventually trigger changes to the communications management plan.

Share the communications management plan and remind all stakeholders of the agreed-upon reporting templates.

Communicate the problem to the sponsor to force the key member to be maintained on the project.

Initiate a change request and replace the key member as soon as possible.

Explain to the company the importance of maintaining the key member on the project according to the vision of the project.

Evaluate the impact of the key team member's removal from the project, look for alternatives, and submit a change request if required.

Seek help from the project sponsor to get an SME from another team in the organization.

Provide an opportunity to one of the existing team members to become an SME.

Hire a contractor from outside of the organization to continue with the project.

Ask team members to document the issue and address it in the next project meeting.

Discuss the meeting delays with the director of operations and ask for support with the concerns.

Review the operations manager's concerns and ensure these concerns are addressed

Escalate the concerns to the project sponsor and discuss options to address them

Include the operations manager's concerns in the risk register and assign actions to mitigate the risks.

Modify the daily standup meetings to include project status reporting.

Escalate the issue to the change control board (CCB) and ask for advice.

Adopt the role of supporting and empowering the project team to do the work.

Change the approach for the project to a predictive approach.

Assess the impact of the new requirements and initiate the change request process.

Work with the product manager and the rest of the team to update the project backlog.

Assess the impact and communicate the updated product roadmap to the stakeholders.

Follow the change management plan to update the risk register so It accounts for the added scope.

Make sure the analyst has regular pairing meetings with the other team member throughout task execution

Ask the analyst to use skills to develop the tool, then move development to another team member

Enroll the analyst in a capacity-building program and keep this analyst assigned to the task

Recognize the analyst's concerns and reassign the task to another team member

Considering the project scope and the multiple entities impacted by the solution,

communicate with the stakeholders and ask them to adhere to the date.

Ask the project sponsor to issue a directive requesting all business entities to

accept the date set for the new solution launch.

Given the size of the organization and the multiple parties involved, discuss the

launch date with the CEO and then communicate it to all entities.

Engage in creative and iterative negotiations with the leaders of each entity to

agree on the launch date.

Engage an external vendor to perform the design phase under an iterative approach.

Request that new team members familiar with iterative approaches be assigned to this project.

Update the project schedule to consider a daily standup as part of the project design phase.

Define the ground rules, responsibilities, and conflict management strategies.

Empower team members to participate in decision-making and take ownership of actions.

Implement a flexible work schedule policy to eliminate the time zone problems among stakeholders.

Encourage team members to network so that they know each other's cultural backgrounds.

Provide a relaxed work schedule policy and encourage team members to work from home.

Monitor the interactions between the vendor and infrastructure manager going forward.

Host a meeting with the vendor and infrastructure manager to help resolve their disagreement.

Escalate the issue to the sponsor so appropriate action can be taken.

Instruct the vendor to correct the problem without additional arguments.

Hire a company to advertise the project and company through a media outlet.

Prepare a report outlining the organizational structure and project parameters.

Take the stakeholders out informally and verbally brief them about the organization and project.

Ask a team member to directly address the information needs of the stakeholders.

Ensure that relevant stakeholders and expectations are identified and assess the component delay.

Perform a detailed analysis of the release content for each component of the solution.

Propose a new design of the solution to replace the external component with an internal one.

Ask for expedited delivery of the component to mitigate the risk of schedule delays.

Submit a change request to the change control board (CCB) in order to reflect the new requirements and longer timeline of the project

Refer to the resource management plan to find out if more business analysts may be assigned to process the requirements changes

Point out to the project team and the customer that all information concerning the timeline of the project should be communicated by the project manager.

Explain that distribution of important news can only be done using traceable communication methods

Have the team members resolve the issue on their own.

Highlight the impact of their behavior and motivate the team member to make improvements.

Gather information and find the root cause of the problem.

Document the escalated issue and address it at the end of the project.

Put the project on hold until all definitions are ready in order to avoid rework.

Review the backlog with the product owner and prioritize the tasks that are least likely to be affected by a change in legislation.

Capture the engineers' feedback at the daily meeting and communicate it to the product owner.

Cancel the project release resources, then start again when all the definitions are ready.

Give the new team member time to contribute until they ask for help and support.

Assign the new team member tasks so that the team member knows on what to focus.

Approach the team member to identify any issues and then plan a resolution accordingly.

Review the project with the team member to ensure the project scope is understood

Concentrate on the current project milestones.

Update the project management plan for this new work.

Develop a business case and submit it to the client.

Make all the changes and then show the client the results.

Prepare performance value reports for the business on an ongoing basis.

Include demonstrations of the built portion of the product at the end of every sprint.

Prepare a project report for the stakeholders and distribute it weekly.

Confirm the minimum viable product (MVP) and demonstrate it to the business when it is ready.

Increase the sprint duration to allow the team more time

Prioritize the contents of the backlog and remove some stories

Create a change request to modify the gate review goals

Use the standup meeting to assess impediments and problems

Incorporated the change within the scope of the project

Reviewed the quality inspections

Complied with the customer specifications

Documented the technical reviews with the new change

Ensure everyone performs their assigned tasks as planned.

Organize frequent team building sessions and update the risk register.

Meet with the project sponsor and propose a corrective action for the project.

Encourage participation in decision making and empower the team.

Discuss the company culture with the supervisor to clarify expectations.

Review the overall organizational culture of the company again.

Request that the new supervisor be assigned to another project.

Explain to the workers that they need to listen to the supervisor.

Meet with the project team and revise the project goals.

Update the project charter to make it align with organizational strategy.

Demonstrate the project alignment to the organizational strategy.

Escalate the issue with the project sponsor to request support.

Submit new user stories to the product owner in order to put documentation in the product backlog.

Introduce a document management tool to support the agile teams in preparing the documentation.

Check with the agile teams to see if the project manager's understanding of the Agile Manifesto is correct.

Add an additional team member to take up the role of scribe for the required documentation.

The team with the higher velocity is performing better and should be rewarded.

The issue should be addressed as part of a retrospective in the next iteration.

The velocity should not be compared as teams can size items differently.

The velocity of both teams should be compared at the end of every iteration.

Ask the team member to complete as much as they can now.

Ask the team member to work with their peers to knowledge share

Ask the team member to identify their specialist tasks

Ask the team member to host a special team meeting.

Analyzed the sponsor's communication requirements.

Confirmed that the portal is providing adequate information.

Verified that the project team is following the communications management plan.

Ensured the sponsor had the necessary skills to use the portal.

Discuss with the product owner that the user story will not be completed this iteration.

Meet with the team member's functional manager to try to remove the impediment.

Tell the project team member not to work on the production issue and to inform their manager.

Escalate the issue to the project sponsor to resolve and adjust the project burndown chart.

Create a parallel sprint to deliver the additional items.

Guide the agile team to add the new scope to the product backlog.

Pause the sprint to allow time to include the new items.

Moderate the expectations for sprint quality.

Create a lessons learned register to include operations team training for future projects.

Include knowledge transfer sessions between the project and operations teams at every stage.

Change the project management plan to add a final stage for product handoff to the operations team.

Prepare detailed documentation to be shared with the operations team during project closure.

Provided copies of the stakeholder engagement plan to all team members.

Defined the roles and responsibilities of the team members.

Updated the communications management plan.

Established ground rules for the team

Include key risks in the cost baseline.

Perform an analogous estimate.

Perform a bottom-up estimate.

Include projected inflation rates.

Refer to the requirements traceability matrix.

Revise the project scope baseline.

Escalate the change request to the project sponsor.

Review the approved project charter.

Assess the stakeholder's needs and communication style and propose a tailored approach with regular status reports and progress meetings.

Invite the stakeholder to the regular "show and tell" sessions so the stakeholder is aware of project progress and feedback can be gathered.

Conduct stakeholder remapping, evaluate stakeholders by their level of influence and interest on the project, and communicate accordingly.

Include the stakeholder on regular project communications so that decisions can be followed up closely.

Distributed a detailed quality management plan to the key stakeholders.

Included the final report during the closing phase to ensure common understanding.

Identified key stakeholders and included all of them in project agreement discussions.

Performed project reporting according to the communications management plan.

Conveyed task completion information to accounting

Closed the procurement process properly

Completed the transition process

Performed administrative closure of the project

The communications management plan was not used by all stakeholders.

Organizational assets were not available to back the rationale.

Relative estimation by the team resulted in two estimates.

The use of the Monte Carlo method can result in different estimations.

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.

Avoid the conflict as the customer feels comfortable with using processes from

company A.

Review the historical information and make the decision based on the return on

investment (ROI).

Ask the team to use company B's processes since they are more familiar with these

processes.

Work with the team to analyze which processes are suitable to use and define them in

the ground rules.

Change the project scope and seek approval to exclude this town from the overall

project.

Engage with the town's authorities to discuss the reason for the change in commitment

and agree on a solution.

Instruct the team to move to the next town and continue the project to avoid further delays.

Retrieve all minutes of stakeholder engagements and send to the town as a reminder of their commitment to the project.

Ensure participation from all team members

Ask the client to attend all daily calls.

Ensure cross-departmental teams are colocated

Request additional project resources

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.

Analyze the bounds of the negotiation for agreement with both parties.

Identify and satisfy both parties' underlying wants.

Comply with the customer's request to achieve the project mandate.

Initiate a change request to accommodate the revised cost of goods

Project owner

Agile leader

Agile team

Product owner

Follow the risk response plan

Use the contingency fund

Prepare a change request

Update the risk register

Ensured the project team documented lessons learned about the issue

Ensured the project team applied a long-term solution for the issue

Asked the project team to conduct more testing with users

Discussed the issue with the stakeholders

Plan to execute the procurement tasks in a virtual environment.

Review organizational process assets (OPAs) for similar projects.

Create a change request to extend the duration of the project.

Ask the project sponsor to put the project on hold.

Reinforce the value of documenting and approving all change requests and ask the

customer to issue these through the agreed channels.

Organize a meeting to mediate the relationship between the customer and the team

member to ensure no feelings are hurt.

Ask the customer to email all requests directly to you and you will ensure they are

actioned by the correct team member.

Explain to the customer that the team member was just trying to help and the changes

can be reverted if necessary.

Clarify expectations by explaining the company culture with the supervisor.

Ask senior management to move the supervisor to a different project.

Revisit the company's organizational culture.

Instruct the employees to listen to the supervisor.

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

Agile

Waterfall

Hybrid

Predictive

Issue a change request to remove items from the scope of work and keep the project on schedule.

Issue a change request to include the additional scope, and track the completion of the work items.

Document the issue in the lessons learned document, and discuss this with the project sponsor.

Arrange to pass the cost to the operational area since the customer will benefit.

Review the communications management plan with the team members.

Remind the team members to follow the team charter.

Motivate the team members to speak freely in the meeting.

Arrange a team-building activity to involve all team members.

Provide a software for instant messaging.

Document all information on the team wiki.

Promote the use of remote site syndication.

Facilitate regular conference calls.

Identify and escalate any identified risks to the facilitator to handle

Update the risk register during every iteration with any open concerns

Use regular feedback loops through daily standups iteration demos and retrospectives

Focus on developing a working deliverable instead of documenting risks

Provide team-building activities so that the team can learn how to overcome disruptive behavior

Inform the disruptive team member's functional manager that the disruptive behavior should be stopped immediately

Request a meeting with the disruptive team member and help to resolve the issue

Encourage self-governance and ask the concerned team member to speak to the disruptive team member directly

Ensure the current solution is in place to enable future usability.

Run a root cause analysis to identify the quality breach and update the quality

management plan.

Check that the product meets the requirements established by the customer.

Make a proposal of new specifications and submit it to the customer for approval.

Advise the customer to discuss changes with the product owner.

Document this issue in the sprint backlog for discussion at a team meeting.

Ask the customer to submit a change request to the project sponsor.

Encourage the team to clarify the requests with the customer.

Estimate user story points and forecast a budget for that deliverable

Determine the control accounts and use a top bottom estimate

Consider the cost performance index (CPl) based on earned value (EV) divided by costs

Calculate the budget at completion (BAC) based on the completed and planned features

Issue log

Lessons learned register

Stakeholder engagement plan

Risk register

An agreed-upon work method and tools that should fit the business need and project constraints

A detailed mitigation plan on the risks for each work method and the tools used

A consensus that everything will run as anticipated once the tools and work methods are identified

A technology roadmap for creating similar deliverables in the future with the same tools

Develop requirements and designs to support a faster product release.

Emphasize the adoption of a predictive approach to minimize ambiguity.

Recommend an agile approach so the project can be delivered iteratively.

Outsource development of the product to a third party with more experience.

Analyze the problem with both teams to figure out If pan of the work must be redone.

Select new team members in an effort to obtain fresh ideas to solve the impasse.

Demand that the business team stop wasting time and define final requirements for the product.

Tell the business team and Scrum team to continue following the initial plan.

Revisit the communication process control.

Ensure only the approved version is shared.

Investigate how draft versions were shared.

Ensure only the latest version is shared.

Set up a requirements review session and obtain agreement for selection criteria.

Recommend to the team to add the sponsor's preferred supplier to the list.

Choose the sponsor's preferred supplier for the project to avoid conflict between the

team and sponsor.

Recommend to the sponsor to review the results of the team's supplier evaluation.

Analyze the stakeholder's expectations and emphasize the topics of interest that may influence the project's success

Post regular updates to the project teams board and email the stakeholder when they are posted so the stakeholder can review at their convenience

Schedule regular review sessions with the stakeholder and the project team so the stakeholder can understand the status and engage with team members

Continue to send status reports by email and schedule one-on-one sessions with the stakeholder so they are regularly debriefed on the project status

Perform stakeholder engagement with the virtual team

Add status reports to the communications management plan

Convene an on-site meeting for both of the teams

Add status report creation as a product backlog item

Develop an approved responsibility assignment matrix (RAM) to confirm internal and

external resource requirements.

Commit each team member's time and deliverables and aim for overall project

completion.

Continue the project implementation without the site engineers to ensure the schedule

is maintained.

Contract external resources to fulfill the role of the site engineers who cannot support the project.

Identified and reported the issue

Monitored and controlled the issue

Identified the appropriate response and had it implemented

Communicated any identified action to impacted stakeholders

Review the stakeholder engagement plan

Review the quality management plan

Review the requirements traceability matrix

Review the work breakdown structure (WBS)

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

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.

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

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

Share unsuccessful results from previous projects with a similar scope

Provide the failed test results along with the agreed-upon acceptance criteria

Show that the acceptance criteria were changed by the vendor without approval.

Document in the risk log that the issues in the system were already identified