Question # 1
The project sponsor of a major initiative is consistently changing the prioritization of modular work packages The team is used to three week sprints and is becoming increasingly frustrated with the daily changes in scope.
What should the project manager do? | | A. Move to a Kanban strategy so that work can be reallocated more easily | | B. Decrease the sprint cycle to the average repriontization request by calculating it in days | | C. Set up a meeting with the project team and ask for their opinion on what to do | | D. Set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle |
D. Set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle
According to the PMBOK Guide, a sprint cycle is a time-boxed iteration of a fixed duration that delivers a potentially releasable product increment. A sprint cycle consists of four events: sprint planning, daily scrum, sprint review, and sprint retrospective. The purpose of a sprint cycle is to create a rhythm of work that allows the team to deliver value to the customer in a predictable and sustainable way.
The PMI Guide to Business Analysis states that one of the roles of a project manager is to manage stakeholder expectations and ensure alignment of project objectives with business needs. The project manager is also responsible for facilitating communication and collaboration among the project team and other stakeholders, as well as resolving conflicts and issues that may arise during the project.
Therefore, if the project sponsor is consistently changing the prioritization of modular work packages, the project manager should set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle. The project manager should:
Clarify the project scope and objectives, and how they are aligned with the business needs and the sponsor’s vision.
Explain the benefits of a sprint cycle, such as delivering value faster, improving quality, increasing feedback, and reducing risk.
Highlight the challenges and risks of changing the scope frequently, such as disrupting the team’s workflow, reducing their morale and motivation, increasing technical debt, and compromising the quality and usability of the product.
Negotiate with the sponsor to establish a clear and stable prioritization criteria for the work packages, and agree on a process for managing changes and requests.
Involve the project team and the product owner in the prioritization and planning process, and ensure their input and feedback are considered and valued.
Document and communicate the agreed scope, priorities, and changes to all the stakeholders, and monitor and control the project performance and progress.
By setting up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle, the project manager can:
Build trust and rapport with the sponsor, and demonstrate their understanding and respect for the sponsor’s perspective and needs.
Educate the sponsor about the agile principles and practices, and how they can help achieve the project goals and deliver value to the customer.
Influence the sponsor to adopt a more collaborative and flexible approach to the project, and to respect the team’s autonomy and expertise.
Minimize the impact of scope changes on the project schedule, budget, quality, and risk.
Enhance the team’s morale and teamwork, and foster a positive and supportive work environment.
References:
PMBOK Guide. (2017). Sixth edition. Newtown Square, PA: Project Management Institute.
PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute.
How to Manage Scope Creep in Agile Projects. (2023). ProjectManager.com.
How to Deal with Constantly Changing Requirements. (2023). Scrum.org.
Question # 2
During the last sprint review the product owner stated that the product does not deliver any value The project manager believes that the product meets all the provided specifications
The team is confused by the product owner's statement
What should the project manager do when using a hybrid approach? | | A. Escalate the matter to the executive board so they can decide on next steps | | B. Prioritize the project backlog and ask the development team to fix the issues | | C. Review the project's benefits management plan with the product owner. | | D. Ask the product owner to terminate the project as it is no longer aligned to the expected benefits |
C. Review the project's benefits management plan with the product owner.
Explanation
A hybrid approach is a combination of two or more project management methodologies, such as Waterfall and Agile, that aims to create a better fit for the project and the organization123. A hybrid approach allows for flexibility and adaptability, but also requires alignment and communication among the project
stakeholders. One of the key aspects of a hybrid approach is benefits management, which is the identification, definition, planning, tracking and realization of benefits4. Benefits are the positive outcomes and value that the project delivers to the organization and the customers5. A benefits management plan is a document that outlines how the benefits will be identified, measured, tracked and realized throughout the project lifecycle46.
In this scenario, the product owner, who is the person responsible for defining and prioritizing the product requirements and ensuring the delivery of value, stated that the product does not deliver any value, despite meeting the specifications. This indicates a misalignment between the product owner’s expectations and the project’s benefits. The project manager, who is the person responsible for leading and managing the project team and delivering the project objectives, believes that the product meets the specifications and is confused by the product owner’s statement. The development team, who is the group of people responsible for designing, building and testing the product, is also confused by the product owner’s statement.
The best course of action for the project manager in this situation is to review the project’s benefits management plan with the product owner. This will help to clarify the benefits that the project aims to achieve, how they align with the product owner’s expectations and the organization’s strategic objectives, how they will be measured and tracked, and how they will be realized. By reviewing the benefits management plan, the project manager and the product owner can identify any gaps, issues or changes that need to be addressed, and agree on the next steps to ensure the delivery of value. This will also help to improve the communication and collaboration among the project stakeholders, and increase the chances of project success.
The other options are not the best choices for the project manager in this situation. Escalating the matter to the executive board (option A) may be premature and unnecessary, as it may create more confusion and conflict, and undermine the trust and authority of the project manager and the product owner. Prioritizing the project backlog and asking the development team to fix the issues (option B) may be ineffective and inefficient, as it may not address the root cause of the problem, and may waste time and resources on unnecessary or irrelevant changes. Asking the product owner to terminate the project (option D) may be drastic and detrimental, as it may result in the loss of value, investment and reputation, and damage the relationship between the project manager and the product owner.
References:
- What is the Hybrid Approach in Project Management? | Hygger.io
- What Is Hybrid Project Management? | TeamGantt
- Ultimate Guide To Hybrid Project Methodologies & How To Make Them
- Benefits Management for Projects: Making a Benefits Management Plan
- What is benefits management and project success? | APM
- Benefits Management Plan: What it Is and How to Make it
Question # 3
A project manager meets with external stakeholders to explain the objectives and outline expectations for a new project. A key stakeholder appears to support the project, with the condition that other unrelated projects will receive financial support Due to cultural sensitivities the project manager is reluctant to be direct with the key stakeholder on this matter The project cannot proceed without the support of this stakeholder.
What should the project manager do? | | A. Proceed with the project without allowing scope creep to occur | | B. Use the contingency funds to provide support for the requested projects | | C. Cancel the project since the stakeholder's request is out of scope | | D. Inform the sponsor and document the request in the stakeholder engagement plan |
C. Cancel the project since the stakeholder's request is out of scope
The project manager should inform the sponsor and document the request in the stakeholder engagement plan, as this is the best way to handle the situation without compromising the project scope, budget, or schedule. The sponsor can then decide how to deal with the key stakeholder’s request, and the project manager can update the stakeholder engagement plan accordingly. This will also help the project manager to maintain a positive relationship with the key stakeholder and avoid any potential conflicts or misunderstandings.
Question # 4
Two weeks after the approval of the project management plan for a global project, the project manager noticed that it was approved based on a different level of understanding by international stakeholders and is not what the project manager presented for approval What should the project manager have done to prevent this from happening? | | A. Sent the meeting minutes to the stakeholders after the kick-off meeting | | B. Reviewed all the approvals immediately after the kick-off meeting was over | | C. Ran separate kick-off meetings for each culture and time zone | | D. Validated each stakeholder's understanding during the kick-off meeting |
D. Validated each stakeholder's understanding during the kick-off meeting
Explanation
According to the PBA Guide, the project manager should validate the stakeholder’s understanding of the project management plan during the kick-off meeting, which is a formal meeting to communicate the start of the project and the expectations of the stakeholders1. This is also consistent with the PMBOK Guide, which states that the project manager should ensure that the project management plan is approved by the appropriate stakeholders and that the approval is based on a common understanding of the project scope, objectives, deliverables, and milestones2. By validating the stakeholder’s understanding during the kick-off meeting, the project manager can prevent misunderstandings, conflicts, and delays that may arise later in the project due to different levels of understanding by international stakeholders. References:
- PBA Guide, Chapter 3, Section 3.4.1, Page 63
- PMBOK Guide, Chapter 4, Section 4.2.3.1, Page 89
Question # 5
A project team has recently finished a sprint for developing two features for a fleet management system Although the team delivered the required features, they encountered several issues and conflicts during the sprint. Team members were upset about this experience and are now showing a lack of motivation due to what has occurred.
What can the project manager do to help increase the team's motivation and engagement with the project? | | A. Review sprint progress with the project team members | | B. Set up one-on-one meetings with the project team members | | C. Review sprint planning procedures with the project team members | | D. Perform a sprint retrospective with the project team members |
D. Perform a sprint retrospective with the project team members
A sprint retrospective is a scrum event in which the team reflects on the past sprint and identifies areas for improvement and action items for the next sprint. A sprint retrospective helps the team to continuously improve, inspect and adapt, and grow as a team and as individuals. A sprint retrospective also provides a safe space for the team to communicate openly and honestly about the issues and conflicts they faced during the sprint, and to find ways to resolve them and prevent them from happening again. A sprint retrospective is not a performance evaluation or a blame game, but a constructive and collaborative way to increase the team’s motivation and engagement with the project.
References:
What is a Sprint Retrospective? | Scrum.org
The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting
Question # 6
A project has a very tight delivery schedule. The project is approaching the delivery date, and the project sponsor often sends the project manager alerts to avoid any schedule slippage . The project team has performed at an acceptable level until new, but the project manager wants to ensure that team’s performance level is performance is maintained until the end.
What action should the project manager take to motivate the project team's performance? | | A. Award certificates of appreciation to encourage the team | | B. Inform the team about the delivery pressure from the project sponsor | | C. Send a formal notice to team members instructing them to maintain performance | | D. Hire a few temporary team members to help with the additional work. |
A. Award certificates of appreciation to encourage the team
According to the PBA Guide, one of the techniques for managing stakeholder engagement is recognition and rewards, which can be used to motivate and appreciate the team members for their contributions and achievements1. The PMP Exam Content Outline also lists recognition and rewards as one of the tools and techniques for leading a team2. Awarding certificates of appreciation is an example of recognition and rewards that can boost the team’s morale and performance. Informing the team about the delivery pressure from the project sponsor may increase their stress and anxiety, which can negatively affect their performance. Sending a formal notice to team members instructing them to maintain performance may be perceived as a threat or a punishment, which can also demotivate the team. Hiring a few temporary team members to help with the additional work may introduce new risks and challenges, such as communication issues, learning curves, and integration problems, which can delay the project further.
References:
1: PBA Guide, Chapter 6, Section 6.4.3.5 Recognition and Rewards
2: PMP Exam Content Outline, Domain II: People, Task 8: Lead a team
Question # 7
A key project stakeholder who was a big supporter and motivator for the project team is leaving the organization The project team is experiencing low morale and poor teamwork.
What should the project manager do to improve morale? | | A. Identify the wants and aspirations of the team | | B. Build team connections and emotional bonds | | C. Forge consensus through team participation. | | D. Set goals and push the team to achieve the goals |
B. Build team connections and emotional bonds
According to the PMI Guide to Business Analysis, one of the key competencies of a business analyst is to facilitate collaboration and teamwork among stakeholders. This includes building trust, rapport, and respect among team members, as well as fostering a positive and supportive work environment. The guide also states that “team morale is influenced by the business analyst’s ability to communicate effectively, manage conflict, and motivate others” (p. 41).
One of the ways to build team connections and emotional bonds is to use emotional intelligence, which is defined as “the ability to perceive, understand, and manage one’s own emotions and the emotions of others” (p. 42). Emotional intelligence can help the business analyst to:
- Recognize and acknowledge the feelings and perspectives of team members, especially when they are affected by a change or a loss.
- Express appreciation and gratitude for the contributions and achievements of team members.
- Provide constructive feedback and coaching to help team members improve their performance and skills.
- Encourage team members to share their ideas, opinions, and concerns, and listen actively and empathetically.
- Resolve conflicts and disagreements in a respectful and collaborative manner.
- Celebrate successes and milestones, and recognize the efforts and challenges of the team.
By building team connections and emotional bonds, the business analyst can help to improve team morale and teamwork, as well as increase team engagement, commitment, and productivity.
References:
PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute.
Keep Your Team Motivated When a Project Goes Off the Rails. (2023). Harvard Business Review.
How Team Morale Affects Employee Performance [2023]. (2022). Asana.
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