At the beginning of a project, a project manager is asked to provide human resources (HR) with an evaluation of every team member's performance. This evaluation will be delivered at the end of the project.
How should the project manager approach this request?

• A.Establish a set of objective and measurable performance indicators for evaluating team members and share it with the team.
• B.Evaluate the project team members' performance based on whether the completed project fulfills its intended objectives.
• C.Meet with HR at the end of the project and provide a confidential evaluation of every team member's performance.
• D.Ask the project team how they would prefer to be evaluated and use those criteria to share results with HR.

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A project started 12 months ago and is currently on iteration 12 of 14. The team has performed well and completed all deliverables on time. However, some team members are starting to complain about the length of the project, creating a risk for lack of performance at this critical stage.
What should the project manager do as a servant leader to mitigate this risk?

• A.Meet with the team to reinforce their responsibilities and the consequences if the project deliverables are not completed on time.
• B.Apply additional controls to the project deliverables to ensure that all milestones are achieved on time.
• C.Contact the functional manager to ensure that team motivation remains high until the end of the project.
• D.Schedule a team event with the project sponsor to highlight the importance of the project and recognize the work of the team.

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A project has recently completed its production go-live, meeting the project's completion requirements in accordance with the scope document. However, the customer has been requesting a number of significant project enhancements.
How should the project manager address the customer's requests?

• A.Inform the customer that the project scope is completed and that further enhancements will require the initiation of a new project.
• B.Tell the client that any extra work will require new scoping and pricing before the team can start additional enhancements.
• C.Adjust the project completion requirements to the proposed enhancements and inform the project team of the additional work.
• D.Explain to the customer that the project has been completed and enhancements will follow the change management process.

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A supplier deliver most of a project's functional requirements, but a few minor, latent defects correction before the contracted payment can be made. Since the company's financial year end is approaching what should project manager do?

• A.Claim penalties for the value of the outstanding payment.
• B.Reduce the contract value, and convert the outstanding amount to a service order.
• C.Pay the supplier in return for a written commitment to complete the work.
• D.Arrange an extended financial project close until contract closure is completed.

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A project team member does not submit the project status report on time. The team member is frustrated about being required to complete the report. The team member believes that the report does not reflect the reality of the project, has too many pages, and will not be read by stakeholders.
What should the project manager do?

• A.Instruct the team member to provide the report and document this in the performance review.
• B.Reassign the report to another team member to prepare and submit it as requested.
• C.Escalate to the team member's functional manager that the report was not submitted as requested.
• D.Review the requirements of the report with the team member to redefine its purpose.

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