Conflict should be best addressed in which manner?
Correct Answer: B
Question 67
A highly skilled team resource received a job offer and is leaving the project soon. What should the project manager do to maintain project performancewhile a new team member is being onboarded?
Correct Answer: A
Explanation = The project manager should offer cross-training and mentoring to the new team member to maintain project performance while a new team member is being onboarded. According to the PMBOK Guide, cross-training is a technique that involves training team members in multiple skills so that they can perform more than one role on the project1. Mentoring is a technique that involves providing guidance and support to less experienced team members by more experienced team members1. Both techniques can help the new team member to learn the necessary skills and knowledge to perform the project tasks, and to integrate into the team culture. This way, the project manager can minimize the impact of losing a highly skilled team resource and maintain the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to train and support the new team member. Logging a risk in the risk register and working with the new team member to mitigate it is a passive and reactive approach that does not help the new team member to acquire the skills and knowledge needed for the project. Motivating the new team member to perform is a general and vague action that does not specify how the project manager will help the new team member to perform the project tasks. Sharing project documents with the new team member is a necessary but not sufficient action that does not ensure that the new team member will understand and apply the information in the project documents. References: 1: PMBOK Guide, 7th edition, page 96.
Question 68
A key stakeholder of a project wants to include additional work before completion. What should the project manager do?
Correct Answer: A
Comprehensive and Detailed Explanation: When stakeholders request additional scope during project execution, the project manager should not make unilateral changes. Instead, the proper course is to process the change request through the approved governance or change control process. This ensures alignment with scope, budget, and timeline. References: * PMBOK Guide - Seventh Edition, Performance Domain: Delivery and Governance * Change Control Process per PMI Standards ##############################################
Question 69
During a large project's execution phase, the business owner submits an approved change that will impact different business areas. During implementation, the project manager discovers that a key stakeholder failed to be engaged with this request. This key stakeholder claims that the change will affect their business area. What should the project manager do?
Correct Answer: B
Section: Executing
Question 70
During a retrospective review, many project team members say they are not completing tasks during the iterations because of interruptions and requests for help from other teams. As a team facilitator, what should the project manager do to avoid this?
Correct Answer: A
A retrospective review is a meeting held at the end of an iteration in Agile project management, where the team can assess past work and plan future project goals1. One of the benefits of retrospective reviews is that they foster continuous improvement by identifying what went well and what can be improved2. If the project team members are not completing tasks during the iterations because of interruptions and requests for help from other teams, it indicates that there is a problem with the team's collaboration and communication. The project manager, as a team facilitator, should address this problem by identifying its root causes and defining the ground rules with all project team members to minimize interferences. This way, the project manager can help the team to focus on their tasks, avoid distractions, and respect each other's time and boundaries3. The other options are not correct for the following reasons: * B. Recommend to the project team members that they should improve their planning and make their stories smaller. This option does not address the problem of interruptions and requests for help from other teams, which are external factors that affect the team's performance. Making the stories smaller may help the team to deliver faster and more frequently, but it does not solve the underlying issue of poor collaboration and communication. * C. Reunite with the project team members affected and tell them not to reduce the team's capacity. This option is not effective because it does not address the problem's root causes, nor does it involve the whole team in finding a solution. Telling the team members not to reduce their capacity may also be perceived as blaming or pressuring them, which can lower their morale and motivation. * D. Hire a coach to help all project teams to improve their abilities to solve problems on their own. This option is not feasible because it involves hiring an external resource, which may not be available or affordable. Moreover, hiring a coach does not guarantee that the problem will be solved, as the coach may not have the same context or understanding of the project as the team members. 1: Agile Retrospective Guide: What Is It & How To Run It 2: Sprint Retrospective: How to Hold an Effective Meeting - Atlassian 3: End of the project: how to run your final retrospective
