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200 Ultra Hard PMP Questions 1-200 — Transcript

by Andrew Ramdayal · 66,848 words · 10,497 segments · language en · Watch on YouTube

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0:00in this video we're going to be taking a
0:01look at 200 Ultra hard PMP practice
0:05questions and from the length of this
0:07video you can see this video is going to
0:09be a long one so in this video I'm going
0:11to be answering some of the hardest PMP
0:14practice questions out there if you can
0:16get at least a 70% on this exam I think
0:19you're going to pass your your PMP exam
0:21pretty easily I'm Andrew ramal I am the
0:24author of the world's bestselling PMP
0:26study guide PMP exam prep simplified and
0:29I'm also the creator of Udi's
0:31bestselling PMP course with over 370,000
0:34enrollments combined with my books my
0:37videos and my live courses I've helped
0:39over 500,000 students pass the current
0:43PMP exam so with that in mind let's go
0:45ahead and get started on this but before
0:47I get there I want to just point out a
0:48couple things number one this took an
0:51enormous amount of time and this is a
0:53compilation video of all the videos that
0:55came before if you notice I released
0:57them in series of 10 so what I did is I
0:59just combine all of them now into this
1:01giant compilation video another thing is
1:04that it took a lot of time a lot of time
1:07a lot of effort to write these questions
1:09and to make this video so if you guys
1:11don't mind clicking on the like button
1:12subscribing to the channel would help us
1:14out a lot if you appreciate the work and
1:16effort that goes into this if you want
1:18more questions like you're about to see
1:20and more explanations to these questions
1:22check out the link below to the Tia exam
1:24simulator which now has about 1,000
1:27practice questions that you can try
1:29including multiple full length uh Mach
1:31exam micro exams uh mini exams and so on
1:35you can check that out with video
1:36explanations all done by me and with
1:39that in mind guys let's just dra dive
1:41right into it and start off with
1:43question one keep in mind this is a
1:44compilation video so let's keep going
1:46let's get to question one all the way to
1:49200 all right here we go question number
1:52one now again these questions are meant
1:53to be difficult all right a project
1:55manager is planning the construction of
1:57a new Public Library the community and
2:00project stakeholders are having
2:02difficulty agreeing on the key features
2:04to be included in the final design what
2:06should the project manager do facilitate
2:08a workshop Workshop to gather input from
2:11all stakeholders Define the difference
2:13between essential and non-essential
2:15features involve design consultant to
2:18mediate stakeholder
2:20discussions identify the root cause of
2:22the stakeholder inability to agree on
2:25the project scope now you really have to
2:27not a mindset on this question because
2:29you you can see in the question that we
2:31have it says the community and
2:34stakeholders there's some kind of
2:36difficulty going on here uh to help
2:39identify the features now if there is a
2:41problem on a project one of your most
2:44important thing to do is to ensure you
2:47understand the problem the first thing
2:49we're going to do before we solve a
2:51problem is to identify how did this
2:53problem come about what's going on here
2:57can can there be potential or multiple
2:59Sol Solutions how did we get to this
3:02problem these are questions you should
3:03be asking yourself now there's something
3:06very unique about D if you learn the
3:08mindset you understand that D
3:10understands the problem because look
3:12he's looking for the root cause of the
3:14problem the problem is their inability
3:16to agree on the scope something about a
3:20b and c is telling you something you see
3:23it's they all have something in common
3:25this is an action you're actually going
3:27to hold a workshop you're going to
3:29Define the differences first of all you
3:31should never be the one choosing what's
3:34right for the project and what's wrong
3:35for the project in this one you're
3:37choosing between what's the essential
3:38and non-essential that's generally your
3:40product owner your project sponsor your
3:42customers does that not
3:44you involveed Design Consultants now
3:46you're bringing in other people without
3:48even understanding the actual root cause
3:51the main cause of the problem so
3:53remember now when it comes to this exam
3:55the mindset says don't take an action
3:58unless you saw
4:00the problem unless you understand the
4:02problem all right no actions without
4:05understanding the problem assess the
4:07situation okay very good s a number one
4:10done all right we got 199 more to
4:14go question two a project manager
4:17convenes an emergency session with the
4:18software development team to address
4:21significant bugs that are delaying the
4:22Project's delivery the product owner
4:25suggest conducting a root cause analysis
4:27to identify the underlying issues what
4:29what should the project manager do
4:31collaborate with the team to discuss the
4:33RCA suggestions and decide collectively
4:35on the next step okay getting the team
4:38involved encourage a a lead developer to
4:41take charge of the RCA fostering Team
4:43anony all right letting the team work by
4:45themselves coordinate with the quality
4:47assurance lead to refine testing
4:49processes and B based on the RCA outcome
4:52all right bringing more people in
4:54organize the session to ensure all team
4:56members contribute their insights
4:58potential Solutions okay okay not not a
5:00bad answer you're letting everybody
5:02contribute okay so let's take a look at
5:05this question now this is the an agile
5:08project how do I know this because I can
5:11see it says product owner this
5:12immediately tells me that this is an
5:14agile uh project and the product owner
5:18suggesting something that the team
5:20should be
5:21following in a situation like this if
5:24there's some kind of solution or
5:25somebody wants the team to do something
5:28you have to let the team decide if they
5:30want to do it or not remember something
5:33on an agile project the team is
5:35self-leading they're
5:37self-directing you don't you're not a a
5:40dictator to the team as you would on a
5:42traditional project so the best answer
5:44here is let the team
5:46decide work with the team to discuss the
5:50RCA suggestion and let them decide if
5:53they want to implement it or not the
5:55rest of them is pretty much
5:56implementation notice first of all be
5:59never do be this is giving away your
6:01work if it ever comes like to a point on
6:04this exam where it says well let
6:06somebody else deal with it while you
6:08just watch it's never the answer never
6:11give away your work coordinate with a
6:14quality now you're bringing in more
6:15people and it seems like you're
6:17basically going to implement this RCA
6:19outcome don't do that organize is the
6:22ultimate contributed insights and
6:24potential solutions to what this one is
6:26very a little vague we're not sure what
6:28it's talking about
6:30but it seems like they're coming up with
6:32their own Solutions here the best thing
6:33the question is addressed in this
6:35RCA so the best thing here is bring the
6:38RCA to them as a suggestion and say hey
6:40do you want to implement this or not let
6:42the team decide is the model of the
6:44story here remember on an agile project
6:47the team decides how how they want to do
6:50the work the team decides what methods
6:52they're going to do the work because
6:54they're a self-leading self-directing
6:56team question
6:58three a project manager over seeing the
7:00launch of a new e-commerce platform
7:02discovers that the finance department
7:04has concerns about not being involved in
7:06the cost estimations and their potential
7:09impact on the project Returns what
7:11should the project manager do first
7:13amend the stakeholder engagement plan to
7:15better integrate Finance in future plans
7:18all
7:19right document the exclusion of the
7:21finance team as a risk to project
7:23success all right maintain the project
7:25timeline the plan and financial review
7:27before the Final Phase okay organize a
7:30meeting with the finance team to
7:32understand the concerns all right
7:34similar to somewhat similar to that
7:36first question because if you
7:38notice uh the finance department they
7:41have some kind of concern all right they
7:43weren't involved and whoever came up
7:44with the budgets and they think it's
7:46going to affect what what we're going to
7:47get back from the project notice this
7:50one particularly says what should you do
7:52first again this one has a very similar
7:57theme all right and the a lot of these
7:59choices have a very similar team but one
8:01is very uniquely different the answer
8:04here is of course D you see if you
8:07notice a is this before you before you
8:12understand their concern before you
8:14understand what really happened here
8:16you're already amending the engagement
8:18plan don't do that never take an action
8:20first document the exclusion of the
8:22finance team is a risk to the project
8:24success it might
8:26be all right it might be an exclusion
8:28but before we even document that risk we
8:30need to understand that
8:32risk maintain never do nothing if you
8:36get a choice where it says maintain it
8:39um keep doing what you're
8:41doing uh then that's not the answer so
8:44the moment I say like maintain the
8:45timeline well the timeline could be
8:47affected by this the best thing we
8:49should do first is let's go and meet
8:50with the team understand their concerns
8:53that will we have a better way of
8:54determine what action we should take
8:58next question number four as part of a
9:02project to integrate a new security
9:04feature into an online shopping platform
9:07stakeholders have shown concerns over
9:10understanding the integration process
9:11during the planning phase what should
9:14the project manager do to in hands
9:16stakeholders understanding of the
9:18integration all right so we are
9:20integrating we're putting something into
9:22operations we're getting something out
9:23there what should we do well schedule
9:26regular demonstration session during
9:27each Sprint to show progress integration
9:30steps sure arrange for the technical
9:32team to provide a detailed explanation
9:34before each Sprint
9:35begins organize a training session to
9:38educate stakeholder technical aspects of
9:40the
9:40integration provide detailed
9:42documentation on the integration process
9:44prior to the start of each Sprint phase
9:46well if you understand the world of
9:48agile this one is pretty simple because
9:51what we should be doing in every single
9:53Sprint is we should be doing the Sprint
9:56review meetings and that's what this is
9:58really asking asking you all right
10:01notice stakeholders have concerned
10:03because they don't understand this
10:04integration process during the planning
10:06stage so what should you do well do
10:08regular demonstrations with them explain
10:11to them what the project is doing this
10:13way you can show the progress of what we
10:15have done and how it's working they
10:18don't need a detail stakeholders
10:21especially like customers don't want
10:22detailed documentation they might not be
10:25able to understand especially if it's
10:26very
10:27technical they don't need to be educated
10:29on the technical aspects it's more for
10:31like your team members arrange with the
10:33technical team they don't need a
10:35detailed explanation before each Sprint
10:37they just need to understand what's
10:38going on you remember something
10:41customers really don't care about the
10:43technical aspects of things they care
10:44about the functionality of things if
10:47you're building a website for me I
10:48really am not interested in how the back
10:51end works I don't need to know what
10:52codeing language you use I don't need to
10:54know what forms you were using or
10:56functions all I need to know is does it
10:58work so keep that in
11:00mind all right best answer there was
11:04a question five a project manager is
11:07preparing for the Sprint planning
11:09sessions for a new feature in a Health
11:12Care system this meeting aims to
11:14determine the amount of work for the
11:16upcoming Sprint while two pieces of
11:18information are essential for the
11:19project manager ensure the meeting is
11:22productive and efficient so now you're
11:26doing a meeting we know we're working on
11:28an ad job project because we got this
11:30upcoming Sprint this word alone tells me
11:33um Sprint Sprint plan is going to be an
11:36agile project so what are two essential
11:39things that we should have for our
11:40meetings remember this is the Sprint
11:43planning session remember what the
11:45Sprint planning session is what's the
11:47input to that Sprint planning session
11:48what's going to be the output of it best
11:51answer here is going to be if you
11:54understand it it's going to be first of
11:56all team performance metrics and a
11:58detail
11:59product backlog how do we get here well
12:02first of all understand what a Sprint
12:04planning session is the Sprint planning
12:05session is where the team decides how
12:08much or what work they're going to do
12:10how much and what work they're going to
12:11do in the next Sprint the output is the
12:14Sprint backlog so for them to
12:17determine what work they're going to do
12:19they're going to need a product backlog
12:22generally should have the user stories
12:23in it by now the next thing they're
12:25going to need is how fast they work
12:27they're going to need that performance
12:29metrics or what's known as the team
12:30velocity why do they need that because
12:33for them to determine how much work they
12:35can do from the product backlog they're
12:37going to have to know how fast they do
12:40work previously how fast they generally
12:42work how many points they do per
12:43iteration or per Sprint they don't
12:47necessarily updated risk assessment
12:49product Marketplace goal that's more of
12:52like your sales and markeet in current
12:54project phase timeline the thing with
12:57agile projects you're not going to
12:58really have like pH and timelines laid
13:00out like that they're building it based
13:01on prioritization of the work in the
13:04product
13:05backlog all right this one here was
13:06choose
13:08to question number six a project manager
13:13is leading an interet by biotechnology
13:17research project characterized by
13:20significant am
13:22ambiguity big word there
13:25unpredictability a suggestion has been
13:27made to introduce a system to engage the
13:29quality of the project outputs
13:32effectively what hybrid technique should
13:34the project manager employ to ensure
13:36quality assurance so key word here is we
13:38got to basically it's what are we going
13:40to do to ensure we have good quality
13:42assurance combine weekly Sprints with
13:45quarterly external audits to validate
13:47project standards H quarterly external
13:50audits
13:51huh merge traditional Milestone reviews
13:55with agile Sprint
13:57demonstrations okay adapt paer
14:00programming and customer feedback
14:01sessions okay integrate continuous
14:04integration tools with formal quality
14:06control checkpoints now we have to
14:09understand that when it comes to Quality
14:10quality is meeting customers
14:12satisfaction High customer satisfaction
14:14good quality product the ultimate test
14:16of quality is a satisfied
14:19customer so how can we do this how can
14:22we ensure that we introduce a system
14:25that has high quality what which one
14:27here leads to high quality would it be
14:30quarterly external audits would it be
14:34Milestone reviews and Sprint
14:36demonstrations would it be peer
14:38programming customer feedback or
14:40integrate continuous integration tools
14:43with formal quality checkpoints best
14:45answer here guys is going to be peer
14:46programming and customer feedback if
14:49you're wondering how do you get that
14:50well understand what peer programming is
14:52so this is used in extreme programming
14:54we do cover this in the agile section of
14:56the course when one guy writes the code
14:58the other guy checking the code if the
15:00code is consistently checked as it's
15:02being written the code is less likely to
15:04have bugs and the question is is the
15:07customer feedback getting accepted into
15:09the project that's customer feedback the
15:12best way to make a customer happy with a
15:14product is to get the customer involved
15:16in the development of the product get
15:18feedback as you're developing the
15:20product making this the best answer we
15:23don't like this one here first of all
15:24it's it's quarterly and this one doesn't
15:26involve your customer the best way to
15:28make something really good for our
15:29customers to get them
15:31involved although I like this one here
15:33with agile Sprint demonstrations the
15:35problem here is Milestone reviews and
15:36we're not sure how long those Milestone
15:38reviews are continuous integration this
15:41one here is not this is integration
15:42tools and it's not bringing customers in
15:45customers will give us the best way that
15:48will tell us what we're doing right what
15:50we're doing wrong and this is the best
15:52way in order to produce quality
15:55products question seven uh project
15:59managers are overseeing a software
16:01development project where the team has
16:02prioritized creating a new user
16:04authentication system in the current
16:06Sprint Midway through the Sprint two
16:08developers Express a desire to divert
16:11their efforts to optimize in database
16:13queries anticipating future performance
16:15Botts what should you do next I want to
16:18point out this is a tough question by
16:20the way allocate time for developers to
16:23present their optimization proposal at
16:25the next Sprint planning
16:27meeting reinforcing importance of
16:29adherent to the Sprint's primary goal of
16:31completing the authentication
16:33system request a special session to
16:35assess the potential impact of the
16:37database optimization on future Sprints
16:40support the developers initiative by
16:42allocating a small portion of their time
16:44to start preliminary work on the
16:47database this one is a tough question
16:50this one tests your ability to
16:52understand agile principles and the
16:54agile principles tells us that once a
16:58Sprint starts
16:59what should you do you should do the
17:01work in the Sprint don't change the team
17:04don't change the work when somebody when
17:06they're coming to you in a Sprint and oh
17:08we want to do this we want to go here I
17:09want to go here the best thing you can
17:10do is to keep them on track and keep
17:12them to finish the Sprint goal that's
17:15what B is and that's what we
17:17need everything else is not completing
17:20the goal everything else is allowing
17:21them to go and do this database thing
17:24allocate time for developers to present
17:25their optimization of the now you're
17:28allocating time that's taken away from
17:29the Sprint goal request special session
17:32once again same thing supported now if
17:36you support it and you allocate a small
17:37time once again you're making them work
17:40something that is not on the Sprint goal
17:42on they once they finish the Sprint if
17:44the team feels like this is something
17:45that needs to get done maybe it's added
17:47to the product backlog and maybe they
17:49they can do it in the next
17:52spread question number eight a project
17:55manager is overseeing the development of
17:57an enterprise resource planning system
17:58system and is decided that a combination
18:01of scrum and can band methodologies
18:03would be most effective however the
18:06product owner is unsure about how to
18:08begin optimizing and prioritizing work
18:10what should the project manager what
18:13should the project manager
18:14do uh guide the product owner on
18:17developing and optimizing a
18:19comprehensive product backlog okay have
18:21team members explained the integration
18:23of scrum and kban principles to the
18:25product owner to enhance understanding
18:28all right
18:29recommend the product the the project
18:31team use visual management tools to
18:33improve workflow teach the product to Le
18:36how to map out process flows to better
18:37understand task sequences okay what are
18:40we going to do here so this one here
18:42test of durability in the PMP exam
18:45objectives you have to know about
18:46training people on somebody doesn't know
18:48how to do something don't do it for them
18:50the mindset tells you if somebody knows
18:52how to do something do not make them do
18:54somebody else role don't make somebody
18:56else come in and do their role teach
18:58them how to do their role and the best
19:00thing here we can do is teach the
19:01product owner hey if you're prioritizing
19:05work you're going to be using that
19:06product
19:08backlog how to begin organizing and
19:11prioritizing work it's all organizing
19:13and prioritizing work is all about in
19:15that product backlog so work with the
19:18product owner on that now have the team
19:20member explain don't give away this is
19:23part of your job notice how you're
19:24giving away to work recommend the team
19:28the team it shouldn't be here when it
19:29comes to prioritizing work that's the
19:32product owner's job the team should
19:33never prioritize a product backlog teach
19:36the product own I like this to map out
19:38process flows but this doesn't teach him
19:40about prioritizing
19:42work make an a the best
19:46answer okay how are you guys doing so
19:48far you guys uh doing okay these
19:50questions are a little difficult
19:52hopefully you know actually they're lot
19:54difficult hopefully you guys are doing
19:55well by the way don't forget to click on
19:57that subscribe button
19:59question number nine a project manager
20:02is leading a team on a critical
20:03marketing campaign for a major Pro uh
20:06product launch after unexpected last
20:09minute changes the team worked over time
20:12to meet tight deadlines the sponsors
20:14allocated a monetary award to recognize
20:16the team efforts based on the project
20:19management practice what is the most
20:20appropriate action for the project
20:22manager distribute the entire War to the
20:24team of who work the longest hours
20:26organize a team build and Retreat to
20:27enhance moral future projects use the
20:30award to fund professional development
20:32opportunity to benefit the team in
20:33future projects decide how to distribute
20:35the award based on informal feedback
20:38from the team now this is a tough
20:42question there's two choices here that I
20:44want you guys to eliminate right away
20:47distribute the word now you're giving
20:49away the entire word to one person not
20:51because you work the longest hours
20:53doesn't mean you did the most
20:55work when you're doing a question like
20:57this and I'm sure you're going to get
20:58one or two like this on the test anytime
21:01you have to create an award system
21:03there's a couple things to number one
21:04there's a couple things to keep in mind
21:05number one it has to be fair all right
21:08and number two it has to be be public
21:10you can't come up with a system and hide
21:11it from people and it has to be fairly
21:15allocated so let's see what we got so
21:17we're going to eliminate this one here
21:19right off the bat this is the throwout
21:22answer decide how to distribute based on
21:25informal feedback from the team this is
21:27probably something you want more of a
21:29feedback so we got two we're going to go
21:30away it now comes the tough
21:33one do we organize a team build and
21:36Retreat to enhance more for future
21:37projects or do we use the award to fund
21:40professional that to benefit them so
21:41which one do you think is going to
21:42benefit them more in the future the best
21:45answer here is C this one here is going
21:47to make them learn more and it's going
21:49to benefit them more in the in the
21:51future and future projects versus team
21:54building to retreat to enhance for the
21:56moral of future projects although it's
21:58not a bad answer C helps future
22:03projects next question number 10 a
22:06project manager is overseeing the
22:07construction of a new
22:09community uh Recreation Center which
22:12needs to be developed quickly to meet
22:13the community's expectation the team is
22:15skilled stakeholders are engaged and the
22:17community is excited about the new
22:20facility what should the project manager
22:22to to prioritize timely completion
22:24assign more resources to critical tasks
22:26without consulting the team develop a
22:29milestone based plan ensuring regular
22:31stakeholder involvement and
22:32communication okay monitor Daily
22:35Progress in a way that integrates input
22:36from team members to ensure alignment
22:38with project goals all right request an
22:41extension of the on the project deadline
22:43from sponsor okay there's a couple of
22:45answers here so we're building a uh a
22:48center we know that we have a lot of
22:50Engagement stakeholders skilled
22:52everybody seems to be doing great you
22:54got your team is uh skilled here you got
22:56your stakeholders are engaged
22:57everybody's exced it sounds great but we
22:59want to finish this thing quickly what
23:01can we do it's a trick question the
23:03answer here is actually B now assign
23:07more resources never do something
23:09without consulting the team especially
23:11the team is doing the work so that was a
23:12throwout answer there's no need to
23:13request a deadline unless you're going
23:15to go over to the
23:17schedule those two answers are
23:19automatically
23:20eliminated now monitor Daily Progress in
23:23Array that integrates input from the
23:25team this is the something daily is
23:29probably going to take up a lot of time
23:31and integrates input from the team to
23:32ensure alignment with goals okay but the
23:34best the best person to get involvement
23:36to ensure this the project is correct is
23:39stakeholder engagement stakeholder
23:42involvement a milestone base helps to
23:44keep the project on schedule and of
23:46course good
23:47communication so the key point of this
23:50question that I want you guys to
23:52understand is that in this
23:53question and a lot of these questions
23:55we're going to be doing and we have done
23:57not to take older engagement stakeholder
24:00involvement is the key to success on
24:01projects it's the key to a lot of the
24:03answers as we can see here on this
24:06question question number 11 by the way
24:09I'm just going to be reading the
24:10question and the answers the moment you
24:11see the question on the screen please
24:13pause the video answer it and then see
24:14me answer it uh with explanations all
24:17right question number 11 a project
24:20manager has begin has begun a complex
24:22airport Expansion Project although the
24:25project is in the initiating phase the
24:27sponsor keeps asking asking for concrete
24:29dates for the most important project
24:31Milestones when will the project manager
24:33be able to provide the requested
24:35information now keep in mind this
24:38question is a little confusing because
24:39it does specify that you're in that
24:42initiating section of the project but
24:44this person wants concrete dates a after
24:47the initial risk assessments are
24:48completed to estimate timelines okay at
24:52the end of the plan in Phase once detail
24:54schedule and risk assessments are
24:56completed okay Journey EX ution phase
24:59when the project is on the way and
25:01progress can be measured all right once
25:03the project Charter signed as is
25:05outlined initial Milestone answer here
25:08is going to be B now here's
25:10why first of all notice it wants the the
25:14sponsa wants concrete dates even though
25:17they're in the initiating phase of the
25:19project you cannot get concrete
25:21information in the initiating section
25:23keep in mind for your exam the
25:25initiating is all high level high level
25:27scope high level schedule high level
25:30budget high level risk all of that
25:33belongs in the project Charter itself so
25:36you have to wait till the end of Planet
25:38that's the whole objective of Planet the
25:40whole objective of planet is to spend a
25:42lot of time and determine what's the
25:45best schedule do those expert judgment
25:47do those bottomup estimations break down
25:50to work in the WBS and so on uh after
25:54initial an initial risk assessment is
25:55not going to give you concrete
25:57information to a is wrong you don't need
25:59to wait till the execution that's the
26:01point of planning now once the charter
26:04is signed it doesn't mean that any of
26:06the real planning work has got the tror
26:08signed the project is authorized but you
26:10really haven't done all the work yet
26:11it's not till the planning when you
26:13really do the work making B the best
26:16best
26:18answer question 12 a project manager is
26:21overseeing a large infrastructure
26:23project in a hierarchal organization the
26:26team members are used to receiving
26:28direct instructions and their
26:29performance reviews are based on task
26:32completion percentage after discussing
26:34with the sponsor the project manager
26:35realizes that some task needs to be
26:38reassigned to meet the next Milestone
26:40this change could be perceived as
26:42negative reflection on the current uh
26:45assignes
26:46performance what should the project
26:48manager do a assign the task to the most
26:51skilled member without farther
26:52discussion okay behold the meeting to
26:55explain the changes and collaborate on
26:56reassigning tasks all right
26:59see privately ask a senior member to
27:01take over the task and inform the others
27:03of the reassignment all right send an
27:05email to the team outlining the task
27:06changes and reasoning behind them okay
27:09follow the mindset on this particular
27:11question because if you notice in the
27:13question we have team members they're
27:15receiving direct instructions and
27:17performance reviews are based on task
27:19completion now something changed they
27:21realized that some tasks uh need to be
27:24reassigned in the next Milestone this of
27:26course can affect them so when something
27:28is affecting the team what does the
27:30mindset tell you well let's go over this
27:31here best answer is hold a meeting and
27:35explain the changes to them part of the
27:37mindset is to confront your problems
27:41right don't step away from your problems
27:43don't hide problems never hide anything
27:46from
27:47anyone notice this one is assign the
27:49task to the most skilled Team part of
27:52the mindset tells you shouldn't just go
27:53and assign task work with the team try
27:56not to do work by yourself but be
27:58collaborative and bring people into the
28:00decision-making process a you're
28:03basically doing that by yourself B now
28:07you're meeting with the team you're
28:08working with them never give away your
28:10work I keep saying this over and over in
28:12all my mindset videos never give away
28:14your work never actually tell somebody
28:17else to do it never ask a sponsor never
28:19ask the the pmo Never Give It Away to a
28:22senior team member send an email to the
28:25outline and the changes and the reason
28:27although I like like this
28:30notice B and D is basically the same
28:32thing in this one you're sending an
28:34email and you're letting them know the
28:36reason in this when you're holding a
28:38meeting and you're working in a
28:40collaboration so which way is better
28:41sending out an email or working with the
28:43team in a collaborative manner B is
28:47definitely better than
28:49C question 13 a project manager is
28:53leading a City Park renovation project
28:55during a status meeting with City
28:56officials the project manager provides
28:58an update about a significant
29:00deliverable some of the officials
29:02claimed they were not informed about
29:04this deliverable what should the project
29:06manager do next confirm if the scope
29:08statement have been updated to include
29:10the deliverable okay meet with these
29:13officials to review the communication
29:15plan and cify deliverables all right
29:17check the attendance records of these
29:18officials at prior project meetings Okay
29:21d review the project documents to ensure
29:23the deliverable was communicated follow
29:26the mindset once again on this one here
29:27let's see what it says here best answer
29:29here guys is going to be once again is
29:32to confront your problems if you have
29:34something on your project that's going
29:35on that you feel is negative meet with
29:38people talk to people is going to be the
29:40best answer now there's one thing I want
29:43to point out here is if something seems
29:45like you're doing it out of malicious
29:47reasons or something seems like it's
29:49it's going to negatively impact the
29:51project it's probably not going to be
29:53the answer that's what C is notice check
29:56the attendance records of these people
29:57attended meetings it seems like you're
30:00checking to see if they show up so you
30:01can like crucify them or prosecute them
30:04or something like that probably not the
30:06best answer confirm if the project scope
30:09has been updated to include the
30:11deliverable well the best thing here to
30:14do is before you do that meet with them
30:15and make sure that they even know what
30:17they're talking about or what if they
30:19understand what this deliverable is
30:20about review the project documentation
30:22to ensure the deliverable was
30:26communicated before you do this this all
30:28right before notice it says what you do
30:30next before you do this meet with them
30:33first make sure you review the
30:35communication plans with them all right
30:38question number 14 a project manager is
30:41overseeing the construction of a new
30:43office buildin a key stakeholder
30:45complains that they never received the
30:47structural Integrity test status report
30:49the project manager provides the report
30:51and the stakeholder notices that an
30:53important aspect of the structure was
30:56not tested what tool should the project
30:58manager have used to prevent this
31:01situation the communication log
31:04requirements traceability Matrix
31:07stakeholder register or the quality
31:09management
31:11plan okay so let's take a look at the
31:14answer here notice you're looking for
31:16prevent something like this from
31:17happening so you got to go back in time
31:19watch the keyword is prevent here so we
31:21got to go back in time and the best
31:23answer here is going to be stolder
31:26register this was a tough one I agree if
31:28you got this one wrong don't feel bad
31:30notice a key stakeholder the main
31:32complaint is what they never received
31:36the test report they never received the
31:39report
31:41now what document outlines the
31:44communication needs of a particular
31:47stakeholder it's the stakeholder
31:49register not the communication
31:51management plan the communication
31:53management plan tells what communication
31:56will take place at what time
31:58when it's going to take place how it's
31:59going to take place who's going to set
32:01it who's going to give it to them the
32:02stakeholder register is a different
32:04document this one says who the
32:05stakeholders are and their communication
32:08requirements so this makes it the best
32:10answer now a communication log is all
32:12Communications on the project this is
32:14telling us what happened this is not
32:16going to prevent this from happening The
32:18traceability Matrix tell us who gave us
32:21what requirement that's not going to
32:23help you in this particular one it's not
32:24asking for that the whole problem is
32:26somebody didn't get a communication
32:28the quality management plan says how you
32:30plan to meet your quality requirements
32:32this is not a quality requirement thing
32:34here this is more of a somebody didn't
32:36get a particular
32:39report question 15 a project manager is
32:43overseeing the development of a new
32:44Health Care Facility the project team is
32:47struggling to understand some critical
32:49aspects of the project scope a senior
32:52subject matter expert from the
32:53organization headquarter is available
32:55for one week what should the project
32:57manager do to benefit from theem
33:00presence all right a conduct a workshop
33:03with the to address the team challenges
33:05all right discuss with the the specific
33:08scope issues the team is facing okay
33:11arrange for the to provide training
33:13sessions to the team all
33:15right have the to review the project
33:17documentation for alignment okay so this
33:20one here follow the mindset on this one
33:22to get this one correct and the best
33:24answer
33:25is if you got C you are doing it correct
33:29okay here's why I tell I keep telling
33:31you guys you need to be collaborative
33:35you need not don't do things by yourself
33:38if you're not included the team and
33:40you're just doing the work by yourself
33:42and you're making your own decision it's
33:43probably not the best answer that's not
33:45good servant leadership that's more of
33:46like a being like a dictator and you're
33:48making all the decisions for the team so
33:50let's go through this notice this one is
33:53conduct a workshop with the to address
33:55the team challenges this is you're doing
33:58a workshop with the it doesn't say you
34:00include the team here this is just you
34:02and the working
34:05together if you're going to be
34:06addressing the team challenges it's best
34:08to have the team involved in your
34:09Workshop but that's not what that is
34:11discuss with the SM the specific scope
34:13once again you're not involved in the
34:16team have the before you have them
34:18review the doc meet with the team if
34:21you're going to only have the for a week
34:23there's nothing here that says uh review
34:26that is there is that there's an
34:27alignment problem all right that they're
34:31just having some critical aspects of the
34:32scope but we're not sure what the
34:34alignment is so the best thing is bring
34:36the if you have an bring them in to help
34:38train the team so that way they can have
34:40a better understanding of the project
34:44scope question number 16 a project
34:48manager is leading an agile project
34:50developing a new customer relation
34:52management
34:53system Midway through the project the
34:55team receives feedback from the legal
34:57team regarding new data protection laws
35:00that the project might adhes
35:03to which two action should the project
35:06manager take next all right I want to
35:08point out that this is a multi- uh
35:11selection question and you're going to
35:12be doing what's next all right direct
35:14the product owner to prioritize the data
35:16protection features and future Sprints
35:18okay request detailed information with
35:19new laws from the legal department all
35:21right have the legal team implement the
35:24compliance measures all right plan the
35:26immediate integration compliance
35:28requirements to mitigate any legal
35:30issues all right conduct an impact
35:32analysis for the team to understand how
35:34this law affects your project basically
35:37okay what did you get best answer here
35:40remember to choose two the first one I
35:42got is B and the second one I got is C
35:46here's why now before we take action
35:50before this law is implemented the first
35:52thing you guys got to do is you guys got
35:54to say what is this law about so let's
35:56go and learn about the law
35:58the next thing you got to do is before
35:59something is implemented you got to
36:01understand how it's going to impact the
36:02project that's e those are the two
36:05answers
36:06now once you do B and
36:09E maybe then you want to speak to the
36:12product
36:13owner uh maybe then you want to plan how
36:15to integrate this all into the project
36:18all right that's what you got to
36:19remember don't take an action just like
36:22that assess the situation see what's
36:24going on understand what's happening
36:26around you before taking an action this
36:29is a type of an action notice your
36:31talent to prioritize the work you just
36:34can't implement the compliance measures
36:37without understanding that C and D
36:39without understanding how it's going to
36:40affect your project making B and E the
36:43best
36:45answer question number 17 a project
36:49manager is initia a new software
36:51development project for a client known
36:53for their vague requirements and
36:55challenging communication all sit sound
36:57align this so this client always gives
36:59you vague requirements and it's hard to
37:01communicate the previous interactions
37:03with this clients have led to
37:04misunderstanding about the scope okay
37:07what strategy should the project manager
37:08Implement to prevent this so you're
37:10looking to what can we do to stop this
37:11from even
37:13happening apply a phase development
37:15approach to validate the scope at each
37:18at each Milestone okay collaborate with
37:21a product owner to establish a clear
37:23minimum viable product all right enhance
37:26team client communication ation protocol
37:28to ensure better Clarity and feedback
37:30okay sounds good Implement a strict
37:32deliverable schedule schedules to force
37:35Clarity and client interaction all right
37:37follow the mindset on this but you have
37:39to know your agile practices in order to
37:41get this one correct because the best
37:42answer here is going to be be the
37:45minimum viable product and your exam
37:47likes this concept of minimum viable
37:49product before I I get before I give you
37:51the answer why there's one answer you
37:53should have
37:55eliminated if you ever get a question
37:58and some of the choices sounds negative
38:00like forcing people telling people they
38:03have to do
38:04something it's probably never going to
38:06be the right answer if you're firing
38:08somebody it's never going to be the
38:10right answer never be negative if
38:12something sounds negative or sounds bad
38:15or sounds like you're pushing people to
38:17do something probably not the right
38:19answer let's see notice this Choice here
38:23says Implement strict deliverables to
38:25force CL never do anything to force
38:29anyone throw that right off the bat a
38:31phase development approach to validate
38:33the scope well this notice at the end of
38:36each Milestone Milestones can take a
38:37long
38:39time you want something much more
38:41quicker now this is where this question
38:43got tricky a good percentage of you
38:46probably went with C notice this one
38:50here is team client communication so I
38:52like this answer better Clarity and
38:55feedback I like this good but you know
38:58what's better you know what is better
39:00than just speaking with the client is
39:02giving them a product and have them give
39:04you back feedback notice vague
39:08requirements vague requirements the way
39:10to beat vague requirements is with a
39:12minimum viable product keep in mind what
39:15a minimum viable product is it's a
39:17product that you release to your
39:18customers that has very it has basic
39:21usable functionality but it doesn't have
39:23all the functionality when you give this
39:25to the clients they're more likely to
39:27use it and they'll tell you what they
39:29like and what they don't like so this is
39:32really good because what this does is
39:34that it really pushes the client to tell
39:37you things to change things to update
39:40things to remove the best way to get
39:43somebody involved is is to give them the
39:44thing to use versus communicating just
39:47communicating with them so the best
39:50answer here is going to be your minimum
39:52viable
39:54product 18 in the middle of software
39:58development project following a
40:00predictive uh life cycle a significant
40:03portion of the software is set for
40:04incremental delivery to the client the
40:07experienced team responsible for this
40:09portion has expressed the desire to take
40:11on more decision-making responsibilities
40:13traditionally handled by the project
40:15manager after each delivery what should
40:18you do a schedule a meeting with Senior
40:20Management to seek their guidance or
40:22adjust in the decision-making process B
40:25support the team initiatives to take on
40:27decision-making responsibilities while
40:29retaining final approval authority C
40:32maintain the traditional decision-making
40:34structure with the project man receives
40:35all decisions regardless of team's uh
40:39Readiness D consult with sponsor explore
40:42the option of delegating key postd
40:44delivery decisions with the team choose
40:46the best answer don't forget this is a
40:48predictive or a traditional life cycle
40:50best answer here the mindset should have
40:52eliminated a couple choices right off
40:54the bat for you such as go on a senior
40:57management never go to Senior Management
40:58for guidance they hired you to do the
41:00project not for you to go and ask them
41:02how to do it so is your sponsorer that's
41:05a type of Senior
41:06Management the sponsor wants the output
41:09they don't need they don't need to come
41:10and help you do your project never give
41:12away your work now you got two answers B
41:16support the team initiatives on
41:17decision- making sounds good maintain
41:19the
41:20traditional if you get a question on
41:23your exam and the choice one of the
41:25choices says leave it alone don't do
41:28anything um like maintain the TR
41:32maintain a plan maintain the current
41:33structure if you read the choice and it
41:35seems like okay this choice is not doing
41:37anything to the question it's leaving
41:40whatever they were doing before it's not
41:42the answer so you notice maintain this
41:45traditional decision-making structure so
41:48then you're not this answer really
41:50doesn't do anything to the question
41:52making this the best answer bring the
41:54team support the team right support the
41:57team team Initiative for making but
41:58remember it is a predictive project and
42:01in the predictive project you probably
42:03have that final critical decision making
42:05in an agile project is generally the
42:07team using it remember agile project
42:10really utilize that servant leader
42:11mentality versus traditional project
42:14probably
42:17not 19 a project manager is overseeing
42:20the development of a new software tool
42:22although the tool isn't fully finished
42:24the product owner has decided to release
42:26an early version the minimum viable
42:28product a key stakeholder the vice
42:31president of marketing is unhappy with
42:32the limited feature in in the launch
42:35what should the produ project manager do
42:37to ensure a better satisfaction for your
42:39future release so they're asking what
42:41can we do now to fix problems later work
42:45with the team and stakeholders to adjust
42:47future
42:48release uh future release timelines
42:50based on expectations okay set up a
42:54process where stakeholders can provide
42:56feedback before future releases are
42:58finalized all right take control of the
43:00communication with the stakeholders to
43:01ensure everyone understands ask the
43:03sponsor to resolve the disagreement
43:05between the product owner and the vice
43:06president of marketing okay best answer
43:09here you could use the mindset and
43:10eliminate a couple of these choices
43:12right off the bat let's see what the
43:13best answer here is now work with the
43:17team notice that you know if you're if
43:19you're going through these questions and
43:21you're up to number 20 you've done the
43:23first 10 you you you're getting the
43:25theme here right you're always working
43:27with people you're always collaborating
43:29with someone you're meeting with the
43:31team you're meeting with the sponsor
43:33right uh to get the project approve all
43:36right don't go to the sponsor to to help
43:38you with your work so always collaborate
43:42notice D act a sponsor to resolve never
43:45give away your work don't go to the
43:46sponsor and says go do this never do
43:48that take control notice this take
43:51control where take now you
43:55are it's an agile project how do you
43:57know well they're using a minimum viable
43:59product all right it doesn't necessarily
44:01have to say it's an agile project but by
44:03reading this you can tell it's an agile
44:05project when it's an agile project you
44:07should be working with the team be a
44:08servant leader on that agile project if
44:11you start taking control of stuff you're
44:13not really a servant leader at that
44:15point so let's eliminate that set up a
44:17process St can provide although I like
44:19this the team should be involved in
44:23it uh so this is a good answer but it
44:26let the team bring people in notice
44:28you're setting up the process by
44:30yourself here probably not a good idea
44:32let's bring the team in let's bring the
44:34stakeholders in because in this one
44:35you're working with the team and the
44:37stakeholders to adjust future timelines
44:40all right all right last question in
44:42this
44:44video question 20 a project manager is
44:47overseeing an adile project for
44:49developing a new mobile application
44:51within a large tech company initially
44:53the project manager planned to use email
44:55for all project communication
44:57however the product owner suggest using
44:59a specialized project management tool
45:02that better integrates with agile
45:04workflow what should the project manager
45:06do okay so in this question the product
45:09owner wants you to use a particular tool
45:11on your project what do we
45:13do a evaluate how the new communication
45:16tool could impact the current timelines
45:18and workflow before making a decision
45:20okay update the communication management
45:22plan to fully adapt the products owner's
45:24preferred tool and inform the team of
45:26the change all right have the team test
45:29the proposed tool on a small part of the
45:31project before deciding whether to
45:33implement it across the
45:35team D continue using email for major
45:39announcement but use the new tool for
45:41daily agile interactions with the team
45:44now the mindset should have eliminated
45:47almost every choice and given you the
45:49full answer hopefully you guys got this
45:51one correct let's go see why some of
45:53these choices was pretty easily
45:55eliminated making the end
45:57C here's why Number One D get rid of
46:01this because in this one nothing is
46:03really happening you're still using this
46:05and the product owner wants you to use
46:07their specialized tool by you doing D
46:10you're not giving a product owner
46:11anything you're not really assessing
46:12much and you're making the decisions all
46:14by yourself you're making a decision to
46:16use the email you're making a decision
46:19to only use the tool part of it a
46:23notice uh before making a decision once
46:25again you're making a decision you're
46:27not getting anyone involved you're
46:29evaluating it you're doing this by
46:31yourself you're not being that servant
46:32leader you're not
46:34collaborating update the communication
46:36manag now you're just implementing the
46:37tool you're just bypassing a whole team
46:39here you're like hey you know what I'm
46:40just going to implement this you guys
46:43you guys can pound salt or Rock what's
46:45that say you guys can pound salt you
46:47guys can pound sand there you go you
46:49guys can pound sand we're going to be
46:50doing this versus C says have the team
46:54tested bring them and let them decide
46:57whether it's good to implement all right
47:00here we go guys question number 21 by
47:02the way I do want to point out that uh
47:04if you haven't take a look at the other
47:06videos see how you're doing on these
47:07Ultra hard questions these questions are
47:09purposely made to be difficult these are
47:12probably going to be more difficult than
47:14you would see on the actual test let's
47:17keep going all right question number 21
47:20during the development of a new
47:21cloud-based analytical platform the team
47:24has risen concerns about certain product
47:27backlog items that are challenging to
47:30implement due to Technical and resource
47:32limitations what should the project
47:34manager recommend for the product owner
47:36to do now this is a good question
47:39because if you notice on this particular
47:41question you have a problem and then
47:44it's asking what the product owner
47:46should do with a particular problem it's
47:48a very unique question a prioritize and
47:50address the impediment based on the
47:52impacts on the most valuable features on
47:55the platform okay conduct a risk
47:57assessment to evaluate how the
47:59impediment might affect the project
48:01timeline all right Implement a phase
48:05based approach to solving the issue
48:07starting with those imp that those that
48:09impact the current Sprint remove the
48:11items and add new items okay so what
48:15should we be doing here now first of all
48:18I want you guys to realize that it says
48:21it's asking what the project manager
48:24should recommend the product owner do
48:27and this alone tells you the answer to
48:29this if you read carefully you should
48:31have gotten a here's why because first
48:34of all you should eliminate some some
48:37choices number one you should never just
48:39remove items because of problems if
48:41those items are high value items you
48:44shouldn't just go about removing them
48:46maybe you should solve those problems
48:48first maybe if you can never solve them
48:50maybe then you can remove them but let's
48:52get get rid of this Implement a
48:55phase-based approach
48:57uh to solve the to solving the issues
49:00starting with the impact on the current
49:01Sprint there's not much here about that
49:03current Sprint conduct the risk
49:05assessment you're not going to ask the
49:07product owner to conduct the risk
49:09assessment that's something you and the
49:11team should be doing don't recommend the
49:12product owner to do it the product owner
49:15is really responsible to prioritize the
49:18work and the product backlog right now
49:21what they should be doing the product
49:22owner should be taught that you know
49:24what maybe you want to change the
49:26priority based on some of those impact
49:28on there so work with the product owner
49:30on this making that the best
49:33answer all right question
49:3622 a project manager new to Agile
49:40methodologies is overseeing the
49:42development of a software tool observing
49:45that other projects stumble without a
49:48well- defined scope and completion
49:50criteria leading to continuous scope
49:52expansion the project manager wants to
49:55prevent similar issues what proactive
49:57steps should the project manager take to
50:00establish Clarity and prevent scope
50:03creep okay good question they're really
50:05asking here uh about preventing scope
50:09creep okay create a detailed timeline
50:12with Milestones to monitor project
50:14progress and control
50:16changes okay introduce a rigorous change
50:19management process to evaluate and
50:21approve additional features okay promote
50:24regular synchronization meetings between
50:26the project team to discuss project
50:28schedule and what work to do first all
50:30right organize workshops with all
50:32stakeholders to collaboratively create
50:36the project Charter and clearly define
50:38the definition of done okay guys this I
50:42thought was a pretty easy question
50:44here's why and but it's still difficult
50:46but I thought it was pretty easy and the
50:47reason why is because if you notice it's
50:50an agile
50:53project if you're following agile
50:56methodology IES you're not going to have
50:58a rigorous change management approach
51:01you're not going to be just controlling
51:03changes like
51:04that c is not a bad answer but C is
51:08talking about the
51:09schedule right discuss project schedule
51:12not the work right this is about scope
51:15creep so let's get rid of that now what
51:18addresses scope creep what
51:21addresses uh Clarity on the scope
51:25there's nothing that in my opinion that
51:27does a better job of addressing the
51:30clarity of the work than a minimum
51:33viable product and a definition of done
51:36so in this one here we have the
51:38definition of done because if you notice
51:40the definition of done is really when
51:41they Define what is it that they
51:43actually want how does the team know
51:44when they're finished how does how how
51:46does the team know what our product has
51:48hit a certain criteria or a certain
51:50performance or look a certain way for
51:52them to be done best answer is d
51:5823 throughout a project it becomes
52:01apparent that team members from
52:03different departments have different
52:05different perspectives on what the final
52:07outcome of the project should be what
52:10should the project manager do first
52:13facilitate a session to revise and
52:16clarify the project goal with the entire
52:19team okay meet with the sponsor to
52:21ensure alignment to the project
52:23objectives all right make sure the
52:25project outcome is aligned with the
52:27project Charter and scope statement all
52:29right assign the department heads the
52:32responsibility of resolving the issue
52:34okay so in this particular one keep in
52:36mind what are you going to do first all
52:38right you have team members from
52:40different departments they have
52:41different perspectives what should we do
52:43first best answer here is to bring them
52:46together
52:47yes part of the mindset when it comes to
52:50this exam is bring people together and
52:55solve problems don't go away from them
52:58don't run from a problem never kick the
53:00can down the road in other words don't
53:02give away the problem or push the
53:04problem off and never do nothing all
53:06right if one of the choices says leave
53:07the problem fix it later it's never the
53:09answer so you notice in this one
53:12here we have facilitate session to
53:16clarify the goals let's bring everybody
53:18together and let's have everybody
53:20understand what the problem is never go
53:22to the sponsor meet to a sponsor to
53:25ensure a line the sponsor already knows
53:27the objectives this has nothing to do
53:29with the sponsor this is team members
53:31this doesn't address the problem make
53:33sure the outcome is aligned with the
53:34charter and scope statement this is a
53:36problem with team members assign the
53:39department there's nothing here with
53:40department heads it's with the team
53:41members best answer here was
53:44a 24 a project manager is overseeing the
53:48construction of a new manufacturing
53:50facility when an econom economic
53:52downturn May suddenly threaten the
53:55projects
53:57viability what should the project
53:58manager do adjust the Project's
54:01Financial forecast to account for the
54:03economic downturn suggest to the
54:05sponsorer that the project should be
54:07postponed redirect some project
54:09resources to support other essential
54:12projects identify and document a new
54:13risk and create a re and create
54:16mitigation strategies all right let's
54:18see what the answer is now this one not
54:20that difficult you have to read
54:21carefully when you look at questions
54:23look at this you have to look and
54:25understand that with you see something
54:27that says may when you look at something
54:29that says might that's a risk if you see
54:33something that will
54:34happen or or has happened and it's
54:37affecting a project that's an issue so
54:39in this particular one since we know
54:41this is a risk we're going to have to
54:43identify which we're doing here we want
54:45to document this new risk probably in
54:48the risk register and then we want to
54:49create a mitigation strategy to how to
54:52address it now I want you guys to
54:54understand that
54:56you shouldn't take an action just like
54:58that the project manager mindsets says
55:01don't take an action right away right
55:04you notice for first of all this is a
55:07construction project so it's more likely
55:09a traditional project and because it's a
55:11traditional project you never take
55:13actions right away because if you go and
55:15you change a plan you change a schedule
55:17you change a scope you're going to need
55:19what a change request and none of the
55:21other choices even begins to address
55:23that so the best answer here is this
55:25notice this is an action notice never go
55:29to the sponsor or never postpone a
55:31project just like that you have to
55:33assess it do can't just redirect
55:35resources you're basically shutting the
55:36project
55:38down 25 a project manager is starting a
55:41highway Expansion Project the State
55:44Transportation Department requested an
55:46initial environmental impact assessment
55:48after after which they'll
55:51decide whether to continue a team member
55:55suggests planning for the full Project
55:57based on past Trends what should the
55:59project manager do first notice
56:02first advise the team member to focus on
56:05the current deliverable okay review the
56:08charter to confirm the high level scope
56:10all right develop a detail plan for the
56:12entire project for the entire Project
56:14based on history all right confirm with
56:16the stakeholders and plan the full
56:18project scope this was a very tough
56:21question there was one choice you could
56:23have eliminated and I'm just going to
56:24eliminate it right off the bat never do
56:26nothing thing this one here shuts down
56:27the team say just do the current work
56:30the problem with this thing here is that
56:32you're starting a project right it's
56:35still in that initiating phase now what
56:39you should be doing first is assess
56:43review look at things don't take an
56:45action right away notice that this is an
56:49action confirm with the stakeholders and
56:53plan the full scope you have you can't
56:54do that you have to wait for this
56:56assessment to be
56:58done the best thing here you can do is
57:01just review the scope and confirm the
57:03high level scope for now and wait until
57:05the assessment is done if not you
57:07wouldn't be able to proceed on the
57:09project this was a very tricky
57:11question uh it was trying to push you to
57:13do something that you shouldn't be doing
57:16but keep in mind it says what to do
57:17first and you know one of the things you
57:19never do first is just take an
57:21action right off the bat
57:2426 a project manager is overseeing the
57:27upgrade of an old manufacturing system
57:30to a new automated solution aligning
57:33with the organizational operational
57:36process changes the project Charter is
57:38approved and the pmo has provided
57:40templates for all new projects what
57:43should the project manager
57:45prioritize well what are we going to be
57:47prioritizing here all right so we just
57:49started this new thing we got the
57:51charters approved pmos approved the
57:53template choices a align the project
57:57plan with the organization strategic
57:59goals working closely with Senior
58:01Management
58:02okay develop a training and
58:04communication management plan in turn
58:06collaboration with the team all right
58:09collaborate a detailed budget and
58:11schedule regular reviews with the
58:13finance team okay collaborate with the
58:16operation departments to minimize
58:18disruption during the upgrade this was a
58:19tricky question you notice the charter
58:22is
58:23approved you have all the templates what
58:26should you prioritize well the next
58:28thing you do is make the plan right so
58:30which one here is going to help you make
58:31a plan and who should you make the plan
58:33with that's the that's how you're going
58:35to get the answer the answer here is B
58:38here's
58:39why align the plan with the Strategic
58:43goals cool but you're never going to
58:45work with Senior Management on a plan
58:47Senior Management doesn't sit there and
58:48help you come up with detailed plans
58:51remember a project plan is a very
58:53detailed
58:54document now create a detailed budget
58:57with the finance department you do this
58:58with your team not the finance
59:00department or the operation Department
59:02what you should do is collaborate with
59:04the team and the way to collaborate is
59:06to have good communication so maybe one
59:08of the first things you develop is that
59:10communication management plan kind of a
59:12tricky question but that is the best of
59:14these four choices now I do want to
59:16point out that sometimes you're doing
59:19practice questions minds or anybody's
59:21and you're like well that choice kind of
59:24suck Andrew
59:26the question is is it the best of the
59:29four the choice doesn't have to be
59:31amazing or the choice doesn't have to be
59:34the only one that's correct the choice
59:36has to be better than the other three
59:38choices that are there if it's four
59:40remember the game is to choose the best
59:41choice not the correct choice and I I
59:44keep telling students this all the time
59:47they'll tell me Well Andrew that choice
59:49is not going to really do anything is it
59:52better than the other three and they'll
59:54be like yeah it is okay then that's the
59:55answer remember it's the best of the
59:57four choices keep that in
1:00:02mind
1:00:0327 a project manager has just completed
1:00:06the development of a new city park and
1:00:08is preparing to transition transition
1:00:10the project to the city maintenance uh
1:00:13Department before closing the project
1:00:16what should the project manager do
1:00:17verify all project deliver has met
1:00:20according to the project plan okay
1:00:22conduct the final inspection with the
1:00:23sponsor to Ure all tasks is the WBS are
1:00:26complete
1:00:28okay ensure all project documentation is
1:00:30completed and archive conduct a final
1:00:34performance review with the stakeholders
1:00:36so really good question very difficult
1:00:39answer best answer here is going to be B
1:00:42now hold your horses don't go crazy I
1:00:44know a lot of people got this one wrong
1:00:47here it's not in closing it says before
1:00:52closing on a traditional project
1:00:56what do you do before closing what is
1:00:58the process that comes before closing
1:01:00verify scope right you should do um
1:01:05control quality then do verify scope
1:01:08verify scope is when you generally bring
1:01:10the customer and or sponsorer to verify
1:01:13the work has been done then you can
1:01:15close the project Which choice best
1:01:19gives you that b gives you that ensure
1:01:23all document is complete and archived
1:01:24that's in the Clos in final performance
1:01:27review that's the performance of the
1:01:29project performance not the deliverable
1:01:31performance that's en
1:01:33closing there were two good answers is
1:01:35either a or b verify the objectives has
1:01:38been met according to the plan but
1:01:41before you do that that's also a part in
1:01:42closing before you do that you need to
1:01:44verify the inspection of the work in the
1:01:47process of verify scope one of the tools
1:01:50is inspection and the output is a
1:01:51verified deliverable if you have no clue
1:01:54what I'm talking about check out the
1:01:55course check out my course link below to
1:01:58learn all about those
1:02:01processes before I get to uh 28 if
1:02:05you're enjoying this video and you're
1:02:06learning a lot how to Ace your exam can
1:02:08you do me a quick favor can you click on
1:02:10the like button can you um subscribe to
1:02:12the channel it really helps us out like
1:02:15if I'm begging you here if you can do
1:02:16that for us would be amazing doesn't
1:02:19cost you much it's and by the way it's
1:02:20free to do that it's absolutely free
1:02:22like it doesn't cost you anything to do
1:02:24that um
1:02:2628 a project manager needs to prioritize
1:02:29multiple projects within a portfolio and
1:02:32requires accurate budget estimates the
1:02:35process must align with adob principles
1:02:37one insuring reliable financial plan how
1:02:40should the how should the budget for
1:02:42each project be
1:02:45estimated okay calculate the cost by
1:02:48estimating individual Tas estimate for
1:02:50the team considering the current
1:02:52workload all right leverage the combined
1:02:55expertise of the projects of the sponsor
1:02:58product owner and agile coach to deive
1:03:00budget estimates okay use analytical
1:03:02software to model potential costs based
1:03:05on predictive analysis and historical
1:03:07all right have the productor conduct a
1:03:09thorough requirements analysis with the
1:03:10team to forecast project budget this one
1:03:13not too difficult read the section in my
1:03:15study guide or in the course that talks
1:03:17about how do you do Agile estimated an
1:03:19agile estimated is really comes down to
1:03:22since it's heavily people built it comes
1:03:24down to how much you're paying everybody
1:03:26and how long they're going to be on the
1:03:27project and how many Sprints they are
1:03:29there's a couple there's a couple
1:03:30answers here to to throw out have the
1:03:33product owner conducted never give away
1:03:35your work this is based on predictive
1:03:38analysis no good leverage the expertise
1:03:41of the sponsor product owner and agile
1:03:43coach the best expertise the the actual
1:03:46cost of the agile project lies in how
1:03:48much money you're paying your workers
1:03:51that's why you're going to use a it's
1:03:53how much agile is heavily people it's
1:03:56not so much so in a product project
1:03:58where a lot of the cost may be
1:04:00associated with materials like if you're
1:04:02building a building sheetrock is going
1:04:03to be a big cost or steal Adar projects
1:04:06are mostly done by people so you're
1:04:08leveraging the cost of the team make an
1:04:11a the best
1:04:13answer 29 a project manager is
1:04:16overseeing a large scale agile project
1:04:20to develop a new e-commerce platform at
1:04:23the Project's retrospective the team
1:04:25discusses that the product owner's
1:04:27expectation for the Sprint deliverables
1:04:29were not fully met what proactive
1:04:31measure should the project manager have
1:04:33taken initiate a kickoff project
1:04:35Workshop to ensure all team members are
1:04:37trained on agile tools and techniques
1:04:40used for the project okay establish a
1:04:43risk management framework that
1:04:45specifically addresses potential
1:04:47misalignments between team outputs and
1:04:49stakeholders okay develop an integration
1:04:52plan to systematically align development
1:04:54work with ongoing marketing and sales
1:04:57strategy D ensure the project vision and
1:04:59objectives to each Sprint were
1:05:01communicated to all team
1:05:03members
1:05:05okay now you have to read this one very
1:05:09carefully all right notice join a
1:05:11retrospective they discuss the productor
1:05:14expectations we're not met it's it's a
1:05:17question that's making you look
1:05:20backwards it's what measur should have
1:05:23been taken right it's what you got to
1:05:25read the question do they want the
1:05:27solutions to go forward or do they want
1:05:29the solutions that could have fix this
1:05:31problem in this particular one it's what
1:05:34should have been
1:05:36done notice if the team is working and
1:05:39not sure of what the work should have
1:05:42been done that should have been
1:05:43clarified from the start they should
1:05:45have known what the project Vision was
1:05:47what the main objectives was that should
1:05:49have been clearly communicated to ensure
1:05:51all members know what you know what is
1:05:53it that they should have been
1:05:53accomplishing
1:05:56this one says a uh a project kickoff
1:05:58Workshop kickoff workshops are generally
1:06:00done once at the beginning of the
1:06:02project not just throughout this is not
1:06:04a it's nothing here about
1:06:06risk it already happened right to
1:06:09potential
1:06:12misalignment develop an integration plan
1:06:14to systematically
1:06:16align uh development work and ongoing
1:06:19they already noce they are first of all
1:06:22they do the standup meeting but this is
1:06:23with marketing and sales it's the
1:06:26product owner that's not expectation so
1:06:28that was a throw off making D the best
1:06:31answer all right last question in this
1:06:33video we're doing number 30 a project
1:06:35manager is leading the development of a
1:06:38new customer support software support
1:06:40Software System dur to Sprint a
1:06:43developers encounters ambiguity
1:06:46regarding the acceptance criteria of a
1:06:48feature what should the project manager
1:06:49do come be a meeting with the stering
1:06:51committee to discuss the feature
1:06:54initiate a discussion the discussion in
1:06:56the next team meeting to gather
1:06:57Collective input refer the question to
1:06:59the technical architect to provide an
1:07:01expert interpretation collaborate with a
1:07:04product owner to resolve the ambiguity
1:07:05and the acceptance criteria this one
1:07:07here you have to understand agile
1:07:09principles making D the best answer you
1:07:12see you got to understand where this
1:07:14acceptance criteria come from who
1:07:15defines the work basically and that's
1:07:17the product owner if the team is not too
1:07:19sure of what the work should be the team
1:07:22doesn't know what it should look like or
1:07:24or how it should perform how it should
1:07:26what report it should output that is
1:07:30part of the product owner to help to
1:07:31find that Mak can this the best answer
1:07:34this is a the stering committee the
1:07:36accepting criteria doesn't come from
1:07:38there it comes from the from the product
1:07:39owner and the next to gather input it's
1:07:43not that the team is having a problem
1:07:45it's the team to the product owner not
1:07:47the team within themselves you don't
1:07:49want to go to a technical architect you
1:07:51need to go to the product owner they're
1:07:53the one that's going to create that
1:07:54acceptance criteria guys question 31
1:07:58during the execution phase of a project
1:08:00develop of a development project the
1:08:02team encounters te a technical challenge
1:08:05that jeopardizes the schedule the
1:08:07scheduled delivery of key
1:08:08functionalities the technical team has
1:08:11indicated a delay what should the
1:08:13project manager do next schedule an
1:08:15emergency meeting with all stakeholders
1:08:17to brainstorm
1:08:19Solutions initiate a quick training
1:08:21session for the technical team to
1:08:23enhance their problem solving
1:08:26capabilities record the problem its
1:08:28impact and urgency in the project issue
1:08:30log for struct structure tracking
1:08:33organize a team building event to boost
1:08:35moral and encourage Innovative thinking
1:08:37for problem this question here is pretty
1:08:40easy because if you notice this is not a
1:08:43risk this is an issue now this question
1:08:47does take a lot of the mindset though
1:08:48because if you notice I just mentioned
1:08:50it's an issue and if there is an issue
1:08:52you have to make sure that you put it
1:08:54into the issue log now I want to point
1:08:56out a couple things here that's really
1:08:57important to know first of all you can't
1:09:01do training sessions on Tech to the
1:09:04technical team the project manager
1:09:06doesn't or generally doesn't have the
1:09:10technical skills to train a technical
1:09:12team this exam makes that assumption
1:09:15that you don't have that technical skill
1:09:17so B is definitely
1:09:19wrong schedule an emergency meeting with
1:09:22all I want you guys to be careful of
1:09:24this word all all stakeholders that
1:09:27includes Senior Management regulatory
1:09:29bod you're going to schedule a meeting
1:09:30with all anytime you see that word all
1:09:33in a choice think to yourself
1:09:36H I really have to think about this
1:09:38because all literally means all you're
1:09:39going to invite everybody everybody
1:09:41every single stakeholder you probably
1:09:43want to do this with your technical team
1:09:46or the team themselves not with all
1:09:50stakeholders now organize a team
1:09:52building event there's nothing here that
1:09:54talks about moral and encouragement the
1:09:57team doesn't doesn't say that the team
1:09:59is is feeling demoralized or something
1:10:02like that so this doesn't even answer
1:10:04the question but this is an issue and
1:10:06this is the best way to solve
1:10:09issues during a pivotal project phase it
1:10:12is revealed that critical stakeholders
1:10:14did not attend a meeting focus on
1:10:16confirming the project strategic
1:10:18alignment and expected business
1:10:20benefits resulting in their feedbacks
1:10:23being overlooked this over site had led
1:10:26to conflicts within the decision-making
1:10:28process what should the project manager
1:10:31do
1:10:32first so couple things you notice it
1:10:35says what are you doing first initiate a
1:10:38discussion to directly address and
1:10:40understand the concern all right
1:10:43distribute a detail meeting summary and
1:10:45request written feedback from the absent
1:10:49shareholders okay conduct a formal risk
1:10:52assessment to evaluate the impact of
1:10:54Missin cers input develop a contingency
1:10:57plan to navigate potential project
1:11:00delays or changes all right what do you
1:11:03guys have now notice it says what should
1:11:04you do first now anytime there's a
1:11:07conflict on a project part of the
1:11:09mindset it tells us is to bring people
1:11:12together address the conflict and solve
1:11:14the conflict this one here does exactly
1:11:16that I mean it literally says directly
1:11:18address and understand the root cause
1:11:21part of the mindset is never take action
1:11:23against a
1:11:24problem even in the pmo guide it gives
1:11:26you the list of things you have to do it
1:11:28literally says understand the problem
1:11:30before solving the problem get to the
1:11:31root cause of the problem why are we
1:11:33having this problem who started this
1:11:35problem where did this problem come from
1:11:37these are things you're thinking about
1:11:38before solving the
1:11:40problem now the problem here is that
1:11:42they didn't attend the meeting never do
1:11:45something that is that sounds negative
1:11:49not this in B you did you're
1:11:51Distributing a detail meeting summary
1:11:53and request written feed Fe back from
1:11:55the so this is kind of negative in my
1:11:58opinion it's like well then give me
1:12:00feedback on this you weren't
1:12:02here this is notice a form of risk
1:12:05analysis uh to evaluate the impact of
1:12:08missing shareholders input this is not a
1:12:11risk they've already missed it all right
1:12:13this is an issue they missed it develop
1:12:15a contingency plan to navigate potential
1:12:17delays we're not sure what delays it yet
1:12:20all right this is let the conflicts
1:12:21within but it doesn't say there's only
1:12:23any delays here this answer is a
1:12:2933 during a critical phase of the
1:12:31project the pivotal team member informs
1:12:33the project manager of their impended
1:12:36resignation intended to sub submit their
1:12:38notice to their line manager soon this
1:12:40Revelation comes at a time when their
1:12:42contribution is critical to meeting the
1:12:44Project's upcoming deadline what should
1:12:46the project manager
1:12:48do have a senior team member do a
1:12:50meeting to reassess task allocation and
1:12:53address any concern update the project
1:12:55risk register to reflect the potential
1:12:57impact on the project timeline brief the
1:13:00stakeholders on the situation to set
1:13:02realistic expectations about potential
1:13:04delays proactively collaborate with all
1:13:07members to formulate a plan for
1:13:08transition and mitigate project
1:13:10disruption okay so it's asking here what
1:13:13are we going to do notice that is the
1:13:15the main thing
1:13:17here so notice that this person is
1:13:20leaving all right they're intending to
1:13:21submit uh and it comes at a time when
1:13:24it's going to when their distribution is
1:13:26critical so what are we going to do the
1:13:28best thing here you can do guys is to
1:13:29meet with the team be proactive work
1:13:32with the team come up with a plan of how
1:13:34we can transition and mitigate any kind
1:13:37of disruptions now they had another good
1:13:39choice here but it wasn't a have a
1:13:42senior never give away your work if a
1:13:44choice seems like you're giving away
1:13:46that work to someone it's probably never
1:13:48good never right answer update the r to
1:13:50reflect the potential impact on the
1:13:52project
1:13:53timeline this kind of affect more than
1:13:55the project timeline although I like
1:13:57this answer this is just a project
1:13:59timeline and you shouldn't just do the
1:14:01impact assessment yourself you probably
1:14:03want to work with your team members on
1:14:05that not just you because somebody
1:14:07leaving not just can it impact the
1:14:08timeline it can also Impact
1:14:11scope brief the stakeholders uh
1:14:13stakeholding situation said realistic
1:14:15about potential delays how do you know
1:14:17about the delays how do you know there
1:14:18will be a delay in B and C you're
1:14:21thinking there's going to be a delay but
1:14:23you haven't even worked with the team
1:14:24maybe the team can handle the work and
1:14:25there wouldn't be a delay
1:14:27correct making D the best
1:14:30answer 34 in a software development
1:14:34project as the team moves into into the
1:14:37development phase they decide to utilize
1:14:40time tracking to estimate efforts with
1:14:43one hour of effort equaling one point
1:14:47some tasks are estimated at Five Points
1:14:49While
1:14:50others extend up to 200 points to
1:14:53enhance the project accurate accy in
1:14:55scheduling what should the project
1:14:56manager encourage the team to do a
1:15:01recommend divide dividing task into
1:15:03subtasks to improve man manageability
1:15:07and estimation
1:15:09accuracy B have the team use new
1:15:12estimate and technique that better
1:15:13reflects the complexity C encourage the
1:15:16adaptation of a fixed point system for
1:15:18all
1:15:19tasks have the team D have the team
1:15:21recolor point system to better different
1:15:25simple and complex
1:15:27now you really have to use the mindset
1:15:30on this if you put the mindset on this
1:15:32it wasn't that difficult so let me show
1:15:34you guys what the mindset here is the
1:15:35best way to do this is to have them
1:15:38recommend first of all recommend you
1:15:42really shouldn't just tell the team what
1:15:44to do this is D you're telling them what
1:15:47to do this is a you're telling them what
1:15:50to
1:15:51do work with the team all right
1:15:54recommend
1:15:55in order for estimation to be accurate
1:15:58the work has to be broken down to
1:16:00smaller chunks subdividing the work
1:16:03decompose the work we do decomposition
1:16:06in both agile and traditional projects
1:16:08so we would recommend to do more
1:16:11decomposition encourage it a fixed point
1:16:14for all tasks
1:16:16again there's no way you can have a fix
1:16:19point system for all tests this one
1:16:20doesn't even make
1:16:22sense uh and again be care careful with
1:16:25that word all make an a the best answer
1:16:28there 35 a tech startup is gearing up to
1:16:32launch a groundbreaking app by the
1:16:35upcoming summer however during the
1:16:38initial planning they encounter
1:16:40uncertainty in Project
1:16:43specifications they're not sure how
1:16:46stakeholders will use the product what
1:16:48should the project manager take to
1:16:51ensure the project stays on track
1:16:55incorporate insights from technology
1:16:58Consultants establish a comprehensive
1:17:00Rich management framework to anticipate
1:17:03and mitigate potential delays assess the
1:17:05team and proposing a minimum viable
1:17:08product organize Workshops the project
1:17:11team to list to solidify the Project's
1:17:15technical requirement okay so you notice
1:17:20uncertainty dur specification what can
1:17:23help on certainty that's the key word
1:17:27the best way to do that is an MVP a
1:17:30minimum viable product so what an MVP is
1:17:33is a thing that you release it's not the
1:17:35full product it doesn't have all the
1:17:37features but it has a bunch of usable
1:17:39features it it's something you build you
1:17:42give to your customers they use it they
1:17:44utilize it they tell you if you're going
1:17:48right if you're going wrong what to
1:17:50change what to update this is one of the
1:17:52best way to address any uncertainty on a
1:17:55project this is the only choice that
1:17:57actually deals with that we can this the
1:17:59best answer in corporate insights we
1:18:02don't want technology Consultants
1:18:03uncertainty should come from your
1:18:05customers not
1:18:07Consultants yes a framework is good but
1:18:10it says mitigate delays there's much
1:18:12more than delays here it's scope not
1:18:16schedule workshops with the development
1:18:19team you know what the development team
1:18:22needs to work with the customers not
1:18:23just with themselves best answer is
1:18:27C anyway we are now up to question 35 if
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1:18:5636 during a large scale event planning
1:18:59project the project manager notices a
1:19:02growing list of logistical challenges
1:19:06reported by various team members
1:19:08although these challenges have been
1:19:10acknowledged in team meetings few have
1:19:12been effectively resolved leading to
1:19:14potential risk for the event success
1:19:17what should the project manager
1:19:18doing schedule additional planning
1:19:21sessions specifically focus on
1:19:23logistical challenges
1:19:25assign a dedicated team to focus solely
1:19:29on identifying and res resolving
1:19:31logistical issues
1:19:33prioritizing the logistical challenges
1:19:36based on their their potential impact on
1:19:38the event increase the frequency of Team
1:19:41meetings to ensure more regular updates
1:19:43on challenges all right let's see what
1:19:46we're going to do here guys the best
1:19:47answer here is going to be c not sure if
1:19:51you got that but let's see why so let's
1:19:52look back look back at the question
1:19:55there's a growing list of logistical
1:19:58challenges they've been acknowledged in
1:20:00meetings but they haven't really been
1:20:02resolve this is leading to potential
1:20:05risks so schedule additional session
1:20:07specifically focus on this logistical
1:20:09challenge this was a good answer I'm
1:20:11going to show you why that one is wrong
1:20:12in a second though assign a dedicated
1:20:15team to solely identify and resolve
1:20:16these that just never just give away to
1:20:18work for the team you have to work with
1:20:20the
1:20:20team increase the frequ the meeting is
1:20:24not going to just do this it you need to
1:20:26challenge the the logistics notice
1:20:29schedule additional planning
1:20:31sessions this is the problem we don't
1:20:33need plan maybe we can do maybe
1:20:35additional meeting this is planning
1:20:36sessions eliminating that the best
1:20:38answer here is you have to start
1:20:40prioritizing this when you have notice
1:20:43potential risk when there's a risk the
1:20:45risk has to be
1:20:47prioritized prioritize it based on their
1:20:49impact on the event that would be the
1:20:51best thing here that you should be doing
1:20:53now if you're wondering well shouldn't
1:20:55you be working with the team on that
1:20:57that is true and I would like that
1:20:59choice but C is the best of these four
1:21:01here you don't need additional planning
1:21:04sessions that's wrong a dedicated team
1:21:07never give away to work and increase the
1:21:09frequency is not going to help it so the
1:21:11best thing here to do with risk is to
1:21:12prioritize
1:21:14them 36 37 I mean during the execution
1:21:18phase of an urban development project
1:21:20the project manager uses email updates
1:21:23to keep all stakeholders
1:21:25in the city and form feedback indicates
1:21:28that some stakeholders find the
1:21:30information either too technical or to
1:21:34General what should you do first
1:21:36initiate a one-on-one briefing for
1:21:38stakeholders needing detailed
1:21:40explanations organize a workshop to keep
1:21:42them
1:21:43inform email the specific evaluate the
1:21:45specific needs of the stakeholders
1:21:47launch or Project Blog that provides
1:21:49updates in varying level of details best
1:21:52answer here is before
1:21:55you sent it out you know the first thing
1:21:58you should really be doing is to
1:22:00understand what are the needs of the
1:22:01stakeholders and you should tailor the
1:22:03communication to each individual
1:22:06stakeholder a one-on-one briefing will
1:22:09take forever because we know it's an
1:22:10urban project and it could be a lot of
1:22:12stakeholders a workshop a workshop some
1:22:15of them may want some of them may not
1:22:17want launch a Project
1:22:20Blog although I like this maybe you want
1:22:22to do c I would do c maybe then do B so
1:22:26they have varying level of details but
1:22:29evaluate their needs
1:22:32first 38 during the deployment phase of
1:22:35a new telecommunication Network the
1:22:37project encounters significant delays to
1:22:40identify mitigate these delays what
1:22:42action should the project manager
1:22:44take increase the frequency of project
1:22:46status meetting to enhance
1:22:49communication reallocate resources to
1:22:51the most delayed aspect of the project
1:22:54adust the timeline to accommodate
1:22:55unexpected delay facilitate a
1:22:57collaborative session with the team to
1:22:59pinpoint and tackle the delays all right
1:23:01this here I think is a pretty easy
1:23:02question if you've been following me so
1:23:04far through all throughout these uh 38
1:23:07questions so
1:23:08far this one here is pretty simple
1:23:10because if there's a problem on the
1:23:12project ask the team to help you that's
1:23:15the best answer you're not going to just
1:23:18increase status meetings without working
1:23:21with the team never just reallocate
1:23:23resource without the team and you just
1:23:25can't adjust timelines as needed uh
1:23:28especially you're going to on a on a
1:23:30traditional project you're going to need
1:23:31to change request work with the team to
1:23:34solve the
1:23:36problem
1:23:3839 a key stakeholder request that
1:23:41project manager delivers a critical
1:23:43infrastructure component two weeks ahead
1:23:45of schedule the project manager assesses
1:23:47the situation and determine that
1:23:50accessing the schedule is possible by
1:23:53overlapping Pro certain
1:23:56processes what is the most effective
1:23:58course of
1:23:59action a re-evaluate the project scope
1:24:03to identify non-essential elements that
1:24:05can be postponed adjust the timeline by
1:24:08sequencing work to allow for parallel
1:24:10activity increase the budget to allow
1:24:12for overtime and additional resources
1:24:15use advanced technology to automate
1:24:18automate certain construction process
1:24:20this one here is tricky one very tricky
1:24:22here's why
1:24:25this is when you're running when you're
1:24:27doing overlapping
1:24:29activities okay this is called Fast
1:24:31Tracking not Crush fast tracking will
1:24:34decrease time it increases the risk but
1:24:37it generally doesn't increase cost and
1:24:40because it's incre it doesn't really
1:24:41increase the cost you don't need c not
1:24:44to mention C would require a change
1:24:47request now noce reevaluate to identify
1:24:51that can be if you're going to postpone
1:24:53parts of the scope that also needs to
1:24:54change your
1:24:55request automated technology for certain
1:24:58construction this goes beyond the scope
1:25:00of the
1:25:01question first of all you can if you
1:25:04could you can just go into a timeline
1:25:07and run things in parallel you don't
1:25:08need to change request to readjust
1:25:11activities you can readjust activities
1:25:13as long as the schedule is not changing
1:25:15that's fine if it gets a little shorter
1:25:17that's fine too but remember if you're
1:25:19going to be extending that schedule you
1:25:21might need a change request 39 best B
1:25:24best
1:25:25answer last question guys is 40 at the
1:25:29onset of a software development project
1:25:31the project manager is tasked with divis
1:25:34dividing devising a strategy for for
1:25:37assessing the contribution of each
1:25:39developer these assessments are to be
1:25:42compiled and presented to the
1:25:44organization leadership at the project
1:25:47conclusion watch of the project manager
1:25:49what should be the project manager Next
1:25:52Step arrange for regular one one
1:25:54meetings with each developer to discuss
1:25:56and document in their
1:25:58progress okay develop clear Quantum
1:26:03fiable uh criteria for evaluating
1:26:06developers performance and communicate
1:26:08these standards all right utilize
1:26:11software development metrics like lines
1:26:14of code to directly measure developers
1:26:17productivity okay conduct Anonymous
1:26:20surveys among team members to gather
1:26:22insights on individual contributions
1:26:24all right this one here this is more of
1:26:26an Ethics
1:26:28question when it comes to ethics be fair
1:26:32be upfront let people know what's being
1:26:34assessed and it has to be fair and this
1:26:37question in particular is saying what do
1:26:39you do
1:26:40next the next thing you should be doing
1:26:44is coming up with a clear criterias
1:26:48quantifiable criterias that's easily
1:26:50measured measured with numbers is great
1:26:53and then communicate them to the team so
1:26:55everybody knows about
1:26:56them people say a meeting with each
1:26:59developer you probably want to do B
1:27:02number one maybe then do a once you've
1:27:06done a maybe then you can sit down with
1:27:07the developers but you need to be clear
1:27:10first you need to come up with your
1:27:12criteria before sitting down with them
1:27:14you need to know what to look for before
1:27:15sitting down with them making this a
1:27:17better answer than
1:27:18this you don't need to utilize software
1:27:21development metrics like line of codes
1:27:23what if some people don't some people
1:27:25are very productive and they don't have
1:27:26as much line of codes as others you
1:27:28don't need Anonymous survey amounts them
1:27:30then they start to evaluate each other
1:27:32you need to have clear and even before
1:27:34you do a survey you need to do B first
1:27:37making this the best answer all right
1:27:38question 41 at the beginning of a new
1:27:40Environmental Conservation project a key
1:27:43stakeholder expressed concerns over a
1:27:45Project's approach fearing it wouldn't
1:27:47meet the intended environmental goals
1:27:49and will exceed the initial forecast
1:27:53what should the project man manager do
1:27:54first all right we got this key word
1:27:56there first organize a meeting with the
1:27:58stakeholder to understand the concerns
1:28:00and identify potential involvements all
1:28:02right launch a pilot phase to
1:28:04demonstrate the project Effectiveness
1:28:06and adjust based on early
1:28:08results C enhance communication with the
1:28:11stakeholder by providing regular updates
1:28:14and involving them more closely in
1:28:16Project planning process outline the
1:28:18long-term benefits and sustainability
1:28:20impacts of the project emphasizing its
1:28:23alignment with broader environmental
1:28:25objectives all right the best answer
1:28:27here is going to be a now let me you
1:28:30know we went over this a lot in the
1:28:32previous question but you notice there's
1:28:34some kind of concern there's some kind
1:28:37of a problem on this notice somebody's
1:28:39expressing
1:28:42concern and anytime you as a project
1:28:44manager is faced with some stakeholder
1:28:47having some kind of issue or they're
1:28:49having some kind of concern or they
1:28:51don't like something if the question
1:28:52says what to do first first don't take
1:28:54an action against it is to review meet
1:28:57with that stakeholder see what's going
1:28:59on assess the situation just don't go
1:29:01out and Tak an action until you really
1:29:03understand you know what this concern is
1:29:05about so that's this one organize a
1:29:07meeting with the stakeholder because you
1:29:09want to understand what that concern is
1:29:11now why is the others wrong well launch
1:29:12a pilot program without even
1:29:15understanding what the concern is you're
1:29:16taking an action don't take an action
1:29:18without understanding the concern you're
1:29:20enhancing communication it doesn't
1:29:22really say there's a communication
1:29:24problem the guy doesn't have a problem
1:29:26with communication he has a problem with
1:29:27the Project's approach so that's not it
1:29:31outline the long-term benefit I'm not
1:29:32sure what this is going to do it doesn't
1:29:34really state that it doesn't do the
1:29:36long-term benefit the problem here is
1:29:39the the approach not really the
1:29:40objectives which is what D is so D
1:29:42doesn't even address this all right
1:29:45pretty easy one I think that one it was
1:29:46kind of easy if you have the mindset
1:29:48down you're starting to get it I think
1:29:49this is getting a little easy for
1:29:52you 42
1:29:55in the midst of implementing a new
1:29:56healthcare it system a project manager
1:29:59faces a challenge the initial phase
1:30:02involved in the upgrade of the existing
1:30:03software is behind schedule impacting
1:30:07the sub subsequent software
1:30:10implementation phase due to Shared
1:30:11technical uh teams what course of action
1:30:14should the project manager take so in
1:30:16this one you're facing a
1:30:18challenge um you're behind schedule so
1:30:21you got you got some problems here
1:30:24negotiate with other project managers
1:30:26for temporary resource Shar and to
1:30:28expedite the hardware upgrade all right
1:30:30initiate an assessment to evaluate the
1:30:32impact of the delay of the overall
1:30:34project timeline all right implement the
1:30:36reward system for the technical team to
1:30:37incentivize faster completion engage a
1:30:40consultant to provide expert advice on
1:30:43streamlining the hardware now in this
1:30:45one here this is also one where you have
1:30:48to be careful with your actions so you
1:30:50notice the answer here is going to be B
1:30:54you see before you go out and you
1:30:57negotiate for other resources you
1:30:59implement some reward system or you do
1:31:02some kind of Consulting you really got
1:31:04to understand well exactly how does this
1:31:08really affect the project you just can't
1:31:10say well okay it seems like we're behind
1:31:12schedule right we're behind schedule and
1:31:15it's impacting some things but how is it
1:31:17affecting the budget how is this
1:31:19whatever is happen how is it affecting
1:31:20the budget in this one we're just
1:31:22talking about time so do your assessment
1:31:25before taking an
1:31:27action
1:31:2843 at the midpoint of renew renewable
1:31:31energy project the project manager is
1:31:33faced with conflict between the design
1:31:35team and the environmental Consultants
1:31:38regarding the feasibility of the
1:31:39proposed turbine
1:31:41placement the design team believes the
1:31:43placement will optimize energy
1:31:46Productions while the environmental
1:31:47Consultants warned could lead to
1:31:50significant eological
1:31:52disruptions a lot of big words on this
1:31:54one what should the project manager take
1:31:56to resolve this
1:31:57conflict okay so you got some issues
1:32:01here between two teams right between the
1:32:04design team and the environmental
1:32:07consultant so you got issues between
1:32:09them what do you do well proceed with
1:32:12the Design's recommendation okay to
1:32:14maximize energy output organize a
1:32:16collaborative session discuss the impact
1:32:18find a compromise okay consult uh
1:32:20commission independent review of the
1:32:22turbine's placement poon decision on a
1:32:24turbine until farther data okay the best
1:32:27thing here is when you have a problem
1:32:28between people is to try to help them
1:32:31resolve it because you don't want to
1:32:33choose a side choosing a side would be
1:32:35considered forcing that means the answer
1:32:38here is bringing them together and have
1:32:40them come up with a good solution now
1:32:42compromising is not the best solution
1:32:44here but I don't want you to go out and
1:32:46take an action without them being
1:32:47involved you
1:32:49notice here you did something without
1:32:51them being involved here you did
1:32:53something without them you you just made
1:32:54your own decision the best thing to do
1:32:56is to work with the teams and work with
1:32:58the teams to come up with
1:33:00Solutions 44 after a new project is
1:33:04executed uh executed an executive
1:33:07suggest incorporating new add-on to
1:33:09provide more function to the product
1:33:11what should the project manager do
1:33:13update the product immediately to
1:33:15include the suggested scenario without
1:33:17formal approval note the suggestion for
1:33:20inclusion in a separate risk assessment
1:33:22document integrate this executive
1:33:24feedback into an appendix of the current
1:33:27report encourage the executive to
1:33:30formalize the suggestions to a change
1:33:31request process now in this one here you
1:33:34notice it says that the the new project
1:33:36is executed the best assumption here is
1:33:38to go with that this is a traditional
1:33:40project and if anybody wants to put on a
1:33:42new add-on which is going to be a scope
1:33:44change the best thing here is to have
1:33:46them go through the Change Control
1:33:48process you just can't add in add
1:33:51something to the product which is
1:33:52basically a scope change without going
1:33:54through that you should never just
1:33:57include a scope change or an add-on to a
1:34:00product without a formula approval
1:34:03that's not your job to approve things
1:34:05your job is to manage the team building
1:34:07the deliverable not approving or
1:34:09disapproving just don't do nothing you
1:34:12notice note the suggestion in the risk
1:34:15analysis this these one here you just it
1:34:18seems like you're putting things in a
1:34:19report but you're not actually dealing
1:34:22with the add-on itself
1:34:2645 at the onset of an urban regeneration
1:34:30project the project matter observes that
1:34:32although t- moral is high meetings often
1:34:35diverge into unrelated conversations
1:34:38causing them to over causing them to
1:34:40overrun and decision to be postponed
1:34:43what is the most effective initial
1:34:45action for the PM to take schedule
1:34:48shorter meeting to encourage more
1:34:50focused discussions okay designated time
1:34:53keeper to ensure meeting ADH to schedule
1:34:56times adhere to schedule times C
1:35:00emphasize the meeting objectives and
1:35:02agenda at the beginning of each
1:35:04session introduce a digital platform for
1:35:07a team member to share non project
1:35:10related discussions
1:35:12now I wrote this question very
1:35:15particularly I wrote it in a way for you
1:35:19to understand that it says initial
1:35:21action it's like what is the the initial
1:35:25thing you try should never be the
1:35:26hardest shouldn't take the most energy
1:35:29you should try to solve problems the
1:35:31easiest way
1:35:33possible and that's C how about if you
1:35:37get in front of the meeting and you
1:35:38emphasize what the objectives are at the
1:35:40beginning of each session this is what
1:35:41we got to get done guys if this fails
1:35:45maybe then you may want to go to B maybe
1:35:49you may want to go to A and D then but
1:35:53remember
1:35:54the keyword here is initial you got to
1:35:57watch the wording of the question the
1:35:59initial action is never to take a
1:36:01drastic action a would literally cut the
1:36:04meetings down D would make you get some
1:36:07kind of whole new software B designate
1:36:11the initial action is just to say hey
1:36:14folks we need to stop this let's see how
1:36:17this this is what we got to get done
1:36:18let's stick to
1:36:21it 46
1:36:24Journal routine progress update sessions
1:36:27for multinational project a project
1:36:29manager notes that one of the key
1:36:31technical analysts although
1:36:33exceptionally knowledgeable really
1:36:35contributes to group discussions and
1:36:37despite engaging despite engaging
1:36:40actively in private conversations okay
1:36:42so we have somebody that is very smart
1:36:44technical analyst and they seem to be
1:36:48good in private but they're not very
1:36:49good in group discussions what should
1:36:51you do schedule a dedicated dedicated
1:36:54session where only the technical analyst
1:36:56presents their finding to the
1:36:58team I'm not sure if this is going to
1:37:00work actively solicit the analyst input
1:37:02during meetings emphasizing the
1:37:04importance of the expertise to the
1:37:05Project's success create an anonymous
1:37:08feedback mechanism where the analyst can
1:37:11can submit their insights without
1:37:12speaking up in mediums wait for the
1:37:15analyst to naturally become more
1:37:17comfortable and decide to contribute to
1:37:19discussions at their own pace okay let's
1:37:22see how we can can answer this this I
1:37:24believe was a tough question and believe
1:37:26me me and the gentleman that wrote this
1:37:28one I wrote this one he got this one
1:37:31wrong uh I I thought this was a really
1:37:34good question because you really got to
1:37:35address what the question is
1:37:38asking okay we want what is it we want
1:37:40out of this question we want the
1:37:44analysts to contribute in the group
1:37:47discussion that's the
1:37:49problem all right what do we do about
1:37:51this well the best thing here is to talk
1:37:55to this person you notice it seems like
1:37:58when people are talking to this person
1:38:01they talk but it seems like no one is
1:38:04talking to this person so they're not
1:38:06actively engaging in in these meetings
1:38:08so actively solicit the analy input
1:38:11during the Mee and emphasize hey these
1:38:13are great things to know now why isn't
1:38:15the other right
1:38:17well this here takes no action if the
1:38:20choice is to do nothing in other words
1:38:22leave it until the analyst feels like
1:38:24speaking uh or gets more comfortable
1:38:27speaking this is not you might be
1:38:28waiting forever if the if the option is
1:38:31to do nothing it's probably not the
1:38:32answer crate Anonymous feedback well is
1:38:36that for everyone or just for the
1:38:37analyst if it's just one person it's not
1:38:39really I I had fun writing this one if
1:38:42the analyst is the only one speaking
1:38:44it's not really Anonymous anymore now is
1:38:46it schedule a dedicated session where
1:38:48they only presents their finding to the
1:38:50team it's the same scenario and this one
1:38:53here just they just take you out
1:38:55completely but he's presenting to the
1:38:57find and to the team it's better the two
1:38:59choices were either A or B but notice
1:39:02this one is presents their fin night to
1:39:04the team if you were saying this don't
1:39:06do B because he doesn't want the analyst
1:39:08doesn't want to talk in front of people
1:39:10well a he's talking in front of people
1:39:11except you're not there that's how you
1:39:13had to read that so tricky one there b
1:39:16is the best
1:39:18answer by the way if you're enjoying
1:39:20this video so far you're getting these
1:39:22questions right you're learning
1:39:23something can you do me a quick favor
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1:39:54guys but we got a lot of views and not a
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1:39:59that guys let's go back to the
1:40:01questions
1:40:0347 just before the final review of new
1:40:05software development project the project
1:40:07manager is informed by the quality
1:40:09assurance team that several key features
1:40:12do not meet the predefined
1:40:15specifications agreed upon the client
1:40:17agreed agreed upon agreed upon with the
1:40:19client correcting these issues will
1:40:22delay the project deliver by several
1:40:24weeks what should you do next remember
1:40:26the key word prioritize the work to meet
1:40:30the agreed specifications accepting the
1:40:32project timeline may need to be extended
1:40:35all right suggest a partial delivery of
1:40:38the project to the client with
1:40:40non-client comp uh with non-compliant
1:40:43features to be updated in future release
1:40:45propose a compromise on a specification
1:40:47to the client reducing the scope to
1:40:49match your current state consult with
1:40:51the development team to find a faster
1:40:52solution that could delay that could
1:40:55reduce the delay while attempting to
1:40:56meet the specification
1:40:58now you got to be careful with this word
1:41:02next it's like okay you realize we're
1:41:05probably going to be late we're not
1:41:06going to have everything what should you
1:41:07do next like what are you going to do
1:41:08right away and the best answer here is
1:41:11going to be D meet with the team and ask
1:41:13them hey is there can we find a faster
1:41:16way can we get this
1:41:18done right uh notice is informed by the
1:41:22quality of Insurance team even if the
1:41:25quality insurance team tells you this
1:41:26you got to go to them and you got to say
1:41:28to them hey can you do this any
1:41:31quicker um and can we reduce is there a
1:41:34way to reduce this delay and maybe then
1:41:37you can go back and tell the client but
1:41:39the first thing you should do not the
1:41:40quality insurance team calls you up and
1:41:43says this and your only thing is okay
1:41:45let me go tell the client and move on no
1:41:48so consult with the team let's find a
1:41:49faster way you cannot prioritize work
1:41:52like that that's something the team team
1:41:53or the sponsor should be doing suggest a
1:41:56partial delivery you never want to just
1:41:58deliver especially with non-compliant
1:42:00features this is something the T the the
1:42:03um first of all you would need your
1:42:05sponsor or your customers to approve
1:42:08that uh propose a compromise you should
1:42:11never like this see was the throwout you
1:42:14know I add this in here to kill this
1:42:16every time we write questions there
1:42:18always going to be a few choices called
1:42:20throwaways or I call them garbage
1:42:23choices in other words you shouldn't
1:42:24select that the moment it says that you
1:42:26reduce the scope you don't have that
1:42:29power to just reduce scope agile and
1:42:31their traditional projects the project
1:42:33manager doesn't have the power to just
1:42:34remove a remove scope parts that's
1:42:37something the sponsor or the product
1:42:38owner should be
1:42:40doing tough
1:42:42question 48 during a critical phase of
1:42:45an Agile development project a
1:42:48specialist responsible for designing a
1:42:51key component is unexpected required to
1:42:54take extensive medical leave the special
1:42:57task are now at risk of delay as they
1:43:00were to so individual equipped with the
1:43:02necessary expertise H sto individual
1:43:06what proactive measure could a project
1:43:07man have taken to mitigate the risk
1:43:08build a cross functional
1:43:10team distribute The Specialist task
1:43:13amount several members from the project
1:43:15onset okay establish a comprehensive
1:43:19documentation practice for all project
1:43:21task okay allocate addition funds to
1:43:23hire temporary Specialists if needed now
1:43:26notice it says here what proactive this
1:43:30is the key word like what could you have
1:43:32done to stop this or to reduce the blow
1:43:34of this all of these choices are not too
1:43:37bad except one of them all right like
1:43:41allocate extra funds to hire temporary
1:43:43specialist maybe unless you would have
1:43:45predicted this in the risk assessment
1:43:47the best thing here if you know agile
1:43:49you know you should build a team of
1:43:52generalizing
1:43:54specialist across functional team what
1:43:56this does is that everybody is able to
1:44:00help each other in this one you built a
1:44:02specialist team you went against the
1:44:04rules of agile you want a cross
1:44:07functional team a team where everybody
1:44:09is capable of helping everybody else
1:44:11this
1:44:12reduces all kind of bottlenecks with the
1:44:14team I Do cover this in the course so
1:44:16make sure you check out the agile team
1:44:18section distribute this here was
1:44:21something that you would have probably
1:44:22done afterwards but then it would have
1:44:25been hard to predict who's going to be
1:44:26in and out right this one this is the
1:44:29throwaway Choice here to me because how
1:44:30could you predicted this you distribute
1:44:32just this guy's task you would have to
1:44:34done it to everybody not just this
1:44:35person notice does specialist tasks you
1:44:38would have never noticed this because
1:44:40notice it's
1:44:42unexpectedly comprehensive practice for
1:44:44all project tasks that would have been
1:44:46okay but it's not this is a specialist
1:44:48task only this person is capable of
1:44:50doing it although I like the it's best
1:44:53to make sure that you have a good
1:44:56generalizing
1:44:58specialist uh cross functional team okay
1:45:01two more to goal in the planning phase
1:45:04of a large software implementation
1:45:06project the project manager decides to
1:45:08conduct an extensive analysis of
1:45:10potential risk associated with the
1:45:12Project's timeline and budget the goal
1:45:15is to understand the likelihood of a
1:45:17project completion within the defined
1:45:20perimeters and to identify which
1:45:22variable most significantly impact the
1:45:24project outcome using many different
1:45:27perspectives what technique should the
1:45:28project manager apply to evaluate and
1:45:30address the risk now so you're doing a
1:45:32risk assessment basically you're looking
1:45:34at the likelihood of the risk you're
1:45:35looking at certain perimeters from
1:45:37different perspectives
1:45:40hm what technique are you doing here
1:45:43well are you developing a RIS breakdown
1:45:46structure uh conducting a sensitivity
1:45:49analysis utilize a cause and effect
1:45:52diagram
1:45:53or Monte Carlo this is a straightforward
1:45:55knowledge based question that I wrote in
1:45:58a very difficult way best answer here is
1:46:01going to be the this is a Monti cardo
1:46:03simulation a Monti cardo simulation
1:46:06looks at many many many many different
1:46:09scenarios
1:46:10perspectives uh or different outcomes
1:46:13that can affect projects for example if
1:46:16this if you have this weather event how
1:46:18is it going to affect this project like
1:46:19what's going to happen if the if you had
1:46:21a category 4 hurricane category 5
1:46:24hurricane a blizzard so you're looking
1:46:26at all different perspectives and how
1:46:27it's going to affect the project and
1:46:29that really is what this is describing a
1:46:31cause and effect diagram will tell you
1:46:32the reasons for risks or the cause of
1:46:36failure this is a fishbone diagram
1:46:39sensitivity analysis starts to rank them
1:46:41up this looks at particular impacts of
1:46:43positive and negative risk RIS breakdown
1:46:45structure just categorize your RIS this
1:46:47is looking at different
1:46:49perspectives question 50 on a project to
1:46:53to develop a new CRM system the project
1:46:56manager launch that that a stakeholder
1:47:00meeting laar during the stakeholder
1:47:02meeting that UPC that upcoming
1:47:04regulatory changes will affect data
1:47:07handling processes within the system the
1:47:10change are expected to be enforced
1:47:12shortly after the Project's planned
1:47:14completion date what is the most
1:47:16appropriate action for the project man
1:47:17ensure the projects remain compliant
1:47:19with the new regulation okay incorporate
1:47:22the regulations into the Project's risk
1:47:24log for future
1:47:26analysis plan to address the regulator
1:47:29in the next CRM system the uh
1:47:31development integrate discussion of the
1:47:33regulatory changes into the project
1:47:35phases request immediate detailed
1:47:37information during the next product
1:47:39update Meed
1:47:41okay best answer here now this one was
1:47:45tricky because first of all it's not a
1:47:48risk all right notice incorporate into
1:47:51the Project's risk R should say risk
1:47:54register uh but it's not a risk because
1:47:57this
1:47:58will affect the data handle it this leg
1:48:02if it was like it might then you may
1:48:04want to add it to the risk
1:48:06register but it's not a might this is a
1:48:09will this is something that will happen
1:48:11it's guaranteed to happen so it's not a
1:48:13risk risk has
1:48:15probability now you don't want to wait
1:48:17for the next system to be developed and
1:48:20that's D also immediate detailing inform
1:48:23change during the next product update
1:48:25you got to do it right now because
1:48:26you're going to you're going to be
1:48:27pushing this thing out and then that
1:48:28regulation is going to come in the best
1:48:30thing here you can do is start
1:48:31incorporating that regulation into what
1:48:34you are doing question 51 during a
1:48:37mobile application development project
1:48:39the project manager faces significant
1:48:42uncertainty regarding user preferences
1:48:44and the effectiveness of proposed
1:48:46features the initial user feedback has
1:48:49been
1:48:50inconclusive leading to questions about
1:48:52the project current direction what is
1:48:55the best course of action for the
1:48:56project manager to ensure the project
1:48:58aligns with users expectations finish
1:49:02developing the application and correct
1:49:04all features not align with users
1:49:07expectation proceed with the creation of
1:49:09an MVP and if you're not familiar this
1:49:11means minimum viable product pause
1:49:14development efforts until a
1:49:15comprehensive market analysis provides
1:49:18clear guidance on user preference
1:49:20instruct the development team to
1:49:22incorporate the most popular features of
1:49:25complete an application to ensure
1:49:27relevance okay best answer here is going
1:49:30to be
1:49:31MVP here's why first of all before we
1:49:34get into it what's an MVP so minimum
1:49:37viable product is something that the
1:49:40team releases to the customers to get
1:49:43feedback for example let's say they're
1:49:44making this mobile application do you
1:49:48have to release the entire mobile
1:49:49application to the users to get feedback
1:49:52no you you release something that's
1:49:53minimal something that's usable it
1:49:55doesn't have every single feature but it
1:49:58has some of the core features something
1:50:00that you can give them that they can use
1:50:02they can play with they can input data
1:50:04that way you can get great feedback on
1:50:06it MVP is a popular topic on your exam
1:50:09it is in the exam objective so make sure
1:50:10you understand what it is now why is
1:50:12this the best answer well you notice the
1:50:15question specifically States the
1:50:17effectiveness of these features the only
1:50:19which TR to understand the effectiveness
1:50:21of the features is to get the users to
1:50:24use them they'll tell you whether those
1:50:25features are effective now and being
1:50:29that there's a lot of uncertainty the
1:50:30best way to gain certainty is to have
1:50:32the users use it give them the features
1:50:35it wouldn't be a good idea to finish the
1:50:37entire thing and then correct it all
1:50:39this is more like Kick the Can down the
1:50:41road and fix later which is something we
1:50:42never want to do the mindset tells us
1:50:44never kick the can down the road never
1:50:47pause your project is part of the
1:50:49mindset unless there's something major
1:50:52going on on like a safety issue and
1:50:53somebody may die or you're breaking the
1:50:55law you shouldn't be pausing your
1:50:56project instruct the development team to
1:51:00incorporate the most popular features
1:51:02but how do we know if these features are
1:51:04even going to be effective it's not just
1:51:06about being the popular feature best
1:51:09answer was B 52 in anticipation of new
1:51:13environmental regulations a
1:51:15manufacturing project involve in two
1:51:18distinct operational teams one using
1:51:21traditional manufacturing methods
1:51:23and the other employing Green Technology
1:51:26and they need to evaluate the impact of
1:51:27these regulations on combined
1:51:30operation what is the most effective
1:51:33action for the project manager to ensure
1:51:35compliance and seamess integration okay
1:51:37so we got two teams right we have one
1:51:40using traditional the other one using
1:51:42green technology and they need to
1:51:44evaluate the impact of regulations all
1:51:47right a organize a collaborative
1:51:49workshop with representative from both
1:51:51teams to discuss compliance strategies
1:51:53okay conduct a separate workshop for
1:51:55each team to allow for focused
1:51:57discussion on adapting their specific
1:52:00operation for the of the new regulation
1:52:02facilitate individual strategy session
1:52:04with each team to outline their approach
1:52:06followed by a joint session okay
1:52:09assemble a panel of regulatory experts
1:52:11to provide guidance and recommendations
1:52:13to both teams best answer here follow
1:52:15the mindset on this one the best answer
1:52:17here is always to bring people
1:52:21together let them work together your job
1:52:24as a project manager is to be a
1:52:27facilitator and collaborate big
1:52:29collaboration about everybody on a
1:52:31project that's what a is all about you
1:52:34never want to just do individual
1:52:36workshops right let them just figure it
1:52:38out on their own they have to work
1:52:41together so especially something like a
1:52:44regulation I like C D is definitely the
1:52:47out of the uh you don't want to do that
1:52:50because the team has to come up with the
1:52:51ways to Implement that on there so let's
1:52:54get rid of the facilitate individual
1:52:56discussions with each team this might
1:52:58take longer and then any which you're
1:53:00going to follow up with a joint session
1:53:02the best thing here to do is just to
1:53:03bring them together and let them figure
1:53:04it out together while you be a
1:53:06facilitator of that meet in
1:53:1053 the goal on a project is to foster a
1:53:14culture of cooporation that drives the
1:53:17teams towards exceptional
1:53:19performance following a recommendation
1:53:22from theany comp's founder the project
1:53:23manager decides to adapt a servant
1:53:26leadership approach what should the
1:53:29project manager do to effectively embody
1:53:32servant leadership so basically the
1:53:35question is
1:53:36asking what's what's servant leadership
1:53:38principles here a Implement a
1:53:42competitive reward system to incentivize
1:53:44individual Excellence Drive project
1:53:47outcome all right direct the team to
1:53:50refine their strategies continue ously
1:53:53until they devise an unbeatable plan for
1:53:55the project execution all
1:53:58right evaluate the project scrope
1:54:01meticulously and set clear prioritized
1:54:04goal to encourage team alignment and
1:54:06focus all right establish a clear
1:54:09project goals and nurture a supportive
1:54:12environment that enables team members to
1:54:13Excel and contribute to their fullest
1:54:15potential now you really have to think
1:54:17about servant leadership here the thing
1:54:19about this question is that most of
1:54:21these choices are technically good
1:54:24there's one of them that's may not be a
1:54:26good choice but three of them are
1:54:29technically good choices now you have to
1:54:31say well which one of those good ones
1:54:32are servant leadership that's going to
1:54:35be D here's why so a was the throwout
1:54:40answer this you're creating a
1:54:42competitive system a servant leader as a
1:54:45servant leader you're not making a
1:54:46competitive system you're supporting the
1:54:49team you're not trying to make them be
1:54:52better than each other you want a
1:54:54generalizing specialist you don't want
1:54:56team members feels like they have to
1:54:58outperform the other to get something at
1:55:00the end that's what a
1:55:02is B direct the team to refine their
1:55:05strategies this is not a bad thing but
1:55:08notice you're directing the team to
1:55:11refine their strategies until they find
1:55:13an unbeatable plan your job is to
1:55:15support the team not direct the team
1:55:17evaluate the scope and said clear
1:55:19priority you shouldn't be setting goals
1:55:20for the team that's what the team does
1:55:23all right prioritize goals to encourage
1:55:26team alignment and then you're going
1:55:27through the scope remember as a servant
1:55:30leader what you're doing is you're
1:55:32supporting the team technically the team
1:55:34is
1:55:34self-directing on these types of
1:55:37projects the team is choosing the work
1:55:39that they want to do remember seron
1:55:41leadership is using ad out projects and
1:55:42it's the team that says okay we're going
1:55:44to do this work from the backlog that
1:55:46comes from the top you know this is what
1:55:48we're going to do in this Sprint and
1:55:49you're just there to support not Direct
1:55:5454 during the critical phase of a remote
1:55:57operated environmental research project
1:55:59a key analyst departs necessitating the
1:56:03Swift uh simulation hard word to
1:56:06pronounce of new members who lacks
1:56:08familiarity with the Project Specific
1:56:10challenges and objectives the extensive
1:56:13project documentation exists yet the
1:56:17Project's complexity might hinder the
1:56:19rapid comprehension necessary for the
1:56:21new Project's members task what
1:56:24proactive measure should a project
1:56:25manager Implement to ensure new members
1:56:27effective integration all right this
1:56:29this you know I didn't write this
1:56:31question one of my team members didn't
1:56:32this has a lot of big words in it so I
1:56:35like this question because it's one of
1:56:37these questions where you read it and
1:56:39you're like what are they asking me that
1:56:41that was my first thing when I read I
1:56:43was like all these giant words I can I
1:56:45barely can pronounce most of them what
1:56:46are they asking me like I had to read
1:56:48this one twice you will get questions
1:56:49like this on your exam
1:56:52uh and the first thing you do before
1:56:53even looking at the choice you got to
1:56:54say what are they looking for right what
1:56:56what is it that they're asking me so a
1:56:58couple quick things you notice that
1:57:00there is a new member somebody is
1:57:02leaving that's the key thing right uh
1:57:04there's a new member but this person
1:57:06doesn't have familiarity with this
1:57:08particular Project Specific challenges
1:57:10and objectives there is Project
1:57:14documentation the question is proactive
1:57:16measures should the project manager
1:57:18Implement so we got to
1:57:20remember what could we have done we're
1:57:23not trying to fix the current problem
1:57:25it's what could we have done to ensure
1:57:26that this new integration this new
1:57:28members was working well all right a
1:57:31arrange for the new member to Shadow an
1:57:33experienced team member for Hands-On
1:57:34learning okay B encourage the new member
1:57:37to study the doc thoroughly and followed
1:57:39by a session to discuss their role all
1:57:41right schedule a series of training
1:57:43webinars on a projects methodology and
1:57:45Technologies okay facilitate a workshop
1:57:48with with the team focusing on projects
1:57:50comp Ure all current members and new
1:57:52member attend the question is which one
1:57:55follows the the mindset which one brings
1:57:58the team together which one ensures that
1:58:01this new person is not just doing it by
1:58:03themsel which one allows them to have
1:58:06the team there with them well that's
1:58:08going to be D if you think about it a is
1:58:11more like go follow that guy you're like
1:58:13giving away to work we don't want to do
1:58:14that this one although I like be it's a
1:58:17decent answer I encourage a new member
1:58:20to study the document but this is is
1:58:22more like hey you study that by yourself
1:58:25you're not there with the person this
1:58:27one here is more bringing the team
1:58:28together series of webinars on the
1:58:31Project's methodologies this is not
1:58:32something that you could have done and
1:58:35notice and Technologies this may delay
1:58:38time the best thing here to do and
1:58:40especially it's a
1:58:41webinar uh this person might not be
1:58:43participating which one drives that
1:58:46servant leadership with drives that
1:58:49mindset 55 in a routine progress check
1:58:53and AD job project manager notice that a
1:58:56lead analysis is habitu passing off less
1:59:00complex analyst work to newer team
1:59:02members claim it allows them to
1:59:04concentrate on the
1:59:06more integrate aspects of the project
1:59:09what should the project manager do a
1:59:12develop a rotational task assignment
1:59:14system to ensure all members gain
1:59:16experience across a range of tasks
1:59:19directly assigned tasks based on the
1:59:21complexity to Ure each team member works
1:59:23with their capability establish a
1:59:25mentorship program where senior members
1:59:28guide Junior members to complex
1:59:30tasks D organize a team discussion
1:59:33during the next project update meeting
1:59:36to evaluate the effectiveness of the
1:59:37current task allegation method now let's
1:59:40stop right here this was a tough
1:59:42question it seems like an easy one but
1:59:44it's not so the team came up with a way
1:59:48of doing something that they feel is
1:59:50effective what do you do again the team
1:59:53is doing this themselves it's a lead
1:59:55analyst you know it's passing passing
1:59:57off his work to newer team members the
1:59:59question is what do you do well here's
2:00:01what you do first of all you don't stop
2:00:05it you you don't know how effective this
2:00:08is you don't this may be a great thing
2:00:10for the team if you come in and you say
2:00:13well let's do a rotational
2:00:15system if you directly if you come in
2:00:18and you say Hey you have to do it this
2:00:20way
2:00:22A and B puts you in charge puts you as
2:00:25this direct project manager that says
2:00:27hey this is where I want it done you
2:00:29guys can't do that that just shuts the
2:00:31team off you don't want to shut it off
2:00:34you want to evaluate it you want to see
2:00:35is this thing effective work with the
2:00:37team this may be a great thing or it may
2:00:39be a bad thing let the team work work
2:00:42together C is also the same as a and b
2:00:45now you are telling them what to do
2:00:48remember the team is the Smart Ones I
2:00:50always told you guys in the course
2:00:51project manager we're not the Smart Ones
2:00:53guys we are the collaborators we're the
2:00:56facilitators this unless you know how to
2:00:58code and and build buildings you're not
2:01:00going to be the smart one on a project
2:01:01we don't want to be the smart one we
2:01:03want to be the one that collaborate on
2:01:04the project we want to bring people
2:01:06together we want people to get
2:01:09along uh but we are not going to be the
2:01:12one coding the applications so in this
2:01:14one let this maybe maybe this is good we
2:01:17don't know I think it's I think it's a
2:01:18good
2:01:19thing 56
2:01:22as a critical update to an e-commerce
2:01:25platform nearest completion the project
2:01:27manager receives a last minute request
2:01:29from stakeholders for additional
2:01:31features that would significantly
2:01:33enhance customer experience but require
2:01:35extensive extra work from the team
2:01:38potentially affected the launch timeline
2:01:42what should the project manager do okay
2:01:44so we got a e-commerce platform it's
2:01:47almost finished in somebody wants to add
2:01:49something what do you do
2:01:53uh expedite the process by incorporating
2:01:55the new features into the plan calculate
2:01:58the additional cost and request an
2:02:00immediate increase in budget reject the
2:02:04the request outright maintain and focus
2:02:06discuss the implementation of request
2:02:08for development and presents feasible
2:02:10solutions to the stakeholders follow the
2:02:13mindset on this this is a pretty easy
2:02:14question although we call this one extra
2:02:16hard Ultra hard questions this one is
2:02:18technically not customer requests
2:02:21something what you're going to do well
2:02:23the first thing is what I'm going to
2:02:24tell you what you should never do is to
2:02:26never requ never on on your exam if
2:02:29there is ever a choice about reject
2:02:31something don't select it if you get
2:02:34choices that seem negative fire somebody
2:02:37reject something say no to this stop
2:02:39something it's probably never the answer
2:02:42all right so don't reject something all
2:02:44right because you notice it's
2:02:46significantly enhanced customer
2:02:47experience maybe we should add that
2:02:50in calculate the extra cost and request
2:02:54I think B is a good answer it's
2:02:56analyzing the change but remember it's
2:02:59best to come up and analyze the change
2:03:02with the team not by yourself expedite
2:03:05it just don't incorporate things like
2:03:07that all right without revisiting the
2:03:09project you need to you need to analyze
2:03:12it all right you just can't incorporate
2:03:13like
2:03:14that 57 in the development phase of an
2:03:18international Public Health Project a
2:03:20project manager faces skep iism from
2:03:22government Partners about the project
2:03:24duration achievement due to limited
2:03:26visibility into the project progress H
2:03:30what action should the project manager
2:03:31take to address this okay so notice the
2:03:34problem here
2:03:36is skepticism from people from folks
2:03:40partners because they have limited
2:03:43visibility so you notice I read the
2:03:45question and I have a good understanding
2:03:47of what it's asking initiate a monthly
2:03:50newsletter focusing on project
2:03:52Milestones challenges okay arrange for a
2:03:55series of workshop with the project
2:03:56beneficiaries to directly showcase the
2:03:59Project's impact organize a virtual
2:04:01meeting with government Partners discuss
2:04:03how they would like project updates to
2:04:05be done and yield any questions okay
2:04:07compile an extensive report on Project
2:04:09outcomes and plan activities to be
2:04:10distributed quarterly this is a very
2:04:13easy question if you read it carefully
2:04:16the the main problem here is that the
2:04:19skepticism is coming from where limit Li
2:04:21mited
2:04:22visibility what is the best action
2:04:24should take should we just determine the
2:04:27best way the project status should be
2:04:30visible or should we ask them first what
2:04:32do you think we're going to do well if
2:04:34you said hey Andrew you know what let's
2:04:36meet with them and ask them how they
2:04:39would like these updates to take place
2:04:41right project progress then you're
2:04:44absolutely correct you notice a you're
2:04:47determining what's best for them B
2:04:50you're determining what's best for them
2:04:52D you're determining what's best for
2:04:54them you know what's best for someone I
2:04:57don't know maybe you should ask them
2:04:58that right what's the best update to
2:05:01your CEO what's the best update to your
2:05:03regulatory agency how about if you ask
2:05:06your CEO how about if you ask that
2:05:08agency that's what C is so remember be
2:05:12collaborative 58 during the
2:05:15implementation phase of an Innovative
2:05:17Mobile Banking application a significant
2:05:20update from regulatory bodies adjustment
2:05:23to several key features of the app
2:05:25requires adjustment notice requires
2:05:28adjustment the agile project manager
2:05:31arranges a meeting with the responsible
2:05:33regulatory officer who is new to the
2:05:35project to discuss these required
2:05:37changes for this adop project what
2:05:40action should the project manager take
2:05:42to ensure these updates are efficiently
2:05:46integrated into the scope okay eight I
2:05:49want you guys to keep in mind ad job
2:05:51project right because you got to keep in
2:05:54mind something before we look at these
2:05:55choices the way this is going to be some
2:05:58kind of scope change the way you manage
2:06:00scope on traditional versus agile is
2:06:03vastly different make sure to review the
2:06:05course on that all right hey request
2:06:08that the compliance officer formalize a
2:06:09regulatory updates and write and submit
2:06:11them for approval from the Change
2:06:13Control Board encourage a compliance to
2:06:15detail regulatory changes for inclusion
2:06:17in the product backlog instruct the
2:06:19compliance office and immediately
2:06:20communicate the changes to the develop
2:06:21team in the next daily scrum ask
2:06:24compliant off to assess the plan and
2:06:25suggest modification to accommodate the
2:06:27new regulation best answer here is going
2:06:30to be correct B I think this one was
2:06:34very difficult but you have to
2:06:36understand how changes to Agile project
2:06:39Scopes are done we know we have to
2:06:42include this because it's required for
2:06:44it to be done and in order for work to
2:06:47get done on an agile project where must
2:06:49the work be it must be in the product
2:06:51backlog and you notice that in in a
2:06:56they're going through a change control
2:06:57board there's no really change control
2:06:59board on an aob project a was the Thro
2:07:02answer notice you don't communicate
2:07:06scope changes during the daily scrum the
2:07:09daily scrum is basically just to answer
2:07:11three question what you did yesterday
2:07:13what you're going to do today what
2:07:13impediments you have not to come in and
2:07:15introduce new task and all that first of
2:07:18all that's something that should have
2:07:20the the real good answer here would have
2:07:21been for the compliance officer to meet
2:07:23with a product owner to include into the
2:07:26product backlog and to be prioritized
2:07:28that would have been the best answer and
2:07:29that the best thing closest to that is
2:07:32B the compliance officer shouldn't be
2:07:35assessing the current plan is this
2:07:37person a project manager do they have a
2:07:38lot of experience probably not best
2:07:40answer B
2:07:4359 guys are you enjoying this session
2:07:45did I teach you a lot did you learn a
2:07:47lot if you did can you please click on
2:07:48that like button subscribe to the
2:07:50channel to learn more of pass all your
2:07:52certification exams let's get back to
2:07:54this 59 a project manager noticed that
2:07:57the integration process is more
2:07:59cumbersome than anticipated
2:08:01significantly slowing down the project
2:08:03progress this issue is primarily due to
2:08:06a newly implement it protocol that was
2:08:09designed to enhance security what should
2:08:11you do next all right introduce
2:08:13additional training session for the team
2:08:16on the new it protocol okay require the
2:08:19team to double their efforts to meet the
2:08:21deadline despite the
2:08:22protocol okay organize a workshop to
2:08:25identify workarounds to the it protocol
2:08:28that does not compromise security all
2:08:30right initiate discussion with it
2:08:32leadership and the team to understand
2:08:33the protocol implementation how best to
2:08:35facilitate the project okay notice it
2:08:37says what you're going to do next now
2:08:40once again I want to mention don't do
2:08:41anything don't uh do anything that's
2:08:44negative and one of the ne things you
2:08:46can do that's negative is overworking
2:08:48people if they're going to double their
2:08:50efforts what are you going to do make
2:08:51them work 16 hours a day so that one
2:08:54there we can get rid of that was a
2:08:55throut answer follow the mindset bring
2:08:58people together is there a way for the
2:09:01team to implement this protocol
2:09:04correctly um is there a way that it can
2:09:07accommodate the we don't know that yet
2:09:09the best thing here to do the next thing
2:09:12you should be doing is meet with
2:09:14everyone talk with everyone be
2:09:15collaborative in this situation that's
2:09:18what D is maybe then you may want to do
2:09:22c so I would do D that's number one
2:09:26maybe then we could do c some people C
2:09:29was also a good choice it does say it
2:09:31does not compromise security but you
2:09:33shouldn't go and around their protocols
2:09:35until you really understand what this is
2:09:36about additional training sessions you
2:09:39know what I may I'm going to do D then I
2:09:41may do c then a or I may do D then a
2:09:44then C but notice the comes first so you
2:09:47got to keep in mind anytime you see that
2:09:49word next you're saying what comes first
2:09:52now I want you guys to keep in mind
2:09:54anytime you see the word NEX or what do
2:09:55you do first basically you're going to
2:09:57put some of these choices in order what
2:09:59the exam is asking you in this type of
2:10:00question is hey what do you do next what
2:10:02do you do first well the the choices are
2:10:05going to be things you will be doing but
2:10:07then you have to say to yourself okay
2:10:10which one do we do first then second
2:10:11then third that's really what it is like
2:10:13put them in order and then give me the
2:10:14first one that's really what this
2:10:15question
2:10:16is last question as a project manager
2:10:20for an app develop development project
2:10:22you are approached by a stakeholder with
2:10:24a request to add feature that mirors the
2:10:27functionality of something develop in a
2:10:29previous Sprint the stako is looking for
2:10:31a quick estimation on how this addition
2:10:33might affect schedule and cost all right
2:10:35so we want a quick estimate here what
2:10:38steps should you take to accurately
2:10:40provide this all right calculate the new
2:10:42feature impact by comparing it with the
2:10:44total budget and adjus in based on the
2:10:46proportion of work already
2:10:48completed that seem quick but you might
2:10:52be able meet with the product owner to
2:10:53help you with the estimate schedule
2:10:56review the agile user stories and
2:10:57velocity metrics from previous Sprint
2:10:59related to similar feature to estimate
2:11:01the effort required for the new addition
2:11:04okay initiate a detail risk analys
2:11:06incorporate a new feature focus on
2:11:07potential schedule overuns and budget
2:11:10now this one here I'll tell you guys
2:11:12something about questions like this when
2:11:14you get a question like this all four of
2:11:16the choices are basically wrong you know
2:11:19the the best answer in this question
2:11:21if somebody comes to you and says how
2:11:23long would this take how much would it
2:11:25cost ask the team the team is but that's
2:11:28not the choice you see on this exam it's
2:11:32not just about choosing the correct
2:11:34answer it's the best of the four this is
2:11:37a question where well what is the best
2:11:40of these four yeah they all kind of suck
2:11:42but you know what I got to choose one
2:11:45right that's the the least of the
2:11:47suckiest answer if that makes sense so
2:11:50that's why I like this question in here
2:11:51and of course the answer is going to be
2:11:53C that is correct because you know why
2:11:56when you are estimating how long some
2:12:00something should take or how what it may
2:12:03cost the team does it by utilizing how
2:12:07fast the velocity metrics how fast they
2:12:09can do work and what the work is so if
2:12:12the work is similar to previous stories
2:12:14then use the metrics they use that is
2:12:16the best answer this would take too long
2:12:19a you never use a product or to help you
2:12:21with estimation that's something you and
2:12:22your team does d would take too long
2:12:24because it's a risk analysis so C may
2:12:27not be the correct answer the best best
2:12:30answer but it's the best of those four
2:12:33all right let's go question 61 during a
2:12:36complex software development project the
2:12:38project manager notices a
2:12:40significant significant variances
2:12:42between the plan and actual performance
2:12:44metrics the key deliverables are at risk
2:12:47of being delayed due to these
2:12:49discrepancies what should the project
2:12:50manager do first to ensure the Project's
2:12:52objectives are being met a adjust the
2:12:56timeline and communicate the changes to
2:12:57all
2:12:58stakeholders conduct a detailed analysis
2:13:01of the performance data to identify root
2:13:03causes request additional resources to
2:13:07accelerate Project work and meet
2:13:09scheduled targets reassess the project
2:13:12management strategies to better align
2:13:14with current
2:13:16challenges okay now I want you guys to
2:13:18notice in this question that you have
2:13:20some kind of a problem and if you notice
2:13:23the problem is what you notice that
2:13:25there's variances between the plan and
2:13:28the actual work that's going on so when
2:13:31you have a problem on a project what
2:13:33should you do first I mean that's what
2:13:35the question here is asking and I want
2:13:38you guys to remember something don't
2:13:39take actions first assess review
2:13:43evaluate analyze and that brings the
2:13:45answer to B yes because when there's a
2:13:49problem on a project the first thing the
2:13:50project manager does is not to just
2:13:53adjust the schedule without
2:13:55understanding what that problem is it is
2:13:58not to hire additional resources if they
2:14:00don't know what that problem is notice
2:14:03they're looking at the risk management
2:14:04strategies it's already happened it's
2:14:06not really at risk yet uh the best thing
2:14:09here to do is to add do a detail
2:14:11analysis of the actual data and and
2:14:15notice this is the risk management
2:14:17strategies not the risk strategies not
2:14:19the risk responses if you're thinking
2:14:20that these are the management Str how
2:14:22you plan to manage risk it's definitely
2:14:24not that one B is the best answer follow
2:14:27the mindset on this one
2:14:30question 62 in a large infrastructure
2:14:34project the project manager is faced
2:14:36with the challenge of sudden regulatory
2:14:38changes that could potentially impact
2:14:41the scope and cost the project is
2:14:44currently on track but these changes
2:14:47might
2:14:48require adjustment in project exec ution
2:14:52what should you do first so once again
2:14:54you have that first thing update the
2:14:56budget and timeline okay initiate a
2:15:00stakeholder meeting to discuss the
2:15:01impacts and adjustments conduct a
2:15:04comprehensive review implement the
2:15:07regulatory changes this question is very
2:15:09similar to what we had before now you
2:15:12notice it says here sudden regulatory
2:15:15changes and it says could potentially
2:15:17impact so this is it may impact the
2:15:20project or may not best answer here is
2:15:22just like in the first question we just
2:15:24did is going to be to analyze this
2:15:27review analyze this change how is it
2:15:30going to affect the project in what
2:15:32areas of the project how much is it
2:15:34going to add or even remove from the
2:15:36scope how much is it going to add or
2:15:38remove from the budget and if the scope
2:15:39and budget is being affected maybe so is
2:15:41the schedule so you just don't want to
2:15:44just go and update without preliminary
2:15:47assessment get a good assessment you
2:15:49should never just go update your project
2:15:50but just preliminary
2:15:52assessment you don't want to meet before
2:15:54you meet with the stakeholders you need
2:15:56to analyze this regulation
2:15:59yourself never Implement like this D was
2:16:02the Trad answer if you're selected D you
2:16:04got to do some study you got to review
2:16:06the mindset section in the course
2:16:09anytime you see a question that says
2:16:11first what should you do first it's
2:16:13probably not to fix the problem it's
2:16:16probably not to implement what
2:16:18somebody's asking for it's more than
2:16:20likely to analyze ize what they're
2:16:21asking
2:16:22for
2:16:2563 a project manager is overseeing the
2:16:28construction of a new office building
2:16:30the project is running over budget due
2:16:32to high cost of materials the project
2:16:35team suggests several options to cut
2:16:38cost including using less materials that
2:16:42may slightly reduce
2:16:45durability simplifying the build-in
2:16:48design or eliminate some non-essential
2:16:50features
2:16:51which approach should the project
2:16:52manager use to address costs want sure
2:16:55the building meets its intended purpose
2:16:57now this is a definition question you're
2:17:00not really going to get the mindset here
2:17:01but you got to understand the
2:17:03definition is it earn value uh is it a
2:17:06value engineering is it critical path is
2:17:09it earn value or is it Monte Carlo best
2:17:11answer here is going to be value
2:17:15engineering what is value
2:17:18engineering value engineer is something
2:17:20we do all the time time value
2:17:21engineering is if I tell you guys that I
2:17:25want you guys to go out and buy a new
2:17:27car and you're like okay I I'll buy that
2:17:29new car but what you're going to do is
2:17:31if I tell you what type of car you
2:17:33should get get a Toyota Camry that's a
2:17:37white one that's a 2024 you know the
2:17:39scope your objective is to get that
2:17:41thing as cheap as possible that's value
2:17:44engineering value engineering is about
2:17:47how can we deliver what the customer
2:17:49wants in the cheapest is or the most
2:17:51cost effective way which is basically
2:17:53what this is describing critical path
2:17:56method this is just formulas that's not
2:17:59what they're asking this is uh tracking
2:18:02the statistics of how much money you're
2:18:04spending versus how much you should have
2:18:06spent this is earn value I'm sorry
2:18:09critical path method is actually your
2:18:10schedule see I miss was I looked at
2:18:12critical path method and and said earn
2:18:14value SN value is all the formulas
2:18:17you're going to be using in order to
2:18:19track your budget and see how far how
2:18:21far you're on or off your budget
2:18:22critical path method allows you to build
2:18:24an entire schedule that tells you your
2:18:27critical path on a schedule and the
2:18:29Monti Carlo is about different
2:18:31simulations the Monti Carlo simulations
2:18:33is trying hundreds or thousands of
2:18:36different simulations to come up with a
2:18:37budget schedule or even determine
2:18:40risks all right a is the best answer now
2:18:43I do have a few more questions on value
2:18:45engineer I just put that in there
2:18:46they're going to be used mostly as a
2:18:49term here we go question
2:18:5264 during a project Charter review
2:18:54session a dispute arises between the
2:18:57sponsor and the product owner witnessed
2:19:00by the team and other uh stakeholders in
2:19:03this situation what should the project
2:19:05manager do to manage a conflict and
2:19:07continue the project propose a follow-up
2:19:09session to address unresolved issues
2:19:12after the meeting okay facilitate the
2:19:14meeting actively using conflict
2:19:16resolution strategies to manage the
2:19:18dispute and maintain team
2:19:21cohesion adjourn the meeting immediately
2:19:24suggest a cool and off
2:19:26period arrange a separate conflict
2:19:28resolution session with a neutral
2:19:30facilitator to assist parties now your
2:19:34exam wants you to take a direct approach
2:19:37want you to fix that problem right away
2:19:40so what are you going to do right you
2:19:42want to take a confronting approach so
2:19:44the best one here that's a confront and
2:19:45approach is going to be B that's right
2:19:49you want to facilitate this meeting
2:19:51actively you're going to have in every
2:19:53meeting you're going to have conflict
2:19:56it's just the nature of the game it's
2:19:58how humans work so what you got to do is
2:20:00you got to take an active approach
2:20:03conflict is not bad conflict is a good
2:20:05thing always remember that I told you
2:20:06that a 100 times in the course conflict
2:20:08is good managed conflict is good
2:20:12unmanaged conflict that can lead to a
2:20:14World War where people may physically
2:20:16hurt each other it's probably not a good
2:20:17idea never let it get there so B best
2:20:23answer question 65 a project manager's
2:20:26task would organize in risk for a new
2:20:28infrastructure project to ensure
2:20:31comprehensive risk management the
2:20:33project manager decides to use a risk
2:20:35breakdown structure however the team is
2:20:37consider the RBS may become overly
2:20:40complex and difficult to manage what
2:20:42should the project manager to create an
2:20:44effective and manageable RBS develop a
2:20:46simple categorization scheme that only
2:20:49includes high priority risk okay use an
2:20:52existing RBS from a similar project and
2:20:53adapt it to the current project needs
2:20:55all
2:20:56right create a detailed RBS with
2:20:58multiple subcategories to capture all
2:21:00potential risks all right involve key
2:21:02stakeholders in development of the RBS
2:21:04to ensure it's comprehensive and
2:21:06manageable this is a good question and
2:21:07it's a tough question so first of all
2:21:09you have to remember what an RBS is an
2:21:12RBS is done to do what an RBS actually
2:21:15doesn't have risk in it that's in the
2:21:16risk register what does the RBS do the
2:21:19RBS is there to categorize risks
2:21:25okay now you notice a if you set a
2:21:30develop a simple categorization scheme
2:21:32that's fine it only includes High prior
2:21:34it doesn't really have risk in it it's a
2:21:37way to categorize the risk you're going
2:21:39to use those categories in your risk
2:21:41register uh and only includes high level
2:21:43risks high high priority risk no it's
2:21:45not only for that use an existing RBS
2:21:48template to adapt it to the current I
2:21:50like this idea but every project is
2:21:53unique it's best to get people involved
2:21:55the more people involved in telling you
2:21:57to risk for your project the more likely
2:21:59you're going to be successful at it a
2:22:01detail with multiple subcategories to
2:22:04capture all potential risk although this
2:22:06may be a good one the best thing here is
2:22:08to get more people involved on your
2:22:11project
2:22:12remember the more people involved the
2:22:14more key stakeholders this could be team
2:22:16members for for example subject matter
2:22:19experts or whoever they'll tell you
2:22:21better of how to develop that particular
2:22:24thing question
2:22:2666 in a construction project the project
2:22:29manager decides to implement value value
2:22:32engineering to enhance the Project's
2:22:34value the goal is to improve the radio
2:22:38the ratio of function to cost by
2:22:41analyzing and proposing cost effective
2:22:43Solutions what should the project
2:22:45manager do first have the team conduct a
2:22:47brain sermon session to remove functions
2:22:49for cost reduction all right Focus
2:22:52solely on reducing cost even if it means
2:22:54compromise and a functionality engage
2:22:56with stakeholder to understand the
2:22:58critical
2:22:59functions Implement all proposed changes
2:23:02immediately to maximize cost now this
2:23:05one here it does say value engineering
2:23:07but it's really a mindset question you
2:23:09notice once again it's this first like
2:23:11what are we going to do first value
2:23:13engineering is about how we make things
2:23:16cheaper it's how we make things more
2:23:17cost effective while delivering the same
2:23:19amount of function
2:23:21so one of the things we never want to do
2:23:23is to remove functions just to reduce
2:23:25cost it's about keeping the functions
2:23:27the same so I'm going to eliminate this
2:23:29right off the bat that should have been
2:23:30one of the throwout answers and
2:23:32Implement all proposed
2:23:35changes uh we're going to get rid of
2:23:37that because you just don't Implement
2:23:38all the changes uh that's probably not
2:23:41going to maximize function the best
2:23:43answer here by the way is going to be C
2:23:46engage with stakeholders you want to
2:23:48understand what the functions are notice
2:23:51before you start to optimize the project
2:23:53before you start
2:23:55to maybe reduce some functions maybe
2:23:58find alternative to those functions
2:24:00something a little cheaper that gives
2:24:02them the same function understand what
2:24:04the functions are never compromise on
2:24:06functionality best answer to there guys
2:24:08was
2:24:10C
2:24:1267 a project manager is conducting a
2:24:14value engineering Workshop to identify
2:24:17ways to improve a Project's value during
2:24:19the session a team member just replacing
2:24:20a component with a cheaper alternative
2:24:23that slightly reduces performance but
2:24:25saves a significant amount of money what
2:24:27are the project manager do to determine
2:24:29if this solutions aligns with value
2:24:31engineer approv the change as it reduces
2:24:34overall project
2:24:36value uh project cost reject the change
2:24:40as it reduces performance evaluate the
2:24:42reduction and reduction and performance
2:24:45impacts the project functionality
2:24:47implement the change if it does not
2:24:49require additional stakeholder approval
2:24:51same thing here use the mindset
2:24:53somebody's asking you for a change what
2:24:55are you going to be doing the best thing
2:24:57here guys is of course to evaluate that
2:24:59change never approve reject or implement
2:25:03the change just without evaluating the
2:25:06change that's part of being a project
2:25:10manager 68 a project manager is working
2:25:14on a large infrastructure project that
2:25:16is facing scheduled delays the project
2:25:18manager wants to use advanc forecast and
2:25:21technique to predict the future status
2:25:24and progress of the
2:25:26project the project team has been use an
2:25:28evm to track progress what should the
2:25:31project manager do to forecast the
2:25:33project completion data accurately so
2:25:36this one here is you notice they're
2:25:38using
2:25:39evm and they're want they they want to
2:25:42use Advanced technique now this of
2:25:43course is going to be with evm so what
2:25:45are you going to do well apply the SPI
2:25:48to the remaining work and calculate an
2:25:50AC okay conduct a Monte Carlo simulation
2:25:53to account for potential variations in
2:25:55the schedule all right use CPM to
2:25:58reevaluate the timeline Implement
2:26:01rolling wave planning to adjust future
2:26:04work plans best answer here guys is
2:26:06going to be now this by the way is
2:26:07really definition if you really
2:26:09understood what evm means earn value
2:26:11management then you know some of the
2:26:12formulas included the SPI the schedule
2:26:15performance index you can actually take
2:26:17and use the schedule performance index
2:26:19with the EAC to to forecast a schedule
2:26:22making this the best answer Monte Carlo
2:26:24simulations looks at things multiple
2:26:27simulations that can affect the schedule
2:26:30helps to build the schedule more than
2:26:31predict the
2:26:33schedule this is to build the timeline
2:26:35your critical path method helps you to
2:26:37develop a schedule not necessarily to
2:26:40predict it Rolland wave planning is just
2:26:43planning to replan here this is not
2:26:46related really to it doesn't really have
2:26:47much to do with evm because this is
2:26:50planning and evm isn't
2:26:53executed 69 a software development
2:26:57project is Midway through its timeline
2:26:58and the project manager notices that the
2:27:00actual progress is lacking behind the
2:27:03schedule the plan
2:27:04schedule the sponsor is concerned about
2:27:07meeting the upcoming Milestone what
2:27:10technique should the project manager use
2:27:12to address the sponsor's concern about
2:27:16uh sponsors concern and predict the
2:27:18project completion date create a trend
2:27:21analysis using historical performance
2:27:23data okay apply evm to calculate the
2:27:25time variance use a three-point
2:27:27estimation to forecast future tasks
2:27:30perform a resource level analysis to
2:27:32optimize resource allocation this one is
2:27:35really a definition question also notice
2:27:38notice is the project is lacking behind
2:27:41the schedule you're concerned about
2:27:42meeting it what technique basically
2:27:45you're going to use and predict the
2:27:47Project's completion date which one you
2:27:49have which one is going to help us do
2:27:50that the best answer is going to be evm
2:27:53correct it's similar to this question
2:27:55that we had
2:27:56here evm the EAC in particular the
2:28:00estimate at completion is a Formula that
2:28:02can predict budget and it can also
2:28:04predict schedule Trend analysis using
2:28:08historical information while this is
2:28:10good evm will be more accurate because
2:28:12it's not just based on historical it's
2:28:14based on what's happening right now uh
2:28:17threo estimation it tells you the door
2:28:20duration of something it doesn't really
2:28:21predict anything resource leveling I'm
2:28:24not sure how that predicts anything
2:28:25resource leveling ensures no one really
2:28:27works over
2:28:29time question 70 a construction project
2:28:32is experienced significant delays due to
2:28:35many unforeseen weather conditions
2:28:38causing concerns about meeting the final
2:28:41deadline the project manager needs to
2:28:43predict the potential impact on the
2:28:45project completion dates and communicate
2:28:48this what approach should you take
2:28:51update the Gan chart with the new
2:28:52weather delay information and manually
2:28:54adjust the timeline all right use a
2:28:56Monte Carlo anal simulation to predict
2:28:58the probability of various completion
2:28:59dates all right apply CPM analysis to
2:29:03identify which activities can be
2:29:04fast-tracked okay perform a cost benefit
2:29:07analysis to decide whether to hire
2:29:09additional resources to mitigate the
2:29:11delays now the best answer here is going
2:29:14to be a Monti card simulation now I want
2:29:16to point out
2:29:18something get notice
2:29:20many unforeseen conditions this means
2:29:24many simulations if you're looking for
2:29:27something that goes through many many
2:29:29different simulations or quote unquote
2:29:31scenarios that's the definition of a
2:29:34Monte Carlo again chared is used to make
2:29:36the actual schedule CPM is used to make
2:29:40the um the the schedule it's not going
2:29:43to be used to to predict or to give you
2:29:46the results of multiple scenarios or
2:29:49simulations
2:29:50cost benefit analysis not yet this is
2:29:54still this here is right now they have
2:29:57to figure out how they're going to
2:29:59manage that weather conditions then they
2:30:01can determine if they want to hire more
2:30:02resources so if you're doing this the
2:30:04best answer is the Monty Carlo
2:30:06simulation let's get started project
2:30:08manager is preparing for a quality audit
2:30:11of a new software development project
2:30:13the audit team needs to ensure the
2:30:15Project's quality management system
2:30:17aligns with the organizational standards
2:30:20and identify areas for improvement what
2:30:22is the most cost- effective course of
2:30:24action for the project manager to take
2:30:26after the quality audit so after the
2:30:28audit's
2:30:29done provide the team with all documents
2:30:32and requests through a review okay
2:30:34prepare the team to answer any questions
2:30:36from the audit collaborate with the team
2:30:38to understand their findings and develop
2:30:40corrective actions focus on uh
2:30:43presenting the success of the project to
2:30:45highlight the team's performance now you
2:30:47have to read this question carefully to
2:30:49ensure it's says after the audit best
2:30:52answer here is going to be C first of
2:30:55all providing the team with all project
2:30:58documents is something you probably do
2:30:59during the audit preparing the team to
2:31:01answer any question is something you
2:31:02should do before the
2:31:05audit collaborate with the team and
2:31:08understand that their findings yes this
2:31:10is something you're going to do after
2:31:13the audit focus on presenting the
2:31:15success uh of the project to highlight
2:31:18the teams perform this is something you
2:31:19can probably do after after the project
2:31:20is done um not during the audit so read
2:31:24this one carefully if you didn't get it
2:31:28correct 72 during the execution phase of
2:31:32a manufacturing project an internal
2:31:34audit team reveal several
2:31:37non-conformances in the production
2:31:40process the audit team has identified
2:31:42these issues as potential risk to the
2:31:44success what should the project manager
2:31:46do to these
2:31:48non-confirmed immediately the production
2:31:50process until all confirmes are resolved
2:31:53okay develop and Implement corrective
2:31:56actions to address these confirmes
2:31:57identified by the
2:31:59team okay dismiss the non-conformist
2:32:02minor issues and continue okay informed
2:32:05the sponsor by these confirmed request
2:32:07additional resources now this here is
2:32:10not asking you what to do first this is
2:32:12telling you to solve the problem if you
2:32:14get that part of not is not what should
2:32:16you do next or what should you do first
2:32:18it's literally asking you how are you
2:32:19going to fix this there's a couple
2:32:20things you shouldn't be doing best
2:32:22answer here is going to be to fix the
2:32:25problem right develop and come up with
2:32:27corrective actions to fix these
2:32:33non-confirmed project like that
2:32:35especially for something that is going
2:32:38to
2:32:39be as potential
2:32:42risks right you want to evaluate it you
2:32:44want to come up with responses to it
2:32:46just don't halt a project like that the
2:32:48only time you may halt a project is is
2:32:50when safety issues for example somebody
2:32:52might die or get injured you're breaking
2:32:54some kind of law those are reasons to
2:32:56Halt a project but not here this is not
2:32:59what this is never dismiss never kick
2:33:02the can down the road or just never do
2:33:04nothing that's what this is that means
2:33:07you're just going to continue doing what
2:33:08you're doing and ignore them never
2:33:09ignore anyone never go to your sponsor
2:33:12for help your sponsor shouldn't be the
2:33:13one that's helping you solve problems
2:33:15they hired you to solve the problem not
2:33:18them 70
2:33:20three in the middle of a large
2:33:21infrastructure project the project
2:33:23manager receives an
2:33:25external uh quality auditor highlighting
2:33:28several significant non-confirming these
2:33:30issues if not addressed could impact the
2:33:32timeline of budget what should you do to
2:33:34address these non-confirmed
2:33:37effectively continue the plan and
2:33:39monitor these non-confirmed escalate all
2:33:41right request sponsor to review the
2:33:43auditor report all right adjust the
2:33:45scope to account for identified
2:33:47non-confirmed integrate the recommend
2:33:50corrective actions from the audit
2:33:52reports into the plan all right what is
2:33:55the best answer now this question when
2:33:58we wrote it we notice it's not all of
2:34:00these are going to be great choices but
2:34:02you got to choose the best of the four
2:34:04what did you guys
2:34:05get some of these didn't make sense at
2:34:07all for example don't do nothing
2:34:10continue with the current plan and
2:34:11monitor this is literally doing nothing
2:34:14request is never go to your sponsor
2:34:16right never go to the sponsor the only
2:34:18time you go to your sponsor is for an
2:34:20approval or disapproval you shouldn't go
2:34:22to your sponsor for guidance on how to
2:34:24manage a project remember they hired you
2:34:26for that not them never adjust the scope
2:34:30like that the scope is probably going to
2:34:32require some kind of uh change request
2:34:35if it's a traditional or only the
2:34:38product owner can add to the product
2:34:40backlog if you're changing agile scope
2:34:42definitely not that integrate these yes
2:34:46you
2:34:47notice uh you re receive a report that
2:34:51highlight non-confirmed these are not
2:34:53address good impact the best answer here
2:34:55is D of these four now I want I left
2:34:57this like this because I want you guys
2:34:59to point out I want to point out
2:35:00something critical this isn't a test of
2:35:03choose the correct answer it's choose
2:35:05the best of the four now I'm going to
2:35:07tell you I don't like d d kind of suck
2:35:10yeah but it's the least of the suckiest
2:35:13answer remember it's a game of four
2:35:15choices it's a game
2:35:17of what is the best of the
2:35:21four none of them have to be correct
2:35:23it's just that one has to be more
2:35:25correct than the other three one has to
2:35:27be the least of the suckiest answer if
2:35:30you know what I mean the other three a b
2:35:32and c you would probably never do but
2:35:35you're probably saying hey Andrew it
2:35:36doesn't say in the question that it
2:35:38doesn't include the corrective actions
2:35:40in a report you're absolutely right but
2:35:42that's still D is still better than ab
2:35:43and C if you know what I mean question
2:35:4674 project manager is preparing to over
2:35:49oversee the development of a new mobile
2:35:51application during a stakeholder meeting
2:35:54a senior executive expresses concern
2:35:56that the project may not align with the
2:35:58Strategic goals of the organization the
2:36:01project manager needs to address this
2:36:03concern to ensure continued support and
2:36:06Alignment what should you do next
2:36:09reassure the executive that the team is
2:36:11capable of delivering the project on
2:36:13time and within budget review the
2:36:16project alignment with the Strategic
2:36:18goals conduct a schedule a follow-up
2:36:22meeting with the executive to discuss
2:36:24project benefits in more detail per
2:36:27conduct a performance review of the
2:36:29project team to identify any areas for
2:36:31improvement now let's take a look at
2:36:34this you notice this stakeholder is
2:36:36saying hey this project is not aligned
2:36:39with our goals so what should you do
2:36:41next well here's what you do next maybe
2:36:44you should analyze to see if it is
2:36:47aligned with the Strategic goal before
2:36:48taking any
2:36:50action a is something you don't want to
2:36:53do this is your saying yes it is it's
2:36:56already aine don't worry about it this
2:36:58is doing nothing never do nothing
2:37:01schedule a follow-up meeting you know
2:37:03what I would probably do B then I would
2:37:06do c understand does it really meet it
2:37:08maybe it's something you should review
2:37:10and notice your preparing it's like
2:37:12you're in the beginning of this thing
2:37:14conduct the performance review of the
2:37:15team you haven't really basically
2:37:17started this project yet so I'm not sure
2:37:19why you're doing that that best answer
2:37:20is
2:37:22B 75 a project manager is working on a
2:37:26government infrastructure project that
2:37:29requires strict compliance with company
2:37:32standards during a routine review the
2:37:35project manager discovers that some
2:37:37activities may may not meet the required
2:37:40standards what should you
2:37:41do halt all activities until a full
2:37:44compliance review is conducted okay
2:37:47update the project plan to include
2:37:49additional quality checks all right
2:37:51notify regulatory t with non-compliance
2:37:53activities conduct the root CA to
2:37:54identify the reasons for non-compliance
2:37:56and Implement corrective actions if
2:37:58you've been following along this video
2:37:59this one should be pretty easy you
2:38:02notice that first of all it's not that
2:38:04the project is not meeting the
2:38:06compliance it's not like it's 100% doing
2:38:09that it does say me so watch the key
2:38:11words and that brings the answer to
2:38:13identif before you if it wasn't needing
2:38:15the compliance and you're doing
2:38:16something against the law I would have
2:38:18probably said maybe is best but you
2:38:22should never work against the law by the
2:38:24way if a project is doing something and
2:38:26it's against the law people may get hurt
2:38:28or somebody might go to jail you should
2:38:30probably stop it but if something might
2:38:32be happening just don't pull the project
2:38:34like that analyze it to see what's going
2:38:37on and then if you find it maybe then
2:38:39you do that update the plan not yet
2:38:42analyze it to see what the corrective
2:38:44actions are don't go notify of potential
2:38:47non-compliance if you go to the
2:38:49regulator ERS and you said hey there's
2:38:50some potential things they're going to
2:38:51say can you make sure before you let us
2:38:55know 76 during the construction of a new
2:38:58building the project manager lawence
2:39:00that unforeseen geological issues will
2:39:05significantly increase the cost beyond
2:39:07the budget what should you do next
2:39:09adjust the timeline to reduce labor cost
2:39:12okay consult with a geological
2:39:14technician for remote cost effective
2:39:16solution implement the phase
2:39:18Construction analyze the situation
2:39:20consider all possible follow the mindset
2:39:22on this one this one does have two good
2:39:24answers the best answer here is to
2:39:26analyze the situation hey use the
2:39:28mindset on this one never adjust a
2:39:30timeline like that probably requires a
2:39:32change request Implement a phase
2:39:34approach I'm not sure how that's going
2:39:36to save money uh consult with a G Alo I
2:39:41think D and B were good answers it's
2:39:44just that this here is a more
2:39:45incompressible answer it has more it it
2:39:47it pulls more into it then B
2:39:51does
2:39:5377 as a project manager overseeing the
2:39:55roll out of a new it systems it's
2:39:58discovered halfway through the fiscal
2:40:00year that several critical software
2:40:02enhancement funded by this year budget
2:40:04will not be completed on
2:40:07schedule these enhancements were
2:40:09initiated based on midyear changes and
2:40:11are critical for the success what you
2:40:13you do first initiate a review of the
2:40:15scope to identify areas for schedule
2:40:18acceleration okay
2:40:20collaborative team to assess the project
2:40:21deliverable and focus on critical
2:40:23enhancements okay Engage The spons with
2:40:26sponsor to adjust expectations and
2:40:28secure support for external timelines
2:40:30communicate the progress and adjust the
2:40:32timelines for these enhancements to the
2:40:34finance department now this one has two
2:40:36good answers also best answer here don't
2:40:39forget what are you going to do first
2:40:42best answer here is going to be work
2:40:44with your team now initiate a review of
2:40:47the scope to identify areas for schedule
2:40:49acceleration that's not something you're
2:40:51going to be able to do by yourself the
2:40:53team is going to have to help you do
2:40:54that engage adjust their expectations
2:40:58although that sounds okay this is the
2:41:02second best answer that sounds okay and
2:41:05secure supporting of the extended
2:41:07deadlines that may not be okay to them
2:41:09they don't want it to be
2:41:11extended you don't want to just work
2:41:13with the finance department you got to
2:41:14work with your customers on this making
2:41:15this the best answer who is the best
2:41:18people to tell you how to implement a
2:41:20change the team who's the best people to
2:41:23tell you how to fix something the team
2:41:26who's the best person to give you
2:41:28problems to your solution the team they
2:41:31can be the best
2:41:33answer 78 in the midst of a major
2:41:36software development project the project
2:41:38manager is preparing for an upcoming
2:41:40executive in-depth review the project
2:41:44manager must present how the Project's
2:41:46progress is being tracked and measured
2:41:49to the executive team who are Keen to
2:41:52understand how effectively the project
2:41:54is being
2:41:55managed so they want to know how it's
2:41:57being tracked and
2:41:58measured what should the project manager
2:42:00focus on in their presentation uh focus
2:42:03on in their presentation for the
2:42:04Executive review provide a detailed rep
2:42:07report on team productivity and
2:42:09individual
2:42:10contributions compile Eva metrics
2:42:12including the SV CV for comprehensive
2:42:15review Jing discussed the implementation
2:42:18of the new project manager
2:42:19tool and its impact on Project
2:42:22efficiency outline the risk encountered
2:42:25so far in the mitigation strategies this
2:42:27one I thought was pretty straightforward
2:42:29if you know evm if you know what SV and
2:42:31CV stood for it was a pretty easy
2:42:33question because if you
2:42:35notice EV or evm allows you to measure
2:42:40the performance of your project if you
2:42:42notice these questions you really don't
2:42:44need to know the formulas but you need
2:42:45to understand what they are
2:42:49productivity and individual contribution
2:42:51wouldn't tell you how to how the project
2:42:53is being measured measured generally
2:42:55means you're measuring time and cost is
2:42:57generally what you measure the
2:42:58most uh I'm not sure what this
2:43:00implementation tool is going to help us
2:43:02measure and track so is risk the best
2:43:05thing here what do we measure on a
2:43:07project guys time and
2:43:10money 79 leading a new uh new agile
2:43:15Global Environmental Conservation
2:43:17project the project manager overseas a
2:43:20diverse team distributed across several
2:43:23continents recognizing the dver the
2:43:25diverse cultural cultural backgrounds
2:43:28within the team the project manager aims
2:43:30to Foster unity and effective
2:43:32collaboration what is the most effective
2:43:34action for the project manager to
2:43:36enhance team
2:43:38integration organized a series of cross
2:43:40functional training for all teams to
2:43:43educate them about cultural differences
2:43:46okay set up a digital collaboration
2:43:48space for team remember to share
2:43:49personal and professional updates all
2:43:51right our in monthly face Toof face
2:43:53Retreats all right engage uh encourage
2:43:56open communication and demonstrate
2:43:58confident team ability and their
2:44:00contributions two good answers on this
2:44:02one right I know you're stuck between
2:44:04two I didn't make this question my team
2:44:06member did and I was kind of stuck
2:44:08between two myself what two were you
2:44:10stuck between was it A and D because
2:44:12that's what I was all right I'm going to
2:44:14eliminate the bad ones okay this is a
2:44:16monthly face to face is probably not um
2:44:20doable it is not a project where you
2:44:22just have a few it notice it's a global
2:44:25conservation project and it's team
2:44:28distributed across the globe maybe not
2:44:30feasible a digital collaboration space
2:44:32is not just for people to share this is
2:44:34given a way to work to
2:44:35them I liked a series of crosss for all
2:44:39teamers educate them about cultural
2:44:41differences you could do that or you can
2:44:44encourage open communication and let the
2:44:47team work together you know if you're
2:44:51the key the key here if you're
2:44:54wondering why is it a because there's a
2:44:57key word in the question agile remember
2:45:01something on an agile project you're a
2:45:03servant leader the team is a
2:45:06self-directing
2:45:08self-managing team and what you need to
2:45:11do sometimes as a servant leader you
2:45:12need to step back and let the
2:45:15team figure out ways you don't want it
2:45:18to get out of hands maybe if it gets out
2:45:20of hand maybe then you would do a but
2:45:23them have confidence in the team ability
2:45:27to keep on progressing and encourage
2:45:29that open line of communication that
2:45:30would be best versus you coming up with
2:45:33a solution see the difference in this in
2:45:35D you're letting the team figure it out
2:45:37complete solution and a you're giving
2:45:39them the solution trick question by the
2:45:42way 80 at the onset of a healthcare
2:45:45software upgrade project the client
2:45:47emphasizes that the the the enhancements
2:45:50are critical to improving patient care
2:45:52and operational efficiency potentially
2:45:56affecting the healthcare providers
2:45:57reputation and financial performance the
2:46:00client is eager to
2:46:01see improvements implemented in the
2:46:04shortest time
2:46:06frame what should the project manager do
2:46:09utilize agile methodologies to ensure
2:46:11rapid delivery of high priority features
2:46:13all right Implement a waterfall method
2:46:15to automate testing okay establish a
2:46:18dedicated time task force focus on
2:46:20critical system upgrades first all
2:46:23right conduct a series of stakeholder
2:46:25Workshop to prioritize software
2:46:26enhancement based on impact the best
2:46:28answer here guys uh notice this project
2:46:31has just
2:46:32started and it's a software development
2:46:34project this project is riped ripe for
2:46:39agile why because you notice um there
2:46:43are things that they want first they
2:46:45want to see the Improvement implemented
2:46:47the good thing about agile especially SC
2:46:48prom is that you get the most important
2:46:50features first waterfall is not going to
2:46:53be something that's going to be done in
2:46:55the shortest time frame that takes the
2:46:57longest a dedicated task focus on
2:46:59critical the the only person that can
2:47:01tell you the critical is the customers
2:47:03themselves product owner conduct a
2:47:06series of state to prioritize software
2:47:07based this is going to be done by the
2:47:09product owner making a the best answer
2:47:12practice question
2:47:1381 in the middle of an urban Pro
2:47:16development project the project manager
2:47:19faces a setback as a key engineer and an
2:47:22urban planner announced their immin
2:47:25imminent departure from the team the
2:47:28project is already on a strict timeline
2:47:30with critical mindset with critical
2:47:33Milestones approaching the remaining
2:47:35team members are concerned about the
2:47:37increased workload and the potential
2:47:39impact on the project schedule what
2:47:42should the project manager
2:47:43do increase the workload on incre on
2:47:46team members to cover the task of The
2:47:48Departed
2:47:49individuals out Outsource specific
2:47:52critical tasks to specialize firm to
2:47:55keep the project on schedule work with
2:47:57the remaining team members to recruit
2:47:58new members to complete the workload and
2:48:01apply for a project timeline extension
2:48:04due to unforeseen staff and challenges
2:48:07now in this particular
2:48:09question which is something that you're
2:48:11going to see common on your exam is that
2:48:15somebody
2:48:16left some team members left what do you
2:48:19do well there's a couple things you
2:48:21don't do and there's a couple things you
2:48:22should be doing for example one of the
2:48:26things here that we shouldn't be doing
2:48:29ever on any test question is never work
2:48:32people over over time never overwork
2:48:36anyone part of the mindset tells us that
2:48:40when you are managing a team never
2:48:43overwork them in any scenario now in
2:48:46real life it may be acceptable but for
2:48:49your exam if that choice seems you're
2:48:53reading it you're like Hey we're going
2:48:55to be working this guy overtime we're
2:48:56going to be overworking the employees
2:49:00never an answer get rid of
2:49:02that
2:49:03Outsourcing not something you can do
2:49:05right away all right although they may
2:49:08solve the problem it's not something you
2:49:10can do right away you have to go to a
2:49:12whole procurement
2:49:13process apply for this is going to
2:49:16require some form of a change request
2:49:18you just can't apply for that the best
2:49:20thing here you can do is to work with
2:49:22the mindset and make sure that you
2:49:24involve your team members to help you
2:49:27remember let the team help you let the
2:49:29team figure things out not just you
2:49:31figuring it out and in this scenario the
2:49:34best choice here is to work with the
2:49:36team to help them Recruit new members in
2:49:40other words you're bringing you're
2:49:41making them involv you're bringing them
2:49:43on the project or I should say on the
2:49:47issue 82
2:49:50a firm planed to transition from lean a
2:49:53transition to planed to transition to
2:49:56lean development techniques the project
2:49:58manager encounters resistance from
2:50:00several worldwide uh stakeholders weary
2:50:03of the new processes the project manager
2:50:06needs to build confidence in lean
2:50:09methodologies amongst the stakeholders
2:50:11what uh what should the project manager
2:50:14propose schedule meetings with the
2:50:16stakeholder to address concerns all
2:50:18right introduce a reward systems for
2:50:20early adapters of lean techniques okay
2:50:24adapt the lean development uh accept
2:50:26that accept that lean development will
2:50:28not work in all companies organize a
2:50:31companywide seminar the history and
2:50:32principles of lean now this one here
2:50:35although I said this was Ultra hard this
2:50:36one should be pretty easy couple things
2:50:39here that you don't want to do is if you
2:50:42ever read a question and it seems that
2:50:45one of the choices is to do nothing it's
2:50:48not the end answer never do nothing all
2:50:51right always remember that so in that
2:50:53one I'm going to eliminate C right off
2:50:56the bat right off the bat and the reason
2:50:58is
2:50:59because in this one you're just saying
2:51:01okay I guess lean development doesn't
2:51:03work and you just move on if the choice
2:51:05is to do nothing that's not the answer
2:51:07introduce your reward systems for early
2:51:09adap well they already don't want it but
2:51:12you putting that in place they already
2:51:13don't want it so you telling people
2:51:16there going to be some kind of reward
2:51:17you have to figure out what their
2:51:19concern is a company wi this is the
2:51:21history and principles of the it's not
2:51:23addressing their concern the best thing
2:51:25here you can do is to meet with them see
2:51:28what what exactly like they don't like
2:51:32and then you can explain the benefits to
2:51:33them making death the best
2:51:36answer 83 leading a significant
2:51:41initiative to overhaul a corporation's
2:51:43it infrastructure the project manager
2:51:45has already navigated through several
2:51:47phases success y with the CTO overseeing
2:51:51the initiatives departs unexpectedly oh
2:51:54when the CTO departs unexpectedly okay
2:51:57so a major person is
2:51:59leaving the incoming CTO then pauses the
2:52:02initiative pinned in a comprehens review
2:52:05of the project alignment with the
2:52:07company's revised technological
2:52:11Direction what is the most effective
2:52:14first step for the project manager so
2:52:16basically what should you do first so in
2:52:18this question we have a key stakeholder
2:52:21is leaving new stakeholder or should say
2:52:24left new stakeholder comes in basically
2:52:27what you the first arrange a meeting
2:52:29with the new CTO to outline the project
2:52:32benefits and strategic alignment prepare
2:52:35a detailed report comparing the current
2:52:39project status with industry standards
2:52:41and
2:52:42Trends initiate a project audit to
2:52:45demonstrate compliance with best
2:52:47practices and regulatory
2:52:50requirements develop a contingency plan
2:52:53addressing political uh potential
2:52:55changes requested by the new
2:52:58CTO okay let me say this first common
2:53:02question on the exam you're going to
2:53:03find somebody left a major stakeholders
2:53:06left what do you do well there's a
2:53:08couple things you don't do like just
2:53:10don't change anything around the best
2:53:11thing here to do when somebody leaves
2:53:13and somebody new comes in is to meet
2:53:15with that person understand what that
2:53:18person is explain understand what that
2:53:20person wants explain what this project
2:53:22is about this is definitely the best
2:53:24answer prepare a detail report compared
2:53:28you probably want to do this after you
2:53:31meet with the
2:53:34person uh initiate a project audit to
2:53:36demonstrate compliance not yet meet with
2:53:39this person let outline what the
2:53:41Project's benefits are outline remember
2:53:44this person is saying well is this
2:53:46project align yes what you want to do is
2:53:48you want want to go and meet with the
2:53:49person and show them before doing this
2:53:51so I would do a maybe then B then C
2:53:54develop a contingency plan addressing
2:53:56polit uh potential Changers request not
2:53:59yet meet with the person first now I
2:54:02want to point out something about this
2:54:03question you see those three choices are
2:54:06not
2:54:08incorrect but they're asking what to do
2:54:10first maybe at some point we are going
2:54:14to develop a contingency plan to address
2:54:18potential changes maybe at some point
2:54:20we're going to audit it maybe at some
2:54:22point we're going to prepare detail uh
2:54:25report showing how a detailed report
2:54:28comparing the status of Industry
2:54:30standards maybe we're going to do those
2:54:32things but the first thing you want to
2:54:33do is to meet with them discuss see what
2:54:36this person is about see what exactly
2:54:38they're looking for making a the best
2:54:42answer
2:54:4484 in the midst of estimated task for a
2:54:47major upgrade to an ex an application a
2:54:49project manager finds that the
2:54:51development team has different views on
2:54:54the effort required for a particularly
2:54:56challenging
2:54:57feature what should the project manager
2:55:00do to synchronize these variant
2:55:01estimates okay simple question you have
2:55:05team members with different views on
2:55:07what an estimate should be what do you
2:55:10do suggest implementing a quick
2:55:13prototype to better gauge the necessary
2:55:16effort allow the team additional time to
2:55:19research and independently reassess
2:55:21their
2:55:22estimates okay request each team member
2:55:25to detail their estimation process and
2:55:28Foster a group
2:55:30consensus all right assign the task
2:55:33estimation to the most experienced
2:55:35developer to set a
2:55:38standard okay let's see the best answer
2:55:41here you got two you got team members
2:55:44can't agree on an estimate what do we do
2:55:46best answer here is to bring
2:55:48together so in this one here let them
2:55:52detail their estimation
2:55:53process together we want to and Foster
2:55:56group consensus maybe they don't
2:55:59understand how they're coming up with
2:56:01their estimates maybe Bob doesn't
2:56:03understand how Tom is getting his
2:56:05estimat maybe Jane doesn't understand
2:56:06how Bob is doing his estimates either
2:56:09this would be the best answer
2:56:10here now suggest a quick
2:56:13prototype I'm not sure if I think a
2:56:15prototype is going a little far before
2:56:17we do that the best thing here is to
2:56:19bring let the team work
2:56:21together allow the team additional time
2:56:24to research and independently the best
2:56:25thing here be we don't want them to do
2:56:27it independently we want them to do it
2:56:29together Foster group consensus let the
2:56:32team work together C is definitely
2:56:35better than b assign the task
2:56:38exclamation to the most experienced
2:56:39never give away to work just don't say
2:56:41okay you do it all and let the team in
2:56:42this way this is kind of like a
2:56:45forcein conflict solution in this one
2:56:48you're saying okay you do it all and the
2:56:50rest of you guys just depend on that
2:56:51person in other words you're eliminating
2:56:54the rest of the
2:56:57team
2:56:5985 during the roll out of a new
2:57:01e-commerce platform an agile project
2:57:03manager observes a trend of customers
2:57:07gravitating towards a competitor site
2:57:10which recently introduced a high highly
2:57:13user friendly checkout process what is
2:57:16the first action the project manag ERS
2:57:18should do engag in a detailed discussion
2:57:22with the product owner about any recent
2:57:24customer feedback or shifts in Market
2:57:28Trend intensify the development effort
2:57:32on uh refining the existing features to
2:57:35make them more competitive all right
2:57:38pause the introduction additional
2:57:39features to prioritize a complete
2:57:42overhaul add a new userfriendly checkout
2:57:44process this one here work with the
2:57:47mindset all right if you are working on
2:57:50a project especially as the question
2:57:53points out an agile project and you see
2:57:56something that should be added to the
2:57:59application what do you do well go to
2:58:03the product owner work with the product
2:58:05owner let them know about customer
2:58:08feedback you know um saying that hey
2:58:12there some checkout maybe the product
2:58:14owner already knows and only the product
2:58:16owner can put it into the product
2:58:17backlog you should never add something
2:58:20to an ad job project unless you're the
2:58:22product
2:58:23owner never just pause either never stop
2:58:26a project just like that unless you're
2:58:28going to kill someone unless you're
2:58:30breaking the law unless it's against a
2:58:32regulation intensify uh the development
2:58:35efforts and refining the existing
2:58:37feature to make it more competitive
2:58:40that's not something you can do that
2:58:41goes back to the product order once
2:58:44again 86 in the process of initiating an
2:58:49Advanced Analytical platform to enhance
2:58:52datadriven decision- making across its
2:58:54various functions an organization is
2:58:57integrating a solution that is new to
2:58:59its technological
2:59:01landscape what should the project
2:59:03manager
2:59:04emphasize evaluation of the platform's
2:59:06capability with Legacy Data Systems and
2:59:10user adaptability
2:59:12okay precise needs analysis within the
2:59:16key business sectors to Ure the platform
2:59:18meet specific objectives okay broad
2:59:22consultation on future proofing the
2:59:24platform against evolving data
2:59:26analytical analysis Technologies all
2:59:29right streamlining cross functional
2:59:32workflows to minimize disruption during
2:59:34the platform now this
2:59:37question uh my team made it and the
2:59:40Worden is complex like I read it I had
2:59:43to read it two times to see what it was
2:59:45if you read
2:59:47it carefully it's actually pretty easy
2:59:51all right I found this question after
2:59:53reading it three times I'm like ah
2:59:55obviously that's the answer but the word
2:59:58in the big word in it just gets you just
3:00:01got to read it a few times you maybe you
3:00:02did that too but let me show you the
3:00:04answer and I'll show you why it's an
3:00:05easy question so first of all it's in
3:00:08initiating the project is is getting
3:00:11started what is something you're going
3:00:13to emphasize and initiate it's
3:00:15collecting those requirements it's
3:00:16making sure that the project meets its
3:00:18objectiv making sure that the scope is
3:00:21actually something that should get done
3:00:24in this industry remember in the process
3:00:26of initiating you're proving you're
3:00:28doing the business case that's one of
3:00:30the inputs to the project Charter so
3:00:33that's what this is
3:00:35notice this one here precise needs
3:00:38analysis this is important what you're
3:00:40doing with precise needs analysis is you
3:00:43are making sure that hey this project
3:00:47will meet the sector that it's been
3:00:49built for now here's where the other
3:00:52ones are
3:00:53wrong streamlining cross functional
3:00:55workflows I like that but I'm going to
3:00:57put an x on it for a reason broadcast
3:00:59future proofing I like that I'm going to
3:01:01put an x on it evaluation of the
3:01:03platform I like that but I'm going to
3:01:05put an x on it all of these are good to
3:01:07do during initiating but B actually
3:01:10includes AC C and D when you're
3:01:12basically doing B you're basically doing
3:01:14everything else one of the things you
3:01:16want to do on this exam is if you come
3:01:19to a question
3:01:22and it looks like the answers are very
3:01:25specific very very specific and you you
3:01:27can't determine that a c and d are
3:01:31specific to that platform or analytical
3:01:35thing that they're doing go with a
3:01:37broader answer remember a broad a broad
3:01:39question should get a broad answer a
3:01:41specific question gets a specific
3:01:45answer 87 during the second Sprint of a
3:01:48software development project it's
3:01:50observed that one team member frequently
3:01:54dictates scrum meetings leading to
3:01:56diminish input from other team members
3:01:59and hinder progress on task the Team
3:02:02memb Dynamics are affected and there's a
3:02:05growing concern over the Project's
3:02:07collaborative environment what should
3:02:09you do Implement Anonymous feedback
3:02:12system to collect opinions okay reassign
3:02:16the dominating team member to task that
3:02:18requires less collaboration all right
3:02:21shift to written daily updates to reduce
3:02:24the opportunity for any single person to
3:02:27dominate
3:02:28discussions okay arrange a private
3:02:31conversation with the dominating team
3:02:33member to discuss their uh conduct's
3:02:36impact on the Team Dynamics all right
3:02:38this here it's a complex one if you
3:02:41don't know the mindset if you do it's
3:02:43not that difficult expect a question on
3:02:46the exam
3:02:47like this where you're going to get
3:02:51somebody is doing something bad on a
3:02:52project generally it's an individual
3:02:55problem and when there's an individual
3:02:57problem on a project your best thing to
3:02:59do is to deal with that individual
3:03:04individually couple things you shouldn't
3:03:05do don't fire them don't remove them the
3:03:09reason is because this person may not
3:03:12know they may feel like they're doing
3:03:14something great listen I've been in
3:03:16meetings when I Domin ated it to him and
3:03:19I thought I was really helping them and
3:03:22then the boss came to me later and says
3:03:23Andrew don't ever do that again because
3:03:25you were making people upset you weren't
3:03:28giving people the time to talk and I
3:03:30didn't realize it because I was I was
3:03:32excited you know you get excited you
3:03:34really want to put out your opinion
3:03:36there uh so meet with that person the
3:03:39person may not be a bad person they just
3:03:41may not realize that so let's meet with
3:03:44them one
3:03:45one we are we don't need the feedback
3:03:48you can already see it so that's not
3:03:50going to help shift to written don't
3:03:52move away don't anytime you have an
3:03:55issue don't go around the issue in this
3:03:59one you're just saying okay so what are
3:04:00you going to do never have meetings
3:04:01again don't go around the issue go
3:04:05straight to the issue solve the issue
3:04:07remember this on your exam does this
3:04:10Choice hit the issue or is it going
3:04:13around the issue and see we're going
3:04:16around that issue
3:04:19by the way if you're enjoying this video
3:04:21and you're learning a lot give the video
3:04:22a like subscribe to the channel for more
3:04:24content just like this I know it I hate
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3:04:30out a lot YouTube does not prioritize
3:04:31our video if if you guys don't click
3:04:34that like button so please click that
3:04:36like
3:04:37button during a critical phase of a
3:04:40technology implementation project
3:04:43extensive and unforeseen changes to the
3:04:46scope have led
3:04:48to significant delays all right these
3:04:50potential changes alterations were
3:04:52flagged in the initial risk assessment
3:04:55okay concerned about the uh impli
3:04:58implications of the Project's
3:05:01progress the team proposes request an
3:05:05extension from stakeholders all right
3:05:07reasonable to ask what should you do
3:05:10next key word conduct a toar
3:05:13reevaluation of the timeline with input
3:05:15from all stakeholders okay
3:05:18ensure every scope change has been
3:05:19properly logged and it's impact assess
3:05:22okay finish the project schedule as
3:05:26extend the project schedule as needed to
3:05:28finish the scope engage directly with
3:05:31key stakeholders to renegotiate project
3:05:34deliverables and timeline this is a
3:05:36tricky question all right I'm giving you
3:05:39guys that heads up tricky tricky you
3:05:42have to read it very carefully what
3:05:45answer did you guys get answer answer is
3:05:48B not
3:05:50a so first of all let's eliminate the
3:05:53bad ones the bad one is you just can't
3:05:56extend the schedule like that right you
3:05:58just you would need to go through a
3:05:59whole change request
3:06:02process uh engage director is to
3:06:04renegotiate the deliverables they don't
3:06:06want to renegotiate the best thing here
3:06:08is to face the problem not not just get
3:06:10rid of the problem redo it
3:06:13all now Comes A and B this was a tricky
3:06:18question so my team member wrote this
3:06:21one and I almost got it wrong because I
3:06:23wasn't reading fast enough the mindset
3:06:26tells us if somebody wants a change
3:06:28assess the thing before making a change
3:06:30which is what B is but it says what to
3:06:33do first what to do
3:06:35next before you do that before you
3:06:39assess the timeline you better make sure
3:06:43that all those changes were logged that
3:06:47all the scope changes are there because
3:06:49imagine you go and you do a and you
3:06:51forgot to log one of the changes that
3:06:53was there now if you're wondering where
3:06:55do we put this it should have been in
3:06:57some kind of change log or issue log or
3:06:59something so before you do a do be this
3:07:05is a common thing on this this
3:07:07exam when you work on this when you do
3:07:10this test you got to be careful anytime
3:07:13you see what to do first what you do
3:07:15next remember put this in order say this
3:07:18to yourself before you move
3:07:20on out of those four choices am I doing
3:07:23that first or that first should you and
3:07:26that's what we're doing
3:07:27here do you review all the all the
3:07:31changes to the scope are are documented
3:07:34and then assess the the the the impact
3:07:37on the timeline or do you just assess
3:07:39the impact on the
3:07:40timeline without checking without
3:07:43checking if all the Scopes changes has
3:07:45been documented that's how you look at
3:07:47this
3:07:5089 as a project manager overseeing a
3:07:54pivotal update to a client Software
3:07:56System you notice a significant lack of
3:07:58Engagement from the client side during
3:08:01critical Sprint review sessions despite
3:08:03this your team has successfully
3:08:05developed a a working prototype that's
3:08:08ready for
3:08:09evaluation what is the first thing the
3:08:12project manager should do send a detail
3:08:15Pro uh send a detailed progress report
3:08:17email to the client highlighting the
3:08:20prototype's completion and next steps
3:08:24deploy the prototype to the client to
3:08:26gather their feedback
3:08:29okay schedule a comprehensive review
3:08:31session with the Project's technical
3:08:34lead to refine the Prototype before
3:08:37client's
3:08:39presentation organize a Sprint review to
3:08:43actively review the Prototype
3:08:44encouraging their inputs and and
3:08:46adjustments
3:08:49now this this question not too difficult
3:08:53so the it seems like there's kind of
3:08:55like a lack of Engagement maybe what the
3:08:58client is seeing is not what they want
3:09:00the best thing here to do is to do a
3:09:02Sprint review the only time I don't want
3:09:05to say the only time but the main time
3:09:08that a client comes in and gives us
3:09:09feedback on the product is during those
3:09:12Sprint
3:09:14reviews you don't want to just send out
3:09:16an email it's not just about an email
3:09:19about what we did we need their input
3:09:21the point of prototypes is to get input
3:09:24just you just can't deploy the Prototype
3:09:26and wait for their feedback they might
3:09:28not know it's exist or they might not
3:09:30use it the best thing to do is to
3:09:31demonstrate that now this one here
3:09:35comprehensive review notice the
3:09:36Project's technical lead you don't
3:09:39prototypes are meant to be given to
3:09:41customers not just to the technical
3:09:43leads you want to get prototypes into
3:09:45the hand of the customers demonst ation
3:09:48product usage making D the best
3:09:51answer and the last question I know I
3:09:54hate to ask again but can you click that
3:09:56like button subscribe to the channel I
3:09:57know I know it's
3:09:59annoying in the midst of a Project's
3:10:01life cycle a project manager identifies
3:10:04that essential feedback from a vital
3:10:07operational division has been
3:10:08consistently omitted in the planet and
3:10:10execution phases this negligence has led
3:10:14to widespread dissatisfaction con conc
3:10:17erning how project outcomes align with
3:10:19operational workflow of this
3:10:22division what should the project manager
3:10:24do first now we just did a question like
3:10:27this where we talked about what you do
3:10:31first so let's take a look at this
3:10:34change the scope to include the
3:10:35overlooked operational
3:10:37Insight conduct a comprehensive review
3:10:40of the projects adhes to the
3:10:44organizational policies adherence to the
3:10:47organizational policies review the
3:10:49communication management plan to
3:10:51understand the current Communication
3:10:53channel craft a refect a reactive plan
3:10:56to integrate unforeseen operational
3:10:58needs into the Project's trajectory this
3:11:01is not an easy question it sounds like
3:11:04an easy question now before I give you
3:11:05the answer I want to point out something
3:11:07you notice that essential feedback from
3:11:10has been consistently
3:11:13omitted H there's a problem there
3:11:16there's negligence in the flow of some
3:11:20kind of communications right there this
3:11:24has led to problems what should you do
3:11:26first well the first thing you want to
3:11:29do is to understand why that problem
3:11:32exists first of all couple things here
3:11:35we can
3:11:36eliminate you can't just change a scope
3:11:39like that it's not you if it's agile the
3:11:42scope belongs to the product owner if
3:11:45it's traditional it needs to go to a
3:11:47change request so let's get rid of
3:11:50it a reactive plan don't fix a problem
3:11:54yet understand the problem before fixing
3:11:57the
3:11:57problem get ready d c a comprehensive
3:12:02review of the product this is the
3:12:03organizational policies the real problem
3:12:06here is that the feedback was omitted
3:12:09get to the root cause of the
3:12:11problem okay so it's not just the
3:12:14organizational policy is that there's
3:12:16something wrong in the way
3:12:17Communications is getting done the best
3:12:20thing here we can do is to review that
3:12:21communication management plan review
3:12:24that plan see what's going on why was
3:12:26there a disconnect on the plan itself we
3:12:29can see the correct all right question
3:12:3391 in the midst of deploying a major it
3:12:36infrastructure update a project manager
3:12:39identifies a significant knowledge Gap
3:12:42within the
3:12:44team primary amounts uh amount
3:12:47recently onboarded staff with the
3:12:49Project's tight deadline and budget
3:12:52fully allocated external training
3:12:54options are not feasible what two action
3:12:56should the project manager take next now
3:12:59you notice this is a choose two and I
3:13:02want to point out to you that on your
3:13:04exam you're going to have these
3:13:06multi-choice questions where you have to
3:13:07select two or three of those choices so
3:13:10keep that in mind I think this is the
3:13:12first one I'm giving you in this series
3:13:13but keep that in mind you will see four
3:13:16or five of these types of questions on
3:13:17your full test all right so let's go
3:13:19through the choices here assess specific
3:13:22areas uh where the new staff members
3:13:24lack
3:13:26expertise consider reallocating critical
3:13:29task to more experienced team members
3:13:31until further notice propose a beef a
3:13:34brief project pause to reallocate budget
3:13:37funds towards emergency training
3:13:40establish a mentorship paring between
3:13:42the new staff and seasoned Professionals
3:13:44for on the job training suggest that new
3:13:46staff in dependently seek out online
3:13:48resources to bridge their knowledge gaps
3:13:51at their own cost now if you appli in
3:13:54the mindset this question is not too
3:13:56difficult notice that you have this take
3:13:59next right so what are you going to be
3:14:00doing next well the next thing you
3:14:02should really be doing is knowing okay
3:14:05in what specific areas are they lacking
3:14:09any kind of training like what specific
3:14:11areas that they lacking knowledge in you
3:14:13shouldn't just go and start doing
3:14:15training until you understand understand
3:14:17that so hopefully you guys got that um
3:14:19the next good answer here was let's put
3:14:22a some kind of mentorship and you got
3:14:24initiate this you have to be proactive
3:14:27you should not tell the team that they
3:14:30should just go and figure it out
3:14:31themselves that's what e does that's why
3:14:34that's wrong you shouldn't say okay you
3:14:36guys go and find your own thing and
3:14:38especially at their own cost on this
3:14:41exam don't be negative if a choice seems
3:14:44negative it's probably not the right
3:14:46answer
3:14:48uh consider reallocating critical task
3:14:51what you're doing here is you're
3:14:52overworking people if you have a choice
3:14:55that seems like you're overworking
3:14:56people probably not the right answer
3:14:58never pause your project the only time
3:15:01you should ever shut a project down is
3:15:03if you're doing something that's against
3:15:04the law or or unethical for example
3:15:07you're breaking some kind of regulations
3:15:09then it's a good time to stop the
3:15:10project maybe there's a safety
3:15:12regulations that you're not meeting then
3:15:14it's a good time to stop the project but
3:15:16when when it comes to things like this
3:15:18you probably don't stop the project
3:15:19making a and d the best
3:15:23answers question
3:15:2592 while working on an Innovative web
3:15:28plat web platform a project manager
3:15:32receives a request from a critical
3:15:33stakeholder for the inclusion of several
3:15:36unforeseen functionalities within the
3:15:38current Agile development cycle what
3:15:41should the project manager do advise the
3:15:43stakeholder to present their suggestion
3:15:45following the review of the
3:15:47uh present cycle recommend assessing the
3:15:51viability of these functions these
3:15:53functionalities add the sub subsequent
3:15:56team plan and meeting swiftly revise the
3:15:59Project's development agenda to Inc
3:16:02compress the requested functionalities
3:16:04have the product owner to engage with
3:16:06stakeholders concerning the
3:16:08incorporation of their request into the
3:16:10ongoing project now I know I said these
3:16:13are going to be complex questions but if
3:16:14you understand agile practices it's
3:16:16rather really easily if you don't this
3:16:19is a pretty complex question so what
3:16:21happens when somebody requests some kind
3:16:23of function on an agile project what do
3:16:25you do well the best thing here you do
3:16:28is to have them meet with the product
3:16:30owner remember something only the
3:16:31product owner can add functions to a
3:16:35project not a project manager you don't
3:16:37have that capability that's the role of
3:16:39the product owner not the team the
3:16:40product
3:16:42owner never just say uh advise the Stak
3:16:45present to the next cycle have them meet
3:16:47with the product owner look at this
3:16:50recommend assessing the vi function in
3:16:51the next team plan meeting the team
3:16:53doesn't determine functionalities the
3:16:55product owner does you should not
3:16:57swiftly incorporate it that is not your
3:17:01job 93 as the deadline for critical
3:17:04project approaches the project manager
3:17:06notices a decrease in team enthusiasm
3:17:10with several members consistently arri
3:17:12and late to the office the project
3:17:14manager notes the team is not focused
3:17:16and D at what should you
3:17:18do coordinate with human resources to
3:17:22dismiss potential postp part uh to
3:17:26discuss potential post project
3:17:28opportunities for team members okay
3:17:31maybe that'll motivate them conduct
3:17:33motivational Workshop to re re-energize
3:17:35the team and reinforce the importance of
3:17:37their contributions all right sounds
3:17:39good too initiate a peer recognition
3:17:41program to highlight individual
3:17:43contributions and Foster team Spirits
3:17:45all right that's that's good good too in
3:17:47for is strict attendance policy to curb
3:17:49latencies and improve discipline within
3:17:52the team I'm going to eliminate this one
3:17:53right off the
3:17:54bat the reason is because again on this
3:17:58the mindset is going to tell us never be
3:18:01negative if you're coming out so if
3:18:02you're coming after someone and yelling
3:18:04at them and disciplining them and
3:18:05Reporting them and firing them it's
3:18:07never the answer unless the question
3:18:09says what not to do well in this one
3:18:12here what are we going to do so we got
3:18:15three good answers we we could see we
3:18:17could try to motivate him by discussing
3:18:21some kind of uh meeting with the pmo or
3:18:25the HR to make sure they have more
3:18:26opportunities afterwards maybe that
3:18:27motivate them maybe we should try
3:18:29motivating them or a peer recognition
3:18:31what did you guys get best answer here
3:18:34is what you should do as a project
3:18:35manager is you should be keeping your
3:18:37team motivated
3:18:39correct you should keep your team
3:18:42motivated don't just tell the team you
3:18:44see what you're doing here in a is that
3:18:46you're giving away the motivation to the
3:18:49HR department C you're having them
3:18:52individually try to motivate each other
3:18:54by a peer recognition program the best
3:18:56thing here you should do is try to do B
3:18:59first I would do see if this works meet
3:19:02with your team why are they feeling bad
3:19:04what can I do what's going on guys
3:19:07remember confront the problem is the key
3:19:09on this
3:19:10exam all right I know I said hard
3:19:13questions this one is actually easy
3:19:15during the development of a new
3:19:16Healthcare System the project manager
3:19:18requests that the product owner
3:19:20prioritize features that will
3:19:22significantly enhance patient data
3:19:24processing efficiently what tool should
3:19:27a product owner use scope statement
3:19:29Sprint backlog product backlog WBS best
3:19:31answer here is the product backlog the
3:19:33product backlog stores all of the
3:19:36features for an agile um for an Agile
3:19:39development project how did I know that
3:19:42this was an agile project even if it
3:19:44didn't say it notice it says the product
3:19:47owner the WBS and the scope statements
3:19:50are used in traditional projects for a
3:19:53full project management plan the Sprint
3:19:55backlog contains things that will get
3:19:57done in the next Sprint it doesn't have
3:19:59all the features that that's going to be
3:20:01on the agile project and the product
3:20:03owner doesn't add to the Sprint backlog
3:20:05only the team does now on your exam
3:20:09expect where you're going to get some
3:20:11similar questions like this where a few
3:20:13of them are super easy you read it you
3:20:15just pass it right away but then of
3:20:17course you're going to get hard
3:20:20questions like this one during the final
3:20:23stages of a significant infrastructure
3:20:26project it was discovered that
3:20:28comprehensive reports on critical
3:20:30structural
3:20:31assessments performed by a key engineer
3:20:34who has since Departed the company were
3:20:36not documented or shared with the team
3:20:40to mitigate such risk in the future what
3:20:43should have been implemented by the
3:20:45project manager during the project
3:20:46Project Life Cycle all right so now
3:20:48we're looking back all right and this
3:20:50question I'm telling you guys is not
3:20:51easy have the team initiate a cross
3:20:54trainining program enabling team members
3:20:56to understand and perform each other's
3:20:58roles during absence okay organize
3:21:02monthly knowledge exchange sessions
3:21:05where engineer could discuss challenges
3:21:07and solutions ensuring Collective
3:21:09awareness of project
3:21:11details okay uh engage external
3:21:15Consultants to oversee all critical
3:21:17testing phases ensuring an unbiased
3:21:20review on documentation of
3:21:22finding all right establish an
3:21:26integrated project management
3:21:27information system to share
3:21:29information this question is not easy
3:21:32most people when I did this with my um
3:21:35with my classes got this one wrong so
3:21:37let's see what you guys got now this
3:21:40type of question you have to think
3:21:41longterm like but longterm from the
3:21:44beginning not something you could have
3:21:46fix it they're not asking you to fix the
3:21:48problem they're saying what should have
3:21:51what what could you do now to prevent
3:21:53this in the future all right that's what
3:21:56they're trying to
3:21:57do so the best answer here is going to
3:22:01be D correct I'm not sure if you guys
3:22:04got that but that's the answer here's
3:22:06why there's a few of these we're going
3:22:09to eliminate right off the bat first of
3:22:10all let's get rid of B monthly knowledge
3:22:14sessions a month may be too long try
3:22:16have to put a timeline on something that
3:22:18means if somebody quit halfway through
3:22:20the month all the knowledge between day
3:22:221 to day 15 is gone what if they quit on
3:22:24day 29 and you do the knowledge sessions
3:22:26every 30 days um you kind of lost 29
3:22:29days wor of knowledge not a good
3:22:32idea we don't want to engage you don't
3:22:34need to bring people in to start to put
3:22:38all kinds of of additional pressure on
3:22:41the team or additional team members not
3:22:43a good idea let's get rid of those two
3:22:45choices now I really liked it A and
3:22:48D in a you have Team initiate cross
3:22:52training program that way everybody
3:22:54seems to be doing everybody's work
3:22:56enabling team members to understand and
3:22:57perform each other's role but what if
3:23:00what if I know cross training is good
3:23:03but what if it's an engineering job what
3:23:05if Engineers need certain kind of
3:23:06licenses there's a reason we put
3:23:08engineers in
3:23:10there that's may not work at all but you
3:23:14know what's going to definitely work d
3:23:17if you have an information system that
3:23:18shares information something that's done
3:23:21throughout the project then this if you
3:23:23notice if we have a system that was
3:23:25consistently sharing information this
3:23:28would have solved the problem of this
3:23:32guy leaving and anybody can leave at any
3:23:33point because the information is all
3:23:36there making D better than
3:23:41a 96 as a project manager initiates a
3:23:44project with a fully remote team
3:23:46ensuring effective communication becomes
3:23:48a challenge what is the best approach
3:23:50for the project manager to maintain
3:23:53consistent information flow within the
3:23:55team suggest the creation of a monthly
3:23:58detailed project updates for
3:24:00comprehensive overview all right
3:24:03establish structured online
3:24:04communication platform for frequent and
3:24:07organized team interactions all
3:24:10right recommend open form for team
3:24:12members to post daily updates okay
3:24:15organize bi-weekly email blast to
3:24:17summarize project progress and incoming
3:24:19tasks I like this question this question
3:24:22has a very important lesson to learn the
3:24:25best answer here is going to be B now I
3:24:27want to point out
3:24:29something when you get a vague question
3:24:32you can't generally answer it with a
3:24:34very specific answer for example if I
3:24:37say what's the best color shirt to wear
3:24:40and your answer is you should wear blue
3:24:41well that's my answer too let's all wear
3:24:43blue I wear blue every day
3:24:46but not everybody likes blue the best
3:24:48color shirt to wear is whatever makes
3:24:50the stakeholder happy and
3:24:52successful notice it's a vague question
3:24:55with a vague answer notice this
3:24:58particular question is like well what
3:25:00can we do to ensure effective
3:25:03communication is it an email is it an
3:25:06open form or is it some monthly detail
3:25:09reports notice how a c and d are very
3:25:14particular things versus B it's well
3:25:18obviously they're online let's get some
3:25:21kind of platform for they're not we're
3:25:24not doing a monthly we're not doing a
3:25:27daily we're not doing a weekly we're
3:25:29just saying frequent this is more
3:25:32generic than the
3:25:34others that's what we want remember a
3:25:37generic question should get a pretty
3:25:39generic answer you can't just give a
3:25:42specific question if you don't have all
3:25:44the details this question doesn't give
3:25:46much detailed it's a very open-ended
3:25:48question should get an open-ended answer
3:25:50got it hopefully that makes sense so
3:25:54this question I don't think was
3:25:55difficult but it taught a very important
3:25:57lesson that when you go through your
3:25:58exam keep this taught in mind as you go
3:26:01through it by the way if you find this
3:26:03tip help helpful and it's going to help
3:26:04you on your test give the video a like
3:26:05subscribe to the
3:26:08channel 97 as a complex project draws to
3:26:12a close the project manager realizes
3:26:15that several risks
3:26:16initially assess as slow probability and
3:26:19impact evolved into significant issues
3:26:22catching the project team off guard all
3:26:24right this is a common thing by the way
3:26:26in real life what proactive step notice
3:26:30proactive should the project manager
3:26:32have taken Implement a weekly risk
3:26:34review session with the Project's coure
3:26:36team to identify any changes in the risk
3:26:39landscape all right Institute a monthly
3:26:42risk tracking system to monitors the
3:26:45project risk stat is continuously okay
3:26:48mandated is zero policy of tolerance for
3:26:50all risks ensuring every potential risk
3:26:52was addressed immediately upon
3:26:54identification H I don't know what that
3:26:56one zero uh tolerance that that might be
3:27:00tough under taken continuous assessment
3:27:04and prioritization of risk throughout
3:27:05the Project Life Cycle so we just did
3:27:09that question generic type of question
3:27:12where you got this generic uh question
3:27:15and the best answer was generic answer
3:27:16what do you think this one is well it's
3:27:19the same type of question I put here
3:27:21because if there's one thing we got to
3:27:23learn is in the course I taught you guys
3:27:26risk is something that's continuous it's
3:27:28something you do all the time not
3:27:30something you do some of the time risk
3:27:32you consistently assess risk remember
3:27:36risk changes
3:27:38365 247
3:27:40365 all right risk changes all the time
3:27:43every day is there's a new risk every
3:27:45day certain risk Chang so you should be
3:27:47assessing risk on a continuous basis not
3:27:50necessarily on a weekly or monthly basis
3:27:53maybe you should be doing it on an
3:27:55hourly basis maybe every minute you
3:27:56should be doing it but we don't have a
3:27:58choice like that or do we well
3:28:00continuous assessment this ensures that
3:28:03the project determines what's best for
3:28:05them every project May assess risk at
3:28:07different times so we don't want to just
3:28:09go in there and choose something so
3:28:12specific a zero policy probably will not
3:28:15be implemented but when it comes to risk
3:28:17assessment you should make sure that you
3:28:19consistently assess risk because when
3:28:22you start a project a risk that seems ah
3:28:25it's not that important or risk that
3:28:27seems that it's not going to really
3:28:28impact you can change over time let's
3:28:30keep that in
3:28:31mind
3:28:3398 in a project in a project uh
3:28:37designated to deploy new technologies
3:28:39across several departments a project
3:28:41manager notices a shift in stakeholder
3:28:44satisfaction levels
3:28:46despite the project ading to its
3:28:48timeline and deliverables being met
3:28:51feedback indicates a perception of
3:28:53diminish and returns in terms of value
3:28:56from the recent project increments so
3:28:58this is a long question as you can see
3:29:01notice they're pushing things out
3:29:03they're on time but the perception is
3:29:06hey not great stakeholders are just not
3:29:08seeing the value much anymore what
3:29:11approach should the project manager take
3:29:12to address these concerns clarify to the
3:29:15state call is that the timeline needs
3:29:17and and completed deliverables are the
3:29:19primary indicators of success assuring
3:29:22them that the project is right on track
3:29:25all right highlight to the stakeholders
3:29:27the inherent fluctuations in value
3:29:29perception due to the variant nature of
3:29:32resources and expected benefits at
3:29:35different project stages all
3:29:37right communicate to stakehold is a
3:29:39common practice to tackle the most value
3:29:42adding elements first result in a
3:29:44perceived decrease in value as the
3:29:46project progresses okay that's actually
3:29:49true by the way in in an agile project
3:29:52as time moves on you get less valuable
3:29:54things analyze the trend and value with
3:29:56the team to identify new online issues
3:29:58device strategies for consistent value
3:30:01and transparently relay those plans to
3:30:03stakeholders good what is the best
3:30:06answer here so notice we want to address
3:30:10the
3:30:11concern there are two good choices here
3:30:14and that's going to be either C or D
3:30:17making D the best answer now why is it
3:30:19not a well you meet in your timeline and
3:30:22you go into them is basically you're
3:30:24forcing it upon them you're not really
3:30:26doing anything to address the concern in
3:30:28a you're basically saying hey we're on
3:30:32time and you should like that that's
3:30:34just being on time being deliverables
3:30:36means you guys should be happy B let
3:30:39them know okay it's okay for you guys to
3:30:41be unhappy now I know it's going to go
3:30:43up and down basically you're not really
3:30:44addressing their concern and so is C
3:30:47actually because in C you're basically
3:30:49telling them well you know in agile
3:30:51projects the first thing you get first
3:30:52is going to be and everything else is
3:30:53going to be bad after that that's really
3:30:56but you're not addressing the core
3:30:57concern maybe there's more to this I'll
3:31:00tell you guys something on this test
3:31:02confront the problem solve the problem
3:31:04never kick the can down the road never
3:31:06push away the problem and never say it's
3:31:08not a problem the question it's telling
3:31:10you it's a problem come up with
3:31:12something to solve that problem I know C
3:31:15is correct
3:31:17but it doesn't mean you shouldn't on you
3:31:18shouldn't identify what the underlying
3:31:21issue is notice that's what the is
3:31:23saying see what's going on here and see
3:31:25what if there isn't on the line
3:31:28isue 99 in the initial stages of
3:31:32launching a Pioneer and software tool
3:31:34aimed at small businesses the project
3:31:36manager is focused on ensuring the
3:31:38Project's quality resonates with its
3:31:40target
3:31:41audience what approach should the
3:31:43project manager employ to ascend this
3:31:45offer tool embodies the highest quality
3:31:48standards engage a reputable software
3:31:51development firm to ensure the tool
3:31:53aligns with industry standards okay
3:31:56recruit a chief quality officer to
3:31:58oversee quality control throughout the
3:32:01throughout the development establish
3:32:03specific benchmarks quality benchmarks
3:32:05for the software tool and continuously
3:32:07seek ways to enhance them all right
3:32:09instruct the lead developer to
3:32:11prioritize refine and the software
3:32:13platform and user experience now in this
3:32:16one here the best answer is going to be
3:32:19C there's a couple things so you're
3:32:21building a software that you want to
3:32:23have good quality a couple things we
3:32:27don't know what a is about engage a
3:32:30reputable software firm I'm not not
3:32:32because a s a firm is reputable doesn't
3:32:35mean that it actually is going to
3:32:37produce quality software right some big
3:32:40software firms produce pretty crappy
3:32:42software think of Microsoft uh to ensure
3:32:45it aligns with industry standards the
3:32:46best way to know industry
3:32:48standards is to do benchmarks
3:32:52benchmarking is a tool we use in ad as
3:32:54tool we use in traditional projects to
3:32:56understand what our industry standards
3:32:58and how to meet them if you meet a
3:33:00benchmark generally you're going to
3:33:01produce good quality
3:33:02products you should not be hiring a
3:33:05quality officer that is your job the
3:33:08lead to to prioritize this is something
3:33:11that the product owner should do or
3:33:13something that more the project manager
3:33:15the project sponsor is going to
3:33:17do last question guys question 100 in
3:33:21the in the progression of an extensive
3:33:23software development project a pivotal
3:33:25client proposes the introduction of a
3:33:27new cloud-based technology mid project
3:33:30significantly deviating from the initial
3:33:33technology stacked outline the
3:33:36suggestion aligns with the client's
3:33:38ongoing digital transformation e uh
3:33:41efforts what should the project manager
3:33:43do
3:33:43next analyze the proposed change for
3:33:46strategic alignment and potential impact
3:33:48on business outcome okay notify the
3:33:51projects that did about The Client shift
3:33:53towards digital transformation all right
3:33:55implement the change to the timeline of
3:33:57budget integrating new technology
3:33:59okay evaluate the team's current
3:34:01capabilities against the demand
3:34:03introduced by the new technology the
3:34:05best thing here you're going to do if a
3:34:07stakeholder comes to you with a change
3:34:09any kind of change on this project now
3:34:12we're not saying that this is some kind
3:34:13of agile project here so we're not sure
3:34:16if it is but if they come to you with
3:34:18some kind of a change the best thing you
3:34:20can do is to assess that change just
3:34:23don't go and implement the change don't
3:34:26go to the steering committee if you
3:34:27don't understand the chain the changes
3:34:30and that brought to two good answer
3:34:32either was a or D if you got one of
3:34:34those two don't feel bad if you got D
3:34:36but you know what here's why you should
3:34:38have gone with a
3:34:40before you assess the team capabilities
3:34:44against the change see if the change
3:34:46really is the stakeholder comes and says
3:34:48hey this is notice the suggestion aligns
3:34:52with their digital well does it maybe
3:34:54you want to do that assessment first see
3:34:57how it's going to affect the project see
3:34:59how it's going to affect the outcome of
3:35:00the project and if you feel you know
3:35:03what maybe maybe this is good maybe this
3:35:05a line then maybe you do D so let's do a
3:35:08then we do D making a the best answer
3:35:12all right questions
3:35:13101 Jan the initiation the initiation
3:35:17phase of an Environmental Conservation
3:35:20project the project manager laws that a
3:35:22key funding agency requires a
3:35:24preliminary environmental impact
3:35:26assessment before releasing additional
3:35:29funds despite the agency history of
3:35:32increase in additional funds following
3:35:35initial assessments a senior team member
3:35:38suggest full project planning should
3:35:40commence immediately to expedite the
3:35:43process what should the project manager
3:35:45do keyword
3:35:48next direct the team's efforts
3:35:51exclusively towards completing the
3:35:53required
3:35:54assessment consult the organization Pro
3:35:58the projects organization
3:36:01guidelines proceed with drafting a
3:36:04comprehensive project plan to cover all
3:36:06phases including post assessment
3:36:09activities aligned with the senior
3:36:11members suggestion and initiate detailed
3:36:13planning for subsequent pro project
3:36:17stages now this question I found
3:36:20difficult this was a pretty difficult
3:36:22question but remember what you're doing
3:36:24next is not just taking an action but is
3:36:26assessing looking around reviewing
3:36:28something making sure that the next
3:36:31action you take is a good action so
3:36:34assess review see what's right to take
3:36:36and then take an actual
3:36:38action answer here is going to be
3:36:41understanding what the organization
3:36:43wants this is a complex thing because
3:36:45the team member is telling you hey we
3:36:48should start planning right away and
3:36:50really don't wait for the assessment to
3:36:52come back but is that what the company
3:36:54actually wants so it's not a question
3:36:57you can answer right off the bat the
3:36:59best thing to do is to make sure that
3:37:01you have the right guidance from the
3:37:04company now couple things never shut
3:37:08people down in this one here you're
3:37:09telling them hey I don't care what
3:37:11you're saying do that if a choice seems
3:37:13negative it's probably not the answer in
3:37:16this one it's like you're disregarding
3:37:18what they said and you're just pointing
3:37:19the direction if a team member gives you
3:37:21some advice try to follow up on that
3:37:23advice I'm not saying to follow it I'm
3:37:25saying to follow up on it in other words
3:37:27see if that's the right
3:37:29advice draft a uh comprehensive plan no
3:37:33wait see what the guidelines are then do
3:37:36that and definitely don't just Implement
3:37:38what the team member wants without
3:37:40seeing if the guidelines or if that's
3:37:41how the company should be doing it
3:37:45102 towards the end of a large scale
3:37:48infrastructure development project the
3:37:50project manager detects a Slowdown in
3:37:52progress with significant number of
3:37:54tasks pendant in the Project's quality
3:37:56assurance stage the project is managed
3:37:58using a combination of traditional and
3:38:00agile methodologies what should you do
3:38:03next initiate an intensive quality
3:38:06assurance session for the team project
3:38:08Team all right bring in an external
3:38:10consultant with expertise in in quality
3:38:13assurance all right facilitate a problem
3:38:16solving session to tackle the quality
3:38:18assurance bottleneck with the team
3:38:21allocate additional time specifically
3:38:22for quality insurance task in the
3:38:24project schedule all right best answer
3:38:27here if you if you went through the
3:38:29mindset you know this one is not too
3:38:32difficult because the answer here is
3:38:34going to be hey work with the team
3:38:37anytime you face a problem on a project
3:38:40go to The Experts to help you in this
3:38:42particular one there is some kind of
3:38:45issue going on here you detect a
3:38:46Slowdown and progress you got to
3:38:48understand what's causing that there's a
3:38:50big number of tasks pending in the
3:38:52quality assurance stage the best thing
3:38:54here to do is to have the team help you
3:38:56to solve this problem
3:38:59notice a is not correct at all because
3:39:01it's intensive quality assurance
3:39:04training session um before we do that
3:39:07let's come up with a let's meet with the
3:39:09team to see what's actually going on so
3:39:11let's do this maybe we can do c maybe if
3:39:14needed we way you don't need to bring in
3:39:16a consultant meet with the team see if
3:39:18the team can solve it first maybe then
3:39:20you do we no don't allocate additional
3:39:23time meet with the team and see if they
3:39:24can fix it before doing that so remember
3:39:27what are you doing next anytime you get
3:39:29questions of what you should do next
3:39:30remember it's basically putting them in
3:39:31order like we do we should do this then
3:39:33do this meet with the team first and
3:39:34then see what actions it's best to take
3:39:39next number three Jan ongoing Urban
3:39:44Development traditional project the
3:39:46project manager is informed that a
3:39:49stakeholder directly approached a team
3:39:51member with with a request for
3:39:54additional
3:39:55feature which led to the team member
3:39:57being distracted from their primary task
3:40:00affecting the Project's progress what
3:40:02should the project manager do now I want
3:40:04to point out that they particularly
3:40:06stated that this is a traditional
3:40:08project all right so you got to
3:40:10understand how to handle scope changes
3:40:12or feature changes on a project
3:40:16address the stakeholders requests and
3:40:18its impacts on the team productivity in
3:40:20the next project status meeting B report
3:40:24the issue to Senior Management
3:40:26highlighting the stakeholders bypass of
3:40:28formal request channels and its effect
3:40:31instruct C instruct the team members uh
3:40:34the team member to direct the
3:40:35stakeholder to submit all future
3:40:38requests through the state TR the
3:40:40project manager for proper evaluation
3:40:43and documentation all right in encourage
3:40:45a stakeholder to participate in the
3:40:47project schedule review sessions to
3:40:49ensure their input is captured in a
3:40:51structured manner best answer here
3:40:53remember it's a traditional
3:40:55project is going to be tell them hey
3:40:59send a stakeholder to me when you're
3:41:01managing a traditional project it is
3:41:04important to follow the change
3:41:06management process which generally means
3:41:08people bring their changes to the
3:41:09project manager and the project manager
3:41:11will assess the change and see if the
3:41:12change is approve or not that's the best
3:41:15thing you can do so you can go to the
3:41:16team member and instruct them hey if a
3:41:17stakeholder is doing this tell them to
3:41:19come to me not to
3:41:22you uh notice a which at the beginning
3:41:25sounds good and then it's impact on the
3:41:28team no what you need to do is you need
3:41:30to uh and it shouldn't be the next
3:41:33status meeting because God knows how
3:41:35long ago that is how when that's going
3:41:37to be from
3:41:39now so the best thing here to do is to
3:41:42let them know you know tell the
3:41:44stakeholders come to to me that way it
3:41:45doesn't affect the team productivity
3:41:47never report anyone on this test you're
3:41:50probably going to get choices quite a
3:41:52few questions going to have choices
3:41:54report this guy to Senior Management
3:41:56report this guy to the sponsor report
3:41:58this guy to the project management
3:41:59office those are never the answer never
3:42:01report anyone never try to get people in
3:42:03trouble never try to get anyone
3:42:06fired encourage to participate in the
3:42:09project schedule this is not anything to
3:42:11do with the schedule this is a scope
3:42:13change notice they're added a feature
3:42:18question
3:42:19104 in the early planning stages of a
3:42:23green building project the project
3:42:25manager faces challenges with limited
3:42:28data available for defining specific
3:42:31activities and estimating their
3:42:32durations accurately what strategy
3:42:35should the project manager employ
3:42:37Implement a detailed timeline with key
3:42:40milestones and delivery dates okay
3:42:42utilize Progressive elaboration and
3:42:44flexible plan plan
3:42:46techniques adapt iterative planning with
3:42:49regular evaluations and adjustments use
3:42:52detail estimation method derived from a
3:42:54comprehensive work breakdown structure
3:42:56best answer here guys now remember to
3:42:58choose two best answer here is going to
3:43:00be B and C correct here's why because
3:43:04notice so you can do the estimation
3:43:06because you have limited data
3:43:09um for defining specific act limited
3:43:12data for Define an activity means you
3:43:14don't really have a comprehensive
3:43:17WBS and you can't do a detail timeline
3:43:20because you're having difficulties
3:43:22estimating things the best thing here
3:43:24you can do is when you're doing projects
3:43:27that are complex is plan to replan
3:43:30that's the whole concept of progressive
3:43:32elaboration in which case as time is
3:43:34progressing Things become more detailed
3:43:36for example if I say let's do a 5-year
3:43:39project can we really plan the specific
3:43:42duration of an activity that's going to
3:43:44happen in year five right now the whole
3:43:47world can change in year five so what we
3:43:49do is we say you know what leave that
3:43:51duration plan in until we get closer to
3:43:54year five maybe in year four we'll do
3:43:56that that's a concept of progressive
3:43:58elaboration and then iterative plan it
3:44:00means we're plan to replan we're going
3:44:01to say you know what we're going to plan
3:44:04we're making a plan right now to replan
3:44:05in four years for activities in year
3:44:08five we did cover this in the course
3:44:10hopefully you got this one right
3:44:13question 105 as a project manager
3:44:16overseeing the development of a new line
3:44:18of echo-friendly packaging material you
3:44:20encounter push back from certain
3:44:22stakeholders who who question who
3:44:25questions the Project's viability due to
3:44:29environmental regulations and Market
3:44:30demands
3:44:32uncertainty what action should the
3:44:34project manager
3:44:36take request a meeting with key
3:44:38stakeholders to directly address their
3:44:40concerns and provide detailed
3:44:42explanations okay continuously evaluate
3:44:46and adjust projects f f foundational
3:44:49documents to ensure they reflect current
3:44:51conditions and insights craft a
3:44:54comprehensive risk management strategy
3:44:56to identify and mitigate potential
3:44:58issues related to regulations and Market
3:45:01response align project objectives and
3:45:04broader environmental sustainability
3:45:05goals to ensure comprehensive
3:45:07organizational coherence now you're
3:45:10having a problem with the stakeholders
3:45:12they're questioning hey can we do this
3:45:15project is there
3:45:16Market is there some kind of
3:45:18environmental regulations anytime you
3:45:20have a problem on a project the best
3:45:22thing here to do guys is to address it
3:45:25with those stakeholders meet with the
3:45:27stakeholders understand their main
3:45:29concern directly address that concern
3:45:32and solve that problem
3:45:34now continuously evaluate and adjust I'm
3:45:37not sure what the foundational document
3:45:39here is we're not even too sure what is
3:45:42it that the stakeholders are so
3:45:43concerned about find that out
3:45:45then maybe come up with a risk
3:45:47management plan or some kind of risk
3:45:49strategy um and depending on what the
3:45:52strategy is maybe you do d right realign
3:45:56the objectives maybe if that's needed
3:45:57depending on what their concern is but
3:45:59if you have a stakeholder with issues if
3:46:01you have stakeholders that has a problem
3:46:03with the way the project is done the
3:46:05best thing here to do is address those
3:46:06issues with the stakeholder thems
3:46:09themselves 106 in leading a complex
3:46:13software development project with te
3:46:14team members spread across diverse
3:46:17geographical
3:46:18locations the project manager seeks
3:46:21strategies to enhance cohesion and
3:46:24ensure project Effectiveness oh boy
3:46:27sorry about that uh forgot to put that
3:46:29on there all right pause I'm I don't
3:46:31want to redo this video just pause the
3:46:33video right now good you did that all
3:46:35right now you're now you're caught up
3:46:37ensure project Effectiveness what action
3:46:39should the project manager take organize
3:46:42intermediate gathering for collab
3:46:45problem solving and team integration
3:46:47exercises have members meet in one time
3:46:49zone to ensure everyone can
3:46:51attend initiate a buddy system parent uh
3:46:55remote team members to Foster cross
3:46:59Regional collaboration and knowledge
3:47:01sharing utilize a flexible work schedule
3:47:04allowing team members to choose their
3:47:07work hours all right what is the best
3:47:10answer here so let's take a look at this
3:47:14all right you got a
3:47:16team across diverse geographical
3:47:20locations the best answer with that in
3:47:23mind best answer is going to be a now
3:47:26some of these answers are just plain raw
3:47:28notice have members Mee in one time zone
3:47:31well that means not everyone can attend
3:47:33because they don't work in the same time
3:47:34zone it's cross geographical
3:47:36locations a buddy appearance system
3:47:38means that only those two people are
3:47:40going to work
3:47:41together flexible work schedule if you
3:47:44allow them to choose choose their own
3:47:45work schedule they might be working more
3:47:47apart than together so a is not I don't
3:47:50think a is a great answer but it is the
3:47:52best of the for answer and this brings
3:47:54me to a point remember what this exam is
3:47:56this exam is not about choosing the
3:48:00correct answer it's choosing the best of
3:48:03the four so sometimes you got to choose
3:48:04the least of the suckiest answer because
3:48:07maybe they all suck but one of them is
3:48:09going to be the least of those the least
3:48:12worst answer and that's the one you go
3:48:14with
3:48:18107 as a project manager of a new
3:48:21healthcare software implementation
3:48:22project you're leading a team that's
3:48:25decided to embrace a hybrid approach
3:48:28combining elements of both agile and
3:48:31waterfall methodologies the project
3:48:33success hinges on your ability to unify
3:48:37the team towards a common goal aim the
3:48:40complexities of the healthcare sector
3:48:42what steps should you take to ensure the
3:48:44team
3:48:45functions effectively as a cohesive
3:48:48unit okay so this is a common thing in
3:48:51real life all right very common thing in
3:48:52real life that you have teams that are
3:48:55combined and they're trying to do a
3:48:56hybrid
3:48:57approach uh you got to make sure you
3:48:59unify them all right what are we going
3:49:01to do schedule a regular one-on-one
3:49:03meeting with team members to tailor
3:49:05communication and task management to the
3:49:07individual
3:49:09preference create a conflict resolution
3:49:11protocol that emphasizes empathy your
3:49:14understanding to address disagreements
3:49:17quickly designate clear roles and
3:49:19responsibility to each team member to
3:49:21streamline project execution and
3:49:23accountability Foster a culture of open
3:49:25communication and establish your Norms
3:49:28to guide effective to guide
3:49:30collaborative efforts now this question
3:49:32is not that uh easy I thought this one
3:49:36was pretty difficult because they all
3:49:37sound great and it's not uncommon on
3:49:41your
3:49:42exam to have all four choices s right
3:49:45you got to go with the best one the
3:49:46easiest way to do this is find a choice
3:49:48that includes them all find a choice
3:49:51that really that can apply to the entire
3:49:53thing and that brings me to this choice
3:49:56of
3:49:57D you see open
3:50:00communication shared Norms this here is
3:50:03going to form that collaborative effort
3:50:06because with open Communications this
3:50:08allows everyone to work together now
3:50:11there's a couple things here why the
3:50:12others are not wrong notice regular
3:50:14one-on-one meetings with team members to
3:50:16tailor
3:50:17Communications and to the if you do this
3:50:20with every single one it might be very
3:50:22difficult especially on a hybrid project
3:50:25because individual and the way
3:50:27Communications are done is vastly
3:50:28different between agile and
3:50:32traditional protocol emphasizes I do
3:50:35like this one but you know what open
3:50:37Communications established Norms will
3:50:40include B designate clear roles to each
3:50:43member that's also is going to be be in
3:50:45open Communications they caned the best
3:50:48answer if you have multiple answers that
3:50:50sounds great try to find the one that
3:50:52includes the others if one includes all
3:50:54those good answers that means probably
3:50:56the right
3:50:59answer 108 as a as a project manager
3:51:03over seeing a large scale renewable
3:51:06energy project you're confronted with a
3:51:08sudden need to transition your
3:51:10traditionally onsite team to work to
3:51:13remote work due to environmental
3:51:15regulations and affect and
3:51:18affecting access to the project site
3:51:21several members expressed concern about
3:51:23their inexperience with with and the
3:51:26potential challenges of maintaining
3:51:29their usual level of productivity and
3:51:31communication in a remote
3:51:33environment what what step should the
3:51:36project manager take to ensure the team
3:51:38remains productive and cohesive while
3:51:42working remotely
3:51:45he arrange for economic home office
3:51:47setups for all members to enhance their
3:51:50work from their home working environment
3:51:52all right I like that you should make
3:51:54them comfortable partner with it to
3:51:57provide customized Tech solutions for
3:51:59each team member based on a specific
3:52:01remote home okay probably should do that
3:52:04too arrange for a comprehensive training
3:52:06on remote uh Communications and project
3:52:09manag to improve team adaptability okay
3:52:12Implement a more flexible project
3:52:14timeline to account for learning curve
3:52:16associated with adapting to remote work
3:52:19difficult
3:52:20question I think each one of these has
3:52:23their has their correct answer but one
3:52:25of them really deals with the problem
3:52:29head on and the problem that they're
3:52:31really dealing with is their
3:52:35productivity which one here is you see
3:52:39the potential challenges of maintaining
3:52:41the key thing here is productivity and
3:52:43communication
3:52:45it's not about their
3:52:47ergonomics or their IT
3:52:51issues uh or their time all right it's
3:52:55how are they going to communicate so
3:52:56come up with a good training system to
3:52:58manage their
3:53:00Communication in in these questions you
3:53:02have to read carefully a few words can
3:53:05change an entire question in fact one
3:53:07word can change an entire question keep
3:53:09that in mind so read
3:53:12carefully 109
3:53:15facing the challenge facing the
3:53:17challenge of rolling out a critical
3:53:19Disaster Response application a project
3:53:22manager leads a multi-disciplinary team
3:53:25under tight deadlines the application
3:53:27needs to be operational in a third of
3:53:30the standard timeline to effectively
3:53:32respond to an ongoing crisis what action
3:53:35should the project manager take to
3:53:36ensure timely delivery while maintaining
3:53:39essential functions essential
3:53:41functionality accelerate All Phases of
3:53:43the timeline
3:53:45streamline Communication channel to
3:53:47enhance team efficiency focus on team
3:53:49deliver and MVP increase uh working
3:53:52hours to cover more tasks and less time
3:53:55if you understand the way agile works
3:53:58the best thing here you can do is going
3:54:01to
3:54:02be correct we want an MVP or a minimum
3:54:07viable product this is going to allow us
3:54:08to push something to the market very
3:54:10quickly notice needs to be operational
3:54:13in a third
3:54:15thir of the standard timeline by
3:54:18utilizing an MVP we an MVP a minimum
3:54:21viral product allows you to release
3:54:23something to your users very very
3:54:25quickly now it's probably not going to
3:54:27have every single feature but it's going
3:54:29to have the most used features or the
3:54:31most requested because remember how if
3:54:33you follow agile you build the most
3:54:35valuable features first so this is going
3:54:37to give them access to
3:54:39it accelerating All Phases may not be
3:54:43doable for example you can't accelerate
3:54:45coding and testing because if you
3:54:47haven't coded anything there's under to
3:54:48test streamline communication although
3:54:51this will increase efficiency the best
3:54:52thing is to go with that mvp increase
3:54:55never work people overtime all right if
3:54:58you ever have a choice on your exam to
3:54:59overwork your employees that sounds
3:55:01negative don't do
3:55:03it last question during the execution
3:55:06phase of a large scale environmental
3:55:09restoration project the project manager
3:55:11encounters a debate among team members
3:55:14regarding a necessary extension of
3:55:16timeline due to unforeseen regulatory
3:55:18changes how should the project manager
3:55:20proceed stick to the stakeholder
3:55:22Communications plan for systematic
3:55:25engagement decision- making analyze the
3:55:27impact of the timeline expand on the
3:55:29project then consult with the team for
3:55:31guidance organize an urgent team meeting
3:55:34to vote on the timeline extension aiming
3:55:36for a democratic uh uh decision directly
3:55:41implement the timeline extension
3:55:43prioritizing regulatory compliance all
3:55:45right what is the best answer
3:55:47so follow your mindset on this one I
3:55:50taught this one here not too difficult
3:55:53all right you have a debate am team
3:55:55members regarding the extension assess
3:55:57it but remember just don't assess it by
3:55:59yourself make sure to consult with the
3:56:01team let the team help you assess this
3:56:03work with the entire
3:56:05team uh just just don't tell them to
3:56:08stick to this in decision making address
3:56:10the problems organize an urgent meeting
3:56:12to vote on it well before you vote on
3:56:14the extension assess it before you do
3:56:16that directly do don't do that assess it
3:56:19to see how it affects the project and
3:56:21have the team help you question 111
3:56:25halfway through a software development
3:56:26project the project manager identifies
3:56:29that an important security feature was
3:56:31omitted this feature is essential for
3:56:33the software to me industry security
3:56:35guidelines the project manager stands
3:56:37that integrating this feature promptly
3:56:39is critical to prevent potential
3:56:41security breaches what is the most
3:56:43effective course of action the project
3:56:44manager should take
3:56:47next schedule an urgent meeting with
3:56:49stakeholders to discuss the Implement of
3:56:51the implications of incorporating the
3:56:53security feature conduct an impact to
3:56:56understand the impact of adding this
3:56:58feature at this stage of the project
3:57:00prioritize the security features in a
3:57:01project backlog ensuring that IT
3:57:03addresses the next phase seek additional
3:57:06resources to include the security
3:57:08features without alterating alter the
3:57:11current project Milestones remember
3:57:13you're doing this here it says what
3:57:15should you take next so you missed the
3:57:17feature the best thing you're going to
3:57:18be doing next is to see how adding this
3:57:22in is going to affect the current
3:57:23project because we know we got to add it
3:57:24in but we got to see okay how is this
3:57:27going to affect the project how much is
3:57:28it going to drive the budget how much is
3:57:30going to drive up the schedule before we
3:57:32do anything else now there's a couple uh
3:57:36reasons why the rest of these are wrong
3:57:38first of all you should have eliminated
3:57:39C the project manager cannot add to the
3:57:42project backlog and not prioritize the
3:57:45project backlog urgent to discuss the
3:57:48but we already know that if we don't
3:57:51incorporate it you don't need a because
3:57:53you already know that there's going to
3:57:54be security breaches there's no need for
3:57:56a seek additional resource assess it
3:57:59before seeking additional resources
3:58:02making B the best
3:58:05answer 112 during a healthcare facility
3:58:08upgrade project a project manager is
3:58:11informed by a key stakeholder that
3:58:13certain Advanced technological features
3:58:16expected by the stakeholders are not
3:58:19visible in the preliminary designs what
3:58:22should the project manager do to address
3:58:24the stakeholders concerns review the
3:58:26project plan and update the
3:58:29stakeholders okay confirm with the
3:58:32stakeholders that their expectations
3:58:33will be integrated in the design
3:58:36provision process organize a detailed
3:58:38presentation on the current project
3:58:40status and future Milestones have the
3:58:42team include the design and the project
3:58:44scope what are we going to be doing how
3:58:47do we how are we going to address this
3:58:48person's concern best answer here guys
3:58:51is to review the plan and update the
3:58:53stakeholders that is correct so first of
3:58:56all notice a key stake certain
3:59:00technological expected are not visible
3:59:03so it's not visible to them is it in the
3:59:06plan well that part I'm not sure about
3:59:08so go and find out you're a project
3:59:10manager hey stakeholder comes to you and
3:59:13says hey it's not in the plan but are
3:59:15you sure it's not in the plan do you
3:59:17know that your next step how do how are
3:59:19you going to address this your best step
3:59:20here is to review the plan to see if it
3:59:22is or it's
3:59:23not you can't confirm with them that
3:59:26it'll be integrated unless you check
3:59:27that plan you shouldn't organize a
3:59:30detail and future Milestone the
3:59:31stakeholders check the plan first just
3:59:34the team can't include things like that
3:59:35in a scope it has to go to a full change
3:59:38process and if it's if it's a
3:59:40traditional project it'll go to a change
3:59:42process if it's an adile project to
3:59:44product owner can add
3:59:45it 113 following a corporate
3:59:48restructuring the project manager
3:59:51notices that the newly assembled team is
3:59:54having difficulty adapting to their
3:59:56Collective
3:59:57role with members often prepare
4:00:00prefering to work in isolation rather
4:00:02than as a unified team this behavior is
4:00:05affecting the Synergy and effect and
4:00:07efficiency of project work what should
4:00:09the project manager do to enhance Team
4:00:12Dynamics are organize a workshop to
4:00:15focus on team integration and
4:00:17collaborative problem solving Implement
4:00:19a flexible work policy to accommodate
4:00:21individual work preference establish a
4:00:23regular oneon-one check-in to address
4:00:25any personal concerns affecting teamwork
4:00:28initiate a competitive Initiative
4:00:30Program to encourage collaboration
4:00:33there's really only two good answers
4:00:34here you got they working in Silo
4:00:37activities basically they're in
4:00:38isolation the two good answers here was
4:00:41either a or D first of all B was never a
4:00:45good answer because of flexible work if
4:00:47they're now they're not together at all
4:00:50some may work sometime or not you're
4:00:51separating them even more a one-on-one
4:00:54checkin doesn't address them working
4:00:56together now you're just addressing them
4:00:58it's like you're promoting the
4:00:59one-on-one initiate a comp uh
4:01:02competitive Initiative Program this here
4:01:05is going to make them more competitive
4:01:06may not put them the best thing here to
4:01:08do is to bring them together put them in
4:01:11workshops and let them start working
4:01:13together
4:01:14let them come up with ways to solve
4:01:17problems
4:01:20114 in an initiative to manage a
4:01:22software development team spread across
4:01:24multiple continent a project manager
4:01:27seeks to enhance collaboration and
4:01:29ensure synchronous work Dynamics the
4:01:31team diversity in culture and geography
4:01:34presents a unique challenge in
4:01:36maintaining effective Communications and
4:01:40collaboration what initiative should the
4:01:42project manager prior prti to ensure
4:01:45effective team
4:01:47collaboration okay so once again you're
4:01:49trying to make this team work together
4:01:51but now you have them spread across
4:01:54continents a introduce a dynamic
4:01:56platform for real-time video conference
4:01:57and interactive sessions all right
4:02:00Implement an asynchronous communication
4:02:02tool for delayed but comprehensive
4:02:04exchange all right see arrange for
4:02:06physical uh annual physical meetups to
4:02:09Foster personal connections D develop an
4:02:12internal email newsletter for weekly
4:02:15updates on Project progress so we want
4:02:18the team to work together you have them
4:02:19in a diverse you have them across the
4:02:21continent um they're having a problem
4:02:24with effective Communications so how can
4:02:27we increase and make their
4:02:29Communications better the best answer
4:02:31here guys is going to be a if you got a
4:02:34that is correct and the reason is
4:02:35because a real time video conference in
4:02:38like Zoom will help them to communicate
4:02:40a lot better a physical Meetup is not
4:02:42going to solve this because that's just
4:02:43just once a year and email is more of a
4:02:47push type communication it's not an
4:02:49interactive
4:02:51communication asynchronous is offline so
4:02:54it's not interactive you want them
4:02:56effective Communications and especially
4:02:58collaboration when you think
4:03:00collaboration always think of
4:03:04interactive you can't be collaborative
4:03:06if I me and you are not collaborating if
4:03:08I'm just giving you information this
4:03:10video is not is not a collabor ation
4:03:14between me and you I'm not taking from
4:03:16you you're not taking from me I'm just
4:03:17giving you
4:03:18information so you don't want something
4:03:21that's asynchronous you want something
4:03:22that's more synchronous make an a the
4:03:24best
4:03:25answer
4:03:27115 in the critical validation stage of
4:03:31a software development project a
4:03:33thirdparty component fails to meet the
4:03:35expected performance Benchmark this
4:03:37discrepancy leads to significant
4:03:39concerns about meeting the project
4:03:42timeline the man identifies that the
4:03:44failure is due to the component being
4:03:46developed based on outdated
4:03:49specifications what could have been done
4:03:51to prevent this from happening now
4:03:53you're going to get these questions
4:03:54where you see something that says
4:03:55prevent from happening that means don't
4:03:58fix the problem right now it means to
4:04:03fix the problem before it can happen
4:04:05right it means to prevent the problem
4:04:07from happening so be careful when you
4:04:09read the
4:04:10answers conduct a comprehensive review
4:04:12of the project requirement and
4:04:14management processes with stakeholders
4:04:16to align expectations and specifications
4:04:18all right initiate a cost benefit
4:04:20analysis determine if redesign of the
4:04:22components is financially viable
4:04:24compared to potential project delays all
4:04:26right schedule urgent me with supplier
4:04:28to negotiate expertise delivery terms
4:04:30all right assign a team assign a team to
4:04:34develop a work around for the fail
4:04:36component the best answer here is going
4:04:38to be a you notice so read the question
4:04:42carefully the failure is due to a
4:04:44component being developed based on
4:04:45outdated
4:04:47specification now that means the
4:04:49specifications were
4:04:52incorrect B to determine if redesign and
4:04:56this is going to fix the current problem
4:04:58we don't want that we want to prevent
4:04:59the current problem schedule an urgent
4:05:02meeting with the supply to negotiate exp
4:05:04this here might fix the current problem
4:05:06assign a team to you don't want to work
4:05:08around work around means you you a work
4:05:10around means something failed and then
4:05:11you're going around that trying to fix
4:05:13it that all of these doesn't line up
4:05:16with the keyword of prevent this problem
4:05:19maybe if the question was like how do
4:05:20you fix this problem you know maybe B
4:05:22and maybe b and a would have probably B
4:05:25and D would have been a good answer but
4:05:27they're asking to prevent the problem so
4:05:29read carefully 116 a project manager is
4:05:34overseeing a project designed to deliver
4:05:38iterative enhancement to an existing
4:05:40service and has an established
4:05:43prioritize product backlog from the
4:05:44product owner good despite this the
4:05:47product owner later voices concern to
4:05:49Senior Management about the Project's
4:05:51Direction not aligning with the
4:05:52expectations with
4:05:54expectations what initiative should a
4:05:56project manager have undertaken all
4:05:58right so we got a project the product
4:06:01owner prioritize the product backlog but
4:06:03they just don't like the direction that
4:06:04they're going in what should we do
4:06:07Institute a comprehensive stakeholder
4:06:08engagement plan to ensure all voices are
4:06:10heard and integrated into project
4:06:12planning okay adapt a more flexible
4:06:15approach to project management
4:06:16methodologies to accommodate changing
4:06:18stakeholders expectations all right
4:06:20enhance team training on the Project's
4:06:22Technical and business aspect to ensure
4:06:24a deeper understand of project goals all
4:06:26right organize regular Sprint review
4:06:28meetings with the product owner and
4:06:30conduct team retrospective to close the
4:06:32feedback loop now you right off the bat
4:06:35you can tell that this is going to be an
4:06:37agile project you got the product owner
4:06:39you got the product
4:06:41backlog uh keep in mind here that the
4:06:44product owner is not sure like they're
4:06:45not something is not aligning to ensure
4:06:48that an ad job project stays aligned you
4:06:50should be doing your Sprint review
4:06:53meetings the Sprint review meetings is
4:06:55when the product owner the customer
4:06:56comes in and sees what happening then
4:06:58they can give feedback basically at the
4:07:01end of every Sprint which is basically
4:07:03every month or or every few weeks to
4:07:06tell you if it's a line or it's not a
4:07:09line now why is the rest not wrong well
4:07:12it's not it's not really into there's
4:07:15nothing in the question that states that
4:07:16there's a problem with the team's
4:07:19technical understanding of this so
4:07:21that's wrong a more flexible approach to
4:07:23the method there's nothing wrong with
4:07:24the methodology maybe the methodology is
4:07:26not used right Institute a comprehensive
4:07:29and to ensure all voices heard you may
4:07:32never hear all voices on all projects so
4:07:34the best answer here is to make sure you
4:07:36do the Sprint review
4:07:39meetings by the way if you guys are
4:07:40enjoying this video give the video a
4:07:42like make sure to
4:07:44subscribe 117 after project Milestone a
4:07:47team member voices concerns over the
4:07:50lack of detailed feedback regarding
4:07:52their project contributions the
4:07:53individual feels that without specific
4:07:56Insight their ability to improve and
4:07:58impact the project positively is limited
4:08:01what should the project manager consider
4:08:03first schedule on All
4:08:06Hands meeting to discuss project
4:08:08performance and individual contributions
4:08:10openly establish an online form for the
4:08:13project team to post accomplishments and
4:08:16receive peer
4:08:17feedback uh introduce a quarter review
4:08:19system that focuses on Project Specific
4:08:21achievements and growth areas enhance
4:08:24documentation of individual performance
4:08:27metrics and provide regular personalized
4:08:29feedback session all right best answer
4:08:31here guys remember it's one
4:08:34stakeholder it's one team member so what
4:08:37are we going to be doing is we should
4:08:39personalize feedback first of all you
4:08:42don't want to do individual ual
4:08:43contributions and and say openly how
4:08:47someone is doing great or not doing
4:08:49great uh or this one because then it may
4:08:52seem like some people are doing more
4:08:53than others and may not necessarily be
4:08:55true you don't want just an online form
4:08:58you want to address this directly with
4:08:59the team quarterly system maybe too long
4:09:03or Too Short depending on the project
4:09:05the best thing here let people know what
4:09:07those individual metrics are so they
4:09:09know if they're meeting them and you
4:09:10want regular personalized feedback on
4:09:12this making D the best
4:09:16answer 118 during a project review the
4:09:20client identifies a critical feature in
4:09:22the new software application that was
4:09:24not that was discussed but not
4:09:27implemented so they knew about it but we
4:09:29didn't put it in the project manager
4:09:30verifies that this in this feature was
4:09:33indeed documented as part of the scope
4:09:36what should the project manager on take
4:09:38as a preliminary
4:09:40action initiate a brainstorming session
4:09:43with the stakeholder to identify
4:09:44alternative for the missing feature
4:09:46arrange a detailed discussion with the
4:09:48team to understand the oversight and
4:09:50develop corrective action commission an
4:09:52external audit to evaluate the project
4:09:55management processes and identify gaps
4:09:58recommend the suspension the project
4:10:00delivery timeline to reevaluate all
4:10:02project components comprehensively now
4:10:05this you're going to follow the mindset
4:10:07so we miss something if you miss a
4:10:09feature that's critical that should have
4:10:11been there they knew they should have
4:10:12gotten it done but we just didn't get it
4:10:14done find out why what happened meet
4:10:17with the team and then come up with a
4:10:19way to solve it that's the best thing we
4:10:21can do brainstorming you don't want to
4:10:23come up with alternative Solutions until
4:10:25meeting with the team maybe the team
4:10:26maybe this is something the team can
4:10:28Implement right away you don't need an
4:10:30external audit um to identify any gaps
4:10:35in the project this should have been a
4:10:36throughout answer before you do any of
4:10:38that remember it's a prelim you know
4:10:40it's a primary action one of the things
4:10:42you want to do as a primary action is to
4:10:43meet with the team have the team help
4:10:45you solve this recommend the suspension
4:10:48never stop your project the only time
4:10:50You' ever probably stop a project is if
4:10:52you're breaking the law or someone may
4:10:54may die or some kind of safety
4:10:56issue but never stop a project like
4:10:59that 119 upon discovering a significant
4:11:03quality issue with a key suppliers
4:11:06deliverables the project manager needs
4:11:08to address the problem to maintain
4:11:10project standards what should the
4:11:12project man what should be the project
4:11:13manager's initial action schedule an
4:11:16urgent project team meeting to
4:11:18brainstorm potential solutions to the
4:11:20Quality
4:11:21Issue request and immediate
4:11:24comprehensive quality audits on all
4:11:25supplier deliverables to identify the
4:11:28scope of the problem all right refer to
4:11:30the Project's risk register for pre
4:11:33predetermined mitigation actions D draft
4:11:37and Urgent communication to the supplier
4:11:38demanded and explanation of proposed
4:11:41rectification plan okay so what is going
4:11:43to be your initial action which is
4:11:44basically going to be what's your first
4:11:46action and this question was tricky
4:11:49because the answer here is actually c
4:11:51not sure if you got this one so what
4:11:54this is doing is this is testing your
4:11:56ability to understand okay so we have an
4:11:58issue now but before something becomes
4:11:59an issue it should have been a risk so
4:12:02when you were identifying your risk in
4:12:05in the plan and process you should have
4:12:06had a risk that says uh deliverable or
4:12:10product not meeting quality from quality
4:12:13requirements from
4:12:15suppliers now the actions you take
4:12:18should have been stored in the risk
4:12:19register which is what this is so you
4:12:21should have had this thing down as a
4:12:23risk and if the risk does materialize
4:12:25then you should have looked at the risk
4:12:27register to tell you the mitigation
4:12:29strategy for it that's why this is the
4:12:31best answer
4:12:33here uh an urgent team meeting although
4:12:36I like a I like B uh first of all d is
4:12:43never never do anything like demanding
4:12:46an
4:12:46explanation you never want to be
4:12:48negative so I would eliminated that you
4:12:50A and B are good actions but you want to
4:12:52do c first then maybe do a and b so if
4:12:58you got a and b keep in mind that c
4:13:00should have just came first it's that
4:13:02initial
4:13:04action last question guys 120 after an
4:13:09unscheduled discussion a project team
4:13:11member advises the client about
4:13:13potential project delays due to frequent
4:13:16changes and requirements what proactive
4:13:18steps should the project manager take to
4:13:20manage project Communications more
4:13:22effectively emphasize to the project
4:13:24team the importance of routing all
4:13:27Communications to the project manager to
4:13:28ensure consistency and accuracy conduct
4:13:31a workshop with the team to underscore
4:13:33the significance of adherent to the
4:13:35Project's communication guidelin
4:13:38schedule a meeting with the client to
4:13:39directly address their concern and
4:13:41clarifying any misunderstanding about
4:13:42the the project timeline require all
4:13:45significant project updates and
4:13:46communication convey through formal
4:13:48channels to maintain documentation and
4:13:50Clarity I thought this question was very
4:13:53very difficult the answer here guys is
4:13:55going to be
4:13:57the um this is there's nothing here that
4:14:00says it's an agile project unscheduled
4:14:03discussions is probably not something
4:14:05you want to do especially on those
4:14:06traditional projects you want to make
4:14:08sure that you have formal channels all
4:14:11communication should be documented
4:14:12should be maintain and should go through
4:14:15the project communication channels
4:14:17follow your communication management
4:14:18plan in other words emphasize to the
4:14:20team the importance about you shouldn't
4:14:22not all communication be careful of this
4:14:24word all and let me see that in a choice
4:14:27it means everything goes through the PM
4:14:29no a workshop you never underscore
4:14:31anyone schedule a meeting with the
4:14:33client to address well this is just this
4:14:36one time you know what solution can you
4:14:39take to ensure this never happens again
4:14:40make indeed the best answer practice
4:14:43question 121 during the execution phase
4:14:46conflicts have Arisen between two team
4:14:48members negatively impacting their work
4:14:51output despite the project manager's
4:14:53effort to encourage open communic open
4:14:55communication to resolve the
4:14:56disagreements there has been no
4:14:58improvement by the way this is a common
4:15:00thing in real life what action should
4:15:02the PM consider as the next step to
4:15:04resolve the conflict implement the
4:15:06strategy to delegate separate tasks to
4:15:08team members reduce in direct
4:15:09interaction arrange for a third- party
4:15:11mediator to facilitate a solution
4:15:13between the two members have the team
4:15:15members keep working on the issues to
4:15:16solve the problem address the conflict
4:15:18by making a decision that best serves a
4:15:20project objectives even if it's
4:15:22unilateral now this kind of question is
4:15:25common on the exam and this is a tough
4:15:27question because there's really two good
4:15:28answers let's see what you got the best
4:15:31answer here is going to be D now let's
4:15:35go through this because there's really
4:15:36two good answers let's eliminate the of
4:15:38the guarantee where's that mouse let's
4:15:41eliminate the guarantee back ones all
4:15:44right my pad isn't working in this
4:15:46video so let's take a look at this which
4:15:50one here is the bad one well first of
4:15:52all C get rid of C because in C in that
4:15:57one you're doing nothing in other words
4:15:59if the question is basically take no
4:16:01action in other words let them figure it
4:16:03out themselves it's never an it's never
4:16:05an answer on the question says what not
4:16:07to do as a project manager be proactive
4:16:09help things just don't do nothing the
4:16:12next one here you're going to elate just
4:16:13Implement don't separate them separating
4:16:16the task is kind of like pushing the
4:16:17conflict aside this is it's it's a way
4:16:21of like smoothing out the conflicts
4:16:22where you're saying hey don't worry
4:16:24about it in other words you're
4:16:25separating them but you're not
4:16:26addressing the conflict now comes two
4:16:29that actually may solve the conflict
4:16:31arrange for a third- party mediator or
4:16:33address the conflict now the best answer
4:16:37here when when there is a big Conflict
4:16:39Management happening on the project that
4:16:42team members cannot resolve sometimes
4:16:44it's best for the project manager to
4:16:47make a step and take the options that's
4:16:49best for the project objectives you guys
4:16:51got to remember something it's important
4:16:53to solve problems to the benefit of the
4:16:56project objectives not just to the
4:16:58benefit of Bob or Mary it's all about
4:17:01satisfying the objectives of the project
4:17:03to meet stakeholder needs now the other
4:17:05one here is just to get a third party to
4:17:07resolve the third party mediator in this
4:17:09one you are taking a proactive step to
4:17:11solve the problem
4:17:14122 A team member has been reporting no
4:17:17progress on a critical task for several
4:17:20days during the daily standup meetings
4:17:22causing a potential delay in the project
4:17:24timeline this task is critical for the
4:17:26next phase of the project what should
4:17:28the PM do to facilitate progress
4:17:30organize a brainstorming session with
4:17:32the team to find alternative solution to
4:17:34complete the
4:17:35task initiate a risk assessment meeting
4:17:38to evaluate the impact of the delay
4:17:40schedule a 101 meeting with a team
4:17:42member to identify any obstacles
4:17:44encourage a team member to provide
4:17:46detailed reports okay I do want to point
4:17:48out here that this is a problem with a
4:17:50particular team member and if you have a
4:17:51problem with a member the best thing
4:17:53here to do is to meet with that person
4:17:56it's not the entire team so you don't
4:17:57need to involve the entire
4:18:00team uh this thing here if it's one
4:18:03person you don't want to uh you don't
4:18:06want to bring the whole team in meet
4:18:08with that person talk to that person now
4:18:10D does say encourage the team member to
4:18:12provide but before you do that what you
4:18:15want to do is you want to schedule a
4:18:16meeting and see what's going on why is
4:18:19before you say hey go do this see what's
4:18:21going on so you would want to do c
4:18:25first
4:18:27123 For an upcoming critical initiative
4:18:30a project manager must engage a vendor
4:18:32notorious for not meeting deadlines yet
4:18:35uniquely skilled for the project
4:18:37requirements what approach should the
4:18:39project manager consider during project
4:18:41planning initi iate a collaborative
4:18:43effort with the vendor to streamline
4:18:45workflow and reduce potential delays
4:18:48develop a contingency plan that involves
4:18:50parallel work streams with similar
4:18:52expertise set penalty clause for delays
4:18:54in the vendor agreement propose a
4:18:56performance-based payment schedule to
4:18:58motivate timely deliveries without extra
4:19:01costs all right what should we do now
4:19:04this one actually has a few good answers
4:19:06there's a few of them that are bad but
4:19:09there's a few good answers here best
4:19:10answer here guys is going to be a that
4:19:13is correct if you got it now one of them
4:19:15that you want to you don't want to just
4:19:16penalize people like that although
4:19:18penalty Clauses are set in contracts you
4:19:20don't want to just do that without
4:19:22seeing unless there was no other option
4:19:24so let's eliminate that develop a
4:19:27contingency plan that involves parallel
4:19:29work before you do that work with the
4:19:31vendor all right you want to work with
4:19:33the vendor to see why are they notorious
4:19:35late how are they going to solve this
4:19:37and what can we do to reduce potential
4:19:38delay just don't come up with other work
4:19:40that we can do although I like D I think
4:19:44there was one one bad answer was C you
4:19:47should have Tor that out two good
4:19:48answers Was A and D so D was this
4:19:51proposed performance payment this has
4:19:53given them an incentive before you do
4:19:56that though work with the vendor and
4:19:58then maybe D would have been an option
4:20:01so let's go a then
4:20:04D
4:20:06124 upon discovering a critical design
4:20:08issue in a software develop software
4:20:10project stakeholders are un certain
4:20:13about proceeding with the with the
4:20:15implementation is plan what is the most
4:20:17effective step for project manager for
4:20:19the project manager to take to address
4:20:20the concerns recommend a comprehensive
4:20:22overhaul of the design update the
4:20:24project quality assurance procedures to
4:20:27Inc compress this new discovery initiate
4:20:30a thorough risk evaluation to ascend
4:20:31certain to ascend the flaws potential
4:20:35impacts on the project deliverables
4:20:37propose the introduction of additional
4:20:39project phases to rectify the the
4:20:41identified design issue now I want to
4:20:43point out this is something that's
4:20:45common they're not certain they're not
4:20:49uh with the implementation but what are
4:20:50you going to do well they said they're
4:20:52not certain before you do anything else
4:20:54what we what we should do is go in and
4:20:56do an assessment right thorough risk
4:20:59evaluation about any potential flaws
4:21:03that are out there you shouldn't
4:21:05recommend the overhaul you shouldn't do
4:21:07this as one of the first step you
4:21:09shouldn't recommend a comprehensive
4:21:10overhaul of the entire design if you're
4:21:12really you don't know what's going on
4:21:13there you shouldn't update anything
4:21:16unless you understand what's Happening
4:21:18Here notice they're uncertain generally
4:21:21when something is uncertain remember
4:21:22something that's uncertain is a risk
4:21:24something that has happened is an issue
4:21:27now this one here propose additional
4:21:29phases before you do that evaluate for
4:21:32the potential impacts on these potential
4:21:35risks when it comes to managing risk
4:21:37keep in mind before you determine an
4:21:40action to a risk identify
4:21:42that risk and assess its impact on the
4:21:45project then come up with the solutions
4:21:47remember those three steps identify the
4:21:49risk assess the risk identify potential
4:21:51mitigation
4:21:54strategies 125 at the onset of a new
4:21:57phase in a complex project after a
4:22:00successful kickoff meeting at the
4:22:01client's site a team member request a
4:22:05transfer to another project due to
4:22:07discomfort with a colleague's behavior
4:22:09during their first face-to-face
4:22:11interaction what are the most suitable
4:22:13actions for the project manager to
4:22:15consider now we got five options let's
4:22:18choose two organize AE organize a
4:22:21conflict resolution meeting to address
4:22:24and potentially resolve the
4:22:25interpersonal issues between the team
4:22:27members propose an immediate team
4:22:30restructuring to the human resources
4:22:32department separate the conflict
4:22:34emphasize the Project's commitment to a
4:22:36respectful and inclusive workplace by
4:22:39reiterating the diversity and inclusion
4:22:42guidelines seek guidance from the pmo to
4:22:44determine the best course of action
4:22:46suggest a temporary team reassignment
4:22:48for both individual to assess the impact
4:22:50on the Project Dynamics all right what
4:22:53did you get this one here if you
4:22:56understand the mindset if you know how
4:22:58to handle people that's best for the
4:23:01project I don't think this question was
4:23:02very difficult although it did had a few
4:23:04good options best answer here choose two
4:23:07was going to be a and C why because
4:23:10first of all we want to come up with a
4:23:11conflict ver solution meeting this one
4:23:13you guys should have all got if there's
4:23:14a problem between team members bring
4:23:16them together and let's solve the
4:23:17problem that's confronting the problem
4:23:20you shouldn't restructure the thing just
4:23:22right off the bat this might affect the
4:23:25entire Team Dynamics never go to the pmo
4:23:29unless it's something out of your hands
4:23:30when it comes to team conflicts that is
4:23:32something within the control of the PM
4:23:33that you should solve don't just fire
4:23:36people if you ever get a question about
4:23:38firing someone it's never the answer all
4:23:41right if you don't don't get rid of
4:23:42people try to manage people try to
4:23:45understand the problem and solve the
4:23:47problem so what we want to do bring them
4:23:49together we want to solve that problem
4:23:52and then we want to make sure that we
4:23:53build a project team that's inclusive
4:23:56and diverse and follows good
4:23:59guidelines all right guys hopefully you
4:24:02guys are learning if you guys are
4:24:03enjoying this video can you give the
4:24:04video a like subscribe to the channel
4:24:06for more content just like
4:24:08this practice question
4:24:10126 and I hybrid Environ in a hybrid
4:24:13project environment stakeholders are
4:24:15experiencing challenging in assessing
4:24:18the most recent version of the project
4:24:19schedule in the Project's online
4:24:22document management
4:24:24system what proactive measure should the
4:24:26project manager take Implement an
4:24:29iterative tutorial with the document
4:24:31management system to guide stakeholders
4:24:32through the navigation all right B
4:24:35ensure all stakeholders are train on how
4:24:36to use the document management system
4:24:38and not a location of critical documents
4:24:40okay develop a feedback mechanism within
4:24:44the document management for stakeholders
4:24:46or report accessibility issues all right
4:24:47create a detail create a dedicated hline
4:24:50for stakeholders to call in or receive
4:24:51guidance and access in the
4:24:53project documents now I want to point
4:24:56out here that this question uses a very
4:24:58important term it's not what do you do
4:25:01next it's what proactive measure be
4:25:04careful with these here you see when it
4:25:06says what to do next it means you're
4:25:07addressing the current conflict in this
4:25:10question we're not addressing the
4:25:11current conf conflict we are preventing
4:25:14the current conflict so you don't want
4:25:17to do something right now to solve the
4:25:19problem you want to do something to
4:25:21prevent the problem make sure the
4:25:22problem never happened
4:25:24now what can we do best answer here is
4:25:27going to be B part of the exam content
4:25:31outline for your current PMP exam talks
4:25:33about training your team members that's
4:25:35what this is in sure they're all trained
4:25:37to use it if they're all trained notice
4:25:39they're experiencing challenges if
4:25:41they're all trained they should have a
4:25:43good understanding of how to access that
4:25:45system you don't want to just put an
4:25:47interactive tutorial although I think A
4:25:49and B were the two best answers um this
4:25:51one here to guide this is through the
4:25:53navigation process all right notice we
4:25:57want to do the whole thing not just how
4:25:59to use it that's going to include that
4:26:01but how to locate the documents B is
4:26:02just a better answer than
4:26:05a a feedback mechanism nope let them
4:26:07learn how to use it not just when you
4:26:10see C and D is more like you guys figure
4:26:13it out and they call us for help that's
4:26:15what basically D is um and C let them
4:26:19figure it out and then tell us what if
4:26:22there's any accessibility problems let's
4:26:24train them ahead of time
4:26:27127 in the midst of a software
4:26:30development project the project manager
4:26:31notices that the software features are
4:26:34not aligned with the client's
4:26:35requirements this misalignment has
4:26:37caused the project schedule to slip
4:26:39moving the schedule performance index or
4:26:42SPI from 1.05 to 85 and the CPI from 1.2
4:26:47to .95 what is the most effective course
4:26:49of action for the project manager to
4:26:50ensure the project meets its deadline
4:26:53and quality requirements in the future
4:26:56Implement a code review process to
4:26:57identify an address defects before they
4:27:00progress in a testing phase all right
4:27:02enance communication with stakeholders
4:27:03to refine project requirements and
4:27:06expectations Implement an automated
4:27:07testing tool to increase
4:27:10efficiency re revisit it and adjust the
4:27:13project schedule to better align with
4:27:15project realities and client needs all
4:27:19right guys what is the best answer here
4:27:21now the best answer here guys is going
4:27:23to be you got to read it very carefully
4:27:26you see in this question I don't think
4:27:28this question was difficult if you
4:27:30didn't read if you if you read it
4:27:31carefully it wasn't if you didn't it was
4:27:33difficult because it tells you that
4:27:36you're slipping so you're right now
4:27:38you're 15% behind schedule and you're
4:27:41about 5% over budget that's what those
4:27:43numbers are telling us but
4:27:47realistically it's not aligning with the
4:27:50client requirements that's what's
4:27:52causing all of
4:27:53this right so the question is how can we
4:27:56solve the alignment don't solve the
4:28:00scheduling and the cost problem that's
4:28:02where it throws you off things like
4:28:04implementing a code
4:28:07review uh all the other options A and B
4:28:11A and in particular
4:28:13uh really is addressing that schedule
4:28:16and budget problem to like reduce that
4:28:19but the problem really isn't in the
4:28:21schedule is it it's in the expectations
4:28:24and D is revisit you just can't go and
4:28:26adjust the scope the best thing to do is
4:28:30have the client come in to help you
4:28:32adjust that
4:28:34scope
4:28:36128 a project manager is overseeing the
4:28:38development of a new Urban Park during
4:28:41the project a dispute arises between the
4:28:44landscape designer and the environmental
4:28:46consultant over the choice of plant
4:28:48species with each advocating for
4:28:51different selections based on ecological
4:28:54impact what is the most effective course
4:28:56of action for the project manager for
4:28:57the projects the Project's ecological
4:29:00and design goals are both met or
4:29:02ecological you can pronounce it that way
4:29:04too organize a collaborative session
4:29:06between both parties to integrate the
4:29:08ecological concerns with
4:29:10design aesthetic
4:29:14solicit input from local community to
4:29:16determine their preference and guide
4:29:18decision Implement a trial period for
4:29:20both selections to evaluate their
4:29:22performance in the Parks environment
4:29:24rely on external research finding to
4:29:27make decisions based on the best
4:29:29practices all right this one here you
4:29:31got a problem between two parties best
4:29:33answer here bring the parties together
4:29:36and let them work together to see what
4:29:38is the best option for the project you
4:29:41don't want to just push them aside or
4:29:45Implement do your own thing cuz that's
4:29:47what C is this is like you're saying
4:29:49okay let's do this in a trial so you're
4:29:50basically hearing what they say you're
4:29:52making a decision get input well the
4:29:55problem is not with the local community
4:29:56so far the problem is between these two
4:29:58folks right between the environmental
4:30:00consultant and the
4:30:02designer uh rely on external research
4:30:06finding before you do that what you want
4:30:09to do it's a problem between two teams
4:30:12members have the two team members work
4:30:14it out basically part of that
4:30:18mindset
4:30:19129 in the process of deploying a new
4:30:21customer relation management system the
4:30:24project manager realizes that the
4:30:26updates provided to the sales department
4:30:29head are perceived as lacking specifics
4:30:31on user adaptation rates and feedback
4:30:35what should the project manager do to
4:30:36ensure the sales department head
4:30:37receives the necessary information to
4:30:39gauge project
4:30:40success tailor the project updates to
4:30:44include detail metrics on user
4:30:46adaptation rates and specific feedback
4:30:49for users all right Implement an
4:30:51interactive dashboard that allows a
4:30:52sales department head to access
4:30:54real-time data organize a bi-weekly
4:30:56review sessions to verbally communicate
4:30:59user adaptation metrics get a feedback
4:31:02distribute a monthly comprehensive
4:31:04report covering all aspects of the CRM
4:31:06deployment including user adaptation
4:31:08this this question really goes to the
4:31:10Core
4:31:12of project management it goes to the
4:31:14core of studying project management and
4:31:17knowing what you should be doing as a
4:31:18project manager because if you study
4:31:20well you're going to come to understand
4:31:22that tailor the communication one of the
4:31:26things is in that you're going to learn
4:31:28in the course you've learned already is
4:31:30there's this process called identify
4:31:32stakeholders in that you're not just
4:31:33knowing who your stakeholders are but
4:31:35you're understanding what their
4:31:36communication preference are is from the
4:31:39output stakeholder register that you
4:31:41create communication management plan and
4:31:43your stakeholder engagement plan which
4:31:45means meet with the stakeholder and
4:31:47tailor the communication to the
4:31:48stakeholder on a project not all
4:31:51stakeholder receives the same
4:31:53information in fact stakeholders
4:31:55receives vastly different information
4:31:57the report you give to your CEO isn't a
4:31:59report you're going to be given to team
4:32:00members right so let's tailor that
4:32:03communication to your
4:32:05stakeholders every option here you are
4:32:08choosing what's best for them let them
4:32:11choose what's best for
4:32:13them last question a project manager is
4:32:16leading the development of a new public
4:32:17park in a densely populated urban area
4:32:20Community leaders have written concerns
4:32:22about the Project's approach to
4:32:23maintaining the natural habitat and
4:32:25promoting biodiversity what should you
4:32:27do next organize your community leaders
4:32:29to detail their concerns about the
4:32:31projects and its impact okay
4:32:32Distributing information brochure
4:32:34detailing the environmental benefit host
4:32:36a virtual presentation with experts
4:32:39discussing the Project's impact on local
4:32:41wildlife launch a community feedback
4:32:43initiative to get a suggestion of
4:32:45further Improvement okay what should you
4:32:47do next well if you have stakeholders
4:32:49that
4:32:50have uh some kind of concern get more
4:32:54detail about that concern so we can
4:32:56address it we want to do this first
4:32:58right before you first of all we're not
4:33:01sure if the project they're saying it
4:33:03doesn't meet it so you telling them more
4:33:05about it this is not going to help them
4:33:06host of virtual experts discussing the
4:33:08impact on local
4:33:10Wildlife although this was the other
4:33:12good answer uh discussing the projects
4:33:15on notice with experts well we want to
4:33:18meet with these Community leaders all
4:33:20right launch community feedback I like
4:33:23this option on farther but you know what
4:33:26before we do that let's get to the core
4:33:28of the problem what don't they like all
4:33:30right let's get into it
4:33:33131 by way I'm going to be reading it
4:33:35and answering it right away please pause
4:33:37the video you read it you answer it and
4:33:40then see how you do to counteract the
4:33:43issue of certain team members
4:33:45disproportionately influencing the
4:33:46outcome of project scope discussions the
4:33:48project band decided to implement a
4:33:50nominal group technique session what is
4:33:53the significant benefit of utilizing
4:33:55this approach enables the sequential
4:33:57voting process to prioritize task
4:34:00encourages equal contributions from all
4:34:02team member prevents any single
4:34:03viewpoints from
4:34:04dominating stimulates Creative Solutions
4:34:07through group server groups group
4:34:09Synergy this is a tough question because
4:34:11there's two answers now if you know this
4:34:13group technique here this nominal group
4:34:14techniques definition there's two good
4:34:17answers uh that you could have gone with
4:34:20and those two good answers was either B
4:34:22or C now first of all it's not just
4:34:25about sequential voting and uh groups
4:34:29Synergy or Creative
4:34:31Solutions this type
4:34:33of uh group technique or management
4:34:36technique here what this is going to do
4:34:37is just ensure that everyone gets their
4:34:39Viewpoint across and not just a few
4:34:42people dominated but it's really not
4:34:44about just about equal it's not equal
4:34:46contributions but it's everybody's
4:34:48contributions some may have more than
4:34:49others but it prevents one or two people
4:34:51from dominating your meat and make C the
4:34:54best answer question 132 Jing an
4:34:57environmental impact review of an energy
4:34:59project the project manager discovers
4:35:01that the environmental plan does not
4:35:03adequately address potential impacts on
4:35:06local Wildlife what should the PM do
4:35:09encourage the environmental specialist
4:35:10to assess the environmental impact on
4:35:13Wildlife protection suggest the team
4:35:15create a new environmental plan continue
4:35:17with the project that's plan adjust
4:35:19based on regulatory feedback pause the
4:35:21project to reassess all environment
4:35:23environmental impact aspects what should
4:35:25you do first well before you stop the
4:35:28project before and that's going to be
4:35:30the before you stop the project to
4:35:32create a new
4:35:33plan if you feel like there's something
4:35:35going on meet with the right specialist
4:35:37meet with the right people on the team
4:35:40to see okay I I think I got a hunch
4:35:42maybe this is not going to work or this
4:35:44can potential impact don't stop
4:35:47something that's potential don't stop
4:35:48the project that's potential ensure that
4:35:50your this potential is 100% correct or
4:35:52you have good information before making
4:35:55that decision so the first thing you
4:35:56should do is make that assessment and
4:35:59never do nothing just don't continue to
4:36:00plan and wait for some kind of
4:36:02regulatory feedback never do nothing
4:36:05always assess the
4:36:07situation 133 as new software
4:36:10development project kicks off
4:36:12when is it most appropriate for the
4:36:14project manager to conduct the first
4:36:16status first project status meeting
4:36:19shortly after the project kickoff
4:36:21meeting to align on early objectives
4:36:23after the two after two development
4:36:25Sprint is completed once the first
4:36:27version of the project is ready as soon
4:36:29as the team demonstrates progress and
4:36:31collaboration all right this was a tough
4:36:33question it really had two good answers
4:36:35and that was either a or D now you don't
4:36:39want to wait for Sprints to be done or
4:36:42or a product an entire first version
4:36:44this can take a long
4:36:46time it really comes down should you do
4:36:48one shortly after the kickoff meeting
4:36:49well the kickoff meeting is about
4:36:51alignment to the project objectives you
4:36:53don't need it right after that but the
4:36:56moment the team starts to demonstrate
4:36:58progress the moment the team starts to
4:36:59work on the product now you have
4:37:01something to report on notice this is a
4:37:03status
4:37:04meeting if you haven't really done
4:37:06anything on the project you really
4:37:07cannot report status on it right so n it
4:37:09just demonstrate progress on there the
4:37:13best
4:37:14answer 134 team members lack enthusiasm
4:37:18for participating in essential project
4:37:21planning sessions with many arriving
4:37:23late or not contributing uhoh this is
4:37:25not good what strategy should the
4:37:27project manager employ first introduce a
4:37:31structured agenda with allocated times
4:37:33for each speaker to ensure Focus
4:37:35discussion all right develop a rotating
4:37:38Leadership Model for the planning
4:37:39session allowing different members to
4:37:40lead okay encourage team member to
4:37:42contribute their insights and
4:37:44suggestions on Improvement the uh the
4:37:46plan and process all right transition to
4:37:48a digital collaboration platform for
4:37:51planning sessions to provide flexibility
4:37:54and participation this one had quite a
4:37:56few good answers by the way tough
4:37:58question best answer here guys is going
4:38:00to be did you get it C is correct now
4:38:03why is C correct notice in this one
4:38:08here you're telling them what to do
4:38:11you're telling them what to do you're
4:38:13telling them what to do or you're
4:38:14designing the whole thing this one here
4:38:17let's meet with the team and let's
4:38:18encourage them to do something encourage
4:38:21them to share encourage them to bring
4:38:23their suggestions encourage them to be
4:38:25part of the team just don't come out and
4:38:27says okay we're going to do this we're
4:38:28going to do this we're going to do this
4:38:29that's not being a good servant leader
4:38:30that's more of a dictator type
4:38:33leadership 135 when the project manager
4:38:36of a software development project finds
4:38:38the specification provided by the client
4:38:40are ambiguous was what is the most
4:38:42appropriate initial
4:38:43action initiate development based on the
4:38:46existing specifications while waiting
4:38:48forther clarification all right and from
4:38:51the Project's key stakeholders about the
4:38:54potential for delays and scope
4:38:56clarification reach out to the client
4:38:58for clarification and Confirmation
4:39:00adjust the timeline to accommodate
4:39:01potential changes in the project scope
4:39:04best answer here guys is going to be did
4:39:07you get it C is correct why is that well
4:39:11you should never really execute a
4:39:13project or you should not do a project
4:39:15if you don't understand the scope if you
4:39:18don't know the scope of the project
4:39:19you're setting yourself up for almost
4:39:21guaranteed failure so you don't want
4:39:23that so the best answer here guys is
4:39:25going to be reach out for confirmation
4:39:28because this can lead to delays
4:39:30obviously pushing the project over for
4:39:32scope delays potential time and cost
4:39:35delays
4:39:37so initi the other good answer is
4:39:40initiate development based on
4:39:41nonexistent if you do this you're
4:39:43guaranteed to fail because you don't
4:39:44have the right scope
4:39:46clarification are you telling them about
4:39:49potential for delays this was the second
4:39:51best
4:39:53answer before you do that let's see if
4:39:55we can get it first then we we may want
4:39:58to do that uh you can't just adjust
4:40:00timeline especially on these types of
4:40:02remember on an agile project technically
4:40:04you have a fixed timeline on a
4:40:06traditional project you need approval
4:40:07for
4:40:08that before I get to this question if
4:40:11you're in enjoying this video give the
4:40:12video a like subscribe to the Channel
4:40:15136 upon noticing the primary technology
4:40:18provider for a digital transformation
4:40:20project will not meet the deadline for
4:40:22delivering Essential Software component
4:40:24a RIS previously noted to the provider
4:40:27previously noted due to the providers
4:40:29historical performance issue what should
4:40:30you do next negotiate with alternative
4:40:33technology vendors to ensure timely
4:40:35delivery and update the financial plan
4:40:38to reflect any changes report the
4:40:40situation and potential impact of the
4:40:42project steering committee for immediate
4:40:44guidance consult the risk register with
4:40:47the team organize a strategy session
4:40:51with the project team to identify
4:40:52variable Immediate Solutions all right
4:40:55best answer here now there's two good
4:40:57answers all right those two good answers
4:40:59was C and D now you know this was this
4:41:03was a risk that was previously noted so
4:41:05where would the risk be it'll be in the
4:41:08risk register with the actual mitigation
4:41:10Str
4:41:11strategy you don't want to just
4:41:13negotiate with the vendor the moment the
4:41:15vendor did something
4:41:17bad right you notice will not meet so
4:41:21this is guaranteed to happen so this is
4:41:22going to become an issue where do you
4:41:24find a solution to risk that has
4:41:25previously been documented in the risk
4:41:28register making that the best one um
4:41:32report the situation not to the stering
4:41:34committee you don't take things to the
4:41:36stering committee especially project
4:41:37problems that is under the control of
4:41:39the PM the stering committee is more for
4:41:42like choosing or approving a change they
4:41:45may choose the direction of a project
4:41:46but project issues that's your thing to
4:41:48fix organize a session with the team you
4:41:51don't need to do this yet the reason is
4:41:53because you've already done it with the
4:41:54team it should have been in your risk
4:41:57register
4:41:59137 discovering that one team member
4:42:02feels their efforts are undervalued
4:42:04compared to others leading to a decline
4:42:06in the participation and the overall
4:42:07team spirit what should the PM do to
4:42:10mend the situation uplift the team
4:42:13schedule individual performance reviews
4:42:15to provide personal feedback and growth
4:42:17plans all right conduct a project
4:42:19Milestone cabor celebration to
4:42:22acknowledge all team members
4:42:23contribution equally highlight the
4:42:25import the Highlight the Project's
4:42:28Collective achievements emphasizing the
4:42:30success is attributed to the team as a
4:42:32whole not individual implement the peer
4:42:35recognition program where team members
4:42:36can acknowledge each other's
4:42:37contribution best answer here this one
4:42:39has a bunch of good answers by the way I
4:42:40thought this one was pretty difficult
4:42:43the best answer here guys is going to be
4:42:46C now I know I know it says
4:42:49inid it's one person right one team
4:42:52member but notice the real question is
4:42:55not just fixing that team member right
4:42:57the real question
4:43:00is uplift the team what that's the main
4:43:04point of this question it's like okay
4:43:07what do you want to do how can we uplift
4:43:08the team well bring the team together
4:43:11show them what they have done tell them
4:43:12the success is due to all of them you
4:43:15notice this guy feels under value
4:43:17compared to others let them know right
4:43:19he's why does he feel like that he feels
4:43:21like some have done more maybe it was
4:43:23she and she felt like some has done more
4:43:25something like that let them know the
4:43:27success isn't just to one person it's to
4:43:29the entire team individual performance
4:43:31review this was the other good answer
4:43:33you could have gone
4:43:34with this is feedback and growth plan
4:43:37but it's the entire team right it notes
4:43:40the overall team period so address the
4:43:42team not just one
4:43:44person conduct a milestone celebration
4:43:46we're not sure if Milestones here is
4:43:49what's going to help them uh a milestone
4:43:52celebration to acknowledge all team
4:43:53members we not not every project not
4:43:56everyone contributes equally all right
4:43:59some may contribute more some may do
4:44:00more work than others it's I'm not
4:44:03saying others are not important but some
4:44:04people just do more work because that's
4:44:06required of them Implement a peer
4:44:08recognition this is given over let the
4:44:10team members technology each other and
4:44:11leaving you out don't do that never let
4:44:13people solve problems by themselves work
4:44:15with them to do
4:44:17it
4:44:18138 faced with a constrainted budget and
4:44:21a tight deadline for launching a new
4:44:23product development project the project
4:44:25manager discovers that the current
4:44:27Financial Resources will not suffice to
4:44:30cover all the project all the uh project
4:44:33activities all the projected activities
4:44:35what should the project manager do next
4:44:38propose a phased project approach to
4:44:40stay holders focusing on critical
4:44:43development phase first document the
4:44:45financial shortfall in the project
4:44:46status report highligh and potential
4:44:49impacts on the timeline have the pmo
4:44:52identify priority areas and allocate
4:44:54budget to critical stages engage with
4:44:56the team to explore options for re
4:44:58reallocating budget items to cover key
4:45:00tasks all right what are we going to be
4:45:03doing best answer here guys is D now
4:45:06here's what you notice you're faced with
4:45:09a constrained budget and a deadline you
4:45:11got to get this product out the door you
4:45:14realize you got enough money to cover
4:45:16each
4:45:17activity what are we going to do here
4:45:21well propose a phased approach to
4:45:24stakeholders okay focus on critical
4:45:26development I like that but you notice
4:45:28this is something you're doing on your
4:45:29own you're not engaging the team here
4:45:31you're you're proposing this this option
4:45:34you should engage your team D is just a
4:45:37better answer than a if the team says to
4:45:39do a maybe it's a good option but you
4:45:41shouldn't choose that by yourself
4:45:43document and Stat highlighting the
4:45:45importance the the impact on it be you
4:45:48don't know those potential impact yet
4:45:50work with the team on this so you want
4:45:51to do d d can lead to a or b or both
4:45:55have the pmo don't bring the pmo work
4:45:58with the team first before go into your
4:46:01pmo pmo can provide guidance and
4:46:04approvals and whatnot but with something
4:46:06like this let your team work with you
4:46:07always work with your team to solve
4:46:09issues as part of the mindset
4:46:12139 during a significant landscape
4:46:15redesigned project the project manager
4:46:17finds a cut ined irrigation system that
4:46:21could that could drastically reduce
4:46:23water usage and maintain costs
4:46:25introducing the system would necessitate
4:46:27a modest increase in both project budget
4:46:29and timeline what should the project
4:46:31manager take what should the project
4:46:32maner take first assess the Project's
4:46:35existing budget and
4:46:36timeline initiate a pilot pilot project
4:46:39with the current scope drafted detailed
4:46:41analysis comparing the long-term savings
4:46:44and environmental benefit of the new
4:46:46system against the initial increase in
4:46:48Project cost and timeline for
4:46:50stakeholder review showcase the
4:46:51compatibility of the new integration
4:46:53system with the project sustainability
4:46:54goals and Report finding to stakeholders
4:46:57best answer here guys what are we going
4:46:59to do now it's going to
4:47:02be notice what should you do basically
4:47:06basically what should you do first I
4:47:08like this one there's two good answers Z
4:47:10or
4:47:11all right just don't you just don't want
4:47:12to showcase it you have to assess its
4:47:14impact on the project you shouldn't push
4:47:16it out either unless you know how it's
4:47:18going to impact the project assess the
4:47:20the Project's existing
4:47:22budget uh and timeline but it's not just
4:47:25those two right you want to do a
4:47:27detailed analysis long-term savings and
4:47:30benefits of the new system against the
4:47:31initial increase in cost so basically
4:47:35assess how this thing is going to affect
4:47:36the scope how it's going to affect the
4:47:38increase in cost and time this one here
4:47:41is a and C is basically saying almost
4:47:44the same thing but C is giving you a
4:47:46more detailed explanation making c a
4:47:48better answer than a I know writing
4:47:52these hard questions sometimes is
4:47:53difficult a is not a bad answer I'm
4:47:55telling you guys a is not a bad answer
4:47:56just C is a better answer because in
4:47:59this one you're looking at long-term
4:48:00saving you're looking at environmental
4:48:01benefits you're looking at how it's
4:48:03going to increase cost how it's going to
4:48:04increase time and then you're giving it
4:48:05to the stakehold of a review versus just
4:48:07ay it's just the budget and the timeline
4:48:09you're really not looking at the
4:48:10Environmental benefit is just more than
4:48:12that right See's
4:48:15better 140 during a critical phase of a
4:48:19healthcare software implementation
4:48:20project the project manager realizes
4:48:22that the project team is struggling to
4:48:23maintain Pace with rapid iterations and
4:48:26frequent changes in Project requirements
4:48:29indicating a need for better cohesion
4:48:31and flexibility what two practices
4:48:33should the project man Implement to
4:48:35improve team performance and project
4:48:37fluidity fluidity now a Foster a culture
4:48:41of continuous dialogue and collaboration
4:48:43amongst team memb Embrace a mindset of
4:48:45flexibility and willingness to adapt the
4:48:47project shift Implement regular
4:48:49retrospectives to identify an act on
4:48:51Improvement opportunities organize a
4:48:53training session on agile methodologies
4:48:54to enhance team understand schedule
4:48:57brief daily check-ins to keep the team
4:48:59aligned and informed love this question
4:49:02to me this was the hardest of the 10
4:49:04questions in this set by the way they
4:49:07all sound great all right so we want but
4:49:10let's focus on the thing you want better
4:49:12cohesion and flexibility so we need the
4:49:15keyword is flexibility and bringing them
4:49:17together what two option does that
4:49:20that's the answer that's the main point
4:49:22of the question I'm not saying you
4:49:25shouldn't do you should do c you should
4:49:27do D probably want to do uh e also but
4:49:32if you're looking for flexibility then
4:49:33choose the answer that includes that let
4:49:35them build that mindset of flexibility
4:49:38and in order to bring people together
4:49:39it's all about collaboration
4:49:41so if you read the question carefully
4:49:43the answers to the to the question was
4:49:46literally in the
4:49:47question um these here while they were
4:49:50good they didn't get to the core of the
4:49:52question retrospectives are not bad but
4:49:55retrospectives are more of how to
4:49:57improve the next Sprint not necessarily
4:49:58to embrace
4:50:00flexibility the training session that
4:50:02may Embrace flexibility but it might not
4:50:05do cohesion that that well daily uh
4:50:09check-ins we do that on a day today
4:50:11basis in agile that's really to look for
4:50:13more issues best answers is a and b
4:50:16let's get into our questions here all
4:50:18right where's Mike pen here we go as a
4:50:20project manager in charge of a new
4:50:21sustainability initiative you have
4:50:23introduced a groundbreaking
4:50:25environmental monitoring system however
4:50:27you notice that your project team is
4:50:29hesitant to adapt this technology
4:50:31leading to delays in the implementation
4:50:33phase what is the most effective measure
4:50:35to ensure team adaptation and project
4:50:39progress we Implement a reward system
4:50:41for early adapters of the technology
4:50:44arrange for a series of brief
4:50:47informative sessions on how the
4:50:48technology contributes to project
4:50:50goal conduct an extensive workshop with
4:50:53the team that examines the technology
4:50:55enlist the help of environmental expert
4:50:57to explain the importance of the
4:50:58technology to the team's work okay so
4:51:01what are we going to be doing here you
4:51:03have a team that is hesitant as you can
4:51:07see here to adapt to the technology but
4:51:10why are they hant maybe because they
4:51:11just don't understand the technology so
4:51:15one of the things you you don't want to
4:51:16do on this exam is force something on
4:51:19someone don't push things on the team
4:51:21let show people why something is
4:51:24important so first of all you don't
4:51:27need uh a doesn't really work on this
4:51:29question because it's the team that is
4:51:32hesitant and you just don't want to just
4:51:34push it on them which is kind of what a
4:51:35is doing it's like okay it's a reward if
4:51:38you guys do it but they're probably
4:51:39going to be still hesitant you want to
4:51:41you want to take the choice to remove
4:51:45this word like how to remove them being
4:51:47hesitant on it arrange for a series of
4:51:50brief informed on how the technology
4:51:51contributes to the project goal was the
4:51:53other good
4:51:54answer enlist the help of the
4:51:57environment no you don't want to just go
4:51:58outside work with the team first so it
4:52:01was two good answers it was either B or
4:52:03C here I was going on it now you notice
4:52:06this one is how it contributes to the
4:52:08project goal the best thing here we can
4:52:10can do is have the team work with the
4:52:11technology have them dis Discover it
4:52:14themselves versus we telling them hey
4:52:16this is going to align with the goal so
4:52:18those were the two options should we let
4:52:20them Discover it let them examine it and
4:52:22let them find out for themselves or
4:52:24should we just tell it to them if you're
4:52:26saying hey it's best let them find out
4:52:28they're going to better understand the
4:52:29technology that's why C is going to be
4:52:33better than
4:52:35b 142 launching a project uh launching a
4:52:40project to introduce a new Health Care
4:52:42System across multiple clinics the
4:52:44project manager realizes that there are
4:52:46discrepancies between the project scope
4:52:48and the latest project data protection
4:52:52regulation while the Project's
4:52:54leadership team advises proceeding as
4:52:57planned anticipating that these
4:52:58discrepancies will be dissolved in due
4:53:01time the project manager is concerned
4:53:02about potential compliance issues this
4:53:04is something that's probably very
4:53:06realistic in real life by the way what
4:53:08is the most appropriate initial step for
4:53:10the project manager conduct an in-depth
4:53:12analysis of the health care of the
4:53:14Health Data protection regulations and
4:53:16outline a detailed compliance plan okay
4:53:18initiate a risk assessment session to
4:53:20evaluate the impact of potential
4:53:22non-compliance on the project arrange a
4:53:26consultation with a legal expert in the
4:53:28health health data protection uh to
4:53:31advise on compliance strategies
4:53:34redesigned the project scope to include
4:53:36only those elements currently in
4:53:38compliance with existing regulations so
4:53:40there was one answer you could have just
4:53:42throw right out and it really came down
4:53:44to three good answers I thought this was
4:53:46a very difficult question here's what I
4:53:48got let's see what you guys got now
4:53:52first of all Which choice could you have
4:53:54thrown out well you just can't just go
4:53:57and just redesign a scope like that on a
4:53:59project first of all if it's a
4:54:00traditional project keep in mind on
4:54:02traditional projects you need that
4:54:04change management system you need to do
4:54:06a change request you need to have a
4:54:07change control board or sponsor review
4:54:10it and on an adob project if you want to
4:54:11change a scope you got to have the
4:54:13product owner added to the product
4:54:14backlog so at no point is a project
4:54:17manager should be ever redesign it or
4:54:18changing a scope without either the
4:54:20sponsor or the product owner now this
4:54:24one says arrange a consultation with
4:54:25legal experts so you don't want to go
4:54:27outside yet it's saying the initial step
4:54:30right so this is the key word it's like
4:54:32what should you be doing first so you
4:54:34don't want to go outside yet you never
4:54:36want to just go outside unless there's
4:54:38really no other option try to do the
4:54:40internally on the project now it came
4:54:43down to two all right I really thought
4:54:45is it going to be risk assessment
4:54:47session to evaluate the impact or an
4:54:50in-depth analysis of the data and come
4:54:52up with a compliance plan well before we
4:54:55do before you come up and you start
4:54:58doing all your risk assessment you have
4:54:59to conduct an in-depth plan what exactly
4:55:02is this risk compliance so what you
4:55:05should be doing is an in-depth analysis
4:55:08of this particular regulation
4:55:11that makes a better than b by the way I
4:55:13want to point out something that by
4:55:14doing a you're going to be doing B also
4:55:16because when you do an in-depth analysis
4:55:18and coming up with your compliance plan
4:55:20you should be doing the risk assessment
4:55:21in it making a a better
4:55:25answer 143 at the beginning of a green
4:55:28buildin project the project manager is
4:55:31tasked by the lead architect to engage a
4:55:34key supplier known for their sustainable
4:55:36materials however the supplier is
4:55:39reluctant to collaborate believing the
4:55:41Project's environmental goals do not
4:55:42align with their business model what
4:55:45action should the project manager take
4:55:46to encourage supplier participation
4:55:49propose a trial period for the supplier
4:55:50to assess the Project's commitment to
4:55:54sustainability refer the matter to the
4:55:56lead architect suggesting the need for
4:55:58higher higher level negotiations
4:56:02initiated a campaign to highlight the
4:56:03project sustainability achievement and
4:56:05future plans conduct a detailed
4:56:08presentation for the supply outline and
4:56:09the environment at impact and mutual
4:56:11benefits okay this one here pretty
4:56:14difficult really came down to two good
4:56:16answers what answer did you get because
4:56:17I got D to me is the best answer here
4:56:21here's why now you notice this person
4:56:24like the first question is
4:56:26reluctant the other one in the first
4:56:28question we had in this 141 they were
4:56:31hesitant in this one this one they
4:56:33they're reluctant they're like we don't
4:56:35know why we should do this and you
4:56:37notice it does not align with with their
4:56:39business bus model so you have to help
4:56:41prove that so the question is saying hey
4:56:45this guy doesn't want to do it because
4:56:47he doesn't feel that it aligns with
4:56:48their business model so now you have to
4:56:50go and prove that to them a trial period
4:56:52is not going to prove that it aligns to
4:56:55their business model this is them doing
4:56:56it this is them doing it but they're not
4:56:59really sure if they're align or not you
4:57:01don't want to never give away your work
4:57:02if this if there's a choice on your exam
4:57:05that says give the work to someone it's
4:57:07probably not the answer
4:57:10a campaign to highlight the project
4:57:11sustainability achievement well you know
4:57:13what this is going to be their
4:57:15achievement and future plans it doesn't
4:57:17C does not really have anything to do
4:57:20with the vendor by the way but D does
4:57:22and D you're going to go to them you're
4:57:23going to show them what's why this
4:57:25particular thing is useful for the
4:57:27project and the benefits that they're
4:57:29going to get out of it makeing D the
4:57:32best
4:57:33answer 144 following a directive to
4:57:37enhance operation efficiency within a
4:57:41within a multinational corporation the
4:57:43executive team has requested an update
4:57:45on the progress and remain in TAS for
4:57:48all ongoing ad job projects what
4:57:51methodology should uh what methodology
4:57:53should the project manager employ to
4:57:55accurately convey this information time
4:57:57tracking analysis resource allocation
4:57:59report progress Milestone review or
4:58:01Sprint burnup chart all right this one
4:58:03here was actually pretty easy you notice
4:58:06they want to see uh how much work is
4:58:08left on remaining task and this uh the
4:58:11burn
4:58:12up chart does that now I do want to
4:58:15point out that it the burn up chart is
4:58:19use an agile because it represents the
4:58:21work completed versus the work remaining
4:58:24done so I want you guys to before you
4:58:27walk into your exam room you're probably
4:58:30going to get a questions on burn up and
4:58:32burn down chart make sure you know the
4:58:33difference we do cover those in the
4:58:35class and you notice the moment we
4:58:38saw that they were looking on agile
4:58:40projects you should have known right
4:58:42away burn up and burn down charts are
4:58:44exclusive there time tracking analysis
4:58:47is not something we use uh these are the
4:58:49things are not something we use on adob
4:58:51projects they're more likely used on
4:58:53traditional
4:58:55projects 145 during a complex software
4:58:59development project the project manager
4:59:00notes that several Technical and
4:59:03operational challenges are arising due
4:59:05to conflicting requirements from various
4:59:07stakeholders what is the most efficient
4:59:09strategy for the manager to facilitate
4:59:11project advancement initiate a
4:59:13stakeholder analysis to better
4:59:15understand conflict interests and
4:59:16address them systematically all
4:59:18right assign a team assign team leaders
4:59:21to negotiate solutions for each
4:59:23conflicting re requirement directly with
4:59:24the stakeholders all right update the
4:59:26project communication plan to include
4:59:28more frequent uh stakeholder engagement
4:59:31sessions okay directly negotiate and
4:59:34reconcile the conflicting requirements
4:59:36to Streamlight project execution this is
4:59:39a trick question don't go with the
4:59:42answer you think you're going to go with
4:59:44I'm telling you guys this is a trick
4:59:46question
4:59:48now these types of questions you have to
4:59:50read them very carefully because if a
4:59:52lot of you guys said a it's not right
4:59:56here's why you see the question
4:59:59specifically asked to fix this it's an
5:00:03effective strategy to facilitate project
5:00:06advancement so what strategy here is
5:00:10going to allow the project to proceed
5:00:13you see a is not a good answer because
5:00:15in this one you're just trying to
5:00:17understand their conflicts so in this
5:00:21one you're understanding their conflicts
5:00:23and you're trying to address them the
5:00:24best way to address them is to negotiate
5:00:28with them negotiate and reconcile the
5:00:31actual differences between the project
5:00:34making a a better answer than making d a
5:00:36better answer than a never give away
5:00:39anything never say okay hey you guys go
5:00:42out and you guys do this update the
5:00:44communication plan to include more
5:00:46frequent stakeholder engagement it's not
5:00:47something you can do without a change
5:00:48request now I want to point out
5:00:52something to you guys if this question
5:00:53it says what should you do first what
5:00:55should you do next then a would have
5:00:57been a better answer than D but the
5:00:59question isn't asking for what to do
5:01:01first the question is literally asking
5:01:02to fix the problem so I want you guys to
5:01:04point out something if you're looking if
5:01:06a question is like how do you fix this
5:01:09you can't fix things things by examining
5:01:10things if the question is what should
5:01:12you do first well never fix things first
5:01:16all right so you got to read it
5:01:18carefully all right so let's let's let
5:01:19let me say that again if a question says
5:01:22what what's the next step what should
5:01:23you do first then don't fix it right
5:01:26away examine the situation analyze
5:01:29what's happening around you read some
5:01:31documents review your plans meet with
5:01:34team members ask them what's going on
5:01:37but if they're asking hey what which
5:01:39which one of these choices will fix this
5:01:41problem eliminate this problem well you
5:01:44asking around you checking plans you
5:01:46doing this is not going to fix or
5:01:47eliminate the problem then you got to
5:01:49come up with an actual concrete solution
5:01:51to address the actual
5:01:55problem all right 146 during the
5:01:58integration phase of an international IT
5:02:00project the project manager noticed
5:02:02frequent miscommunications between the
5:02:04on-site and offshore teams primly due to
5:02:08cultural misunderstanding and language
5:02:11nuisances the project manager has
5:02:13individually spoken with members from
5:02:15both teams and confirmed that these
5:02:17differences are hindering project
5:02:19progress all right this may be real life
5:02:21for if you work on many uh International
5:02:23projects what should the project manager
5:02:25do to enhance understanding cooperation
5:02:27between the teams Implement a technology
5:02:30I'm sorry Implement a mandatory language
5:02:33proficiency course for all team members
5:02:35okay facilitate a workshop that allow
5:02:37both teams to share the cultural norms
5:02:39and communication preferences assign a
5:02:41bilingual team liaison to translate
5:02:43immediate communication require all
5:02:45project communication to be
5:02:47conducted in written form to reduce
5:02:50misunderstanding best answer here guys
5:02:52is of course B yeah this one wasn't too
5:02:55difficult so if you have team members
5:02:57that can't get along the best thing to
5:02:59do we are we learn in the in our exam is
5:03:02we have to make sure we train them
5:03:04correctly uh we don't want anything
5:03:06that's just mandatory we can't I don't
5:03:07think people are going to learn an
5:03:09entire language that
5:03:11quickly require all Comm to be done in a
5:03:14written sometimes best it's hard to do
5:03:17written Communications if they're
5:03:18actually communicating very
5:03:20frequently uh you don't want to just
5:03:23pass it on and if the liaison is not
5:03:26there to translate might be a problem
5:03:28the best thing here is to have them work
5:03:30together as a project manager facilitate
5:03:32facilitate facilitate bring people
5:03:34together let them work together let them
5:03:36discuss what's going on so the problem
5:03:38is actually solved making B the best
5:03:41answer 147 as part of a companywide
5:03:45project to enhance it security the
5:03:47project manager schedule a series of
5:03:48educational webinars for employees a
5:03:51leader from a department not yet covered
5:03:53in the initial roll out expresses
5:03:55interest in attending one of these early
5:03:57sessions what should the project manager
5:03:59do to best support the initiative's
5:04:01goals and engage interested stakeholders
5:04:04all right limited webinar attendance
5:04:06only those Department schedule for early
5:04:07phase roll up okay so suggest the
5:04:10webinar leader wait for the tailored
5:04:11sessions uh tailored session specific to
5:04:14the department encourage Department to
5:04:16join the upcoming we to get to get an
5:04:18early insight and prepare their team
5:04:20provide recorded versions of the webinar
5:04:22exclusively to those in the initial roll
5:04:24out phase all right now this question
5:04:26plays on the concept of engaging your
5:04:29stakeholders engage your stakeholders
5:04:31how if you remember I say this in the
5:04:32course often and early always remember
5:04:35that often and early or I should say
5:04:37early and often making see the best
5:04:41answer here's why
5:04:44so notice that this is a companywide
5:04:47project and if you're scheduling a
5:04:49series of educational webinars for
5:04:51employees then who should you invite
5:04:54right if you have a project that is
5:04:56going to be affecting the entire company
5:04:58means everybody's a stakeholder in this
5:05:00project and you want to do a series of
5:05:02educational thing about this then who
5:05:04technically should you invite if you
5:05:06said everyone because they're all your
5:05:07stakeholders because you want to engage
5:05:09all your Stak code is correct that's why
5:05:10C is the answer you don't want to limit
5:05:13it right off the bat you don't want to
5:05:15tell them to wait uh previously recorded
5:05:18versions while this is good maybe you
5:05:21want to encourage them to come and if
5:05:22they could great if not maybe then you
5:05:24can do the making see the best answer
5:05:27148 a project manager's tasked with
5:05:30integrating Advanced artificial
5:05:31intelligent features into an existent
5:05:33software product however the current
5:05:35project team lacks the AI expertise
5:05:37required for successful implementation
5:05:39what should the project manager do to
5:05:40ensure the project success despite the
5:05:42team's current skills
5:05:45limitation initiated Target AI training
5:05:48programs to the team okay partner with a
5:05:50partner with an AI technology firm to
5:05:52provide expert consultation facilitate
5:05:54Workshop that in that innovates problem
5:05:57solving
5:05:57techniques deploy automated tools to
5:06:01assist the team with AI related tasks
5:06:03okay best answer here is going to be a
5:06:07is correct now there were two good
5:06:09answers here all right first of all you
5:06:11don't want to just give away to work yet
5:06:13let the team work and if they cannot
5:06:15figure it out or we cannot get the right
5:06:17training maybe then you can do B the
5:06:20other one here you could have uh done
5:06:23was d uh got rid of was D because you
5:06:25don't want to just deploy to they don't
5:06:27understand the technology you put in
5:06:29more automation toolate just complex the
5:06:30process more now you came down should
5:06:33you facilitate workshops that encourages
5:06:36problem solving techniques or should you
5:06:38get in the right training now it it
5:06:40tells you in the question they lack the
5:06:44expertise so if they lack the expertise
5:06:46them doing promise all is not going to
5:06:48help them because they don't know how to
5:06:49solve it in the first place the best
5:06:51thing you can do when your team lacks a
5:06:54particular knowledge that they don't
5:06:55have the best thing to do the best thing
5:06:57the project manager should do is get
5:06:59them that
5:07:02training by the way guys if you guys are
5:07:04enjoying this can you give the video a
5:07:06like click subscribe to the channel we
5:07:08do spend a lot lot of time putting these
5:07:10questions together and recording these
5:07:12videos would be greatly
5:07:13appreciated let's get back to it 149 a
5:07:17project manager has coordinated a new
5:07:18environmental research project involving
5:07:20experts from various uh continents the
5:07:24geographic geographical spread of the
5:07:26team makes regular face-to-face uh
5:07:28interactions impossible what should the
5:07:30project manager do to ensure seamless
5:07:32communication and collaboration across
5:07:33the team now if you guys know me in the
5:07:35class I always tell you guys face Toof
5:07:37face is the best form of communication
5:07:39adapt an Advan uh project management and
5:07:42communication software okay set up
5:07:45rotational schedule for team to adjust
5:07:46their avability for occasional
5:07:48synchronous meetings uh by the way
5:07:51synchronous and asynchronous synchronous
5:07:53communication is basically me talking to
5:07:56you like on a zoom call or on a phone
5:07:58call it's live it's real time
5:08:00asynchronous is like what I'm doing here
5:08:02this is asynchronous uh it's not real
5:08:05time it's not
5:08:06live create a cultural Exchange program
5:08:09within team to facilitate better
5:08:10understanding establish a system of
5:08:12regular email updates and reports to
5:08:14keep all team members informed best
5:08:16answer here guys notice that we want the
5:08:20question particularly points out this
5:08:22thing of face-to-face communication and
5:08:24if you can't do it if you can't do
5:08:25face-to-face communication because of a
5:08:28massive spread continent spread in
5:08:30particular the best thing here to do is
5:08:31to get the right technology to do it as
5:08:34we have many options like Zoom or go to
5:08:37meeting uh this here will solve the
5:08:39problem because now they can have
5:08:41seamless communication and consistent
5:08:43not occasional communication we don't
5:08:46need an exchange program as this may
5:08:48take
5:08:49time and you know what's better than
5:08:52email this is asynchronous communication
5:08:55synchronous communication is much better
5:08:58all right so if you have good
5:09:00communication software like Zoom that's
5:09:02considered synchronous versus email is
5:09:04asynchronous
5:09:06communication
5:09:07150 as the project manager for an
5:09:10Innovative smart home device project you
5:09:11receive a requests from the stakeholder
5:09:14to incorporate Advanced AI capabilities
5:09:18into capabilities to improve design
5:09:21usability the addition is expected to
5:09:24significantly enhance the product but
5:09:25comes late in the cycle with a
5:09:27challenging deadline all right so this
5:09:28might delay the project here guys what
5:09:30should the project manager do
5:09:32next conduct an impact analysis to
5:09:34determine how the integration of the
5:09:36advanced AI capabilities affects the
5:09:38timeline of budget okay suggest focusing
5:09:41on launching the current version without
5:09:42Ai and adding it as a feature in the
5:09:45next product release okay uh increase
5:09:48the team's working hours to meet the
5:09:50demand of inte of integrating the new
5:09:52feature within the timeline negotiate
5:09:54for additional resource specifically
5:09:55focus on developing and integrating the
5:09:58function now I want to point out that
5:10:00you notice this particular question says
5:10:01what should we do next and if you
5:10:03remember what I said earlier what should
5:10:05you do next is going to be to analyze
5:10:08something don't fix the prod problem yet
5:10:09analyze something how is this going to
5:10:11affect the project not just the timeline
5:10:14but I want to point out that when you
5:10:16affect time you're probably going to
5:10:17affect cost making a the best answer you
5:10:20shouldn't just add it
5:10:22in uh or just reject it so B is like hey
5:10:27just rejected we'll do that later never
5:10:29do that to a customer never overwork
5:10:32your team negotiate for additional
5:10:35resources before you do that I would say
5:10:38you would do a then B
5:10:40um if the question was like Hey how do
5:10:43you fix this what are we going to do to
5:10:44fix this maybe then you might need more
5:10:45resources to get it done but in this one
5:10:47here they're asking what should you do
5:10:49next in other words assess the situation
5:10:51all right question
5:10:53151 a project manager is leading the
5:10:55development of a new Public Library
5:10:57during the planning phase it come it
5:10:59comes to light that the library's
5:11:01proposed location is a popular site for
5:11:03an annual book fair which was not
5:11:06considered in the initial consultations
5:11:08the oversight Rises concern about the
5:11:10fear's future on libraries uh community
5:11:13relations what should the project
5:11:15manager do to ensure the project aligns
5:11:17with Community interest and maintains
5:11:19positive relations a redesign the
5:11:22library layout to include a dedicated
5:11:24space for the annual book fear without
5:11:26additional speaker input organize a
5:11:29discussion for with book organizers and
5:11:32community members to explore how the
5:11:34library project can accommodate the fear
5:11:37prepare a risk management plan
5:11:38specifically for mitigating the backlash
5:11:41from the book fear enthusiasts suggest
5:11:44relocating the book fear to a less
5:11:45Central but still accessible location
5:11:49without consulting the event organizers
5:11:52this question plays the game of engaging
5:11:56stakeholders a project manager should
5:11:59not be modifying or editing the scope
5:12:02without consulting your stakeholders and
5:12:04that makes it one good answer which is B
5:12:07here's why you see in a you're you as
5:12:11the project manager you're just
5:12:13redesigning the space just like that
5:12:15without their input so is D you're just
5:12:18moving things you're doing things
5:12:19without cons Consulting the event
5:12:22organizers no what you want to do is you
5:12:24want to bring your stakeholders together
5:12:26so they can work together and come up
5:12:28with a scope or a solution that best
5:12:30matches their requirements prepare risk
5:12:34management plan in this one you're doing
5:12:35nothing in this one you're basically
5:12:37proceeding and you're saying well if
5:12:38there's a backlash will deal with it at
5:12:40some point so in this one here you're
5:12:41taking no actions not the best answer
5:12:44our best answer here is going to be
5:12:47B 152 as the project manager for a
5:12:51software development project you're
5:12:53informed that due to budget relocations
5:12:56reallocations several developers will be
5:12:58reassigned to other projects create an
5:13:01unease amount to your team about project
5:13:03timelines and their roles what should
5:13:05the project manager do
5:13:07first Implement a Revis project schedule
5:13:10that accelerates timelines to
5:13:12demonstrate the project can proceed
5:13:14without additional
5:13:16resources facilitate a
5:13:18discussion facilitate a session to
5:13:21discuss the reassignments emphasizing
5:13:23the Strategic vision and how team
5:13:25contributions are critical to both the
5:13:26project and broader company
5:13:29objectives introduce a mentorship
5:13:31program parent remaining team members
5:13:33with experience mentors to bolster
5:13:36confidence and set skills set and skill
5:13:39sets in h in light of reduced staff and
5:13:42levels sorry guys a lot of big words
5:13:44here launch a cross training initiatives
5:13:47to diversify the skill sets of remaining
5:13:49team members ensuring the Project's
5:13:51critical functions are covered now this
5:13:53is pretty common especially on today's
5:13:55world where all of a sudden they may cut
5:13:59cut budgets or reduce your budgets and
5:14:02other team members or particularly good
5:14:04team members may have to be reassigned
5:14:06to other projects what do you do well
5:14:09you notice this question is what do you
5:14:10do first and one of the first things you
5:14:12do is to assess the
5:14:14situation understand what's happening in
5:14:17in light of what's budget cuts or people
5:14:20leave and things like that notice b c
5:14:25and d takes an action in this one you
5:14:28shouldn't just revise a schedule like
5:14:29that that will requires generally some
5:14:32kind of change
5:14:33request this is a mentorship program
5:14:35this is a cross trining program in these
5:14:38here
5:14:39you're probably going to do these later
5:14:41I would do B let's understand let's do a
5:14:44discussion to understand what these
5:14:45reassignment means how it affects the
5:14:48projects how it affects the company's
5:14:50objective let's do that first maybe then
5:14:53we can do a mentorship program and and
5:14:56or a cross trainining program so
5:14:59remember on this exam watch that keyword
5:15:02what should you do first what should you
5:15:04do
5:15:05next 153 during the implementation phase
5:15:09of a Citywide public transportation
5:15:11Improvement project a city council
5:15:13member requests A specialized update
5:15:16that goes beyond the scope of regular
5:15:19briefing provided to the public and City
5:15:21officials okay the team utilizes
5:15:25Advanced so uh simulation software and
5:15:29traffic flow analysis to plan and
5:15:31monitor progress what should the project
5:15:33manager
5:15:34do provide a tutorial on how to
5:15:36interpret the simulation software
5:15:38results
5:15:39invite the council member to workshop on
5:15:41traffic flow analysis techniques using
5:15:44the project engage directly with the
5:15:46council member to clarify what specific
5:15:49Data Insights are
5:15:51needed compile a comprehensive report
5:15:54using data from both simulation software
5:15:57and traffic
5:15:58analysis okay best answer here guys is
5:16:01going to be by before I give it to you
5:16:04remember what do you do next what do you
5:16:06do first is going to help determine the
5:16:08the answer of
5:16:11C you see before taking this action
5:16:14before giving them something meet with
5:16:17them ask them when do you want it how
5:16:22how would you like it in like what
5:16:23format who should be giving it to
5:16:26you um what time of day in what setting
5:16:30would you like to get this basically
5:16:31you're building that communication
5:16:34management plan you notice a b
5:16:39and D is giving them the data in a what
5:16:43are you doing you're giving them a
5:16:45tutorial you're telling them to come to
5:16:48the workshop you're telling you're
5:16:49giving them a report in this one here
5:16:52let's clarify exactly what they want no
5:16:55pinpoint the specific of what they want
5:16:58and then you can better then you can
5:17:01better give them what they want so first
5:17:03clarify what they need 154 following a
5:17:07critical review session of healthcare
5:17:08software project a project manager notes
5:17:11that the output of one software engineer
5:17:13is not up to the project standards while
5:17:17what is the most appropriate form of
5:17:19communication for the project manager to
5:17:21utilize in addressing the software
5:17:23engineer performance
5:17:26concerns send a group email highlighting
5:17:29the importance of meeting project
5:17:31standards without naming
5:17:33individuals schedule a one-on-one
5:17:35meeting to discuss the performance
5:17:38issues and development plan all right
5:17:41issue a formal performance Improvement
5:17:43plan through the company's HR System
5:17:45okay initiate a team-wide meeting to
5:17:49discuss project
5:17:50standards and individual contributions
5:17:54collectively all right best answer here
5:17:56guys is did you guys get that 101 here's
5:18:00why anytime you have a problem on a
5:18:04project where it deals with one person a
5:18:07stakeholder a senior manager a sponsor a
5:18:10team member it's just one person this
5:18:13person is causing chaos this person
5:18:15needs more information this person has
5:18:18particular concerns the best thing to do
5:18:20is don't do it in front of people deal
5:18:22with that person right
5:18:25on so what are we going to do we're
5:18:28going to schedule a one-onone meeting
5:18:29we're going to discuss the performance
5:18:31issues and come up with a plan of how to
5:18:32fix it we don't want to do this in a in
5:18:35a group setting it's one person one
5:18:38person that's having some of the
5:18:40problems so the best way to deal with
5:18:42this one person is going to be to ensure
5:18:47that you meet with this person see what
5:18:49the problem is and solve it instead of
5:18:51bringing the team all in it so remember
5:18:53that tip for your
5:18:55test 155 leader in a software
5:18:59development ad out project for a
5:19:00multinational corporation a project
5:19:02manager faces the challenge of managing
5:19:04a team spread across multiple time zones
5:19:07common nowadays right guys the project
5:19:09manager has previously encountered
5:19:11issues with such teams regarding
5:19:13inconsistent work
5:19:15quality and miss deadline what action
5:19:18should the project manager take to
5:19:19ensure high quality
5:19:21deliverables and adherence to the
5:19:25timeline initiative frequent virtual
5:19:28stand-ups to clarify project goals
5:19:29synchronize team efforts and address any
5:19:31issues okay develop a comprehensive
5:19:33trainer program on time management and
5:19:35productivity tools distribute a detailed
5:19:38weekly template for members to fill out
5:19:40summarizing their progress organize a
5:19:42quarterly in-person Meetup for team
5:19:44building and detailed project reviews
5:19:47best answer here guys is going to be a
5:19:49this is correct first of all you should
5:19:51be doing a virtual standup meetings on a
5:19:53daily basis this is an adob project um I
5:19:57wouldn't do weekly or quarterly because
5:20:01quarterly may be too long maybe too far
5:20:03apart
5:20:04weekly may or may not be too long or Too
5:20:07Short apart from from from their updates
5:20:10but as a as an adob project the best
5:20:13answer here is to do a standup meeting
5:20:15you should be doing that anyhow notice a
5:20:17training on time management this is a
5:20:20decent answer I thought a and Bs were a
5:20:22good answer and productivity tools for
5:20:24all members but the best thing here is
5:20:26just to fix the problem right what you
5:20:29want to do is you want to make sure that
5:20:31everybody understands their goals here
5:20:33and the best answer is to do a frequent
5:20:35daily standup meeting best answer was a
5:20:40156 a project manager is tasked with
5:20:43launching a new drug product which
5:20:45requires adherence to strent health and
5:20:48safety regulations it's crtical it's
5:20:50critical for the launch to comply with
5:20:52these regulations to avoid penalties and
5:20:54ensure Public Safety what should the
5:20:56project manager do next to guarantee
5:20:58compliance with these regulations
5:21:00arrange for regular training sessions on
5:21:03Regulatory Compliance with the team all
5:21:05right assess and document the potential
5:21:07compliance risk related to health and
5:21:09safety okay Implement a quality control
5:21:12system to continuously monitor the
5:21:14product against safety standard organize
5:21:17a consultation with legal experts
5:21:18specialized in regulations to review
5:21:20project alignment this was a tough
5:21:23question almost all of these answers
5:21:25were pretty much correct best answer
5:21:27here is going to be to assess it that's
5:21:29correct notice what should you do
5:21:33next assess and document potential
5:21:35compliance risk that's the next thing
5:21:37you want to do here
5:21:39uh
5:21:40notice you want to make sure that you
5:21:42stay to it it's critical to comply well
5:21:46what happens if you don't comply because
5:21:47you want to avoid these penalties right
5:21:50and ensure Public Safety what should you
5:21:52be
5:21:53doing well the best thing here is to
5:21:57document potential compliance risk
5:21:59related to safety put that in the plan
5:22:01because it's from looking at the risks
5:22:05then you can understand okay this is how
5:22:06it can affect the schedule this is how
5:22:08it can affect Public Safety this is how
5:22:10it can affect the budget this is how it
5:22:11can affect the scope uh arrange for
5:22:14regular training let's do B then a so
5:22:17we'll do remember it's what should you
5:22:18do
5:22:19next organize a consultation with legal
5:22:22experts so let's understand how it
5:22:23affects the project first Implement a
5:22:26quality control this is something you're
5:22:27going to implement later on not right
5:22:29now best answer was
5:22:31B
5:22:33157 during the critical testing phase of
5:22:35an Enterprise software upgrade the
5:22:37project manager ident ifies that testing
5:22:39is significantly behind schedule posing
5:22:42a risk to the planned go live date what
5:22:46should the project manager do first now
5:22:47you notice the project this year
5:22:49identified testing is significantly
5:22:51behind what should you do escalate to
5:22:54the company's executive management all
5:22:55right conduct a detailed session with
5:22:57the team to pinpoint causes for the
5:22:59delay all right seek additional funding
5:23:02to contract external testing services to
5:23:04catch up Implement overtime hours for
5:23:07the testing team this one here if you
5:23:09follow along what I was saying uh at the
5:23:11beginning of this video what you do
5:23:13first don't take an action right away
5:23:15let's go ahead and do a detail session
5:23:17with the team let's go in there and uh
5:23:20pinpoint what's causing this delay and
5:23:22then we can go ahead and fix it you
5:23:25never want to escalate project problems
5:23:27especially to Senior Management the
5:23:29company's executive management is there
5:23:31to make decisions not to help you manage
5:23:33your
5:23:34project seek additional funding not yet
5:23:38understand how it affects the project
5:23:41don't Implement overtime one of the
5:23:43things we want to resist on this exam is
5:23:45implementation of overtime or
5:23:47implementing overtime can overwork your
5:23:49team members causing a significant drop
5:23:52in productivity and overall quality of
5:23:56deliverables
5:23:58158 during the construction phase of a
5:24:01new city park conflicts have emerged
5:24:04between the landscape designers and
5:24:07environmental consultant over the choice
5:24:09of plant species and their environmental
5:24:11impact what are the two most effective
5:24:13actions for the project manager to take
5:24:15to take first to resolve these conflicts
5:24:18select
5:24:19two delay any decisions on plant species
5:24:23until further research can be conducted
5:24:25okay organize individual meetings with
5:24:28landscape designers and environmental
5:24:30Consultants to understand each group's
5:24:31concern initiate a workshop at all
5:24:34stakeholders to democratically vote on
5:24:35the species election escalate the
5:24:38solution the issue to the city council
5:24:40for final decision to avoid further
5:24:43delay conduct private Target discussions
5:24:45with key representative from both sides
5:24:47to find a middle ground all right what
5:24:49answers did you get the best answer here
5:24:51I have is going to be B you want to
5:24:54bring them together right you want to
5:24:57understand what's going on so the first
5:24:59thing I want to
5:25:00do is let's do individual meetings with
5:25:04the designers let's understand what's
5:25:06going on understand their concerns
5:25:09then what we want to do is we want to
5:25:11conduct private targeted discussions
5:25:14with the representative from both sides
5:25:16to find that middle ground so in the
5:25:17first one you meet them you meet you
5:25:19meet the designers you meet the
5:25:21Consultants then the next thing you
5:25:22bring them together and see if there's a
5:25:23middle ground hopefully we can solve the
5:25:25problem you don't want to escalate it
5:25:28not yet all right you don't want to
5:25:30escalate this you have to try to solve
5:25:32the problem now before you do a workshop
5:25:35to vote on the pl species understand is
5:25:37there a middle ground and never delay
5:25:40anything delay any decision until
5:25:42further research can be done no let's
5:25:45work together and fix it just don't push
5:25:46it off don't kick the can down the road
5:25:48is what I generally say when answering
5:25:50if you ever see a choice that looks like
5:25:51it's going to kick the can down the road
5:25:53it's probably not the
5:25:55answer
5:25:57159 during a critical software
5:25:59implementation project the project
5:26:01manager identifies a significant
5:26:03slowdown in the integration phase
5:26:05attributed to the team's unfamiliar
5:26:08unfamiliarity with the new software's
5:26:11API this issue threatens to delay
5:26:13project Milestones what should the
5:26:15project manager do first to address the
5:26:17team's skill Gap without Rising the
5:26:20budget initiate a collaborative problem
5:26:23solving medum to identify Alternatives
5:26:25integration strategies or Solutions okay
5:26:28delegate the integration task to more
5:26:29experienced team within the organization
5:26:32reducing the learning curve all right
5:26:34invest in FastTrack external training
5:26:36program specifically focus on the new
5:26:39software's API hire an external
5:26:42consultant with expertise in s in the
5:26:44software to lead the integration phase
5:26:46and TR trainer team read the question
5:26:49carefully you notice I highlight
5:26:52this without Rising the budget so that
5:26:56means you could have eliminated two
5:26:57choices right you this here will
5:26:59definitely rise the budget this here
5:27:01will rise the budget and this here gives
5:27:03away the work right so B gives away the
5:27:05work the best thing here the best answer
5:27:07all it's not the greatest answer ever
5:27:10the best answer here is there any
5:27:12alternative integration strategies or
5:27:14Solutions we can go with we don't have
5:27:16much choice because we cannot rise the
5:27:18budget as for the question making a the
5:27:21best
5:27:24answer did you guys enjoy this video if
5:27:26you did give this video a like subscribe
5:27:28to the channel 160 during the planning
5:27:31of a new development project a recently
5:27:34enacted zoner Law changes the permis
5:27:37building
5:27:38the the permissible building Heights
5:27:40within the Project's area the project
5:27:43team has been informed of this change
5:27:45what is the most effective course of
5:27:47action for the project manager to take
5:27:50proceed with planning until the legal
5:27:51department informs you to update the
5:27:54Plan update the project documentation to
5:27:57reflect change in zonal laws impact on
5:27:59the scope okay schedule a meeting with
5:28:01local government officials to seek
5:28:03exceptions uh for the current project
5:28:05consult with legal councel and on
5:28:07understand the implementation of Z Z and
5:28:08law change on the project best answer
5:28:10here this is a trick question by the way
5:28:12best answer here guys is going to be B
5:28:15why is
5:28:16that well let's put it to you guys this
5:28:19way they're still in
5:28:22Planet I want to point that out they're
5:28:24still in Planet and once you're in
5:28:25planning you don't need a change request
5:28:27to update the scope or anything like
5:28:29that and if something is a law you have
5:28:32to do it notice this isn't an active law
5:28:36by not doing it you're breaking the law
5:28:38making this a better answer proceed with
5:28:40planning until the no you already know
5:28:43the plan has to
5:28:44change uh you don't need an ex exception
5:28:47because it's a law now the other good
5:28:49answer was D consult with legal counsel
5:28:51understand uh this thing on on the zone
5:28:54and law change to the project well you
5:28:56already know that the height cannot be
5:28:59done so you already know the impact of
5:29:00it so now you just need to reassess your
5:29:03plan um notice document the changes and
5:29:07it document the impact on the entire
5:29:10thing one of the things you have to
5:29:11remember about law is if something is a
5:29:13law you have to get it done it can be
5:29:15the best answer and first question up in
5:29:19the late stages of marketing launching a
5:29:21marketing campaign project it's
5:29:24identified that a critical piece of
5:29:26content is not ready because a team
5:29:27member fell behind schedule this issue
5:29:30came to light during a presentation to
5:29:31the marketing department causing concern
5:29:34about launching about meeting the launch
5:29:36date what should should what action
5:29:38should the project manager do first have
5:29:41a confidential discussion with the team
5:29:44member to understand the reasons for the
5:29:45delay and explore Solutions together all
5:29:48right delegate the unfinished task to
5:29:50another team member who has the capacity
5:29:53to expedite completion all right
5:29:55organize a session for the team to
5:29:58collaboratively brainstorm ways to
5:30:00expedite the remaining work seek advice
5:30:02from a senior manager on how to handle
5:30:04the team member's delay in task
5:30:06completion now I want to point out to
5:30:07you that anytime you get a question
5:30:10where there's one person that may be
5:30:12causing an issue one person delaying the
5:30:15project one person wants something one
5:30:17person uh callus on a commotion on the
5:30:20project the best thing to do is to meet
5:30:23with that
5:30:24person and find out what the problem is
5:30:27and how we can fix
5:30:28it when somebody when somebody's causing
5:30:31a problem and I'm talking one person or
5:30:33maybe even a small group deal deal with
5:30:35that person privately individually is
5:30:38the way to do that don't push it out in
5:30:40the group and embarrass people or cause
5:30:41a bigger problem now one choice you guys
5:30:45should have eliminated right off the bat
5:30:47was senior manager senior manager is not
5:30:49there to solve problems on your project
5:30:51that's what they hire you for so let's
5:30:53eliminate that one before you organize a
5:30:56session to fix this issue right now or
5:30:58assign someone to fix it the best thing
5:31:00to do is to meet with this person and
5:31:02see if you guys can work together to fix
5:31:04it best answer was
5:31:06a 162
5:31:08the project manager for a renewable
5:31:11energy initiative receives a suggestion
5:31:14from an environmental consultant to
5:31:16incorporate a new technology that can
5:31:17improve project outcomes but also extend
5:31:20the timelines and increase costs what
5:31:22should you do first forward the
5:31:24suggestions forward the suggestion to
5:31:26the Project's CCB by the way this means
5:31:29change control board for approval before
5:31:31I go on I want to point out that on the
5:31:33exam generally when they give you an
5:31:34acronym they probably spell it out for
5:31:36you you don't have to memorize acronyms
5:31:37on your test generally speaking except
5:31:40those formal acronyms those evm acronyms
5:31:42you should know
5:31:43those arrange a project team me in to
5:31:47discuss the feasibility and implications
5:31:50of integrating the new technology
5:31:52consult with industry experts to gauge
5:31:54the potential benefits and drawback con
5:31:56uh conduct a preliminary risk analysis
5:31:58to understand how the new technology
5:32:00might affect the project risk best
5:32:02answer here guys now before I give you
5:32:05the answer I want to point out that
5:32:06remember it's a suggestion from an
5:32:08environmental consultant it may be good
5:32:10it may be bad the best thing we can
5:32:12do is to have the team come in and tell
5:32:16us if this is a good or a bad idea
5:32:18always utilize the expertise of the team
5:32:21that's what they're there for so what we
5:32:23want to do is you want to meet with the
5:32:24team and we want to say hey what do you
5:32:26guys think is this good how is this
5:32:28going to affect the project they're the
5:32:30expert not us you can't send it to the
5:32:32Change Control Board for approval if you
5:32:34haven't see how it's going to how it's
5:32:36going to affect the project how much is
5:32:38it going to extend that deadline how
5:32:40much is it going to extend that
5:32:42budget before going to Industry experts
5:32:45remember what to do first we want to
5:32:47meet with the team first and to do this
5:32:50risk assessment your team should help
5:32:52you uh your the team should help you
5:32:56before you do a risk assessment and the
5:32:58team should help you do a risk
5:32:59assessment don't forget all changes must
5:33:01be assessed before it can be approved by
5:33:04CCB
5:33:06163 in the midst of a renewable energy
5:33:09project a team member notices a
5:33:11significant risk related to equipment
5:33:13procurement that could potentially D
5:33:15derail the project timeline the concern
5:33:18is promptly communicated to the project
5:33:20sponsor who then request the project
5:33:22manager for a detail assessment and
5:33:24action plan all right which a document
5:33:26should a project manager consult with
5:33:27the team to outline predefined
5:33:29approaches to assist to address this
5:33:32procurement risk appropriately risk
5:33:35register issue log risk respon strategy
5:33:38and risk management plan so the question
5:33:41is
5:33:42asking basically what
5:33:45document has predefined approaches to
5:33:49risks did you get it best answer here
5:33:52was risk register is correct the risk
5:33:54register has the risk and the potential
5:33:57responses to the risk this is a risk
5:33:59this is not an issue so it does not
5:34:01belong to issue log there really is no
5:34:03such thing as a risk response strategy
5:34:05that's actually in the that's there's no
5:34:07such document like that the strategy is
5:34:09in the risk
5:34:11register the risk management plan
5:34:13doesn't actually have risk or risk
5:34:15responses making a the best
5:34:19answer 164 in finalizing an
5:34:22infrastructure upgrade project the
5:34:24project manager needs to ensure that all
5:34:26critical operation knowledge has been
5:34:28transferred to the clients to the
5:34:30client's maintenance
5:34:32team efficiently or effectively what
5:34:36approach should the project maner your
5:34:37employee to confirm the thoroughness of
5:34:40the knowledge transfer schedule
5:34:42face-to-face sessions with the
5:34:43maintenance team members and the project
5:34:45team to validate understand and
5:34:47application of operational knowledge
5:34:49okay develop and administer a formal
5:34:52assessment to the maintenance team on a
5:34:53key operational procedure create an
5:34:56interactive online module for the
5:34:57maintenance team to complete uh covering
5:34:59all necessary operational information
5:35:02facilitate a Roundtable discussion with
5:35:04key project and maintenance team members
5:35:07to evaluate the depth of knowledge
5:35:08transfer all right you want to uh let's
5:35:12take a look at the question here uh what
5:35:15approach to employ to confirm the
5:35:17thoroughness of the knowledge transfer
5:35:19this is the key here you want to confirm
5:35:21that it was thoroughly done best answer
5:35:23here guys is going to be a if you got a
5:35:25you are correct one thing I do mention
5:35:27in the course is anytime you see that
5:35:29word face Toof face communication it's
5:35:31probably good answer to choose
5:35:33face-to-face communication is one of the
5:35:35best ways and the richest way to
5:35:36communicate
5:35:38and I think face to-face communication
5:35:40here just trumps or or is better than an
5:35:44interactive online module or some kind
5:35:46of formal
5:35:47assessment uh the best thing here is to
5:35:49have face tof face discussion let them
5:35:52talk and let them validate your
5:35:53understanding so they can both talk to
5:35:55each other and see hey do you understand
5:35:57this do you understand it's better than
5:35:58that the other one here was more of a
5:36:00round table but I think this face Toof
5:36:02face is is better uh than actually just
5:36:05going going through a round table
5:36:09question 165 in a software development
5:36:11project the project manager notices that
5:36:14the various project teams have different
5:36:17priorities and methodologies leading to
5:36:20inconsistencies and delays in Project
5:36:22Milestones the project manager realizes
5:36:25the need for a unified approach to
5:36:27streamline processes and improve
5:36:29collaboration amongst the
5:36:31team what is the most effective course
5:36:34of action for the project manager to
5:36:36ensure consistent progress across all
5:36:40teams Implement a centralized project
5:36:43management tool to enhance communication
5:36:45and task tracking all right conduct a
5:36:47workshop to align all teams on the
5:36:50project objectives and establish a
5:36:51shared methodology okay assign a liazon
5:36:55from each team to facilitate better
5:36:57understanding and integration of work
5:36:59practices real uh reallocate project
5:37:02resources to prioritize task according
5:37:05to urgency and importance of the project
5:37:07milestone
5:37:08okay what did you guys get we have a
5:37:10problem here what's the problem teams
5:37:13having different priorities and
5:37:15different methodologies this is what's
5:37:17causing the problem you got to select
5:37:19the answer that deals directly with this
5:37:22and the best answer here is going to be
5:37:24to bring them all
5:37:26together make sure that the the choices
5:37:30is going to deal with solving this
5:37:33problem right this whole problem of
5:37:36different priorities
5:37:37and especially
5:37:39methodologies one of the things we have
5:37:41to do when we do this exam is you have
5:37:42to read that question
5:37:44carefully and say to yourself does that
5:37:47answer actually solves the question
5:37:50because you're going to have multiple
5:37:51answers that sounds great but only one
5:37:53of them may actually solve the problem
5:37:56and this one does because if you notice
5:37:58it establishes a shared methodology and
5:38:00that's what we want a shared methodology
5:38:04would lead to consistency right right
5:38:06now to have inconsistency
5:38:08ancies a centralized project management
5:38:10tool is you choosing for them let the
5:38:12team choose not you choosing for them in
5:38:15all the other choices you're choosing so
5:38:17is C you're saying hey let's do a
5:38:19liaison between them now the entire
5:38:22teams are not there reallocate project
5:38:25resources to prioritize tasks now you're
5:38:27doing it for them don't do that let the
5:38:29team
5:38:30choose next
5:38:32question
5:38:34166 while implementing an ER r p
5:38:37enterprise resource planning the agile
5:38:40project manager received several
5:38:41requests for additional features from
5:38:44department heads potentially affecting
5:38:46the project scope and timeline what
5:38:48should the project manager do to address
5:38:50these feature requests efficiently or
5:38:54effectively uh direct the department
5:38:57heads to submit their request after the
5:38:59Erp goes live all right have the product
5:39:01owner integrate the feature request into
5:39:04the product backlog for
5:39:05prioritization Asa advise the Department
5:39:08of Health that all project changes are
5:39:10Frozen to avoid deviations from the plan
5:39:13schedule request detailed business case
5:39:15for each feature to assess the impact
5:39:18before adding them to the product
5:39:20project
5:39:21plan so I want you guys to know that the
5:39:23agile it's clearly states this this is
5:39:26an agile project and somebody wants to
5:39:28add something to Agile not difficult if
5:39:30you understand AG practices because
5:39:33there's one thing we know the only
5:39:34person that can add something to the
5:39:37scope put a project on an ad job project
5:39:39is who is the correct the product owner
5:39:42only the product owner can add features
5:39:44to the product backlog and then
5:39:45prioritize it not the department heads
5:39:49needs to work with the product owner you
5:39:51don't stop changes on an adob project
5:39:53they never stop and you don't need a
5:39:56detailed business case for each one
5:39:58that's something between the product
5:39:59owners and the uh people asking for
5:40:02people asking for the
5:40:05changes 167 in the implementation stage
5:40:09of a critical network security project
5:40:11it is revealed that a specialist
5:40:14responsible for key parts of the
5:40:16configuration will be taken emergency
5:40:18leave what should the project manager do
5:40:20to address this specialist absence
5:40:22imminent absence and keep the project on
5:40:25schedule facilitate a discussion with
5:40:28the project team to redistribute the
5:40:29specialist
5:40:31responsibilities efficient effectively
5:40:34uh efficiently among existing members
5:40:37suggest pausing the project until the
5:40:39specialist can return and resume their
5:40:41duties contract an external consultant
5:40:43firm to Temporary fill the specialist
5:40:45role request an immediate extension of
5:40:48the project deadline to accommodate the
5:40:49delay all right somebody's leaving the
5:40:53best thing here to do guys is meet with
5:40:55the team and see how put up a discussion
5:40:59and see hey can we spread this
5:41:02responsibilities amst each other this is
5:41:04what this is how you can do this really
5:41:06quickly and just try to keep the project
5:41:08on
5:41:09schedule because it's saying that he
5:41:12plays you know this person leaving plays
5:41:14a key part in the configuration but
5:41:16we'll be taking emergency leave work
5:41:18with the team if the team tells you that
5:41:21they need an additional person maybe
5:41:24then you can go out and get a consultant
5:41:26firm to give you someone I wouldn't
5:41:28pause the project like that if the team
5:41:30said it's okay
5:41:31then I wouldn't ask for an extension if
5:41:34the team says so then but let's see if
5:41:37the the team can deal with this if you
5:41:39notice you know we've been doing a lot
5:41:40of questions 167 of them if you notice
5:41:44the team has the power on the project
5:41:46the team knows better they're the
5:41:49experts next question 168 nearing the
5:41:53completion of an extensive software
5:41:55development project it is noticed that
5:41:57one developers innovative solutions have
5:41:59greatly enhanced the project outcome uh
5:42:01distinguishing their contribution from
5:42:03the rest of the team what is the most
5:42:05appropriate way for the project manager
5:42:07to acknowledge this outstanding
5:42:09contribution create a feature in the
5:42:11company newsletter highlighting the
5:42:13developers Innovative work all right
5:42:16organize a casual team lunch where
5:42:18developers efforts can be uh informally
5:42:20recognized by peers all right submit a
5:42:23recommendation for the developer to be
5:42:25considered for the prestigious industry
5:42:27award I like that one that's a good one
5:42:29identify a form of recognition that
5:42:31aligns with the developers value most
5:42:33whether it be professional development
5:42:35opportunity specific for a or something
5:42:37personal the best thing here guys if you
5:42:39find that someone is doing a great job
5:42:42and you want to award them the best
5:42:44thing to do is to talk to them ask them
5:42:47what do you think is the best way to
5:42:48award you we like you and we want to
5:42:50give you something what would be best so
5:42:53work with them you notice in this one in
5:42:57c b and a you're choosing the way to
5:43:03acknowledge their
5:43:05contribution right you you're choosing
5:43:07the acknowledgement you're choosing the
5:43:09method of acknowledgement the best way
5:43:11is to work with the team member to let
5:43:13them
5:43:15choose as a project manager for 169 as a
5:43:19project manager for a novel online
5:43:21educational platform you're face with
5:43:24different views Divergent views among
5:43:27stakeholders regarding the balance
5:43:28between interactive content and
5:43:30accessibility features the development
5:43:32team is split on uh which aspects to
5:43:36prioritize potentially affecting the
5:43:38project timeline what action should the
5:43:40project manager take to navigate this
5:43:41impath effic
5:43:45effectively deploy conf deploy conflict
5:43:48resolution method technique specifically
5:43:50designed to address and navigate the
5:43:52diverse viewpoints into a unified
5:43:54strategy okay conduct a poll with the
5:43:57team and among stakeholders to
5:43:58democratically decide the Project's
5:44:00Focus area facilitate discussion
5:44:03facilitate a focus group discussion
5:44:06leverages is design in principles to
5:44:08Foster Innovative solution choose the
5:44:10best solution all right suggest the team
5:44:13separately debates and reaches a
5:44:14consensus without managerial
5:44:17intervention this one here has two good
5:44:19answers let me see what you guys
5:44:21got best answer was a here's why first
5:44:24of all before we answer this it's
5:44:26basically have different view amounts
5:44:28the stakeholders you want to balance
5:44:29this interactive method and the
5:44:31accessibility
5:44:33feature team is split what are we going
5:44:35to do here guys well you don't want to
5:44:38just do a poll amounts the stakeholders
5:44:41because uh you might have to sometimes
5:44:44software development these features
5:44:45might be needed by law so you might have
5:44:47to include them um don't just tell the
5:44:50team to go and figure it out themselves
5:44:53never tell the team to go figure it out
5:44:55themselves it's part of your job to work
5:44:56with the team now this one here you
5:45:01notice that the team is split all right
5:45:05on this how are you going to do it well
5:45:07there's lots of different conflict
5:45:08resolution techniques you can use and
5:45:11because there are different views
5:45:13amongst the people you're going to have
5:45:15to work you're going to have to use
5:45:17these techniques to manage the different
5:45:20views into one strategy so the project
5:45:22can progress this one here is more of a
5:45:25design principle to come up with
5:45:27innovative solutions although that
5:45:30sounds great the best answer here is
5:45:31going to be the company unified strategy
5:45:34remember the project can't move on if if
5:45:37we don't come up with a unified strategy
5:45:38make it a better than
5:45:41C last question
5:45:44170 halfway through a critical website
5:45:47development project it is revealed
5:45:49during a Sprint review that an
5:45:51unforeseen technical hurdle could
5:45:53potentially delay the Project's
5:45:54completion this Revelation came as a
5:45:57surprise especially considering the
5:46:00project manager prior weekly updates
5:46:02indicated that the project was
5:46:03proceeding according to
5:46:05plan what could have been been done
5:46:07differently to avoid being caught offu
5:46:09by such a critical issue establish a
5:46:12robust risk man risk management process
5:46:14to identify monitor potential technical
5:46:16challenges to our project all right
5:46:18schedule mids Sprint reviews to assess
5:46:21Pro uh progress and uncover hidden risk
5:46:24before the escalate conduct regular
5:46:26one-on-one meetings with the team to
5:46:27identify potential risk that might not
5:46:30surface in the group set all right use
5:46:32project management tool to track
5:46:33progress and flag potential risk based
5:46:35on the time deviation
5:46:38okay so I want you just to review this
5:46:41question it says here it is revealed
5:46:43that during a Sprint review on
5:46:45foreseeing technical could potenti so we
5:46:48know that this is a
5:46:49risk right because this is something
5:46:51that can stop it the best answer now
5:46:54again this is a risk when you're
5:46:55managing risk what should you be doing
5:46:58all right in order to manage risk well
5:47:00remember you want to do something to
5:47:01avoid this from ever happening you know
5:47:03what's going to avoid this from
5:47:04happening manage risk throughout the
5:47:07project correct risk is not something
5:47:10that you may want to
5:47:11do uh mid-print it's not something that
5:47:15you're going to want to do maybe weekly
5:47:17it's something that you're going to do
5:47:18throughout the project every day every
5:47:20minute every second of a project you're
5:47:21doing risk assessment identify and
5:47:23assess and risk because remember risk
5:47:25happens all the time making this a lot
5:47:27better answer one-on-one meetings I like
5:47:30one-on-one meetings but risk management
5:47:33risk assessment risk identification
5:47:35should be done as a team not just just
5:47:36as 101 we don't need a tool for this we
5:47:40need everybody to work with it making a
5:47:42the best answer question
5:47:44171 as a project manager overseeing the
5:47:47roll out of a new online banking
5:47:49platform ensuring that customers can
5:47:52seemlessly transition and utilize a
5:47:53platform is
5:47:54critical the project sponsor emphasizes
5:47:57the importance of excellent customer
5:47:59support following the launch what action
5:48:01should the project manager take to
5:48:02fulfill this requirement coordinate with
5:48:05the customer service department to
5:48:06extend their hours in the weeks
5:48:08following the launch okay initiate a
5:48:11temporary dedicated hotline for new
5:48:13platform inquiries and issues all right
5:48:15set up a series of self-paced webinars
5:48:17for customers focusing on platform
5:48:19features and common troubleshooting step
5:48:22okay create a comprehensive online help
5:48:25center that includes tutorial videos
5:48:27searchable knowledge base and options
5:48:29for Live support our this question is is
5:48:31a tricky question right because it says
5:48:34here that you want to ensure that
5:48:35customers can seamlessly
5:48:37transition uh and the importance of
5:48:39excellent customer support the point of
5:48:42this question was when you're dealing
5:48:43with a lots of lots of different
5:48:45stakeholders and you might not be able
5:48:48to uh assess all their needs the best
5:48:50thing here to do is to give them as much
5:48:52options as possible you notice D talks
5:48:55about tutorial videos knowledge based
5:48:57and Live support versus this is more of
5:49:00just a self-pace webinar this one here
5:49:03is just a dedicated
5:49:05hotline and this one is just keeping the
5:49:07branches open longer the best thing here
5:49:09to do would be to give as much options
5:49:11to satisfy as many of those stakeholders
5:49:14as you
5:49:15could
5:49:17172 at the at the outset of an
5:49:21initiative to introduce Smart City
5:49:23Technologies it is discovered that the
5:49:25input from a CR from a crucial
5:49:28environmental expert was not included
5:49:30during the preliminary discussions on
5:49:32the Project's environmental impact
5:49:33assessment what document is most likely
5:49:37in need of revision due to this
5:49:39submission stakehold register engagement
5:49:42plan project schedule or the
5:49:44communication plan all right best answer
5:49:46here guys is going to be the stakeholder
5:49:49register here's why I want to point out
5:49:52something you notice that the input from
5:49:56this crucial environmental expert was
5:49:59never gotten that means that this person
5:50:01was probably not even identified keep in
5:50:04mind that the stakeholder register has a
5:50:07listing of all your
5:50:08stakeholders and how they're going to
5:50:11impact the project and what how they're
5:50:13going to impact the project how the
5:50:14project is going to impact them that's
5:50:16in the stakeholder register so you would
5:50:17need to know this before you even got
5:50:19out before you went out and got their
5:50:22opinion or got their statement the
5:50:25engagement PL comes after the register
5:50:28this is how you plan to engage with them
5:50:29we never even know the existed the
5:50:32project schedule is has nothing to do
5:50:33with stakeholders the communication is
5:50:35how we plan to communicate with them but
5:50:37we didn't even know they exist because
5:50:38we never even got their
5:50:40input best answer stakeholder
5:50:43register
5:50:45173 just assigned to lead a new
5:50:48technology integration project the
5:50:49project manager Lawrence that no
5:50:51foundational documentation exist leaving
5:50:55the team uncertain about scope
5:50:56deliverables and timeline what action
5:50:58should the project manager take to
5:51:00establish a solid solid
5:51:04foundation initiate the project uh by
5:51:07focusing on highle tasks and develop
5:51:09documentation as these tasks progress
5:51:11right instruct Department helps to
5:51:13comply to respective sections of the
5:51:15project documentation to streamline lock
5:51:18in Industry standard project management
5:51:20templates to quickly draft the necessary
5:51:22documents engage the entire team in a
5:51:24com comprehensive planning session to
5:51:26collaboratively develop all critical
5:51:29project management documents best answer
5:51:31here now I want to point out I did
5:51:32Circle this here I shouldn't have done
5:51:34that because that makes it easier right
5:51:36because in order to have the best
5:51:38success on a project you must make sure
5:51:40you have all the documents and you want
5:51:42to engage your team while building these
5:51:45documents
5:51:47notice you can't just really go and do a
5:51:50project if you do something that's like
5:51:52high level you want to engage the team
5:51:54the best answer here why this is one of
5:51:57the best ansers because it engages the
5:51:58team let the team help you let those
5:52:00experts help you instruct departmental
5:52:03heads know the project manager deals
5:52:05with this templates are great I like
5:52:07templates but you want to engage the
5:52:10team here to help you build the plan
5:52:12itself it can the best
5:52:14answer 174 to enhance project
5:52:17communication and address emerging
5:52:19issues a project manager organizes by
5:52:22weekly meetings with the development
5:52:24team of a software project what should
5:52:27the project manager prioritize at the
5:52:29beginning of these meetings detail the
5:52:31current status of the project schedule
5:52:33and any deviations meet an agenda times
5:52:35and topics to cover
5:52:37reevaluate the scope in light of recent
5:52:39developments gather feedback for
5:52:41continuous Improvement now the first
5:52:43thing you're going to do when you do a
5:52:44meeting is what you guys should got this
5:52:47what should prioritize at the beginning
5:52:49of these meetings right beginning of
5:52:52every meeting you guys should do what
5:52:54talk about what you're going to be
5:52:55covering how long uh and the topics to
5:52:59go over that's the best
5:53:00answer then later on in the meeting
5:53:03you'll talk about schedule reevaluating
5:53:05the scope if needed gather feedback
5:53:07continuous Improvement these are all
5:53:08things are going to cover in the meeting
5:53:09but at the beginning of the meeting tell
5:53:11people what this meeting is and the
5:53:13times on the meeting that way the
5:53:14meeting doesn't waste too too much
5:53:17time
5:53:19175 in the midst of executing a high
5:53:22stake software development project
5:53:24several unexpected software bugs and
5:53:27team miscommunications have led to
5:53:30delays causing tension within the team
5:53:32and concern from the sponsor about
5:53:35meeting key deliverable on time what
5:53:37should the project manager do to
5:53:39alleviate these issues and steer the
5:53:40project back on
5:53:42track conduct team building events focus
5:53:45on enhancing team collaboration and open
5:53:48communication okay host a problem
5:53:50solving Workshop where team members can
5:53:51collaborative identify solutions to
5:53:53technical issues all right I like that
5:53:56increase the frequency of progress
5:53:57review meetings to closely monitor team
5:53:59performance and progress H arrange for a
5:54:02professional mediator to address and
5:54:04resolve interpersonal conflict with in
5:54:06the team I can eliminate one choice
5:54:08right off the
5:54:09bat but the others are pretty good let's
5:54:13see what you got here's what I got the
5:54:15one I could have eliminated right off
5:54:17the bat was this one you are this person
5:54:21you shouldn't hire a professional person
5:54:23that's you let's get rid of that choice
5:54:25I really lik to B and um see not so much
5:54:30so let's let's get R to see the
5:54:32frequency of the progress can increase
5:54:34the frequency of progress meetings
5:54:36they're not getting along here they
5:54:37might this might lead to them not
5:54:39getting along even
5:54:40more now host problem solving where
5:54:43teams can collaboratively identify
5:54:45solutions to but this is to technical
5:54:47issues that's not all of it notice
5:54:50several unexpected software bugs and
5:54:53team
5:54:55miscommunication have led to delays and
5:54:58concern so it's not just the software
5:55:01bugs because this is technical it's also
5:55:04miscommunication the best thing here is
5:55:06to focus on their collaboration and open
5:55:09communication this here can lead to less
5:55:12miscommunication and hopefully leads to
5:55:14fixing technical things always on this
5:55:18exam it's not a technical exam try to be
5:55:22a project manager that works with the
5:55:24team in a way that is all about open
5:55:28Communications and everybody can talk
5:55:30anybody can get along just don't try to
5:55:32fix one thing like technical issues I'm
5:55:34pretty sure if you have open
5:55:35Communications you're going to fix the
5:55:37miscommunications and the technical
5:55:40issues
5:55:43176 during a key phase of an
5:55:45infrastructure project the project
5:55:47manager notices the notices a
5:55:50significant slowdown and decision making
5:55:52due to their need to approve numerous
5:55:56minor project adjustments this has
5:55:58started to impact the Project's momentum
5:55:59as the project manager schedule is
5:56:01dominated by stakeholder
5:56:04meetings What in itive should the
5:56:06project manager introduce to improve
5:56:09decision-making
5:56:10process organize weekly Roundup sessions
5:56:13to address all accumulated decisions in
5:56:15one go Implement a critical path
5:56:18analysis to ENT to pinpoint decision
5:56:20making as the the primary project delay
5:56:24assign decision- making responsibility
5:56:26for specific areas to trusted project
5:56:29leads make all decisions to ensure it's
5:56:32done in a timely
5:56:34manner okay one choice here you can
5:56:36eliminate the rest of this is a toss up
5:56:39in the air in my opinion let's see what
5:56:41you guys got here's what I got all
5:56:45right let's go through these answers
5:56:47this one here you got to eliminate
5:56:49because this is the problem right here D
5:56:51is not doing anything D is just saying
5:56:52okay let's continue doing it you notice
5:56:55the project might noce significant
5:56:56slowdown due to the need to approve
5:56:59numerous D is the same thing D is
5:57:01basically say you just keep doing it so
5:57:03we don't want that organize a weekly
5:57:05we're not sure if weekly is
5:57:07enough all right to address all the and
5:57:11if you have to make these decisions it
5:57:13might become a problem because in this
5:57:15one you're going to be making them at
5:57:17once a week and then teams might be
5:57:20waiting what if they need a decision
5:57:21Monday and you only do it on
5:57:23Fridays a critical path well this one
5:57:26here is not going to solve the problem
5:57:28all right this is not this is going to
5:57:29tell us where the delay is we don't need
5:57:31to do this we already know where the
5:57:33delay is it's in those decision making
5:57:35the best here we can do is pass off some
5:57:38of the
5:57:39smaller right notice it says significant
5:57:42slowdown due to numerous
5:57:46minor right approve of these Minor
5:57:49Adjustments give that over to the team
5:57:51and Trust the team is going to do a good
5:57:52job with them they can see the best
5:57:56answer
5:57:58177 in the midst of a complex IT project
5:58:01feedback from an executive sponsor
5:58:03indicates dissatisfaction with the
5:58:05detailing nature of the project updates
5:58:09which they find cumbersome and
5:58:10distracting from Key insights what
5:58:13measure should the project manager
5:58:14Implement to refine the communication
5:58:17process with the executive
5:58:20sponsor transition to a streamline
5:58:23weekly email summary highlighting
5:58:25critical points and decisions needed all
5:58:27right utilize a project management tool
5:58:30that allows a sponsor to view realtime
5:58:32updates that they're convenient okay uh
5:58:36conduct a detailed discussion with a
5:58:37sponsor identify their preference for
5:58:39information and Report format
5:58:41okay scheduled brief Focus update calls
5:58:45with sponsor to review major milestones
5:58:48and address any concern this one not too
5:58:52difficult here's what if you notice in
5:58:55this question the sponsor basically this
5:59:00satisfaction with the project updates
5:59:03the best thing here you can do is meet
5:59:04with them and ask them what is it that
5:59:07you want when do you want it how do you
5:59:10want it who should send it to you in
5:59:12what format do you want it in notice in
5:59:15this one you're choosing for them you're
5:59:17choosing for them and you're choosing
5:59:19for them you know one of the tips I'm
5:59:21going to give you guys to this test
5:59:23is if you find choices are all the same
5:59:26if you find like two choices that pretty
5:59:28much doing the same thing it's probably
5:59:29not the answer because you can only
5:59:31choose one unless the question says
5:59:32choose two of those in this one here
5:59:35we're working with sponsorer we're
5:59:37tailoring the communication to the
5:59:39sponsorer preference Mak can C the best
5:59:43answer
5:59:44178 during an iterative development
5:59:48project for a new software tool a
5:59:50developer who was recently added to the
5:59:53team suggests implementing a cut and
5:59:56cutand Edge testing technique that diff
5:59:58significantly from the project standard
6:00:01practices the rest the rest of the team
6:00:04has expressed reluctance to to deviate
6:00:06from n methods what should the project
6:00:08manager do to address the teams
6:00:10reluctance and explore the potential of
6:00:12the new method instruct the new
6:00:14developer to maintain the status quo to
6:00:16preserve team Harmony and project uh
6:00:19Pace maybe assign the developer to less
6:00:23critical task to avoid any potential
6:00:24disruptions to the established
6:00:26testing okay I'm not sure that I'm not
6:00:29sure about that one facilitate a
6:00:31discussion where the new developer can
6:00:32present the proposed tesed method
6:00:36detailing its advantages and imple and
6:00:39implementation process all right
6:00:41recommend the developer prepare a detail
6:00:43report on the proposed method for review
6:00:45at the Project's conclusion best answer
6:00:48here guys is going to be that's right
6:00:50don't shut the person down okay first of
6:00:52all if you do
6:00:54a you're telling developer hey I don't
6:00:57want to hear you we're going to continue
6:00:59doing this you have to do it our way
6:01:01don't do that you see anytime people
6:01:04want to change the world somebody comes
6:01:05up with some crazy new idea the rest of
6:01:07the world or majority of the world says
6:01:09hey that's crazy we don't want to do
6:01:10that but until that person proves it
6:01:12they're probably going to get a lot of
6:01:13push back even though it was an amazing
6:01:15thing so in this one you don't want to
6:01:17just tell the person
6:01:19no and B I said hey I don't know about
6:01:21that one because you're basically firing
6:01:23the person from the task don't fire
6:01:25anyone now notice although I D may not
6:01:29look so bad but at the project
6:01:30conclusion that means that this thing is
6:01:32really beneficial no one gets to use it
6:01:34have the developer meet to the team and
6:01:36show them why this tool is amazing and
6:01:39maybe the team will agree May con seeed
6:01:41the best
6:01:44answer
6:01:45179 ahead of a uh crucial update
6:01:50meeting uh a project manager learns
6:01:54about a potential unforeseen delay in a
6:01:56project segment that involves an
6:01:58external
6:01:59contractor the full extent of how this
6:02:02will affect the project timeline is not
6:02:04yet known what two action should the
6:02:06project man take before addressing this
6:02:07in meum
6:02:09eight lays out with the external
6:02:11contractor to understand the reasons
6:02:13behind the delay perform a detailed
6:02:15assessment to gauge the overall impact
6:02:17of the delay on the project delay the
6:02:19discussion until stakeholders notice to
6:02:22delay themselves compare the situation
6:02:25with a documented outcome from similar
6:02:27incidents in all their projects record a
6:02:30delay in the project risk register and
6:02:32discuss it openly in the stakeholder
6:02:33meeting all right let's see what answer
6:02:35you you guys have notice it
6:02:38says project law about an un potential
6:02:41unforeseen delay all right with an
6:02:44external contractor what are we going to
6:02:45do
6:02:46well the first thing here you want to do
6:02:49is you want to perform a detail how is
6:02:51this going to impact the delay on the
6:02:53project and you want to record this in
6:02:55the risk register why in the risk
6:02:56register see this word potential this is
6:02:59not an issue right you don't want to put
6:03:01this this is nowhere near an issue this
6:03:03is a the moment you see potential you
6:03:05you know this is a
6:03:07risk uh you don't want to lay on with
6:03:09the external to understand the reason
6:03:11well perform an assessment
6:03:14first delay the discussion until the
6:03:17stakeholders notice the delay no this
6:03:20means you're just letting it be delayed
6:03:21you're not taking proactive actions
6:03:23compare this situation with documented
6:03:25outcomes some similar incident although
6:03:27I like that answer see how this is going
6:03:29to affect this project first and of
6:03:31course put in the risk register once you
6:03:33do these two maybe then we can go back
6:03:35and talk with the contractor and so on
6:03:37making B and E the best best answer
6:03:42180 at a conclusion of an Enterprise
6:03:44software implementation project a
6:03:47department head suggests the addition of
6:03:49a new analytics feature to improve data
6:03:52visualization capabilities the feature
6:03:54was not covered in the Project's initial
6:03:56scope but is considered by the
6:03:58department head to be straight forward
6:04:00enhancement that can be managed by the
6:04:02current IT
6:04:03staff what action should should the
6:04:05project manager take in response to the
6:04:07Department's head
6:04:09suggestion a assess the feasibility of
6:04:13incorporating new analytics feature
6:04:15within the existing projects without
6:04:17formalizing it consult with the finance
6:04:20team to assess the potential financial
6:04:23implications and budget adjustments
6:04:26required for additional feature
6:04:28coordinator meeting with the key
6:04:29stakeholders to evaluate the added value
6:04:32versus the effort and risk of
6:04:34incorporating draft supplemental Charter
6:04:36for an analytics feature addition
6:04:38pending executive approval all right
6:04:41guys best answer here is going to be did
6:04:43you say that is
6:04:45correct this is a straightforward
6:04:47question lot of big words a lot of words
6:04:49in this question it's a feature that
6:04:52wasn't in the initial scope you want to
6:04:54add it to the scope well then how
6:04:57feasible is it how is it going to affect
6:04:59the um how is it going to affect the
6:05:02project but you don't want to formalize
6:05:03it notice without formalizing it you
6:05:06can't formalize a change to a scope if
6:05:08it's a traditional project it needs to
6:05:10change control needs to go through the
6:05:11Change Control both project sponsors to
6:05:13get approved if it's an agile project
6:05:15you're going need to get it through the
6:05:17product owner so assess it but don't
6:05:20formalize it making that the best answer
6:05:23consult with the team to assess I like
6:05:25this one here but this one here looks at
6:05:28the entire thing of the feature not just
6:05:29a part of it this one here is looking
6:05:31more for just budgets um this one here
6:05:34is added value evaluate the added value
6:05:37versus the efforts and risk you have to
6:05:39look at not just that but the entire
6:05:42thing uh draft a supplemental Charter
6:05:45this doesn't need a chter project is
6:05:46already started making a the best answer
6:05:49181 as part of an initiative to upgrade
6:05:53an educational institution digital
6:05:55infrastructure a department head
6:05:57proposes the integration of an AI based
6:06:00learning assistant which was not
6:06:02included the initial project scope the
6:06:04department had also so is also unsure if
6:06:07the Project's investors would agree to
6:06:08the necessary budget increase what
6:06:11initial all right initial action should
6:06:13the project manager to take regarding
6:06:15the proposed integration assess a
6:06:17feasibility study to explore the
6:06:18technical and financial aspect of addin
6:06:20the I based lawning system estimate the
6:06:23potential impact on the project budgets
6:06:25timelines for
6:06:26incorporating the AI laar assistant
6:06:28consult with the team to assess how the
6:06:30integration could affect the overall
6:06:32project conduct an assessment of the
6:06:34proposed addition impact on a project
6:06:37all these answers are pretty good I
6:06:39think they're all good but one of them
6:06:41is better because if you notice one of
6:06:44them includes the team in this one it
6:06:47said what initial uh action should the
6:06:50PM take in this one it seems like you're
6:06:53doing it you're doing it and you're
6:06:56doing it you know who's the best person
6:06:59to tell you how something is going to
6:07:01affect the project the experts and the
6:07:04experts are the people people that's
6:07:05working on the task the team
6:07:09themselves so I would say definitely go
6:07:11with the team here and notice this is
6:07:12the overall project this one here is
6:07:15looking at more Technical and financial
6:07:17this is just budget and time but what
6:07:19happens with quality what happens with
6:07:21risk what happens with vendor and
6:07:23procurement so there's a lot of other
6:07:24areas that you need to look
6:07:26at we can see the best
6:07:29answer 182 in the roll out of a critical
6:07:33update to an e-commerce platform the
6:07:36project manager is presented with
6:07:38several pressing issues there's an
6:07:40immediate need for expertise in cyber
6:07:42security due to new threats significant
6:07:45Personnel shortages are on Horizon
6:07:47including the exit of the product owner
6:07:49okay this is a bad project right here
6:07:51guys and a new data security law has
6:07:53been passed o what should the project
6:07:55manager's direct
6:07:56Focus to ensure the project remains on
6:08:00course uh initiate a search for a cyber
6:08:03security expert to fortify the platform
6:08:05against I like that begin the transition
6:08:07process for a new product owner to
6:08:09ensure strategic project oversight
6:08:11continues good start the process to
6:08:14secure a new it support contractor or
6:08:17renew the existing one for
6:08:18uninterruptible services resolve uh
6:08:21identify Regulatory Compliance issu to
6:08:23prevent any legal or operational
6:08:26setbacks this question is difficult
6:08:30because it's not there isn't a choice
6:08:32here that really fixes them all right
6:08:36you got a couple of choice here you have
6:08:39cyber you you need a cyber security
6:08:43expert there is a significant Personnel
6:08:45change on the horizon right especially
6:08:47your product owner and there's a new
6:08:49cyber security law that's passed what
6:08:51should you focus on right and the
6:08:53choices are basically going to go into
6:08:55and tell you there's like three or four
6:08:57things here and they're going to tell
6:08:59you all three or four things the one you
6:09:00should focus on is the law no project
6:09:04should be progressing if that project is
6:09:06breaking the law This falls into the
6:09:07domain
6:09:09of business environment if a project is
6:09:12out of compliance that project should be
6:09:13stopped no project should be breaking
6:09:15the law so if you're progressing on
6:09:17something that's breaking the law that
6:09:18project needs to get stopped in this
6:09:20this is dealing with the cyber security
6:09:23expert this is finding a new product
6:09:25owner this here is something to do with
6:09:27a contractor the best thing here you can
6:09:29do is to check you know if you had to
6:09:31choose one of these things would it be
6:09:34insure the cyber security law would it
6:09:37be getting the product owner or getting
6:09:38the expert in cyber security best answer
6:09:41was ensuring you're in
6:09:44compliance
6:09:46183 as a project unfolds for a global
6:09:49Health Initiative the project manager
6:09:51identifies the that the current online
6:09:54collaboration tools are hindering
6:09:56effective Communications across time
6:09:59zones affecting the Project's progress
6:10:02the team suggests that it CH that it
6:10:04change in digital tools could
6:10:06significantly improve Project Dynamics
6:10:08and cross team interactions what should
6:10:11the project manager do to ensure the
6:10:13selection of the most effective tools
6:10:16for the
6:10:17team uh trial several top rated uh
6:10:22collaboration tools on a small scale to
6:10:25gauge Effectiveness before a full team
6:10:27roll
6:10:28out delegate the decision to the
6:10:30organization technology Advisory board
6:10:32for expert organize a series of Workshop
6:10:34aimed that maximizing the current tools
6:10:36capabilities before considering you one
6:10:38organize a meeting with the entire team
6:10:40to assess needs evaluate alternative
6:10:42decide on the best collaboration tool
6:10:44follow the mindset on this one this one
6:10:45is not too difficult what's the best
6:10:48tool work with the team let the team
6:10:50tell you what's the best tool in this
6:10:52one here this is more like you're you're
6:10:55doing it yourself before you do a full
6:10:57team roll out in this one here delegate
6:11:00the decision to that you're giving away
6:11:01the decision you're not incorporating
6:11:03the team the best tool is dependent on
6:11:05the person not everybody likes every
6:11:07tool let the team tell you what they
6:11:08like organize a series of Workshop
6:11:11before considering noce maximizing
6:11:13occurrent how about if we see what's out
6:11:15there first bring the team in make
6:11:17indeed the best
6:11:19answer 184 for the Implement for the
6:11:23implementation of a sophisticated
6:11:25security software across multiple
6:11:27departments the selected external
6:11:30provider asserts that their solution is
6:11:32plug andplay negating the need for any
6:11:34in-depth involvement or validation
6:11:37activities from the company the project
6:11:39manager aiming to ensure the solutions
6:11:41capability and Effectiveness decides to
6:11:43confirm these assertions with the
6:11:46organization stakeholders what initial
6:11:49step should the project manager take to
6:11:50guarantee alignment and meet the
6:11:52organizational standards convey a
6:11:54comprehensive briefing with key
6:11:55stakeholders consolidate on standard and
6:11:57set unified expectation for the project
6:12:00draft a contingency plan to address
6:12:04potential gaps that that might emerge
6:12:06post implementation choose a preliminary
6:12:09phase of collaboration between the
6:12:10vendor's technical team and the
6:12:12organization's it Department send out a
6:12:14survey to department heads to collect
6:12:17initial Impressions and concerns
6:12:19regarding the vendor's claim all right
6:12:22what are we going to do here guys the
6:12:23best answer is going to be a that is
6:12:26correct
6:12:28notice I want a comprehensive briefing
6:12:30right we want to consolidate your
6:12:32understanding and set the expectations
6:12:33on this project the is saying hey you
6:12:36don't need to do anything we want to
6:12:37make sure the stakeholders understand
6:12:38that this one here draft a contingency
6:12:41plan to address potential
6:12:43gaps uh we're not sure what those gaps
6:12:46are yet draft a preliminary propose a
6:12:49preliminary phase of collaboration and
6:12:51the organization's it well you got to
6:12:53get not just it but the actual
6:12:55stakeholders on top too sponsors and so
6:12:57on we don't want just a survey a you
6:13:00know what's better than a survey a good
6:13:02comprehensive briefing with them versus
6:13:05just a survey you can need a b
6:13:08answer
6:13:10185 a technology firm is transitioning
6:13:14its software development practice to
6:13:15Agile methodologies to improve its
6:13:18productive its product development life
6:13:21cycle the move aims to make the progress
6:13:23more Dynamic and responsive to customer
6:13:25needs and Market truns what is the
6:13:27principal advantage of adapting agile in
6:13:30this agile methodologies in this context
6:13:33enhance the efficiency of the
6:13:35development cycle to reduce time to
6:13:37market for new features all right
6:13:39Implement a structured risk management
6:13:42approach to significantly uh decrease
6:13:45project
6:13:46uncertainties prioritize and deliver
6:13:48product features in alignment with their
6:13:50value on customer
6:13:51demand reduce operation by by optimizing
6:13:55team workflows on resources okay there's
6:13:57two good answers and there's two bad
6:13:59answers let's see what you guys got
6:14:01let's Point them out first of all two
6:14:03bad answers
6:14:05adile really doesn't have a massive
6:14:07structure approach so let's get rid of
6:14:09this it may or may not increase or
6:14:13decrease expenses is not something that
6:14:16you can gauge right off the bat but
6:14:20agile does do two
6:14:22things it does lead to things get into
6:14:26the market quicker and it also
6:14:29prioritizes features leading to the most
6:14:33valuable product coming out first so
6:14:35that brings me to a or C if you choose a
6:14:38or C you're probably if you got a you
6:14:39probably say hey what is what did what
6:14:42happened here well you have to ask
6:14:45yourself what's better in agile is it
6:14:48the whole concept of get things to
6:14:51Market first or is it get the most
6:14:53valuable things to Market first if you
6:14:56said well let's get the most valuable
6:14:57thing to Market first that's the value
6:14:59of agile agile is about developing the
6:15:01most valuable thing first not
6:15:03necessarily to get it to the market
6:15:06first it's to develop the most valuable
6:15:08thing first making a a better c a better
6:15:11answer than
6:15:14a
6:15:16186 during the critical phase of a green
6:15:19energy plan construction project it
6:15:22becomes evident that the project that
6:15:24the project may not adhere to the
6:15:26initially planned schedule this
6:15:29situation arises even as the project
6:15:31team has been performing efficiently
6:15:33making their completion of several
6:15:35important fa marking the completion of
6:15:37several important
6:15:38phases what is the first course of
6:15:41action a project
6:15:42manager what is the first course for the
6:15:45project manager to address the Lumen
6:15:46schedule delay inform Senior Management
6:15:49and key stakeholders about the potential
6:15:50delay suggesting a reassessment of the
6:15:54project timeline summarize the project
6:15:56achievements to date and expected imp
6:15:59impact on the delay of the delay in
6:16:02detailing in detailed breef briefing for
6:16:05the project board revise the project
6:16:07timeline with lead Engineers to pinpoint
6:16:09specific tasks that are causing the
6:16:11delay and their potential remedies
6:16:14review the project the current project
6:16:17timelines um with I should say with the
6:16:19entire team what answer do you guys have
6:16:21here guys the best answer guys is going
6:16:23to be
6:16:25D all right I did miss a word here it
6:16:27should be with the entire team here okay
6:16:30sorry about that one word we missed
6:16:31there okay so notice the first course of
6:16:36action all right you really got to put
6:16:39this thing in order anytime you guys see
6:16:40this thing that
6:16:42says uh what do you do first Sometimes
6:16:45they going to be choices and you got to
6:16:46say okay which one am I going to do
6:16:47first of those four choices because you
6:16:50may say well I have to assess something
6:16:51first yeah but um I have to revise
6:16:55something you're absolutely correct and
6:16:56that's what we're doing here you notice
6:16:58in this one before you inform senior
6:16:59manager you have to assess the problem
6:17:02summarize the achievement and the
6:17:03expected impact before you do that you
6:17:06would have you should meet with the team
6:17:08first right you should meet with the
6:17:10team before you do
6:17:12this revise the timeline no you just
6:17:16can't revise the timeline you just can't
6:17:17change the time this requires a whole
6:17:19change request so D is the best option
6:17:21here not you just can't go and change an
6:17:23entire timeline like that and always
6:17:26meet with the team revise reassess
6:17:29assess the situation before taking an
6:17:32action 187
6:17:36aim the roll out of a new software
6:17:37platform designed to enhance customer
6:17:40engagement for a retail chain the lead
6:17:43role transitions due to a
6:17:45promotion the lead role transition due
6:17:48to
6:17:49promotion the incoming project manager
6:17:51tasks with guid in the project to its
6:17:53completion under a hybrid management
6:17:55framework what document should the new
6:17:57manage manager review first to
6:18:00understand the Strategic benefits and
6:18:01objective of a project the road map the
6:18:04business case strategic alignment
6:18:05documents technical design documents
6:18:08now this question you see you're going
6:18:11to get questions on your exam where like
6:18:13a whole portion of the question is not
6:18:14even needed the real question is here
6:18:17all of this is just saying that there's
6:18:18a new project manager that's what this
6:18:20is saying so I'm going to throw that
6:18:21paragraph out the real thing is what
6:18:24should the project what what should a
6:18:25new project manager review first you
6:18:29want to understand the benefits and
6:18:31objectives of this project and that is
6:18:33stored in a document we call all correct
6:18:35the business case the business case will
6:18:38store that the program road map is not
6:18:41even a project road map the program
6:18:42roadmap are all the different projects
6:18:44on the program to accomplish its
6:18:46strategic
6:18:48goal strategic alignment document really
6:18:51no such thing or technical design
6:18:52document this is how it will be
6:18:53technically developed use the business
6:18:55case in this
6:18:58one
6:19:00188 embarking on an enterprise-wide
6:19:02software upgrade project this distinct
6:19:05distinct
6:19:07distinctively different from the
6:19:09organization's usual it initiatives the
6:19:12project manager's task with selecting
6:19:14project management methodologies and
6:19:16tools that best align with this specific
6:19:19venture's needs who should be the
6:19:21primary responsibility for choosing the
6:19:22project management methodologies and
6:19:24tools tailored to this distinctive
6:19:26project it's a good
6:19:27question the LA really it's in the last
6:19:30part right like who's really responsible
6:19:32for choosing a project management
6:19:33methodology you should be key
6:19:36stakeholders excuse me on that uh from
6:19:38each department should collaboratively
6:19:40determine the methodology and tools for
6:19:42the project the project manager and the
6:19:44team are to strictly utilize the
6:19:46industry standard set of methodologies
6:19:48and
6:19:49tools the chief technology officer is
6:19:52the highest Authority on the technology
6:19:53project should set the methodologies and
6:19:56tools the project manager and the
6:19:58project team should identify and select
6:20:00the methodologies and tools that best
6:20:02suit the project so this really is who
6:20:04should choose the right methodology well
6:20:05I'll tell you guys right off the bat it
6:20:07is not key stakeholders from departments
6:20:11it you shouldn't just use industry
6:20:12standards or the CTO you and your team
6:20:15should work together to select the best
6:20:18methodology for your
6:20:19project only the team really understands
6:20:22the work and the project manager is
6:20:24going to work with the team so work
6:20:25together on that every project is unique
6:20:28every project is
6:20:30different in spearheading a ground
6:20:33ground breaking environmental let me
6:20:36stop right here for a second guys if you
6:20:37hear me mispronouncing words I've been
6:20:39doing this all day yes these videos are
6:20:41recorded in one session and these words
6:20:44are massively
6:20:46large it's easy to read it in your mind
6:20:49when you're reading it nonstop like this
6:20:52it's tough it it's tough it's tough
6:20:55uh it's tough let's get back to this
6:20:57video man don't don't take this out you
6:20:59know what let me give you guys a quick
6:21:01lesson we got time in this um when
6:21:04you're reading this exam I have been
6:21:07added right now for about a 100 of these
6:21:11that it's recorded all in one day and
6:21:13I'm going to tell you guys something uh
6:21:15it is very very difficult uh to do this
6:21:20I imagine on a real test and me reading
6:21:22out me read see I can't even pronounce
6:21:24it anymore I need to take a break now me
6:21:26reading the words out loud is even more
6:21:28difficult on the real exam take breaks
6:21:30you're going to get breaks take it I'm
6:21:31telling you guys I can't sit here and do
6:21:34this and I wrote these questions you
6:21:36guys are going to see these questions
6:21:37for the first time you're going to be
6:21:38critical thinking I'm not critical
6:21:40thinking I'm just memorizing the answer
6:21:41because I I wrote them for you guys take
6:21:43your breaks I'm telling you guys you
6:21:45need them like I need it right now I'm
6:21:46going to have a real hard time at 189
6:21:48190 I'm gon to have to take a break come
6:21:50back to to the last set
6:21:52here editor don't cut this section out
6:21:55this is me uh being real with them let's
6:21:59get back to this finish this up inspir
6:22:01headen a groundbreaking environmental
6:22:04initiative within a large organization a
6:22:06lot of words there the project manager
6:22:08faces the challenge of ensuring clear
6:22:11and effective communication amongst team
6:22:12members from various disciplines
6:22:14including engineering environmental
6:22:16science and project management what
6:22:19should the project manager do develop
6:22:22individualized communication management
6:22:24plans that cater to the specific
6:22:26informational needs preference to each
6:22:28project team
6:22:29discipline inst Institute a centralized
6:22:33project information dashboard for
6:22:34realtime updates and transparen and
6:22:36across the team
6:22:38disciplines conduct interdisciplinary
6:22:41workshops to Foster Mutual understanding
6:22:43and collaborative problem solving
6:22:45problem solving skills amongst team
6:22:46members all right assigning
6:22:47communication Le Aon within each
6:22:50discipline to streamline the workflow of
6:22:53project information and facilitate
6:22:56interdepartmental understanding okay
6:22:58guys best answer here all right notice
6:23:01you got teams from various discipline
6:23:03the best answer answer here guys is you
6:23:06want to have a communication management
6:23:08plan that is very catered to everyone on
6:23:11a project keep in mind the communication
6:23:13is tailored to the stakeholders it's not
6:23:15just a centralized thing or it's not
6:23:17just one method to everything like this
6:23:19here this is one
6:23:21method this here is interdisciplinary
6:23:24Workshop this one here is bringing
6:23:26people more like together but it should
6:23:27be customized we don't want just a
6:23:29liaison we want to have everyone get in
6:23:32the right form of communication make hey
6:23:34the best
6:23:36answer oh thank God it's a short
6:23:39question 190 following the approval of
6:23:42the project Charter the project manager
6:23:43begins working with the team to organize
6:23:46the project Scopes into smaller detailed
6:23:48components what is a project manager
6:23:51primally working on creating a project
6:23:53racy chart so this stands for
6:23:55responsible accountable consultant
6:23:56inform form a project schedule Network
6:23:59diagram work breakdown structure
6:24:02WBS uh already
6:24:04scheduling the uh execution phases for
6:24:07the project task best answer guys is of
6:24:09course the WBS if you are
6:24:12decomposing uh the scope when you
6:24:14decompose the scope you're basically
6:24:16creating the work packages that builds
6:24:19up on the WPS this is to assign people
6:24:21to work they're not doing that here this
6:24:24is to build a schedule you got to finish
6:24:27the plan before you build a schedule you
6:24:29can see the best answer all right 191
6:24:31here we go on a high stakes software
6:24:33development at out project the project
6:24:35manager notices a pattern where numerous
6:24:37team members are either late or entirely
6:24:39missed the virtual entirely missed the
6:24:42daily virtual scrum designed to
6:24:44facilitate project cohesion what action
6:24:47should the project manager take to
6:24:48enhance the efficiency and attendance of
6:24:51these
6:24:53sessions work with the team to identify
6:24:55a project communication protocol that
6:24:57will work with them to ensure timely
6:24:59participation in the daily scrum all
6:25:01right identify time that could
6:25:03potentially incre increase attendance
6:25:05and punctuality transition to an
6:25:07asynchronous communication model to
6:25:09allow team members to update their
6:25:10status at their convenient solicit input
6:25:13from stakeholders on efficient methods
6:25:14to improve team engagement and meeting
6:25:17with attendants now it really comes down
6:25:19to two P two good questions first of all
6:25:22which one should you there's two answers
6:25:23you could eliminate first of all which
6:25:25one can you eliminate did you get it
6:25:27first one you should have eliminated was
6:25:29B because you just can't Identify some a
6:25:32time for the team it's an agile project
6:25:34these are the daily standup meetings the
6:25:35daily scrum is a daily standup meetings
6:25:38work with the team on this an
6:25:40asynchronous method doesn't work for a
6:25:42daily scrum a daily scrum technically
6:25:44should be a standup where everybody
6:25:45talks it should be if it's virtual
6:25:47everybody should be there now it really
6:25:51came down to a or b and in this one
6:25:54you're getting input from stakeholders
6:25:55but it doesn't particularly say the team
6:25:58maybe you're getting inputs from the
6:26:00project uh the product owner or maybe
6:26:01even the customers the best answer here
6:26:03is to work with the team all right work
6:26:04with the team come up with a good
6:26:06protocol or a set of rules that they are
6:26:08willing to follow that ensures that they
6:26:11come and show up to the Sprint either on
6:26:12time or just sh up so the best thing is
6:26:14to work with the team don't just get an
6:26:16input from everybody else get input from
6:26:18the team in particular making a a better
6:26:22answer than
6:26:24D 192 a project manager discovers that
6:26:27recent legislative updates necessitate
6:26:30additional security enhancement to the
6:26:31project although the development team is
6:26:33incorpor prop these enhance enhancements
6:26:36without exceeding their budget the
6:26:38project manager realizes that the
6:26:40allocated budget for quality insurance
6:26:41and testing is quickly being depleted
6:26:44due to these unplan requirements what
6:26:46action should the project manager take
6:26:49what actions should the project manager
6:26:51take to manage the escalating cost
6:26:53associated with the increased scope of
6:26:55testing a propose a temporary
6:26:58reallocation of resources from less
6:27:00critical activities to support the
6:27:02expanded testing requirements have the
6:27:05sponsor analyze potential cost-saving
6:27:07measures within the project to
6:27:09reallocate funds towards the testing
6:27:11budget submit a formal change request to
6:27:13revive the cost based on accommodating
6:27:15the extra expense incurred in the
6:27:17testing adjust the Project's Financial
6:27:19strategy to ensure the newly identified
6:27:22testing needs are adequately funded
6:27:24without compromising quality guys the
6:27:26best answer here is going to be did you
6:27:28get it yes so if there is something that
6:27:32needs the project to in increase its
6:27:34schedule increase its budget it's
6:27:37important to get that approved you just
6:27:40can't do it that's what a d is doing you
6:27:43just can't adjust the financial Str you
6:27:46just can't add money to the project and
6:27:48this is not a job of the sponsor sponsor
6:27:50is there to approve or disapprove not to
6:27:52help you with
6:27:53assessment and noticed a temporary
6:27:56reallocation of resources this may
6:27:57require change request the best thing
6:27:59here to do submit a formal change
6:28:01request to update that cost Baseline so
6:28:04you can get those testing done C is the
6:28:06best
6:28:07answer 193 in the development stage of
6:28:11an Innovative mobile application the
6:28:13agile the agile project team discovers
6:28:16the need for an advanced software
6:28:18library that wasn't initially
6:28:20anticipated which is critical for
6:28:22enhancing the apps functionality what
6:28:24should the project manager do to
6:28:26effectively uh manage this unforeseen
6:28:28requirement organize a strategic meeting
6:28:30with the product owner to reassess the
6:28:33project priorities and integrate the new
6:28:34software Library update the project
6:28:37timeline to reflect the expected delay
6:28:39to the uh due to the integration of the
6:28:41new software Library identify this new
6:28:45need this new need as this new need
6:28:48asset project risk seek immediate advice
6:28:50from steering committee delegate the
6:28:53task of integrating the new software
6:28:54library to a specialist within within
6:28:57the project Team without delay best
6:28:59answer here guys if there is any kind of
6:29:02things that needs to get added to an
6:29:05adob project how do we know it's an adob
6:29:07project it literally says the adob
6:29:08project team if there's something that
6:29:10needs to get added to the adob project
6:29:12and particularly something added to the
6:29:14scope it must go through the project the
6:29:16product owner they have to agree with it
6:29:18they have to add it in and then it has
6:29:20to be reprioritized and the product
6:29:23backlog you just can't update the
6:29:25timeline you would need approval from
6:29:27product owner identify this as a
6:29:30identify this need as a project risk
6:29:32well you notice they need need they need
6:29:35this in order to keep going far is
6:29:36critical for their to function the best
6:29:39thing the best way to get this
6:29:40Incorporated would be to added to the
6:29:42product backlog delegate the task well
6:29:45you never give away your task never just
6:29:46give away your work make an a the best
6:29:49answer
6:29:51194 while working on a project the
6:29:54client's request for additional changes
6:29:56threaten to extend the Project's
6:29:58timeline significantly the project
6:30:00manager is exploring options to
6:30:02accelerate the project time timeline to
6:30:04accommodate these changes but there's
6:30:06concerned about the potential for
6:30:08increase overtime for the team what what
6:30:11action should the project manager take
6:30:12to keep the team motivated despite these
6:30:14challenges offer a monetary incentive to
6:30:17team members who agree to work extended
6:30:18hours to meet the
6:30:20deadline attempt to meet the timeline
6:30:22regularly recognize team efforts
6:30:24celebrate Milestones to maintain moral
6:30:27challenges uh during during challenges
6:30:30during challenging period reassigned
6:30:32task to focus on high priority
6:30:34deliverable and reduce the team workload
6:30:36introduce monetary team building
6:30:38activities to encourage collaboration
6:30:40and increase motivation the best answer
6:30:44here guys is going to be did you get it
6:30:46yes this is the best answer here's
6:30:48why
6:30:50now read the question carefully the
6:30:53question is what will keep them
6:30:57motivated that's the question right the
6:30:59question is what keeps your team
6:31:00motivated they may have to work overtime
6:31:04notice introduce mandatory team building
6:31:07anything that's mandatory is probably
6:31:09not going to be motivating it might lead
6:31:12to more
6:31:13demoralization Reign task to focus on
6:31:16high PRI and reduce the team workload
6:31:18although I like this it may not be
6:31:20feasible in times like
6:31:22this offer now it really I was thinking
6:31:25A or B keep in mind that everyone is
6:31:28incentivized by money and what if it's
6:31:31the entire team and not just a few
6:31:33people then a is not going to work but
6:31:35what you could do is celebrate Milestone
6:31:37recognize their effort just try to keep
6:31:39them motivated which is what B is
6:31:43doing 195 in a major software
6:31:46development project the project manager
6:31:48finds that several team members are
6:31:50reluctant to to use new project
6:31:52management software believing it to be
6:31:54overly comp complicated and not
6:31:56beneficial for their task what should
6:31:58the project manager have done initially
6:32:00to facilitate the adaptation of the new
6:32:02software by the team encourage team
6:32:04leaders to use the software in their
6:32:06meetings to set an example for the rest
6:32:07of the team Implement a reward system
6:32:10for early adapters who effectively
6:32:13integrate the soft integrate the
6:32:15software into their
6:32:17workflow conduct one-on-one sessions to
6:32:19understand individual resistance and
6:32:21tailor support
6:32:23accordingly organize a comprehensive
6:32:25training session to demonstrate the
6:32:26functional benefits of the new software
6:32:28best answer guys is going to be D that
6:32:31is correct here's why
6:32:34you got to read the question carefully
6:32:35it says have initially done what you're
6:32:40trying to do is prevent the problem not
6:32:43fix the problem see fixes the problem we
6:32:47don't want to fix the problem right now
6:32:49we want to prevent it from
6:32:51happening the others now encourage team
6:32:54leaders this is not going to not because
6:32:57of team leaders doing doesn't mean that
6:32:59the other members see the benefits of it
6:33:02versus the
6:33:04inde everybody is seeing the benefits of
6:33:07this thing maybe they're resistant
6:33:08because they just don't know the
6:33:09benefits of it Implement a reward system
6:33:12not because you offer someone a reward
6:33:14doesn't mean they see the benefit of it
6:33:15they'll just use it just to get their
6:33:16reward the best thing to do is to show
6:33:19them the benefit let them see how it's
6:33:20going to help them and they're more
6:33:22likely to take in the software make and
6:33:24deem the best
6:33:27answer
6:33:28196 on an infrastructure project to
6:33:31upgrade City Water Systems the project
6:33:33manager struggling to finalize the
6:33:35project schedule due to unpredictable
6:33:38regulatory review times and potential
6:33:40delays in securing necessary
6:33:42equipment what schedule and technique
6:33:44should the project man adapt to to
6:33:46manage the planet effectively under
6:33:48these terms Rolland wave planning
6:33:51backwards pass analysis uh dependency
6:33:54structuring lag lead and lag
6:33:56optimization now notice let's go over
6:34:00this here for a
6:34:01second unpredictable regulatory review
6:34:05times and potential if something is
6:34:07unpredictable review times if something
6:34:09is
6:34:10unpredictable you may not be able to
6:34:13break down the work you may not be able
6:34:14to schedule it right away you may not be
6:34:16able to build a plan right away so you
6:34:18have the plan to replan that's called
6:34:21rolling wave plan and you plan as time
6:34:23is progressing as time is progressing
6:34:25things becomes more
6:34:27clear that's basically the definition of
6:34:30rolling wave planner
6:34:31everyone uh backwards pass is to
6:34:34calculate the critical path we not
6:34:36that's not going to help us here
6:34:38dependency structure is showing you what
6:34:40task depends on what is
6:34:43it uh finish to start start to start
6:34:45type thing uh lags and Lead shows you
6:34:49there any delays or overlap between tals
6:34:51that's not going to help us here what we
6:34:52need to do is we need to understand that
6:34:53we can't plan for everything right away
6:34:55let time progress and then we can plan
6:34:57for
6:34:57them 197 during the roll out of a new it
6:35:01system within a large corporation the
6:35:03project manager observes that
6:35:05discussions and stakeholder meetings are
6:35:07frequently derailed by a participant
6:35:10who the the the can't pronounce that
6:35:14word right now stop right here guys I'm
6:35:16way too tired on this into technical
6:35:19details uh irrelevant to the to the
6:35:21meetings objectives the behavior is
6:35:23causing meetings to overrun and is
6:35:25reducing the time available to cover all
6:35:27agenda items leading to dissatisfaction
6:35:30about stakeholders so let's see what's
6:35:32going on here we got one team member
6:35:34that is going into too much technical
6:35:36detail is probably not needed what
6:35:38action should the project manager take
6:35:39to ensure meetings are more focused and
6:35:43productive emphasize the meeting agenda
6:35:45at the start and kindly remind
6:35:47participants to keep discussions on
6:35:50topic allocate specific time for open
6:35:52discussions at the end of the meeting to
6:35:53cater to additional
6:35:55topics introduce a me and co-
6:35:58facilitator to help steer conversation
6:35:59back to the agenda when they go off
6:36:01course Implement a suggestion by for
6:36:04topics that require further discussions
6:36:05outside of the scheduled meeting this is
6:36:07a good question actually because it has
6:36:09quite a good set of tasks uh what should
6:36:11you do to ensure meetings are more
6:36:13focused and productive the best answer
6:36:16here guys is going to be correct
6:36:19emphasize the agenda say this is what
6:36:21we're covering we don't want to cover uh
6:36:24and do this at the beginning you may
6:36:25have to do this throughout the meeting
6:36:26too and tell people hey you know what
6:36:29let's try to stay on topic this here
6:36:31would solve the
6:36:32problem although the other answers are
6:36:35not bad I don't think the other answers
6:36:36are terrible like a suggestion
6:36:38box um I'm not sure about this co-
6:36:41facilitator you should be the
6:36:43facilitator you need another one and
6:36:45even allocating extra time with the end
6:36:46Delo this can speed up meetings or
6:36:49sometimes this can make the meeting go
6:36:50over so I think a here is the best
6:36:54answer 198 on an agricultural
6:36:57development project a key team member
6:37:00expresses dissatisfaction with the
6:37:01current risk management strategy
6:37:04feel feeling it doesn't adequately
6:37:06address the potential for unpredictable
6:37:07weather conditions affecting crop
6:37:10trials what action should the project
6:37:12manager take first Implement a
6:37:14contingency fund specifically for
6:37:16weather related delays consult with the
6:37:18external agriculture expert to gain
6:37:20insights on managing weather related rks
6:37:22reevaluate the risk management plan and
6:37:24risk register with the entire team to
6:37:25incorporate feedback on the weather
6:37:26related risks adjust the timeline and
6:37:29Milestone to allow for greater
6:37:30flexibility and response to weather
6:37:32changes best here guys is going to
6:37:35be C is correct why is that well if
6:37:40somebody brings up something to you
6:37:42they're saying hey we're not adequately
6:37:44managing risk we may not have the right
6:37:46responses we're not be identifying them
6:37:48fast enough for all of them what can we
6:37:51do well bring it to the team work with
6:37:53the entire team let them re help us
6:37:55rebuild maybe the RIS management plan
6:37:58let them add it to the risk register and
6:37:59let's get their feedback in there let's
6:38:02do this first before we go to the
6:38:04agricultural expert or get some kind of
6:38:07contingency fund or don't just change a
6:38:09timeline like that that might need a
6:38:11change request so do c before you do a b
6:38:14or d making that the best
6:38:17answer
6:38:18199 a project team in a digital
6:38:21marketing project discovers that their
6:38:24key design software license has expired
6:38:27Halton the team work on a critical
6:38:29critical campaign visuals what is the
6:38:32most effective initial action for the
6:38:34project manager to
6:38:36take request that the team manually
6:38:39sketch the campaign Concepts while
6:38:41awaiting uh this the license
6:38:44renewal have the team work with the IT
6:38:46department to renew the license
6:38:47prioritize other aspects of campaign
6:38:49that doesn't require software doesn't
6:38:51require uh design software according
6:38:54with it Department prompt to renew the
6:38:55software license best answer here guys
6:38:57is going to be D now part of being a
6:38:59servant leader is
6:39:02removing imp
6:39:03removing obstacles from the team this is
6:39:06clearly not something that's project
6:39:08related this is more computer it related
6:39:11computer errors and when you have
6:39:12something like that it's your job or it
6:39:14should be your job to help remove this
6:39:16obstacle from the team remember the
6:39:19concept of servant
6:39:21leadership so in this one here you're
6:39:23telling the team this is not optimizing
6:39:25the work you're not giving them the
6:39:26right tools you're see to manually do it
6:39:29in this one here you're telling the team
6:39:30to fix it prioritize other aspects
6:39:33you're not addressing the problem in
6:39:34this one here making D the best answer
6:39:38question 200 during a during a critical
6:39:42uh phase of a software development
6:39:43project the key developer notifies the
6:39:45project manager that they will need to
6:39:47take an unexpected leave impa in the
6:39:49completion of a crucial backlog item
6:39:52schedule for demonstration in the
6:39:54upcoming Sprint review what should the
6:39:56project manager do and since the
6:39:58developer work remotely during their
6:40:00leave to ensure the backlog item is
6:40:02completed on time escalate the issue to
6:40:05Senior Management and demand the assign
6:40:07an additional resource immediately
6:40:09reevaluate the Sprint goals and backlog
6:40:11priorities consult with the team about
6:40:13adjustments
6:40:14and communicate the revised plan to
6:40:17stakeholders cancel the upcoming Sprint
6:40:19review stting the lack of progress on
6:40:21the crit on the crucial backlog item the
6:40:24best answer here guys is going to be C
6:40:26that is correct here's
6:40:28why so one thing we want to talk about
6:40:31here is you notice somebody left right
6:40:34so they need to take expensively don't
6:40:37make them work if they're leaving for an
6:40:39emergency or family issues they got to
6:40:42go you can't just tell up to work
6:40:44remotely that might not be possible just
6:40:47don't go to Senior Management and demand
6:40:49things from Senior Management this just
6:40:50sounds wrong first of all you might be
6:40:52fired for that that leavs two things you
6:40:55can't just cancel the Sprint the best
6:40:56thing here is to work with the team now
6:40:58you're re-evaluating the goals you're
6:41:00not some people say hey Andrew you're re
6:41:02no we're not re prioritizing the backlog
6:41:04you're reevaluating it the only person
6:41:07that
6:41:08can uh rep prioritize a product owner
6:41:11but you're Consulting with the team
6:41:13right maybe we need to change the Sprint
6:41:14goal that's within the team so you can
6:41:16adjust the Sprint goals because you know
6:41:18what you might not be able to get that
6:41:19done with this team member
6:41:21gone and that guys ends the 200 practice
6:41:24questions hopefully you guys enjoyed
6:41:26this journey hopefully you guys uh
6:41:29really like these 200 practice questions
6:41:31it would mean a lot to me it took me a a
6:41:33lot of time to write this took me a lot
6:41:34of time to present it as you can see the
6:41:36length in this video If you
6:41:39guys uh really enjoyed this type of
6:41:41content give the video a like subscribe
6:41:43to the channel would be absolutely
6:41:44amazing it really helps us out it really
6:41:47helps us to make our content I guess
6:41:49gain a bigger audience which would
6:41:51really help us out and if you want more
6:41:53questions like this check the link below
6:41:56we have the ti exam Simulator the
6:41:58closest to the real exam tons of people
6:42:00have used it over 30,000 people have
6:42:02used that to pass their PMP exam and
6:42:05also my 35-hour course my study guide my
6:42:08books are all below you guys can all
6:42:09check that out and with that in mind
6:42:11guys hopefully you guys learned a lot in
6:42:13this in this video and in the
6:42:15compilation of when it's a bigger video
6:42:17hopefully you guys learned a lot and
6:42:19I'll see you in the next video

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