A project manager was replaced in the early phases of a new project. The new project manager discovers that the business team is not supporting the project. After discussing these concerns with the team, it is determined that the project does not have the full support of senior management.
What should the new project manager do next?

• A.Study the stakeholder analysis to understand which stakeholder holds the most influence and seek their assistance.
• B.Send out a status report describing the situation to the stakeholders and request general assistance.
• C.Ask senior management to be more involved with the project and to provide their full support.
• D.Request the business team to clearly define their issues with the project work completed to date.

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A project manager leads a project that implements a new process throughout the organization. The rollout is done in stages and the project manager planned a demonstration for the pilot business units. A manager from a business unit that is scheduled for a later date asks to be invited to the sprint review.
What should the project manager do?

• A.Ask the manager to get an approval from the product owner.
• B.Refer the sprint review request to the project sponsor.
• C.Organize a special demonstration for the manager only.
• D.Invite the manager to the scheduled sprint review.

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A project team is transitioning from a predictive to an agile approach. The project manager is trying to minimize the support issues that the product has had in production.
One particular pain point is the transition to operations, where the issues usually arise.
What should the project manager do to improve this scenario?

• A.Increase the focus on backlog items that cover support requirements, as well as product manuals and operation guides.
• B.Ask the support/operation team to participate in the daily standup meetings to contribute to the project's progress.
• C.Foster stakeholder participation by engaging them early on the backlog discussions.
• D.Engage the operation teams in the retrospectives and demo sessions and incorporate their feedback on project activities.

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In the past year, a company paid US$60,000 to an external subcontractor for an ongoing project. The project manager has been asked to evaluate if the project can be delivered more cost effectively this year by using internal labor. The project manager used an optimistic term of 4 months, a pessimistic term of 6 months, and a most expected term of 5 months, and has concluded that the service can be delivered with the following resources:
* Two engineers (monthly salary of US$700 each)
* One project manager (monthly salary of US$1,600)
* Additional estimated monthly expenses of US$2,000
The project manager used the program evaluation and review technique (PERT) to calculate the savings if the project is delivered with in-house resources.
How much money will the project manager estimate the company can save?

• A.US$30,000
• B.US$20,000
• C.US$35,000
• D.US$40,000

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A project manager is part of a balanced matrix project organization. The project manager will receive all work performance updates directly from the new sourcing department head who has no time to spare to give the project manager the information.
What should the project manager do?

• A.Work out a resolution in consultation with the sourcing department head.
• B.Request information directly from the sourcing department team members.
• C.Discuss the situation with the company project sponsor for advice.
• D.Present the situation to the manager of the sourcing department head.

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