QUESTION: 149

A company has rolled out the latest retail management system, and the project has been handed over to operations. The operations team finds that many of the day-to-day requirements are not covered in the system, and support for the project has limited hours. The project team has dissolved and the contract resources are no longer working on the project. As a result, the operations team has been facing numerous customer issues.
What should the project lead have done initially to avoid this situation?

Involved operations stakeholders during planning
Reviewed the project management plan
Increased support hours for the hours of operation
Created a detailed operations manual

Answer(s): A

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QUESTION: 150

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?

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

Answer(s): A

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QUESTION: 151

After signing an agreement with a vendor, the project manager notices that the vendor is continuously asking for changes on the procurement statement of work
(SOW). These changes would improve the project outcome.
What should the project manager do next?

Consult the list of selected vendors for the bid and evaluate a possible change of vendor.
Revise the procurement control process to avoid undesired changes that might affect the schedule.
Assess the situation as an opportunity for improvement and perform a risk analysis.
Conduct an audit on the procurement process and inform the vendor about the audit's observations.

Answer(s): C

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QUESTION: 152

A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV) to actual cost (AC) for the project and has found the calculated result to be 0.9024.
What does this value mean for the project?

The project is earning less value than was planned
The project has started exceeding the planned cost
The project has earned more value than planned
The project is close to exceeding the planned cost

Answer(s): B

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Free PMI PMP Exam Braindumps (page: 39)

QUESTION: 149

QUESTION: 150

QUESTION: 151

QUESTION: 152

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