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Mock test feedback

Terms and definitions

  • What is glide-path approach?
  • What is integrated resource levelling?
    • Technique used to balance resource demand across multiple projects
  • Formal team commitment
    • It is a mechanism useful to review team norms and refresh the team's commitment to the project and the new phase

Closing a project * Project is near closing and some of the deliverables are not ready - Refer to the RACI chart * At the closing of a project if there is a need to change contractual terms - Review the contract agreement first * Project is closed but the team is still receiving questions about it from operations - Ensure that transition is done to another team * Whether a Project has met it's technical success criterias - Review project performance metrics and acceptance test results * Whether a Project has delieverd the expected business benefits - Review Project objectives and success criterias

External Suppliers/Vendors * Critical vendor wants higher prices or is not satisfied * Don't strain the relationship at first by reminding them about the contractual terms * Talk to the stakeholders and analyse the situatiom

Managing Agile Projects * If there is a scope change - project manager has to first analyse it - Then involve the product owner to prioritise it * If the product or iteration review do not meet expectations - Product owner is responsible. They should review the backlog and prioritise * If critical requirements come in, tell the customer that it will be added in the next iteration - clear plan

General

  • Questions where it is asked if value is being delivered in the phase or project - See the Benefits Management Plan
  • To know how the project outcomes will impact the organisation - See the Benefits Management Plan
  • During a project, if stakehodler asks for a report on any unanticipated delays - Trend Analysis
  • Key deliverable is missing - Confirm the deliverable and re-baseline
  • Before selecting a project methodology, assess the team's need and business value achievement
  • Challenges arising in team work, performance etc - You can do a SWOT analysis to first understand the gaps
  • You want to do agile, but team is resistant
    • Coach and advocate the use of agile techniques
    • Performing skills assessment helps determine necessary technical skills and not process skills - so it might not have been useful in the above scenario
  • Whenever delegating or defining roles and responsibilities of the team members - you can use RACI chart
  • In Agile, If somebody is leaving the project abruptly or urgently - knowledge transfer might not be feasible. One of the things that can be done is remove items from current sprint after approval of the product owner
  • If the above things happens in Predictive - first analyse an evaluate the possibility of delay and any other impact
  • When an external team wants project details - best case of action is to onboard them
  • Someone leaving the project prematurely - Focus on smooth transition first
    • read the contractual terms and close the member's participation amicably and smoothly
  • Unofficial information being passed on to the stakeholder causing trouble - Review Project's Communication management plan with the team and update if necessary
  • Project is ongoing and company is acquired or any other major such thing happens - Seek support from Sponsor in understanding if the project will be continued, terminated or merged
  • When a new team member(s) joins, project manager conducts a session to update the existing social agreement on how the team will work collaboratively
  • If requirements are not clear or there are dependencies but the delivery is supposed to be by a fixed date - Choose hybrid methodology
  • If everything is going well and the sponsor is unhappy - Communicate regularly with the sponsor for updates and tackling concerns
  • Someone asks in a retrospective about other team member's roles - Tell them to wait for another meeting. 1-1s are not efficient in this case
  • Don't use contingency reserves for operational items like team building etc.
  • Find an issue in the project - Check the lessons learned database first
  • Product owner is asking to add something to this sprint urgently - Have a meeting with the Product owner and not the team first
  • Cultural differences where language and accent understadning is a problem - Information radiators can be used
  • If resources are being removed from the project - Request resource levelling

Risk

  • To evaluate importance of each risk - Qualitative Risk Analysis
  • To analyse probability of risk occurence, degree and timing of impact on the objectives, manageability, relationships with other risks, common causes and effects etc.
  • Unforeseen circumstances are mitigated using Management Reserves
  • Every time a risk is encountered which was already in the risk register, a response must be executed. Once executed, update the risk register again with the new risk status