PMI PMP Exam Questions

project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get the project back on track.

The other three options are not the best actions for a servant leader to take, because:

Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the first thing to do. The project manager should first try to address the root causes of the team's low performance, and explore other ways to improve the schedule, such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and confidence of the team members and the sponsor.

Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.

Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered and demotivated. It may also increase the workload and stress of the project manager, and hinder the team's collaboration and learning.

Leadership Styles - BrainBOK

7 Traits of Servant Leadership in Agile Project Management - Project Management Academy

Servant Leadership in PMO Management: A Path to Success - IIL Blog

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition. Project Management Institute.

Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.

When faced with the aftermath of a failed quality audit, the newly appointed project manager must take several steps to address the situation. Let's explore the options:

1. Perform Integrated Change Control (Option B):

o Integrated change control is a critical process in project management.

o It involves reviewing all change requests, assessing their impact, and making informed decisions about whether to approve or reject them.

o In this case, the failed audit results constitute a change request. The project manager should evaluate the impact of the audit findings, identify necessary corrective actions, and determine whether additional resources (such as new audit resources) are required.

o By performing integrated change control, the project manager ensures that any necessary adjustments are made to the project plan, scope, schedule, and resources.

2. Stakeholder Engagement (Option A):

o While stakeholder engagement is essential, it is not the immediate next step after a failed audit.

o Stakeholder engagement involves ongoing communication and collaboration with stakeholders throughout the project lifecycle.

o The project manager should engage stakeholders, but addressing the audit findings takes precedence.

3. Update the Quality Management Plan (Option C):

o Updating the quality management plan is relevant, but it is a specific response to the audit results.

o The project manager should first assess the impact of the audit findings and then update the quality management plan as needed.

4. Update the Risk Management Plan (Option D):

o While risk management is crucial, it is not the immediate focus after a failed audit.

o The project manager should address the audit findings before revisiting the risk management plan.

In summary, the project manager should prioritize integrated change control to address the audit results, identify corrective actions, and

: According to the PMBOK Guide, 6th edition, page 368, communication can be classified into formal and informal, written and verbal, and vertical and horizontal, depending on the context, purpose, and audience of the message. Informal verbal communication, such as a conversation, is a type of communication that is spontaneous, casual, and flexible, and that can be used to exchange information, ideas, opinions, or feedback in a timely and direct manner. Informal verbal communication is suitable for handling a situation where a team member is not performing very well, as it can allow the project lead to express concern, empathy, and support, as well as to identify the root causes of the poor performance, and to explore possible solutions or improvements. Informal verbal communication can also help to maintain a positive and trusting relationship between the project lead and the team member, and to avoid any misunderstanding, resentment, or demotivation that may arise from more formal or written communication.Reference:

PMBOK Guide, 6th edition, page 368

Free PMP Practice Exam Questions - 120 Sample Test Questions

= The project manager should use a servant leadership style to accomplish this task. A servant leader is someone who focuses on serving the needs and interests of the team, rather than directing or controlling them. A servant leader empowers the team to make decisions, fosters collaboration and trust, and supports the team's growth and development. A servant leader can help the team define the steps and identify the risks of migrating data to a new system by facilitating discussions, providing guidance, removing impediments, and ensuring alignment with the project vision and goals.Reference: (Project Management Professional (PMP) Reference Materials source and documents)

A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition, Chapter 3: Project Management and Delivery Principles, Section 3.2: Leadership

Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.2: Empowerment and Collaboration

[PMP Exam Content Outline], Domain III: People, Task 7: Lead a team.