Project Management Questions

A project team is struggling to collaborate, as some members are reluctant to share knowledge due to concerns about losing their competitive edge. This is impacting team synergy, and knowledge silos are forming. What should the project manager do? a\. Encourage a knowledge-sharing culture by recog...

A project team is struggling to collaborate, as some members are reluctant to share knowledge due to concerns about losing their competitive edge. This is impacting team synergy, and knowledge silos are forming. What should the project manager do? a\. Encourage a knowledge-sharing culture by recognizing contributions and promoting team trust.\ b. Implement mandatory knowledge-sharing sessions to ensure equal contribution.\ c. Allow team members to retain their expertise and share only when necessary.\ d. Assign documentation responsibilities to specific individuals for accountability. Correct Answer: A A newly formed agile team is experiencing conflict over decision-making. Some members believe the scrum master should drive decisions, while others argue for team-based consensus. The disagreement is slowing execution. What should the project manager do? a\. Clarify roles and facilitate a decision-making framework that balances structure and team autonomy.\ b. Default to the scrum master's leadership to expedite decision-making.\ c. Allow the team to self-organize and determine their own decision-making style.\ d. Request senior leadership to provide a ruling on the decision-making process. Correct Answer: A A highly skilled but dominant team member is overpowering discussions, making it difficult for others to contribute. Some members are hesitant to challenge them, leading to one-sided decision-making. What should the project manager do? a\. Implement structured facilitation techniques to ensure all voices are heard.\ b. Privately request the dominant team member to contribute less.\ c. Allow the team to adjust naturally and find its own balance.\ d. Assign decision-making responsibilities to different members. Correct Answer: A A team in the storming stage is experiencing increased friction due to competing work styles and communication preferences. Some members prefer detailed planning, while others are more adaptive and flexible. What should the project manager do? a\. Facilitate discussions to align expectations and establish agreed-upon team norms.\ b. Default to a rigid planning structure to maintain consistency.\ c. Allow each member to work in their preferred style without interference.\ d. Assign work based on individual preferences rather than a unified approach. Correct Answer: A A remote project team has become disconnected, leading to low engagement and ineffective brainstorming. Team members rarely contribute ideas, and decision-making has slowed. What should the project manager do? a\. Introduce structured virtual collaboration techniques to improve engagement.\ b. Require mandatory video-based meetings to increase participation.\ c. Allow the team to operate with minimal interaction and focus on execution.\ d. Shift decision-making to smaller subgroups for faster outcomes. Correct Answer: A A long-running project team has started losing momentum, and team members feel less invested in the project goals. Productivity has declined, and motivation is noticeably lower. What should the project manager do? a\. Reignite engagement by reinforcing the project's impact and celebrating progress.\ b. Introduce performance-based incentives to increase motivation.\ c. Allow the team to work at their own pace without additional pressure.\ d. Assign new leadership to bring fresh energy to the team. Correct Answer: A A team is transitioning to a self-managed structure, but some members are hesitant to take on leadership responsibilities, fearing they lack the experience. This is slowing progress as decisions remain unresolved. What should the project manager do? a\. Provide leadership coaching and gradual delegation to build confidence.\ b. Assign leadership roles formally to prevent delays.\ c. Let the team continue without structure and see how they adjust.\ d. Reintroduce direct managerial oversight to expedite decision-making. Correct Answer: A A high-performing team is about to be restructured, and members are concerned about losing their established dynamic. Some employees resist the changes, fearing a loss of synergy. What should the project manager do? a\. Facilitate transition planning while preserving key team strengths.\ b. Implement the changes immediately without team involvement.\ c. Allow the team to decide whether they want to be restructured.\ d. Delay restructuring to prevent disruption to current progress. Correct Answer: A A team lead has noticed growing tension between two key contributors, affecting team morale and project execution. Other team members are starting to take sides, creating a divisive atmosphere. What should the project manager do? a\. Address the conflict proactively and mediate a resolution strategy.\ b. Allow the conflict to resolve naturally over time.\ c. Reassign one of the team members to a different project.\ d. Implement stricter policies to prevent further disagreement. Correct Answer: A A project team is entering the adjourning phase, and members are feeling uncertain about their next assignments. Some team members are concerned about job security, which is affecting morale. What should the project manager do? a\. Provide clarity on career transitions and ensure proper closure of the project.\ b. Allow the team to focus on completion without discussing future roles.\ c. Let HR handle transition concerns while focusing on project wrap-up.\ d. Avoid discussing post-project plans until leadership provides direction. Correct Answer: A A project team is transitioning from a directive leadership structure to a self-organizing model. Some members embrace the shift, while others are uncertain about taking ownership of decision-making. Leadership expects the transition to happen smoothly, but progress is slow. What should the project manager do? a\. Implement structured coaching to gradually develop team confidence in decision-making.\ b. Allow the team to self-organize at their own pace, even if it delays execution.\ c. Assign leadership roles temporarily until the team adapts to the new model.\ d. Maintain a directive leadership approach to prevent further delays. Correct Answer: A A key stakeholder frequently challenges team decisions, requesting frequent revisions to align with their vision. The team is frustrated with the constant rework, and deadlines are becoming increasingly difficult to meet. What should the project manager do? a\. Set clear boundaries on stakeholder influence while ensuring concerns are addressed.\ b. Accept all stakeholder feedback and incorporate changes to maintain alignment.\ c. Allow the team to push back against the stakeholder's requests independently.\ d. Escalate the issue to leadership and request intervention. Correct Answer: A A cross-functional project team is composed of members with vastly different experience levels. Senior members feel they should lead decision-making, while newer employees are hesitant to contribute. This imbalance is reducing team cohesion. What should the project manager do? a\. Encourage equal participation by structuring discussions and reinforcing inclusive decision-making.\ b. Default to the senior team members' leadership until newer employees gain experience.\ c. Let the team naturally establish a hierarchy over time.\ d. Assign leadership responsibilities explicitly to balance authority. Correct Answer: A A high-performing project team has been assigned an unexpectedly large scope increase without additional resources. Some members express concern about burnout, while others attempt to push forward despite the risks. What should the project manager do? a\. Assess scope feasibility and negotiate adjustments to balance workload and delivery expectations.\ b. Proceed with the additional workload while monitoring team stress levels.\ c. Shift priorities to focus on the most critical deliverables and delay others.\ d. Escalate the issue immediately to leadership and request more resources. Correct Answer: A A team experiencing internal conflict is beginning to form alliances, dividing the group into opposing factions. Tension is affecting collaboration, and some members have stopped engaging in discussions. What should the project manager do? a\. Mediate the situation by identifying the root cause and facilitating constructive discussions.\ b. Allow the team to resolve the conflict independently, even if tensions remain.\ c. Reorganize the team by reassigning roles to break up factions.\ d. Implement strict decision-making policies to reduce disagreements. Correct Answer: A A remote project team has failed to establish clear expectations on how to escalate concerns. Some members avoid bringing up issues until they become critical, leading to last-minute crises. What should the project manager do? a\. Develop a structured escalation process that encourages early issue identification.\ b. Allow the team to adjust naturally and escalate only when absolutely necessary.\ c. Assign escalation responsibilities to the team lead to prevent confusion.\ d. Let team members decide individually when concerns should be escalated. Correct Answer: A A company-wide restructuring has left project team members unsure about their future roles, leading to reduced engagement. Some employees are actively seeking external opportunities, while others are hesitant to commit fully to the project. What should the project manager do? a\. Provide transparency about the transition while reinforcing project continuity.\ b. Focus on execution and avoid discussing future uncertainties.\ c. Allow team members to decide their level of commitment based on their concerns.\ d. Request that leadership address the issue formally before proceeding. Correct Answer: A A team in the performing stage has recently been assigned a new project manager with a different leadership style. Some team members feel disoriented by the shift, and performance has temporarily declined. What should the project manager do? a\. Adapt leadership strategies to align with the team's established strengths and working style.\ b. Implement immediate leadership changes to enforce a new direction.\ c. Allow the team to adjust independently without managerial intervention.\ d. Assign new team roles to reinforce alignment with the leadership transition. Correct Answer: A A project sponsor has increased their involvement, frequently overriding team decisions without consulting them. While the sponsor's guidance is well-intended, it has lowered team confidence in their own ability to make decisions. What should the project manager do? a\. Clarify decision-making roles while ensuring the sponsor's input remains constructive.\ b. Allow the sponsor to continue leading decisions to prevent conflicts.\ c. Escalate the issue to leadership to restrict sponsor involvement.\ d. Let the team adjust to the new dynamic and work around sponsor decisions. Correct Answer: A A team in a high-pressure project has started making shortcuts in documentation and risk tracking to meet deadlines. Some members argue that speed is the priority, while others are concerned about compliance risks. What should the project manager do? a\. Reinforce risk management while optimizing efficiency to prevent unnecessary delays.\ b. Allow the team to continue prioritizing speed over formal documentation.\ c. Delay project work until all compliance concerns are fully resolved.\ d. Require all team members to follow compliance rules strictly, regardless of impact on schedule. Correct Answer: A A high-performing team has been assigned a highly ambiguous project, and members are struggling with uncertainty due to lack of clear objectives. Some team members have begun making independent decisions, while others are waiting for leadership guidance. What should the project manager do? a\. Facilitate a structured planning session to define scope and align expectations.\ b. Allow team members to proceed independently until leadership provides clarity.\ c. Implement a strict approval process to ensure no unverified decisions are made.\ d. Let leadership dictate the next steps before proceeding with execution. Correct Answer: A A recent project success has led leadership to assign the same team to another high-priority initiative, but team members are fatigued from the previous effort. Some are concerned about burnout, while leadership expects continued high performance. What should the project manager do? a\. Assess workload capacity and propose a phased approach to balance engagement.\ b. Push the team forward and rely on their resilience to maintain performance.\ c. Delay the new initiative until the team fully recovers from the prior project.\ d. Reassign the most fatigued team members and bring in new resources. Correct Answer: A A new project manager has taken over a long-running project, and the team is skeptical about changes in leadership. Some members resist new directives, while others are uncertain how their roles will be affected. What should the project manager do? a\. Build trust by acknowledging previous team efforts while aligning on future goals.\ b. Immediately implement changes to establish authority and direction.\ c. Allow the team to continue operating independently without intervention.\ d. Delay leadership adjustments until the team becomes more comfortable. Correct Answer: A A cross-functional project team is composed of members with competing priorities from different business units. Some are fully committed, while others struggle to balance project work with operational demands. What should the project manager do? a\. Negotiate workload expectations with stakeholders to ensure project alignment.\ b. Require all team members to prioritize project tasks over daily responsibilities.\ c. Escalate the issue to leadership and request additional resources.\ d. Allow each business unit to determine their own level of participation. Correct Answer: A A team in the norming stage has started becoming too risk-averse, avoiding innovation in order to maintain stability and predictable execution. Some team members worry that pushing boundaries may lead to mistakes, while others feel growth is stagnating. What should the project manager do? a\. Encourage responsible experimentation while maintaining project stability.\ b. Maintain the current structure to avoid unnecessary risks.\ c. Introduce aggressive targets to force the team out of its comfort zone.\ d. Allow the team to continue operating without changes to their approach. Correct Answer: A A newly assigned executive sponsor has requested frequent involvement in project decisions, slowing down execution. Some team members believe the sponsor is interfering too much, while others feel their guidance is valuable. What should the project manager do? a\. Clarify the sponsor's role and set structured checkpoints for their involvement.\ b. Accept the sponsor's involvement and integrate their feedback continuously.\ c. Limit sponsor interactions to keep execution streamlined.\ d. Allow the team to adjust to the new dynamic without intervention. Correct Answer: A A remote project team has struggled with maintaining alignment, as different members operate at different paces. Some finish tasks early, while others consistently need extensions, causing workflow disruptions. What should the project manager do? a\. Adjust work distribution while reinforcing realistic time management expectations.\ b. Require all team members to follow the same work cadence to maintain consistency.\ c. Assign work only to the most efficient members to avoid delays.\ d. Allow team members to set their own work paces without structured planning. Correct Answer: A A team lead is reluctant to delegate responsibilities, believing that handling key tasks personally ensures better results. Other team members are disengaged, feeling they lack opportunities to contribute meaningfully. What should the project manager do? a\. Encourage delegation while reinforcing the benefits of shared ownership.\ b. Allow the team lead to continue managing critical tasks without change.\ c. Assign additional work to other team members without the lead's involvement.\ d. Request that leadership intervene and enforce a delegation policy. Correct Answer: A A conflict between two highly skilled employees is starting to disrupt project progress. While both provide valuable contributions, their inability to collaborate effectively is slowing execution. What should the project manager do? a\. Mediate the conflict while ensuring both employees remain aligned on objectives.\ b. Allow them to resolve the issue independently without intervention.\ c. Assign them to different tasks to minimize their direct interaction.\ d. Escalate the conflict to senior leadership to enforce a resolution. Correct Answer: A A team nearing project completion is becoming less engaged, as many members are already focusing on their next assignments. Some are disengaging early, and others are deprioritizing final project tasks. What should the project manager do? a\. Maintain engagement by reinforcing the importance of project closure activities.\ b. Allow team members to shift focus and wrap up work informally.\ c. Push remaining deadlines forward to speed up project closure.\ d. Reduce expectations for final deliverables to account for the transition. Correct Answer: A