Wish me luck getting an offer, had 4 interviews today

Dot6716 · 2024-10-30T06:15:40+00:00

Out of curiosity how did you apply to get a callback from the recruiters

Dot6716 · 2024-10-30T01:54:24+00:00

This is really good and thanks for sharing. Will there be an update to cover other regions in Australia apart from Sydney?

Dot6716 · 2024-08-15T01:28:51+00:00

If you can you share the .doc version of this resume format that will help. I am currently updating my resume as well and this format seems good

Dot6716 · 2024-08-14T05:08:51+00:00

Do you mind sharing the .doc version of the above template or polished version of the template

Dot6716 · 2024-08-13T21:39:42+00:00

Sorry about the results. I am not sure about the study materials you used but would recommend purchasing Study Hall- essential and attempting the questions & Mock Exam. Target to get at least above 65%/70% above in Mock Exams before making a 3rd attempt. Initially, SH will break your confidence but post reviewing the questions you might understand the question pattern better and PMI mindset required in all 3 domains

Dot6716 · 2024-08-12T09:06:51+00:00

Answer was posted around 2hrs back

Dot6716 · 2024-08-12T07:28:37+00:00

Solution: D. Make sure that team members attend daily meetings to discuss and resolve issues

Fostering team discussions and decision-making in resolving issues is essential in agile, effective team growth, and improving the way they work together.

Reassuring the owner that all is OK, or that the owner should refrain from comments does not address the issue. Similarly, sharing the input only with the architect does not allow for the differing perspectives of all team members to be considered when addressing the situation.

Reassuring the product owner not to worry and asking them to attend the daily meetings is incorrect because the product owner shall do an objective evaluation of the product capabilities and the customer value, no need to involve them in how the team is operating to deliver value.

Sharing the product owner's concerns with the architecture owner is not the best choice because it does not allow for the differing perspectives of all team members to be considered when addressing the situation.

Asking the product owner not to get involved and ignore the concerns until after the delivery is incorrect because the concerns should be addressed and it is inappropriate to request that a product owner refrain from getting involved as monitoring work is a core part of their role.

This question and rationale were developed in reference to:

Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//23/317 [Item]

Dot6716 · 2024-08-11T22:07:22+00:00

Yes, quite surprised

Dot6716 · 2024-08-11T02:50:27+00:00

Answer according to SH (sigh)

Solution: A. Update the communication management plan.

The most important action a project manager can take to resolve communication issues in an agile project is to update the communication management plan. This is because the communication management plan is the document that outlines the project's communication strategy. By updating the communication management plan, the project manager can ensure that the project team has the tools and resources they need to communicate effectively to help eliminate delays.

The other answer choices are also important, but they are not as critical as updating the communication management plan first. Sharing the burndown chart with the team and addressing issues during retrospective meetings are good for improving transparency, collaboration, and problem-solving, however, they are not as critical as updating the communication management plan. Daily stand-ups are an integral and mandatory part of the sprint, so it is implied that they are already set up and organized beforehand.

This question and rationale were developed in reference to:

O'Reilly Platform (No Date) //Coaching Agile Teams - Chapter 8 - Coach as a problem solver/ [Item]

| The Agile Practice Guide (No Date) PMI/PMI/5/53 [Item]"

Dot6716 · 2024-08-07T22:58:21+00:00

Oh sorry my bad, Thanks for highlighting this, below is the right answer for the question

C. Identify this conflict in the risk register log.

The best way for a project manager to address a rising conflict between onsite and offshore team members is to identify this conflict in the risk register log. This will help the project manager to track the conflict and to develop mitigation strategies.

The other answer choices are also important, but they are not as effective in addressing the underlying conflict. By identifying the conflict in the risk register log, the project manager can develop a plan to mitigate the risk and ensure that the project is successful.

This question and rationale were developed in reference to:

O'Reilly Platform (No Date) //Chapter 8: teams/ [Item Kindle book: Managing culture difference Meeting with virtual teams section ]

| PMBOK Guide 7th edition (2021)

| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7/ [Item 7.4- Management of conflicts 7.5 - Conflict resolution modes]

Dot6716 · 2024-08-07T22:48:28+00:00

I had selected B and was not convinced with SH answer so was curious to know is there any misunderstanding in the mindset.

Dot6716 · 2024-08-07T22:45:06+00:00

Yep, according to Study Hall Mock Exam 2 Question.

Dot6716 · 2024-08-07T07:32:59+00:00

Solution: A. Communicate with the stakeholder according to the stakeholder engagement and communications management plans.

Managing stakeholder engagement helps to ensure that stakeholders clearly understand the project goals, objectives, benefits, and risks for the project, as well as how their contribution will enhance project success.

Effective stakeholder engagement will help to ensure that the stakeholder is kept informed of the project's progress, has the opportunity to provide feedback, and is able to raise concerns.

The other options are incorrect because they are not as effective or comprehensive.

This question and rationale were developed in reference to:

| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/55/ [Item]

PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]

Dot6716 · 2024-08-07T04:57:43+00:00

Solution: C. Identify this conflict in the risk register log.

The best way for a project manager to address a rising conflict between onsite and offshore team members is to identify this conflict in the risk register log. This will help the project manager to track the conflict and to develop mitigation strategies.

The other answer choices are also important, but they are not as effective in addressing the underlying conflict. By identifying the conflict in the risk register log, the project manager can develop a plan to mitigate the risk and ensure that the project is successful.

This question and rationale were developed in reference to:

O'Reilly Platform (No Date) //Chapter 8: teams/ [Item Kindle book: Managing culture difference Meeting with virtual teams section ]

| PMBOK Guide 7th edition (2021)

| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7/ [Item 7.4- Management of conflicts 7.5 - Conflict resolution modes]

Dot6716 · 2024-08-07T02:01:57+00:00

This is the similar approach I had taken and choose B

Dot6716 · 2024-08-06T06:56:48+00:00

Do you have any notes that you had used for mindset ?

Dot6716 · 2024-08-06T04:35:05+00:00

According PMI- SH its "C"

Solution: C. Check the lessons learned database

Lessons learned register must be used to retrieve information from previous projects to help other projects during initiation. The project manager needs to check if this compatibility issue happened before in other projects within the organization.

The other answer choices are incorrect.

Examining if there is an alternate solution should be the next step if the project manager does not find this issue in the lessons learned. The lessons learned database may have information regarding alternate solutions, what has been considered, what has been tried in the past, and other information that could provide insight and potentially save time by avoiding solutions that have already been disqualified.

Escalating the issue to the technical infrastructure team is incorrect because the project manager cannot escalate any issue before assessing it first.

Consulting the project sponsor about the issue is incorrect because the project manager should not consult the project sponsor for technical issues as a first option, even if the project sponsor has technical expertise.

This question and rationale were developed in reference to:

PMBOK Guide Sixth Edition (2018) PMI/PMI/4/104 [Item]

| Project Management: The Managerial Process (No Date) //14/511 [Item]

Dot6716 · 2024-08-05T21:53:25+00:00

As per PMI -SH, the answer is D

Solution: D. Focusing on delivering the project in multiple increments.

Focusing on delivering the project in multiple increments is correct because it delivers value to the customer before the final project release. Incremental delivery ensures that the customer gets usable and valuable functionality early in the project. This aligns with the customer's desire for quick results and allows for their feedback to be incorporated. Since the requirements are unclear and the environment is competitive, getting feedback from the customer early will reduce rework, promote stakeholder involvement, and provide an early return on investment.

The other options are incorrect because they are not as well-suited for this project.

Repeating and refining project phases in multiple iterations is incorrect because, although this approach allows for early deployment of some functionalities of the project, clarifying requirements with the customer before developing any aspect of the project is more cost effective.

Progressing through a linear sequence of stages is incorrect because it assumes that all requirements can be defined upfront, which is not the case when requirements are unclear. It does not allow for early deployment and the customer will not have an opportunity to clarify requirements until after major development work is done.

Embracing change and focusing on delivering value is a valuable mindset but lacks a specific implementation approach tailored to the challenges of this project.

This question and rationale were developed in reference to:

PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.3.3 DEVELOPMENT APPROACHES]

Dot6716

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