PMP Practice Question: People — Predictive, Hard
You are managing a defense contract project with 35 team members across four locations. The contract includes specific earned value management (EVM) reporting requirements. At the month 9 performance review, you notice that one remote team of eight developers consistently reports 100% completion of planned tasks on time, yet integration testing repeatedly uncovers significant defects requiring rework. The team lead is well-liked and has been with the company for 15 years. Other teams have expressed frustration about the rework burden. Your SPI is 1.02 but CPI is 0.87, partly due to these rework costs. When you discuss this with the team lead privately, they explain their team is working hard and meeting their commitments as they understand them. What is the MOST effective way to address this performance issue?
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- 📖Building High-Performing Teams: PMBOK 8 Principles
Master the PMBOK 8 approach to creating collaborative, empowered teams. Learn practical strategies for team development, conflict resolution, and performance optimization.
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Master the frameworks and techniques for driving team performance, establishing accountability, and creating high-performing project teams aligned with PMBOK 8th Edition principles.
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More People Questions
View all →You are leading a manufacturing facility construction project following a predictive lifecycle. The project team consists of 15 members, including contractors and internal staff. After three months of work, you receive feedback from several team members that the weekly status meetings are too long and not productive. Team members feel they spend too much time listening to updates irrelevant to their work. The meetings currently last 90 minutes and cover all work packages. What is the best approach to address this concern?
A cross-functional agile team is preparing for their next sprint. During sprint planning, the QA specialist expresses concern that the team has been committing to user stories without adequately considering testing effort. She feels that her input is often sought too late in the process, after developers have already estimated and committed to stories. This has resulted in quality issues and testing becoming a bottleneck in the last two sprints. The team wants to improve but is unsure how to better integrate QA perspective earlier. What should the team do?
Your organization is piloting agile practices within traditionally predictive portfolios. You're leading a hybrid project with a co-located agile team and distributed predictive workstreams across three continents. After four months, you notice the agile team has strong cohesion and high performance, but the distributed predictive teams report feeling disconnected and undervalued. Several key resources from the predictive workstreams have requested transfers, citing lack of engagement. Executive stakeholders are questioning whether the hybrid approach is sustainable. What is the MOST effective way to address this disparity?