PMP Practice Question: People — Predictive, Hard
You are managing a complex manufacturing facility upgrade project for an automotive supplier. The project has a fixed-price contract with milestone-based payments. Your project team includes 12 full-time employees and 18 contractors from three different vendors. At the 60% complete point, you learn that two contractors from Vendor A have been socializing with your client's procurement director outside of work and have mentioned they could deliver certain components 'more efficiently' if contracted directly by the client, bypassing your organization. Your contracts manager confirms this would violate the exclusivity clause in your vendor agreement. The contractors are performing well technically, and replacing them now would delay the project by 4-6 weeks, risking a $200,000 milestone payment. What should you do?
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More People Questions
View all →During sprint planning, your development team commits to 45 story points based on historical velocity. However, your product owner insists they must complete 60 story points this sprint because of a commitment made to a key stakeholder. The product owner argues that the team 'just needs to work harder' and threatens to escalate to senior management if the team doesn't comply. The team looks to you, the Scrum Master, for guidance. How should you respond?
Your agile team has a new member, Sarah, who joined two weeks ago. Sarah has strong technical skills but comes from a traditional waterfall background. During the current sprint, you notice Sarah working in isolation, not updating the task board, and not asking for help despite her story being blocked. In the standup, she reports 'everything is fine' even though you can see she's struggling. Other team members have offered help, but she politely declines. What is the most effective way to help Sarah adapt to the agile team environment?
Your agile team has been consistently meeting sprint commitments, but during a recent retrospective, team members admitted they have been padding estimates significantly to ensure they never miss a commitment. The team's capacity allows them to complete stories early, but they wait until late in the sprint to pull in additional work to avoid looking like they overcommitted. The product owner is frustrated because the team could be delivering more value. What should you do to address this behavior?