General Kwafo, PMP Instructor

Question 1

You are the project manager on a software development project. Recently, two of your team members
have been having constant disagreements about the methodology to be used for development. The
disagreement has now escalated to a point where each team member is trying to convince others to join
their respective sides, causing division among the team.

According to the S. Leas' Conflict Levels, which level has this conflict now reached?

Stage 1: Disagreement

Stage 2: Problem to Solve

Stage 3: Disagreement

Stage 4: Crusade

Question 2.

You are managing a software development project. Two of your team members have different opinions
on the approach for a complex coding problem. Each member believes their approach is more efficient
and has presented arguments in support of their method.

According to S. Leas’ levels of conflict, which stage has this conflict reached?

1. Problem to Solve
2. Crusade
3. World war
4. Disagreement
5. Contest

Question 3.

You're leading a new project with a diverse team. During the initial phase, you notice that there's a
disagreement between two team members about the interpretation of a project requirement. Both of
them are presenting their viewpoints, but also listen to each other and show willingness to understand
the other's perspective.

According to S. Leas’ levels of conflict, which stage has this conflict reached?

1. World War
2. Problem to Solve
3. Crusade
4. Contest
5. Disagreement
General Kwafo, PMP Instructor

Question 4. You are managing a crucial project that involves a team of highly experienced professionals
who have worked together for years. There's a disagreement about a key decision in the project, but
both sides have valid points. All team members have confidence in each other's problem-solving abilities
and the relationship among the team members is quite strong. The decision must be treated as a
problem to be solved. The decision is not immediate, and there's sufficient time to address this
disagreement.

As a project manager, what conflict resolution technique would you use?

1. Compromising
2. Collaborating
3. Confronting

Question 5.

You are a project manager working on a large, multi- departmental project. A newly imposed regulatory
requirement has been introduced that your team must comply with, although it's not favored by some
of the team members who see it as an unnecessary constraint.

As a project manager, how should you approach this conflict?

1. Withdrawal/Avoiding
2. Compromising
3. Collaborating
4. Confronting

Question 6.

You're a project manager for an innovative project with a relaxed timeline. There's a conflict between
team members about two equally valid solutions to a complex situation. There's high trust among the
team members, and they respect each other's expertise.

As a project manager, how should you manage this conflict?

1. Compromising
2. Collaborating
3. Confronting
4. Forcing

Question 7. You are a project manager working on a time-critical project. A disagreement arises
between two team members regarding a minor aspect of the project. One team member is a senior
General Kwafo, PMP Instructor

analyst with significant experience, while the other is a junior team member. The overall goal of the
project is highly critical and time- sensitive.

As a project manager, how should you manage this conflict?

1. Compromising
2. Collaborating
3. Smoothing/Accommodating
4. Confronting

Question 8.

You are managing a project where two key stakeholders have conflicting requirements for a part of the
project. Both stakeholders have about the same amount of power, and neither is willing to back down.
Time is running out, and this conflict is delaying the project.

As the project manager, what conflict resolution technique should you recommend?

1. Collaborating
2. Forcing
3. Avoiding
4. Compromising

Question 9

You are a project manager working on a construction site. An urgent safety issue arises related to the
use of a particular piece of equipment. There is disagreement among team members about how to
address the issue, but a resolution needs to be reached immediately to ensure everyone's safety.

As a project manager, how should you approach this conflict?

1. Compromising
2. Forcing
3. Confronting
4. Collaborating
General Kwafo, PMP Instructor

Question 10

During project execution, a conflict occurs between the project manager and one of the team members
at every project team meeting. The ongoing conflict is preventing tasks and deliverables from being
completed. The project manager contemplates changing their leadership style.

What should the project manager do?

A. Review the set of responsibilities with the team member Most Voted

B. Avoid the team member to prevent further conflicts

C. Escalate the situation to the project sponsor

D. Review the personnel skill documents

Question 11

Two members of a new project team disagree on the best approach to solve a problem. The conflict has
been going on for 1 week. The two members are tense around each other and are taking everything
personally.

What should the project manager do?

A. Help the team members to resolve the conflict in a way that results in the best team performance.

B. Offer a compromise that is acceptable to both team members, even if it may not be the best solution.

C. Understand each team member's argument and select the one that results in less risk to the project.

D. Send both team members to the human resources (HR) department for an acceptable resolution.

Question 12

Project stakeholders are engaged in a discussion on how to achieve the best user experience in the
design of a new application. The agile team is divided on the approach. The conflict is more of a
collective disagreement than an outright conflict.

What should the project manager do next?

A. Apply appropriate conflict resolution techniques to solve the issue.

B. Engage in individual conversation with each team member.

C. Call a team meeting to have a formal discussion of the issue.

D. Allow the team to work through it on their own unless help is needed.
General Kwafo, PMP Instructor

Question 13

A solution designer in an agile team often passes the design information to team members without any
documentation. This has resulted in misunderstandings within the team.

What should the agile leader do?

A. Move the solution designer to another team

B. Review the process that resulted in this situation Most Voted

C. Ask the team to document the design

D. Stop work until the design document is completed

Question 14

You are managing a project that is in the planning stage, when you suspect that there is some form of
tension in the team and a few unpleasant comments are also exchanged between team members. How
would you respond?

A. Observe the team's interactions for a couple of days

B. Ask the team to work virtually for a couple of months to minimize interactions

C. Ignore the problem as agile teams are self-managing

D. Escalate the issue to the Project sponsor

Question 15

You are managing a research and development project in an automobile company. The team is
planning for test process, when the team is divided into two groups. One group believes that detailed
tests should be done for all the components of the product before assembly, while the other team
believes testing should be done at the end of the complete assembly of the product. After discussions,
the team agrees to test a few parts before the final assembly and perform only basic testing of the
whole deliverable after it's assembled.

Which conflict resolution technique was used in this scenario?

A. Accommodate

B. Direct

C. Compromise

D. Withdraw