Project Manager Test Preperation

Froggy Jumps

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Servant Leadership Scenarios

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Gabriela Jimenez

United States

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Project Manager Test Preperation


Froggy Jumps Project Manager Test PreperationOnline version Servant Leadership Scenarios by Gabriela Jimenez 1 A team member's laptop breaks during a critical work phase. a PM immediately coordinates with IT to get a loaner or replacement. b Tell the team member to use their personal device until IT is available. c Note the delay int he status report and wait for the weekly IT sync. 2 The team is waiting on a city permit before they can start physical work. a Direct the team to start work anyway to stay on schedule; ask for forgiveness later. b Tell the team to take a few days off until the permit arrives. c PM contacts the city office to advocate for the project and expedite the process. 3 A software license has expired, and the team cannot save their work. a PM uses their authority to renew the license or escalate to finance for immediate payment. b Ask the team to write code in a text editor and copy it over once the license is fixed next week. c Tell the team to find a "free" or "pirated" version to keep the project moving. 4 The meeting room is constantly double-booked, causing the daily stand-up to be late. a Cancel the stand-up whenever the room is full. b PM secures a dedicated "War Room" or permanent space for the team. c Tell the team to just stand in the hallway and be louder than the other group. 5 A team member is confused by a complex, vaguely written requirement. a PM facilitates a deep-dive meeting between the team member and the Product Owner. b Tell the team member to "just do your best" and fix it later if it's wrong. c Rewrite the requirement yourself based on your own assumptions to save time. 6 A Marketing Manager asks a developer for a "quick, 10-minute favor" during a Sprint. a Allow the developer to do it, as 10 minutes won't hurt the project. b PM intercepts and asks the Manager to add the request to the backlog for prioritization. c Tell the developer to work late to make up for the 10 minutes spent on the favor. 7 The CEO wants a detailed daily status report from every individual developer. a PM negotiates to provide a high-level automated dashboard so the team isn't interrupted. b Require the developers to cc the CEO on every email they send. c Tell the developers they must spend the last hour of every day writing the report. 8 Functional Managers are pulling team members into "urgent" department meetings. a Complain to the team about the Managers but don't take action. b Tell the team members to ignore their Functional Managers' phone calls. c PM meets with the Managers to clarify the team's commitment to the project. 9 The open-office environment is too noisy for the team to focus on deep work. a Move the team's desks to the basement where it is quieter but isolated. b Tell the team that "collaboration is noisy" and they need to adapt. c PM advocates for "Quiet Hours" or provides the team with noise-canceling headsets. 10 A Stakeholder is criticizing the team's unfinished work during a demo. a PM manages expectations by explaining that the work is iterative and incomplete by design. b Agree with the stakeholder and tell the team they need to work harder. c Stop doing demos until the product is 100% finished. 11 Two senior developers have a heated disagreement over the project architecture. a PM chooses the architecture themselves to save time and end the argument. b Side with the developer who has the most years of experience. c PM facilitates a session where both sides present data and the team chooses. 12 The team is consistently missing their goals, and morale is dropping. a Implement a "Performance Improvement Plan" for the bottom 10% of the team. b PM leads a retrospective to identify root causes and asks how they can help. c Increase the number of status meetings to monitor them more closely. 13 A junior developer is afraid to admit they made a mistake that crashed the test environment. a PM uses it as a "teachable moment" and focuses on fixing the process, not the person. b Formally reprimand the developer to ensure it doesn't happen again. c Hide the mistake from the stakeholders so the PM doesn't look bad. 14 The team feels the project vision is "meaningless" and they are just "coding for no reason." a Remind the team that their paycheck should be enough motivation. b Schedule a mandatory "Team Building" day at a bowling alley. c PM brings in the Sponsor or a real customer to explain the "Why" behind the work. 15 A team member wants to learn a new skill that isn't their primary job. a PM identifies "Pair Programming" opportunities so the team member can learn while working. b Tell them to learn it on their own time, as the project timeline is too tight. c Deny the request because they are already too valuable in their current role. 16 You notice a team member is using an outdated template for their documentation. a Mark the document as "Fail" and demand they redo it immediately. b Ask the team during the next meeting if the templates need updating or if they need training. c Secretly fix the document yourself after hours. 17 Who is responsible for "assigning" tasks in a Servant-led team? a The Team members themselves (Self-organization). b The Senior Technical Lead. c The Project Manager. 18 A conflict arises in a meeting. When is the best time for a Servant Leader to intervene? a As soon as the first disagreement starts. b Never; the team should fight it out until there is a winner. c Only after it's clear the team cannot resolve it themselves. 19 What is the primary metric of success for a Servant Leader? a he growth and high performance of the team. b Total number of hours the team worked. c Whether the PM received a promotion at the end of the year. 20 In an Agile environment, the PM sees the team is heading toward a minor mistake a Take control of the keyboard and fix the mistake for them. b Gently guide the team allowing them to see the mistake and fix it in a timely manor. c Email the Sponsor to warn them that the team is failing.

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Project Manager Test Preperation

Froggy Jumps

About this activity

Created by

Download the paper version to play

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Project Manager Test PreperationOnline version

by Gabriela Jimenez

A team member's laptop breaks during a critical work phase.

The team is waiting on a city permit before they can start physical work.

A software license has expired, and the team cannot save their work.

The meeting room is constantly double-booked, causing the daily stand-up to be late.

A team member is confused by a complex, vaguely written requirement.

A Marketing Manager asks a developer for a "quick, 10-minute favor" during a Sprint.

The CEO wants a detailed daily status report from every individual developer.

Functional Managers are pulling team members into "urgent" department meetings.

The open-office environment is too noisy for the team to focus on deep work.

A Stakeholder is criticizing the team's unfinished work during a demo.

Two senior developers have a heated disagreement over the project architecture.

The team is consistently missing their goals, and morale is dropping.

A junior developer is afraid to admit they made a mistake that crashed the test environment.

The team feels the project vision is "meaningless" and they are just "coding for no reason."

A team member wants to learn a new skill that isn't their primary job.

You notice a team member is using an outdated template for their documentation.

Who is responsible for "assigning" tasks in a Servant-led team?

A conflict arises in a meeting. When is the best time for a Servant Leader to intervene?

What is the primary metric of success for a Servant Leader?

In an Agile environment, the PM sees the team is heading toward a minor mistake