Mini Exam 1

Crashing

A technique used to shorten the schedule duration for the least incremental cost by adding resources.

SPI greater than one is _______.

Ahead of schedule.

True or False: Cost Performance Index (CPI) less than one indicates

Over Budget

A company outsources the execution of a project with a fixed-price contract to a supplier. During execution, the supplier agrees to deliver additional customer requirements that were not included in the contract. To fulfill the expanded scope, both parties add more resources to keep the project on the planned schedule. Which technique is being applied in this project? A. Fast tracking B. Crashing C. Resource leveling D. Lead and lag

Solution: B. Crashing If the scope increases without increasing the schedule, the crashing technique achieves compression by adding more resources. This question and rationale were developed in reference to: PMP: Project Management Professional Study Guide, Nineth Edition, 9th edition (2018) Kim Heldman/Sybex/4/215 [Item] | Project Management Body of Knowledge (11/02/16) Project Management Institute//6.5.2.6/ [Item Crashing: a technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources or paying to expedite delivery to activities on the critical path.]

risk audits

assess how well team anticipated a risk, how effective response was, how effective a response strategy was in reducing probability of a risk

Resource Breakdown Structure (RBS)

A document that outlines the project's resources, including the types of resources, the quantities of resources, and the costs of resources. The document visualizes how resources are allocated across employees and teams at every stage of the project.

Cost Performance Index (CPI)

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost

Monte Carlo Analysis

A method of identifying the potential impacts of risk and uncertainty using multiple iterations of a computer model to develop a probability distribution of a range of outcomes that could result from a decision or course of action

Statement of Work (SOW)

A narrative description of products, services, or results to be delivered by the project.

Fast Tracking

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

If a CPI = 1.3 the project is: A) Under Budget B) Over Budget

B. Under Budget

Why should the project sponsor sign off on the acceptance of project deliverables?

Because the project sponsor is responsible for procuring funding and committing resources to the project

Schedule Performance Index (SPI) less than one indicates ______

Behind schedule

By developing a _________________, the project manager can ensure that the stakeholders are kept informed of the project's progress and that they have a way to communicate their concerns.

Communications Plan

Developing a ____________help to avoid the situation where stakeholders are complaining and declining meetings.

Communications Plan

Resource leveling

Is a resource technique that involves balancing available resources and schedules to complete projects on time. The primary goal is to schedule project tasks. This is done by considering resource availability and task dependencies so that you don't overallocate your team members and none of your activities are blocked by a lack of resources.

RACI Matrix

Is a tool that can be used to clarify the roles and responsibilities of the stakeholders

After 20% of a project was completed, the customer made the decision to change the provider for data center implementation. The new provider project manager requested a meeting with the customer to clarify how the project will be impacted if the requirements are not well gathered. Which are the project areas that could be impacted if the requirements are not well gathered? (Choose 3.) A. Cost B. Quality assurance C. Schedule D. Quality customer service E. Quality planning

Solution: A, C and E. Cost, Schedule and Quality planning Data gathering techniques that can be used but are not limited: Brainstorming Interviews Focus groups Questionnaires and surveys Benchmarking This question and rationale were developed in reference to:

A large project involving functional groups in four countries is nearing completion. The project manager is meeting with the functional managers to prepare closeout documents. Why should the project sponsor sign off on the acceptance of project deliverables? A. Because the project sponsor is responsible for procuring funding and committing resources to the project B. Because the project sponsor communicates directly with the customer regarding acceptance of deliverables C. Because the functional managers have authority to approve project objectives but not final deliverables D. Because the functional managers are too geographically dispersed to sign off on the deliverables

Solution: A. Because the project sponsor is responsible for procuring funding and committing resources to the project The sponsor provided the resources for the project. Thus, it is their responsibility to officially sign off on the project deliverables. The sponsor may not be the one to communicate directly with the customer. Geographically dispersed would not be a hindrance to signing off on the deliverables. Functional managers provide management oversight for a functional unit but may not have the authority to approve project objectives or final deliverables. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7/121 [Item] | Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/10/ [Item]

After completing the stakeholder analysis, the project manager is in the action planning phase. What should the project manager do with the stakeholders that have no interest or influence in the project? A. Closely monitor these stakeholders B. Highly encourage these stakeholders C. Attentively focus on these stakeholders D. Visibly harness these stakeholders

Solution: A. Closely monitor these stakeholders Stakeholders who have no interest or influence in the project may not be actively involved in the project, but they may still be affected by the project's outcome. It is important to keep these stakeholders informed of the project's progress and address any concerns. By closely monitoring these stakeholders, the project manager can ensure that they are not negatively impacted by the project and that they are aware of the project's progress. The other answer choices are incorrect. Highly encouraging these stakeholders is not necessary because they are not interested in the project, so they are unlikely to be persuaded to become more involved. Attentively focusing on these stakeholders is not necessary because they are not influential, so they do not need to be given a lot of attention. Visibly harnessing these stakeholders is not necessary. These stakeholders are not interested in the project, so they are unlikely to be willing to help the project succeed. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/engaging-stakeholders-project-success-11199

A project manager is managing a credit card acceptance software project. During testing, it is learned that the application cannot accept foreign credit cards, making the application nearly useless. The team leader had entered a user story that said "Customer can pay using credit card", but it was put into the backlog as too large for the sprint. As a project manager, what should have been done to prevent this issue? A. Ensure that a detailed user story was presented to the project team. B. Have the project team implement the user story during the next sprint. C. Ensure that the team performs iterative backlog refinement. D. Ensure that the team recorded detailed application functionality requirements from the stakeholders.

Solution: A. Ensure that a detailed user story was presented to the project team. If foreign credit card acceptance is a key feature, then it should have been identified as such and prioritized and refined accordingly. The project manager should have Ensured that a detailed user story was presented to the project team early specifying acceptable credit cards. This question and rationale were developed in reference to: Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin///Table 6.2 [Item] | Project Management Institute (2021) /Project Management Institute/5/ [Item Backlog Refinement] | User Stories Applied (No Date) Mike Cohn//7/Kindle 1720 [Item]

An organization has just been shortlisted to win a project for implementing three magnetic resonance units in the main hospital for the country. The hospital's CEO asked the project manager for an updated proposal where the implementation time is reduced by 30%. Who should the project manager consult with to reduce the estimates in the most realistic way? A. Hospital radiology team B. Project team C. Project sponsor D. Hospital procurement officer

Solution: A. Hospital radiology team The project manager should consult with the hospital radiology team to obtain their insights and expertise regarding the implementation of the magnetic resonance units. They can provide valuable input on the specific requirements, technical aspects, and potential challenges involved in the implementation process. By involving the radiology team, the project manager can gather realistic information and identify opportunities for reducing the implementation time without compromising the quality or safety of the project. The other answer choices are incorrect. In this scenario, the project team, project sponsor, and hospital procurement officer may not have all the relevant information to reduce the implementation time for the magnetic resonance units.

A project manager is leading a team that is developing a new software product. The deadline for the product launch is approaching, but the team is very behind schedule. The project manager has tried to motivate the team and help them catch up, but they have been unwilling and unsuccessful. What should the project manager do first? A. Meet with the project sponsor to discuss and develop a revised project plan. B. Request a project deadline extension and continue motivating the team. C. Use the forcing method to require the team to work overtime to meet the deadline. D. Escalate the issue to the functional manager for additional resources.

Solution: A. Meet with the project sponsor to discuss and develop a revised project plan. The most important thing for the project manager to do is meet with the project sponsor to discuss the situation and develop a revised project plan. The project manager should be transparent with the project sponsor about the team's progress and challenges. The project manager should also work with the project sponsor to develop a revised plan that is realistic and achievable. The other answer choices are incorrect as they are last-resort options. Requesting a project deadline extension, using the forcing method, and escalating the issue to the functional manager should be a last resort. The project manager should work with the project sponsor to develop a revised plan and motivate the team before escalating the issue.

The team and product owner are reviewing user stories in the iteration planning meeting. While reviewing stories, it is identified that some of the high-value stories have more associated risks. What should the agile project manager do? A. Recommend that the team include risky stories in early iterations rather than later ones. B. Recommend that the team choose stories with low risk for easy completion to keep team motivation high. C. Work with the product owner to decide on the stories that should go during the iteration. D. Use the Pareto analysis to decide which stories can be completed the fastest.

Solution: A. Recommend that the team include risky stories in early iterations rather than later ones Risk management should be iterative in agile projects. Any risk items or stories that are identified as higher risks should be addressed earlier by adding them in appropriate sprints rather than to wait for the risks to hit the project. The other answer choices are incorrect. Focusing on low risk stories will leave out the high risk stories that should be prioritized; the team, not the product owner, should determine the stories; Pareto analysis is not the right tool to use. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //10 Agile Risk Management/ [Item Agile for Project Managers : ] | O'Reilly Platform (No Date) //7/ [Item Lean-Agile Software Development, Guy Beaver]

A project manager is hired by an organization and is given a project that has a vague scope and unclear deliverable requirements. How should the project manager proceed with this project? A. Schedule a meeting with the project team and the sponsor to clarify the scope. B. Develop the project plan based on the established scope by breaking down the deliverables and requirements. C. Escalate to the project management office (PMO) to clarify the unclear scope. D. Submit a request to the PMO to be paired with someone familiar with the organization's project management approach.

Solution: A. Setup the project team and schedule a meeting with the team and the sponsor to clarify the scope. The project manager should first meet with the project team and sponsor to define and clarify the vague scope. Then, they can develop the project plan based on the current scope by breaking down the deliverables and requirements. Escalating to the PMO deflects responsibility and does not help the project manager understand the scope.

The project sponsors for a multinational project have put a process in place that generates emails and reports at the end of each phase. The goal is to ensure the project remains unified across the company. The company plans to use the process as a model for future, similar projects. What should the project manager do? A. Update the communications management plan to include details about the emails and reports. B. Include a formal sign-off at the end of each phase to engage the stakeholders. C. Hold status meetings to solicit input from project sponsors for the emails and reports. D. Update the stakeholder engagement plan at the end of each phase to maintain their commitment to the project's success.

Solution: A. Update the communications management plan to include details about the emails and reports The communication management plan can include templates for project status meetings, project team meetings and email messages This question and rationale were developed in reference to: Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/3(The Project Management Process Groups)/97 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI//138 [Item]

While preparing a project's third progress report, the project manager identifies that the project will experience delays due to late material deliveries. The two previous project reports indicated that the project was on track. What should the project manager do next? A. Discuss it with the project team to determine the most appropriate way to respond. B. Add it to the issue log and include it in the project report. C. Contact the procurement manager to expedite delivery of the material. D. Escalate the issue to the project owner and request a schedule change.

Solution: B. Add it to the issue log and include it in the project report PMBoK Sixth Edition in chapter 4 states,: "4.3.3.3 ISSUE LOG Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The issue log is a project document where all the issues are recorded and tracked. Data on issues may include: Issue type, Who raised the issue and when, Description, Priority, Who is assigned to the issue, Target resolution date, Status, and Final solution. The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is created for the first time as an output of this process, although issues may happen at any time during the project. The issue log is updated as a result of the monitoring and control activities throughout the project's life cycle" The question identifies that there can be delays in the project schedule as planned due to delivery issues. Therefore, the correct procedure for the project manager is to record the issue in the Issue Log. The Distractors are correctly written and are valid distractions This question and rationale were developed in reference to: Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/9 - Project Development/331 [Item] | PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Issue Log] | PMBOK® Guide--Fifth Edition (5th) PMI/PMI/10 - Project Communications Management/301 [Item]

A project manager has just started building the team for a huge and complex project. The project manager is highly interested in having effective communication with their large team. What should the manager do to achieve this? A. Organize team activities to help team members express their interests. B. Establish a process of sharing information with all team members. C. Use timely and clear assessment of the situation with team members. D. Allow free exchange of ideas and opinions between team members.

Solution: B. Establish a process of sharing information with all team members. Building relationships with your stakeholders also helps to build trust between you, them, and your project team - and trust around the project. Trust is a key component of effective communication with others. Stakeholders who feel they can trust you are more apt to share information with you and be engaged in the project. The other options are incorrect. Organizing team activities to help team members express their interests, might help to build morale and teamwork, but it would not necessarily improve communication. Using timely and clear assessment of the situation with team members is important, but it is not enough on its own. The project manager also needs to have a process for sharing information with team members. Allowing free exchange of ideas and opinions between team members is important, but it is not enough on its own. The project manager also needs to have a process for ensuring that all team members are aware of the project's progress and that they have a way to communicate their ideas and concerns. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/managing-communications-effectively-efficiently-5916 [Item Arredondo, 2000). ]

A project manager for an important agile project has a key stakeholder who was actively involved at the beginning of the project. Early in the project, the stakeholder received a promotion and has significantly reduced their participation in the project. Nearing the end of the project, the stakeholder did not accept a deliverable, resulting in significant rework that threatens the project deadline. What should the project manager have done to avoid this situation? A. Update the risk management plan to document the stakeholder's promotion. B. Monitor the stakeholder attributes and make necessary adjustments to engage the key stakeholder actively. C. Reach out to the sponsor to manage stakeholder engagement. D. Removed the key stakeholder from the decision-making process.

Solution: B. Monitor the stakeholder attributes and make necessary adjustments to engage the key stakeholder actively The key stakeholder became less involved as the project progressed. The project manager should have analyzed the changes in the stakeholder attributes and take appropriate action by engaging him/her actively. Updating the risk management plan is incorrect as the promotion of the stakeholder is not a risk to the project. The project manager does not need to approach Project Sponsor to manage stakeholder engagement and the project manager would not recommend the removal of a stakeholder.

A project manager is working on an agile project. The project has 100 user stories broken down into ten iterations. Each user story is worth US$100. The actual expenditure is US$4,500 and 50 user stories have been delivered after 5 iterations. Which statement is accurate? A. The project is behind schedule and is over budget. B. The project is on schedule and is under budget. C. The project is on schedule and on budget. D. The project is behind schedule and under budget.

Solution: B. The project is on schedule and is under budget. The project is on schedule because after five iterations, 50 user stories have been delivered. It is under budget because the actual expenditure of $4,500 is less than the expected expenditure of $5,000. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 6 & 7 - Earned Value Management/ [Item] | The Agile Practice Guide (No Date) PMI/PMI/5/61 [Item Agile favors empirical and value based measurements instead of predictive measurements. The earned value concept helps accomplish that. ]

An organization is under a business transformation. The project manager has been assigned to a project related to one of the new business lines. What should the project manager and team do before defining the scope of the project? A. Lead a procurement meeting. B. Create a work breakdown structure (WBS). C. Adapt and tailor existing assets. D. Sign off on the business case.

Solution: C. Adapt and tailor existing assets. The project team will need to tailor existing assets to meet the project's needs. The team should take advantage of the organization's existing assets, when appropriate, rather than procuring new ones. The most effective strategy, in general, is to use existing assets that are already in use within the organization. Procuring new assets isn't the best strategy, and building a WBS and signing off come after. This question and rationale were developed in reference to: https://www.pmi.org/disciplined-agile/process/asset-management/asset-management-practices

After completing a project, the team meets to conduct a lessons learned session. During this meeting, the team sees that all deliverables were completed to the defined parameters. However, during the testing, there were a large number of errors identified. What should the project manager have done in this situation? A. Set up a meeting with the testing team to get more information about the testing methods to be used. B. Evaluated when the mitigation strategy will be implemented to prepare for future projects. C. Conducted a Monte Carlo analysis which will determine potential outcomes and responses. D. Planned for these errors in the risk register as something to look for in future projects.

Solution: C. Conducted a Monte Carlo analysis which will determine potential outcomes and responses Variability risks are uncertainties about the characteristics of a planned event to a decision. The number of errors found during testing may be higher or lower than expected, this is a variability risk. They can't be identified and managed because they are non-event-related. The project manager can use a Monte Carlo analysis, with the range of variation as probability distributions, and actions to reduce the impact of this risk on the outcome. Since variability risks cannot be identified and managed, they would not have a mitigation strategy, or be in the risk register. Since the project is completed and the deliverables met the parameters, there is no need to understand the testing methods further.

A project has begun and a project manager is receiving complaints from stakeholders and frequent declines to meetings. What should the project manager have done to avoid this situation? A. Created the project charter. B. Conducted kick-off meeting. C. Developed communications plan. D. Distributed RACI Matrix earlier.

Solution: C. Developed communications plan. By developing a communications plan, the project manager can ensure that the stakeholders are kept informed of the project's progress and that they have a way to communicate their concerns. This can help to avoid the situation where stakeholders are complaining and declining meetings. The other options are incorrect. Creating the project charter is a good idea, but it is not the most important thing to do in this situation. The project manager needs to address the issue of stakeholder communication first. Conducting a kick-off meeting is a good way to communicate with stakeholders, but it is not enough on its own. The project manager needs to have a plan for ongoing communication with stakeholders. Distributing a RACI matrix is a tool that can be used to clarify the roles and responsibilities of the stakeholders. However, it is not a substitute for a comprehensive communications plan. This question and rationale were developed in reference to: e-Reads (No Date) //Effective Project Management: Traditional, Agile, Extreme, Fifth Edition./Chapter 5 - Conducting the Project Kick‐Off Meeting [Item] | Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/6/195 [Item] | PMBoK, Sixth edition (2021) PMI/PMI/3/ [Item Project Initiation and Project Communications Management]

The company's top executives are embarking on a pivotal project that holds immense importance for the organization's future. This project involves a comprehensive overhaul of their production system. Given the project's high-risk nature, the executives emphasize that its success is non-negotiable. What should the project manager prioritize as the initial step? A. Implementing an appropriate method for the project rollout, prioritizing the components with the highest business value. B. Developing a comprehensive communication management plan to ensure timely project progress updates for everyone. C. Ensuring unanimous agreement among stakeholders and the project sponsor about the project plan, scope, and deliverables. D. Collaborating closely with the marketing team to ensure the end products align seamlessly with customer communication.

Solution: C. Ensuring unanimous agreement among stakeholders and the project sponsor about the project plan, scope, and deliverables. The project manager should prioritize ensuring that all key stakeholders and the project sponsor are on the same page regarding the project's plan, scope, and deliverables. Establishing a clear vision that key stakeholders agree on is the most important step to take at the beginning of any project, especially a high-risk one. Defining and sharing a clear vision at the start of the project can enable good relationships and alignment throughout the project. This alignment sets a strong foundation for project success and minimizes the risk of misunderstandings or scope changes later on. The other answer options are important steps in the project management process, but they should not be prioritized as the initial step. Before focusing on project rollout, communication management plans, or collaboration with other teams, it's essential to establish a solid foundation through stakeholder agreement on project fundamentals. The project manager can address all of these actions once everyone is in agreement about the project plan, scope, and deliverables.

A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project's chances of success? A. Start developing the project management plan based on a previous project template from the project management office (PMO). B. Conduct an impact analysis of the new initiative to determine how the project should be rolled out. C. Plan a working session focusing on the scope, vision, and mission of the initiative. D. Conduct benchmarking to determine the business viability of the initiative.

Solution: C. Plan a working session focusing on the scope, vision, and mission of the initiative For any project success its critical to initially define vision and mission of the overall initiative even before focusing on detailed planning. Project management plan, determining business viability or impact analysis should be carried out once the initiative is defined properly This question and rationale were developed in reference to: O'Reilly Platform (No Date) //Agile for Project Managers, Chapter 2 - Agile concepts/ [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/Project Resource Management/350 [Item]

During a high-risk project, several risks have been materialized and responses have been implemented, However, the project still appears to be in trouble. The project manager is concerned that the risk management rules are not being carried out as specified. What should the project manager do to identify the weaknesses of the risk management process? A. Transfer the risks. B. Update the risk register. C. Request a risk audit. D. Analyze the risks.

Solution: C. Request a risk audit Periodic risk audits help to identify the strengths and weaknesses in handling risks. This entails identifying any barriers to the effectiveness of the risk management process. Risk audits evaluate whether or not the risk management rules are being carried out as specified and whether or not they are adequate. These audits can help to determine whether or not the process is still relevant and is being used effectively. The other options are incorrect because they do not address the core issue. Transferring the risks may not be appropriate and does not solve any process-based issues or weaknesses. Updating the risk register is not applicable at this stage because it has not yet been determined why the project seems to be in trouble. Risk analysis defines the characteristics of a risk and the degree to which it can impact objectives. In this case, there is no clear indication as to why the project appears to be in trouble, so risk analysis is not an effective way to identify the weaknesses of the risk management process.

Since the beginning of a project, the product owner keeps asking during ceremonies about the budget spent for each product iteration. The product owner seems much more interested in the cost rather than the product itself. What should the project manager have done earlier to change the product owner's behavior? A. Worked on different approaches of estimating to give confidence of the cost spent in each product increment B. Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies C. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies D. Worked on a fixed-price contract to switch the product owner's attention to value instead of money

Solution: C. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies The Project Manager should take this opportunity to mentor the Product owner on the role of the team[Product Owner being a part of the team] in Agile projects, which appears to have been missed earlier. Hence this is the correct answer. The team is not concerned with the budgetary aspects in Agile projects. Hence the remaining options are incorrect. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //Essential Scrum - chapter 20 - Sprint execution/ [Item] | The Agile Practice Guide (No Date) PMI/PMI/4/37 [Item Educate stakeholders around why and how to be agile. Explain the benefits of business value based on prioritization, greater accountability and productivity of empowered teams, and improved quality from more frequent reviews, etc.]

A project manager is assigned to join a mega industrial project already underway. The latest performance indices are CPI=0.42 and SPI=0.20. This project is: A. Ahead of schedule and under budget B. Ahead of schedule and over budget C. Behind schedule and under budget D. Behind schedule and over budget

Solution: D. Behind schedule and over budget Cost Performance Index (CPI) less than one indicates over budget; CPI greater than one is under budget. Schedule Performance Index (SPI) less than one indicates behind schedule; SPI greater than one is ahead of schedule. This project is over budget and behind schedule. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item] | Practice Standard for Project Risk Management (7/1/2009) Project Management Institute/PMI// [Item]

Multiple stakeholders express dissatisfaction with a project deliverable. What should the project manager do next? A. Review the final scope statement. B. Update the risk management plan. C. Review the documented project requirements. D. Schedule a meeting with the stakeholders.

Solution: D. Schedule a meeting with the stakeholders. Open communication and addressing stakeholder concerns are paramount. Scheduling a meeting allows the project manager to gather details, collaborate on solutions, and manage expectations. The other answer choices are incorrect. Updating the risk plan might not be the most immediate action. The focus is on understanding the specific stakeholder concerns. The plan can be updated later if necessary. While reviewing requirements might be helpful in context, understanding stakeholder concerns is the priority. Similar to requirements, the scope statement provides context but doesn't address immediate stakeholder concerns.

A local government passes a law that affects the scope of a project that is currently in the execution phase. The regulation change was unforeseen and will take effect within weeks of the law passing. The project manager knows that the project schedule and budget will be impacted as a result. What should the project manager do? A. Immediately halt the project until the regulation change can be incorporated into the project plan. B. Delegate the responsibility for assessing the impact of the regulation change to a team member. C. Proceed with the project as planned until the new regulation is implemented and the impacts are known. D. Seek expert judgment to assess the impact of the regulation change on the project schedule and budget.

Solution: D. Seek expert judgment to assess the impact of the regulation change on the project schedule and budget. Seeking expert judgment allows the project manager to access specialized knowledge and experience to accurately assess the regulatory change's impact. The regulation change may be complex or have unintended consequences, so it is important to seek expert judgment from someone who understands the new law and its potential impact on the project. Immediately halting the project may not be necessary and could result in significant delays and increased costs. The project manager should first seek to understand the impact of the regulation change before taking action. Delegating the responsibility for assessing the impact of a significant regulatory change without proper guidance and oversight is risky. The regulation change may have complex implications, and the project manager should be actively involved in assessing its impact. Proceeding with the project as planned could put the project at risk of non-compliance, legal issues, and budget overruns.

A project manager is developing a project management plan to submit to the project sponsor in two weeks. The project sponsor, however, wants to review the early resource estimates before the deadline. What should the project manager do? A. Ask the sponsor to wait until the Work breakdown structure (WBS) is done. B. Share a draft copy of the Budget Estimate Sheet (BES) with the sponsor. Re-share the Statement of Work (SOW) with the sponsor. Share a draft copy of the Resource Breakdown Structure (RBS) with the sponsor.

Solution: D. Share a draft copy of the Resource Breakdown Structure (RBS) with the sponsor. The RBS is a document that outlines the project's resources, including the types of resources, the quantities of resources, and the costs of resources. The RBS visualizes how resources are allocated across employees and teams at every stage of the project. This information would be more relevant to the sponsor's request than the BES, WBS, and WBS dictionary for reviewing the early resource estimates. The other answer choices are incorrect. WBS Dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure. Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Statement of work (SOW) is the all-encompassing scope to be carried out by the project team to accomplish the project objectives. This question and rationale were developed in reference to: https://standardsplus.pmi.org/posts/Res_14/83b71ea9-307a-4362-9704-19e840cd65f1 [Item] | Project Management Body of Knowledge (11/02/16) Project Management Institute//9.2.3.3/ [Item The resource breakdown structure is a representation of resources by category and type. Examples of resource categories include but are not limited to labor, material, equipment, and supplies. Resource types may include the skill level, grade level, required certifications, or other information as appropriate to the project.]

Lead

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity

Lag

The amount of time whereby a successor activity will be delayed with respect to a predecessor activity

True or False: CPI greater than one is under budget.

True