Plan and Manage Project/phase Closure or Transitions
A project manager is transitioning a project from the implementation phase to BAU. Which of the following is a critical operational readiness consideration? A. Providing adequate training and documentation to users B. Releasing resources from the project team immediately C. Maintaining full project team support for operational issues D. Relying on self-training through informal resources
A
What is the purpose of a post-implementation review during project transition? A. To assess project success and identify lessons learned B. To ensure that operational teams are fully trained and prepared C. To formally transfer ownership of project deliverables to BAU D.To provide ongoing support and guidance to operational teams
A
Which of the following is essential for ensuring operational readiness during the transition to BAU? A. Establishing clear roles and responsibilities for operational teams B. Providing self-training materials and encouraging undocumented support C. Retaining project resources for ongoing operational assistance D. Informal communication of key operational processes
A
Gantt Chart
A bar chart that illustrates project tasks, their durations, and dependencies.
A project to develop a new product is nearing its closing phase after 6 months of contributions from the project team and vendor. The project manager has confirmed that the project satisfied the strategic goal it was meant to achieve and received formal documented acceptance from the client and sponsor. What should the project manager do next? A.Review all contracts with the project team and suppliers. B.Disband the project team and return resources to their functional location. C.Ensure customer care teams have the training to perform their role. D.Document lessons learned for future reference.
A project to develop a new product is nearing its closing phase after 6 months of contributions from the project team and vendor. The project manager has confirmed that the project satisfied the strategic goal it was meant to achieve and received formal documented acceptance from the client and sponsor. What should the project manager do next? A.Review all contracts with the project team and suppliers. B.Disband the project team and return resources to their functional location. C.Ensure customer care teams have the training to perform their role. D.Document lessons learned for future reference.
Fishbone Diagram (Cause-and-Effect Diagram)
A tool used to identify the root causes of problems by visually mapping potential causes to a central issue.
Deming's PDCA Cycle
An iterative approach to continuous improvement consisting of four phases: Plan, Do, Check, and Act.
A project manager in a tech firm needs to assess the impact of a proposed scope change. What tool is most beneficial for this task? A. Pareto Chart B. Fishbone Diagram (Cause-and-Effect Diagram) C. Deming's PDCA cycle D. Gantt Chart
Answer: C. Deming's PDCA cycle Explanation: Deming's PDCA cycle (Plan-Do-Check-Act) allows for iterative assessment and adjustment, making it ideal for understanding the impact of a change on a project.
Briefly define Deming's PDCA cycle.
Answer: The iterative nature of the PDCA cycle allows project managers to adapt to changes quickly. By continuously "checking" the impact of a change and taking corrective actions ("Act"), the project can adjust its course to maintain efficiency and effectiveness.
What is the role of the project manager during the transition to BAU? A. To provide ongoing operational supportB. To ensure a smooth handover of project deliverables and knowledgeC. To monitor performance and identify any issues or risksD. To dissolve the project team and release all resources
B
During the project closure phase, what is the primary responsibility of the project manager? A. Ensuring that all project deliverables have been accepted. B. Ensuring that all contracts with suppliers have been fulfilled. C. Ensuring that the project team has been disbanded. D. Ensuring that lessons learned have been documented.
B. Ensuring that all contracts with suppliers have been fulfilled. During the project closure phase, the primary responsibility of the project manager is to ensure that all contracts with suppliers have been fulfilled.
What is the last step a project manager should take during the project closure phase? A. Reviewing all contracts with the project team and suppliers. B. Documenting lessons learned. C. Disbanding the project team and returning resources to their functional location. D. Ensuring customer care teams have the training to perform their role.
C. Disbanding the project team and returning resources to their functional location. The last step during the project closure phase should be disbanding the project team and returning resources to their functional location.
What should a project manager do after receiving formal documented acceptance from the client and sponsor? A. Begin planning for the next project. B. Disband the project team. C. Review all contracts with the project team and suppliers. D. Document lessons learned.
C. Review all contracts with the project team and suppliers. After receiving formal documented acceptance from the client and sponsor, the project manager should review all contracts with the project team and suppliers.
A project has just completed the execution phase and the client has formally accepted the deliverables. What should the project manager do next? A. Begin planning for the next project. B. Disband the project team. C. Review all contracts with the project team and suppliers. D. Document lessons learned
C. Review all contracts with the project team and suppliers. After the execution phase and formal acceptance of deliverables, the project manager should review all contracts to ensure all obligations have been fulfilled.
Project focused on agility, market adaptation, and rapid response. What should the project manager prioritize first?
Collaboratively review project objectives with the sponsor to agree on achievable plans and deliverables.
Which of the following is a best practice for managing project transition to BAU? A. Establishing a formal governance structure for BAU operationsB. Providing ongoing training and support to operational teamsC. Regularly monitoring performance and making adjustments as neededD. All of the above
D
Which of the following is a key activity in planning for project transition to BAU? A. Identifying operational support requirements B. Developing a knowledge transfer plan C. Establishing performance metrics for BAU operations D. All of the above
D
Which of the following is a potential risk associated with project transition to BAU? A. Lack of user adoption of new processes or systemsB. Insufficient training and documentation for operational teamsC. Unclear roles and responsibilities for operational supportD. All of the above
D
A project steering group has made a decision to change the vendor that will deliver a component of a project. Which of the following activities should be included in the handover? (Choose 2). A.The old vendor should provide training for the new one and assist with the transition. B.Both vendors should provide additional incentives for staff during the transition. C.The new vendor should take over activities as per the existing project plan. D.The new vendor should shadow the old vendor to ensure knowledge transfer.
Solution: A and D. The old vendor should provide training for the new one and assist with the transition and the new vendor should shadow the old vendor to ensure knowledge transfer. Option B is incorrect because very likely vendor A didn't meet acceptance criteria and staff should not be rewarded for poor performance Option C is incorrect because taking over immediately, without a transition period introduces risk. Using the existing plan developed with the old vendor is also a risk to the project. The correct approach is to ensure formal and informal knowledge transfer. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/switching-vendors-manage-transition-strategies-6513 [Item]
ou are the project manager on a project delivered by a Scrum team. The project sponsors are not familiar with the Scrum framework and were invited to attend the first release retrospective. They ask you to describe the scope of this event. Which of the following are the goals of the retrospective event? (Choose 3) A.Identify what is working well and define actions to reinforce them. B.Identify what is not working and define actions to rectify them. C.Identify top improvement areas and define actions to implement them. D.Identify unfinished deliverables and define actions to complete them.
Solution: A, B, and C. Identify what is working well and define actions to reinforce them, Identify what is not working and define actions to rectify them, and Identify top improvement areas and define actions to implement them. The three correct options are the key goals of the retrospective event as they are activities that help close out the project or phase (e.g., final lessons learned, retrospective, procurement, financials, resources). Identifying unfinished deliverables and defining actions to complete them is not the objective of a retrospective event. The retrospective event is focused on identifying and addressing problems with the Scrum process, not on managing the project backlog. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/project-closing-modular-risk-based-6806
11.5% complete Question During project closure, the project manager finds it difficult to obtain successful project completion feedback. Some stakeholders disagree with the project's success criteria and have been frustrated with the project from the beginning. To what should the project manager refer to address these concerns? A.Project charter B.Quality management plan C.Scope statement D.Requirements documentation
Solution: A. Project charter Project objectives and success criteria should be documented and agreed to in the project charter. Inputs to the project charter also include business documents which would align the project to the business strategy. The quality management plan, scope statement, and requirements documentation would not have the detail to the overall project success criteria. This question and rationale were developed in reference to: Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/4/113 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7/120 [Item]
Upon completion of a long-term contract, the project manager confirms with the release manager that all planned features are functioning properly as verified by the quality assurance team. The project manager informs the same to the customer and project stakeholders and obtains the approval to close the project. The project is now closed. For ensuring that the knowledge gained during this project remains available for future reference, what should the project manager do next? A.Update the lessons learned knowledge base. B.Update the risk register before informing project team members. C.Update and archive the final procurement file. D.Close out the seller performance evaluation documentation.
Solution: A. Update the lessons learned knowledge base During the project closure phase, lessons learned and knowledge gained throughout the project are transferred to the lessons learned repository for use by future projects. Updating the risk register is usually done throughout the project, and a closed project is likely to require risk updates and the need to inform team members. The other options on updating procurement files and closing out evaluation documentation are not likely to be part of the knowledge transfer for future reference. The most likely option to ensure knowledge is passed on is to update the lessons learned knowledge base. This question and rationale were developed in reference to: e-Reads (No Date) ///The Handbook of Project Management: A Practical Guide to Effective Policies, Techniques and Processes, Young, Revised Second Edition, Chapter 10 - Closing Your Project [Item] | PMBOK® Guide--Fifth Edition (5th) PMI/PMI//3.7 Closing Process Group, pg 58, 4.6 Close Project or Phase, pg 100-104 [Item]
A project manager just completed a project in an organization that values lessons learned. Leadership encourages all the project stakeholders to use the process, tools, and results from the lessons learned repository in future projects. Preparing to update the lessons learned repository, the project manager has gathered relevant project data and feedback. What should the project manager do next? A.Store all the comments and recommendations received for future reference. B.Analyze and organize the findings with the stakeholders to extract insights. C.Document and share the findings with the stakeholders for review and feedback. D.Retrieve all of the comments and recommendations received in the past.
Solution: B. Analyze and organize the findings with the stakeholders to extract insights. This option provides an opportunity for the stakeholders to review the way in which it works and to suggest changes to improve processes and efficiency. The organization values lessons learned, so analyzing and organizing the findings with the stakeholders helps to develop an in-depth review and helps to ensure that insights are realized and understood. Analyzing and extracting insights ensures that they can be easily applied and communicated. The other options are incorrect because they are not applicable or would occur after extracting insights. Storing the comments and recommendations does not help to garner insight or provide thorough analysis. Documenting and sharing the findings would occur after distilling actionable insights by analyzing the data and feedback collected. This question and rationale were developed in reference to: PMBOK Guide Seventh Edition (2022) ///[2.5.1 PROJECT PROCESSES] [ 2.5.8 LEARNING THROUGHOUT THE PROJECT
A company that is heavily focused on delivering projects using predictive approaches on-boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements. How should the project manager plan the delivery of the project? A.Escalate the issue of unclear requirements to the management team and wait for final authorization. B.Break down the requirements and prioritize the requirements into iterative work packages. C.Ignore the unclear requirements and focus on the delivery plan of the project. D.Wait for the requirements to be more clear before any further action is taken on the project.
Solution: B. Break down the requirements and prioritize the requirements into iterative work packages In a hybrid approach, the key for the team is to prioritize the known requirements and move forward in the iterative planning. Hence this option is correct. In a hybrid approach, the team does not ignore the unclear requirements nor wait for all requirements to be clear nor wait for the final authorization to start the project. Hence, all the remaining options are incorrect . This question and rationale were developed in reference to: Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 3. 16/225 [Item] | PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 5/619 [Item plan and manage scope]
A project manager is reviewing project histories, resources, and performance data to apply stored knowledge to a new project. Where is the first place the project manager should look? A.Previously accepted project charters. B.PMIS system. C.Quality management tools. D.Baseline versus actual performance reports.
Solution: B. PMIS system. A project management information system (PMIS) is the coherent and complete organization of the information required for an organization to execute projects successfully. This should be updated with project progress right through to project completion. The other answer choices are incorrect. Previously accepted project charters and quality management tools are useful but do not include project histories or lessons learned. Baseline versus actual performance reports are only a component of the information the project manager is seeking. This question and rationale were developed in reference to: OReilly, 5th edition (2006) David Cleland, Lewis Ireland/McGraw-Hill/14.5/302 [Item Needs a more recent citation and editor review] | PMBOK® Guide--Fifth Edition (5th) PMI/PMI/3.7/58 [Item] | Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./9/ [Item]
A project manager needs to formally complete a project, but a supplier says an invoice has been paid twice. The project manager knows that the invoice was approved, but cannot find evidence of a duplicate payment. The project manager needs to close out this project in order to start a new project. What should the project manager do? A.Inform the supplier that payment was made only once, begin the close project process, and begin work on the new project. B.Postpone project closure until the accounts payable department can document that the invoice was paid correctly. C.Complete all final project documents, delay work on the new project, and update the documents after payment is verified. D.Meet with the sponsor of the existing project to obtain approval to begin the new project before the existing project is closed.
Solution: B. Postpone project closure until the accounts payable department can document that the invoice was paid correctly The finance department is the only one in this scenario that can provide proof if a payment was made. The PM should not close the project until this is confirmed The other choices are not in line with the Project Closure process and hence are incorrect choices. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7.1.7/124 [Item] | The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/51/122 [Item]
A project was cancelled during its initiation phase due to lack of adequate resources. What should the project manager do? A.Inform all team members according to guidelines in the communications management plan. B.Refer to the company's project closure guidelines. C.Perform a risk analysis to determine the impact of terminating the project. D.Reassign all resources and reallocate budget.
Solution: B. Refer to the company's project closure guidelines Project closure guidelines or requirements will contain the organization's procedures to follow. The remaining options are not correct for the reasons explained below Inform- They have not been assigned during the initiation phase Perform- This would have been done prior to cancelling the project Reassign- Resources have not been assigned, budget has not been allocated This question and rationale were developed in reference to: A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/2.1.4.1./27 [Item] | e-Reads (No Date) //Project Management: A Managerial Approach, Eighth Edition by Jack R. Meredith and Samuel J. Mantel chapter 13.3/ [Item]
Which of the following is performed in project/phase closure? A.Schedule and conduct a project kickoff meeting. B.Schedule and conduct a lessons learned meeting. C.Schedule and conduct a change control meeting. D.Schedule and conduct a project status meeting.
Solution: B. Schedule and conduct a lessons learned meeting. The correct answer is to schedule and conduct a lessons learned meeting during project/phase closure. Documenting lessons learned during the project life cycle provides future project teams with information that can increase effectiveness and efficiency. Project kickoff meetings, change control meetings, and project status meetings are all conducted during the project life cycle. This question and rationale were developed in reference to: PMBOK Guide 7th Edition DA 5.5 (https://dabrowser.pmi.org/?version=5.5)
The first iteration of an agile project consists of a minimum viable product (MVP) that is now successfully completed. The team members are eager to hand the product over to the customer. How should the product be confirmed as ready for customer use? A.The scrum master determines that all requirements are satisfied. B.The project team agrees the MVP meets the definition of done (DoD). C.The senior manager and customer approve and accept the product. D.The product owner decides that the MVP passes all required quality tests.
Solution: B. The team agrees the product increment meets the definition of done (DoD). The definition of done (DoD) is a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. In an agile context, the decision of when an MVP meets the DoD and can be released to the customer is typically made by the agile team. The team works together to ensure that the MVP meets the DoD and is ready for release to the customer. This decision is based on the team's assessment of whether the MVP meets the acceptance criteria and is of sufficient quality to be released. This helps to prevent misunderstandings and ensures that everyone is working towards the same goal. The other options are incorrect. The scrum master determining that all requirements are satisfied is important, but the decision is ultimately based on the assessment of the entire team. The senior manager and customer approving and accepting the product is not a direct indicator of whether the product is ready for customer use. The product owner's agreement that the MVP passed quality testing is important, but quality testing is only one part of a broader range of criteria and the entire project team should be involved. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //4/ [Item https://learning.oreilly.com/library/view/project-management-jumpstart/9781119472223/c04.xhtml] | The Agile Practice Guide (No Date) PMI/PMI/Glossary/151 [Item A tea
A project manager is formally closing a project that has been completed. Why should the project manager document final project activities? A.To record case studies and customer references B.To log final project performance metrics and quality analysis C.To provide lessons learned and archive historical information D.To allow the customer to submit invoices and get a receipt of final payment
Solution: C. To provide lessons learned and archive historical information To provide- Closing the project is the process of finalizing all activities for the project. The key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors. The lessons learned will benefit future projects, add to organization assets. To record- It does not speak to the question To log- This action would have already been completed To allow- This action would have already been completed, customer would not submit invoices they would pay them. This question and rationale were developed in reference to: PM: The Managerial Process - 5th ed (5th) Clifford F. Gray & Erik W. Larson///Chapter 14 - Project Closure, page 505-506 [Item] | PMBOK® Guide--Fifth Edition (5th) PMI/PMI//4.6 - Close Project or Phase, page 100 [Item]
An approved change request adds an incentive to a lump sum contract if the contractor is able to maintain the current baseline schedule. What should now be updated? A.Scope baseline B.Project management plan C.Cost baseline D.Schedule baseline
Solution: C. Cost baseline The approved change request has an affect on cost. The cost baseline is to be updated reflecting the incentive payment. The change order has no effect on the scope or schedule baseline (scope and schedule stay the same) There is nothing in the approved change order that drives any needed change to the project management plan. This question and rationale were developed in reference to: IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology/7/291 [Item] | PMBOK® Guide--Fifth Edition (5th) PMI/PMI/7/225 [Item]
As a project manager of a technology firm, a change in the scope is required to implement a change in the project. What tools can be utilized to better understand the impact of the change? A.Pareto chart B.Fishbone diagram C.Deming's PDCA cycle D.Cause and effect diagram
Solution: C. Deming's PDCA cycle Deming's PDCA cycle is the correct option. The other options are not used to understand change impact. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/know-status-project-monitoring-controlling-5982 [Item]
Which of the following is not considered during project/phase closure? A.Team celebration ideas B.Critical Success Factors C.Fast-tracking D.Knowledge transfer
Solution: C. Fast-tracking Fast-tracking is performed to accelerate the project schedule by executing two activities at the same time. It occurs before project/phase closure. Critical success factors; knowledge transfer; and brainstorming team celebration ideas are completed during project/phase closure. This question and rationale were developed in reference to: PMBOK Guide 7th Edition DA 5.5 (https://dabrowser.pmi.org/?version=5.5)
A project has components that are outsourced and the project manager is in the control phase of the procurement process. What should the project manager focus on doing? A.Finalize the contract and pay the vendors. B.Develop a procurement plan and identify potential vendors. C.Issue requests for proposals and select vendors. D.Evaluate the performance of one of the major project vendors.
Solution: D. Evaluate the performance of one of the major project vendors. In the control procurement phase, the project manager is responsible for monitoring the performance of the vendors and ensuring that they are meeting the agreed-upon requirements. This includes evaluating the vendors' deliverables, managing any changes to the contract, and resolving any issues that may arise. The other answer choices are incorrect and are not relevant to the control procurements phase. Developing a procurement plan and identifying potential vendors is a task that is performed in the plan procurement phase. Issuing requests for proposals and selecting vendors is a task that is performed in the conduct procurements phase. Finalizing the contract and paying the vendors is a task that is performed in the close procurements phase. This question and rationale were developed in reference to: https://www.pmi.org/learning/library/project-closing-modular-risk-based-6806 [Item]
Which of the following is not part of the Validate Release in Transition phase? A.Production deployment testing. B.Active stakeholder participation. C.Stakeholder satisfaction survey. D.Log the deployment.
Solution: D. Log the deployment. Logging the deployment falls under the release into production during the transition. Production deployment testing, active stakeholder participation, and stakeholder satisfaction survey are part of validating a release in transition. This question and rationale were developed in reference to: PMBOK Guide 7th Edition DA 5.5 (https://dabrowser.pmi.org/?version=5.5)
A large infrastructure organization is reviewing and standardizing project tools and techniques. Regarding the question "When should the decision be made to take corrective action?", which process group can this question come from? A.Initiating Process Group B.Planning Process Group C.Executing Process Group D.Monitoring and Controlling Process Group
Solution: D. Monitoring and Controlling Process Group Corrective actions are taken in Monitoring & Control Process Group This question and rationale were developed in reference to: https://www.pmi.org/learning/library/know-status-project-monitoring-controlling-5982 [Item How do you know the status of your project? Project monitoring and controlling Conference paper Hayes Munson, Kristine A.]
A project team has recently finished a sprint for developing two features for a fleet management system. Although the team delivered the required features, they encountered several issues and conflicts during the sprint. Team members were upset about this experience and are now showing a lack of motivation due to what has occurred. What can the project manager do to help increase the team's motivation and engagement with the project? A.Set up one-on-one meetings with the project team members. B.Review sprint progress with the project team members. C.Review sprint planning procedures with the project team members. D.Perform a sprint retrospective with the project team members.
Solution: D. Perform a sprint retrospective with the project team members. Sprint Retrospective is an Agile ceremony that allows the team to discuss openly about their thoughts/opinion about the sprint. This allows them to examine the sprint process and understand what work well, what went wrong and what actions they need to take to improve the process. This ceremony fosters empowerment within the team as they had an opportunity to decide on what works with them to make them more engaged and satisfied in handling the project. Since it is about team, one-on-one meeting is not suggested. Sprint planning and review of sprint progress are not the right Agile ceremonies to introspect about team motivation This question and rationale were developed in reference to: O'Reilly Platform (No Date) //16. The Sprint Retrospective/ [Item Navigating Hybrid Scrum Environments: Understanding the Essentials, Avoiding the Pitfalls] | O'Reilly Platform (No Date) //Chapter 22: Sprint Retrospective/ [Item Book Title: Essential Scrum: A Practical Guide to the Most Popular Agile Process Chapter 22: Sprint Retrospective Section: 1) Overview 2) Emotions Seismograph "Many teams create an emotions seismograph as a complement to their event timeline. This is a graphical representation of the emotional ups and downs of the participants over the course of the sprint"]
A group of stakeholders at a financial institution are conducting a project closure review. Some of the stakeholders are concerned that the project deliverables do not satisfy the established closure criteria. What is the first thing that the project manager should do to address this issue? A.Assure the stakeholders that the project deliverables satisfy all established closure criteria. B.Propose that the closure criteria be amended by removing the criteria that have not been met. C.Take corrective measures by adapting the closure criteria and extending the project timeline. D.Perform a thorough analysis to determine why the closure criteria have not been satisfied.
Solution: D. Perform a thorough analysis to determine why the closure criteria have not been satisfied.The project manager must first conduct an analysis to identify which deliverables are not meeting closure criteria and why. Without this insight, the project manager should not take any other actions to address the issue. The other options are incorrect because the project manager must understand where the gaps are to propose or implement a remedy. Assuring the stakeholders that all criteria are satisfied without confirmation is irresponsible and unethical. Amending closure criteria may not be possible, and without analyzing the situation, there is no way to garner insight that could benefit this and future projects. No corrective action should be taken without first understanding the cause of the issue. This question and rationale were developed in reference to:PMBOK Guide Seventh Edition (2022) ///[3.8 BUILD QUALITY INTO PROCESSES AND DELIVERABLES] [2.6.1 DELIVERY OF VALUE]
A design project is ready to be transferred to production. What activity is required for phase closure? A.Determine summary budget. B.Manage quality. C.Ensure preventive actions are completed. D.Record impacts of tailoring to any process.
Solution: D. Record impacts of tailoring to any process. A summary budget will not help in transitioning the project to production. Quality should be managed throughout the project and quality criteria would be met and preventive actions would be completed before it has been determined that the project is ready for transition and closure. As part of integration management in project closure, the project manager should create the final report to record impacts of transitioning and tailoring the project to another team. This question and rationale were developed in reference to: Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe//3/117 [Item] | PMBOK® Guide--Fifth Edition (5th) PMI/9.1.2//459 [Item]
