PMP Test 1 Review

What is a check sheet used for in quality management?

A check sheet is used for collecting and analyzing data in real time at the location where the data is generated, often for recording defects or tracking events.

What is the primary purpose of a control chart?

A control chart monitors process performance over time, identifying variations and distinguishing between common cause and special cause variations.

How can a flow chart be used in quality management?

A flow chart can be used to map out processes, identify bottlenecks or inefficiencies, and communicate process flows to team members and stakeholders.

What is a histogram used for in quality management?

A histogram is used to analyze the distribution of process measurements, identify patterns, outliers, and compare data distributions before and after improvements.

How is a run chart useful in quality management?

A run chart is useful for monitoring process performance over time, detecting trends, shifts, or cycles in data.

What is a scatter diagram used for in quality management?

A scatter diagram is used to identify the relationship between two variables and determine if there is a correlation between them.

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.

What should a project manager do first if a team member suggests adding a task outside of the baseline scope that could reduce project risk during a Scrum board review?

Assess the feasibility and impact of including the task and incorporate it into future sprints if appropriate.

Why should a project manager coach and mentor stakeholders on agile methodologies when they request monthly reports?

Coaching and mentoring stakeholders on agile methodologies helps them understand the value of frequent, short feedback loops and iteration reviews, ensuring better alignment with agile principles and more effective participation.

Should a project manager always work directly with stakeholders to resolve issues before adding them to the issue log or risk register?

Generally, yes. Direct resolution fosters collaboration and can lead to quicker solutions. If unresolved, then document the issue formally to ensure proper tracking and management.

What is the best proactive measure to ensure deliverables meet end user requirements?

Hold a session to review the deliverable in detail with stakeholders to clarify the scope and obtain buy-in.

How does the product backlog facilitate sprint planning?

It provides a prioritized and detailed list of tasks that are ready to be worked on, aiding in the selection and commitment of the right amount of work for each sprint.

What is the primary purpose of the product backlog in Agile project management?

Prioritize and manage the work items to ensure the team focuses on the most valuable and important tasks first, aligning efforts with business goals.

Work Breakdown Structure (WBS)

Purpose: A hierarchical decomposition of the total work to be carried out by the project team. It breaks down the project into smaller, manageable tasks or work packages. Pros: Provides a detailed breakdown of tasks, which helps in understanding the scope and estimating the time and effort required for each task. By aggregating these estimates, the project manager can estimate the overall duration of the release. Outcome: Best tool for estimating the duration of the next release.

Product Roadmap

Purpose: Provides a high-level view of the product development timeline and major milestones. It outlines the product's vision, direction, priorities, and progress over time. Cons: While useful for strategic planning and communicating long-term goals, it does not provide detailed information on the tasks or durations required for a specific release. Outcome: Not suitable for estimating the duration of the next release.

Resource Calendar

Purpose: Shows the availability of resources (people, equipment, etc.) over time. Cons: Useful for scheduling and resource allocation but does not provide detailed task information or durations required for planning a release. Outcome: Not suitable for estimating the duration of the next release.

Burndown Chart

Purpose: Used to track the progress of a project by showing the amount of work remaining over time. Commonly used in Agile projects to monitor sprint progress. Cons: While useful for tracking progress and visualizing the work remaining, it does not provide a detailed breakdown of tasks or help estimate the duration of future work. Outcome: Useful for monitoring progress but not suitable for planning the duration of a future release.

Why is conducting regular procurement performance reviews the best approach to ensure quality and timely delivery from vendors?

Regular performance reviews provide continuous monitoring and proactive management of vendor performance, allowing the project manager to identify and address issues promptly and ensure alignment with project requirements.

hat is the first step a project manager should take if a stakeholder is providing inaccurate status reports and lacks accurate project information?

Sedule a meeting with the stakeholder to discuss the inaccurate reporting and provide accurate information, addressing the root cause of the problem.

A project team is in the planning phase of a complex project. The project has an end-date constraint to launch a new product with which they have no previous experience. The project sponsor is requesting a detailed schedule, but the team is unable to predict when tasks will occur throughout the project lifecycle, especially because some of them are dependent on deliverables by other business units. What life cycle methodology should the project manager use in this situation? A.A hybrid life cycle including a prioritized product backlog approved by the sponsor B.A predictive life cycle including a schedule in agreement with all business units C.An agile life cycle including a detailed schedule in agreement with all business units D.An iterative life cycle including task durations and a budget approved by the sponsor

Solution: A. A hybrid life cycle including a prioritized product backlog approved by the sponsor A hybrid development approach is a combination of adaptive and predictive approaches. This means that some elements from a predictive approach are used and some from an adaptive approach are used. This development approach is useful when there is uncertainty or risk around the requirements. Considering that the project is complex and will need to go through multiple stages, the team is unable to predict when tasks will occur, or their duration, but the project needs to be completed by a fixed due date, the project manager would best be advised to choose a hybrid approach that would include working with the project sponsor to prioritize the functionalities or deliverables in the backlog.The other answer choices are incorrect.A predictive life cycle is incorrect because it is a development approach in which the project scope, time, and cost are determined in the early phases of the life cycle. A predictive life cycle should be applied to projects with a clearly defined scope, which is not the case here. An agile life cycle is incorrect because it should be applied to projects with unknown scope/timeline, such as proof of concepts (POC) or technology projects. In addition "detailed schedule in agreement with all business units" is not yet possible.An iterative life cycle is a small chuck or interaction of the agile methodology. In addition, as stated in the there is no information on task durations, and the budget cannot be estimated/approved by the sponsor at this point.

A project manager has a newly formed team that includes junior members who have not worked on agile projects before. The product owner wants to ensure that the team performs as expected in the sprint. What should the project manager do? A.Allocate time to mentor team members on agile processes. B.Emphasize the importance of sprint backlog prioritization. C.Improve productivity through the use of Scrum techniques. D.Communicate project information and updates effectively.

Solution: A. Allocate time to mentor team members on agile processes The project manager must develop the project team's capabilities by taking the time to them on the agile process. This will ensure the junior members are well-informed about the project expectations and the right items to work on for the sprint. Agile methods require a servant leadership style. Servant leadership is a style of leadership that focuses on understanding and addressing the needs and development of project team members in order to enable the highest possible project team performance. The other answer choices are incorrect because they do not fully address the product owner's concern. The project manager should recognize the activities needed to foster project team development. Emphasizing the importance of sprint backlog prioritization, using scrum techniques, and communicating project information will not be very effective if the team does not have a comprehensive understanding of agile processes and methodologies. These options may all be helpful to some extent but do not individually address the big picture. Since this is the first agile project for the junior team members, the project manager must allocate time throughout the project to coach and mentor the team.

During a Scrum board review for a hybrid project, a team member suggests adding a task that is outside of the baseline scope. This task could reduce risk to the project. The team member raises it in the review. What should the project manager do? A.Assess the feasibility and impact of including the task and incorporate it into future sprints if appropriate. B.Instruct the product owner to assess the benefit of the activity toward meeting the project's initial requirements. C.Direct the team toward the critical path activity and include the task in the backlog column for later review. D.Document the task in the project documentation, noting may reduce risk but it is outside of the baseline scope.

Solution: A. Assess the feasibility and impact of including the task and incorporate it into future sprints if appropriate. When a team member suggests adding a task that falls outside the baseline scope, the project manager should analyze the impact of including this task. If it is determined that adding the task is feasible and beneficial to the project, it should be incorporated into future sprints. This approach aligns with Scrum's principles of flexibility and adaptability to changing circumstances and requirements. The other options are incorrect because they do not adequately address the potential scope change and risk reduction associated with the suggested task. The project manager should not necessarily instruct the product owner to assess the benefit of the task. In Scrum, the product owner is primarily responsible for the product backlog, including its content, availability, and ordering. While the product owner could help in assessing the benefit of the task, it's the project manager's responsibility to handle the process. Directing the team toward the critical path activity and including the task in the backlog column for later review does not address the issue of scope change or risk reduction. It is important to evaluate the impact and necessity of adding the task and follow the appropriate change procedures if required. While documenting the task in the project documentation is important for record-keeping purposes, simply noting that it is out of scope does not address the potential benefits and risks associated with adding the task. It is necessary to analyze the impact and follow the appropriate change processes.

A project is in the execution phase when new team members are onboarded. Before onboarding the new team members, what should the project manager do to reduce the impact of this action on project performance? A.Conduct a session to update the existing social agreement on how the team will work collaboratively. B.Schedule a session to let the existing team members explain to the new ones about the current social contract. C.Organize a meeting with all of the team members to communicate the current social agreement. D.Plan a meeting with the new team members to explain the rules included in the social contract.

Solution: A. Conduct a session to update the existing social agreement on how the team will work collaboratively. When new team members join an existing team, a new team is created. The project manager should conduct a session to update the existing social agreement on how the new team will work collaboratively. Setting the ground rules of the new team is a key factor and the role of the project manger in facilitating the participation of everybody to reach an agreement. The other answer choices are incorrect because they do not suggest updating the current social agreement to accommodate the new team members.

The project manager is responsible for a major project that involves working with many vendors. A key project concern is related to the quality and timely delivery of procured products and services as committed by the vendors. What should the project manager do to ensure that the products meet the quality requirements and are delivered on time? A.Conduct procurement performance reviews on a regular basis with all contracted vendors to ensure that products and services are all delivered or will be delivered on time and as per the agreed-upon contract. B.Delegate the management of the procurement process and the interaction with all vendors to the organization's procurement department as they have the tools and means to deal with a large number of vendors. C.Review vendor management plan with all vendors to ensure they are in agreeance with the plan, mitigating the risk of undelivered and low quality products.

Solution: A. Conduct procurement performance reviews on a regular basis with all contracted vendors to ensure that products and services are all delivered or will be delivered on time and as per the agreed-upon contract. By conducting procurement performance reviews on a regular basis, the project manager can proactively identify and address any potential issues with vendor performance. This will help to ensure that the project meets its procurement objectives and that the products are delivered on time and meet the quality requirements. The other answer choices are incorrect because they are not enough to ensure that the products meet the quality requirements and are delivered on time, and the project manager needs to monitor vendor performance to identify and address any potential problems. This question and rationale were developed in reference to: PMBOK Guide Sixth Edition (2018) PMI/PMI/12/492 [Item] | Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//19.1/ [Item]

A project manager was assigned to deliver new software for university students. In this project, the software is being delivered to a specific niche of people. To better understand this niche, the project manager needs to develop an archetype user. How should the project manager do that? A.Create a persona character. B.Contract with an architecture firm. C.Submit a public questionnaire. D.Publish a marketing plan.

Solution: A. Create a persona character. The project manager should create a persona to develop an archetype user representing a set of similar end users, described with their goals. The other answer choices are incorrect because they will not help the project manager learn about the niche group and develop archetype users in a timely manner.

A director is acting as the product owner for a government software project. The director is repeatedly unable to engage with the team and provide regular and important feedback on project artifacts. What should the project manager do to resolve this? A.Determine communication preferences and review responsibilities. B.Obtain alternative feedback from the customer. C.Recommend an open-door policy for the project. D.Adopt a collaborative approach.

Solution: A. Determine communication preferences and review responsibilities. Communication is the key success factor to predict effective project delivery. Engaging stakeholders and developing a communication channel is the responsibility of the project manager. The other answer choices are incorrect. Alternative feedback from the customer cannot replace input from the product owner; an open-door policy does not address specific communication issues with the product owner; it cannot be assumed is not already using a collaborative approach with the stakeholder. This question and rationale were developed in reference to: O'Reilly Platform (No Date) //Agile Project Management for Business Trans/Chapter 4 [Item https://learning.oreilly.com/library/view/agile-project-management/9781631573248/Text/chapter4.xhtml Communication is the key success factor to predict effective project delivery. Communication mitigates risks by influencing stakeholders perception and guides individuals to perform more effectively leading to improved commitment and cooperation within the team. Communication is the means to leverage the different technical backgrounds of team members and is essential for effective monitoring, feedback, and establishment of trust among team members and stakeholders.]

A project manager is planning for a project team that will soon start work on a critical subsystem. There are two technical alternatives identified for the subsystem, but it is not clear if either alternative will perform satisfactorily. The project will be compromised if the performance of the critical subsystem falls short. What should the project manager do first? A.Direct the team to assess and evaluate the alternatives for the subsystem. B.Add subsystem performance to the issue log and assign an owner for that issue. C.Schedule work for the most promising alternative and add management reserve for the other alternative. D.Advise stakeholders of the major risk to the project posed by the subsystem's performance

Solution: A. Direct the team to assess and evaluate the alternatives for the subsystem. The project manager should direct the team to assess and evaluate the alternatives for the subsystem before scheduling the work. The data to support the decision of the alternative to implement must be generated and evaluated before the implementation is planned. Swarming is an appropriate way to do this. The other options are all incorrect as they suggest taking action before proper analysis.

A country implements new labor laws with specific requirements for labor health and safety. The company's existing procedures haven't been updated yet, but management informed all project managers of the regulations. What should the project managers do first? A.Review the possible impacts of the updated regulations on their projects. B.Update their project risk register for emerging risks. C.Request that the human resources department update the procedures. D.Ask the corporate office for advice on how to define the best course of action.

Solution: A. Review the possible impacts of the updated regulations on their projects. By prioritizing a thorough review of the regulations' impact, the project manager takes a proactive and informed approach to ensuring project success under the new legal landscape. This demonstrates critical thinking, risk management, and leadership skills. The other answer choices are not as effective. While risk identification is important, updating the register should be based on a comprehensive understanding of the regulations' impact. While HR will eventually update procedures, the project manager needs to identify the specific impacts first to ensure efficient resource allocation and avoid unnecessary work. Consulting a corporate office can be valuable later, but the initial step should be a project-specific analysis to avoid unnecessary escalations and delays.

A project manager working with a culturally diverse team discovers major intra-team conflicts during project execution. What should the project manager do? A.Schedule a project team meeting to understand the conflicts. B.Advise the team members to work harmoniously. C.Update the resource management plan. D.Engage members in team-building activities.

Solution: A. Schedule a project team meeting to understand the conflicts. The project manager needs to understand the conflicts and should engage the team in identifying them and developing solutions. The other answer choices are incorrect. Advising the team to work harmoniously, updating the resource management plan, and team building activities does not get to the root of the conflicts nor do they address the issue.

Organizations face different challenges within their operational areas due to external factors. This has required companies to develop formal engagement documents to guide their various operations. How should a project manager make their team members and stakeholders aware of the uniqueness of the organizational standards? A.The various external factors of the project will be an input to the project management plan and will form part of the briefing at the kick-off meeting. B.The various external factors should already be understood by team members and stakeholders and including them is optional. C.Anyone who is involved in the project must understand these various external factors and make an effort to research them. D.The team members and stakeholders will be informed about these various external factors through the official organizational communications channel.

Solution: A. The various external factors of the project will be an input to the project management plan and will form part of the briefing at the kick-off meeting. Project environment is one of the ground rules that needs to be communicated to all stakeholders at the beginning. It has to do with the organization, the government, and other external factors from the project itself. The other answer choices are incorrect. We cannot assume that the team has prior knowledge of the standards and the project has to explicitly ensure awareness.

A project is following a strategic plan that includes key milestones that have been aligned with stakeholders. As the work is being executed, new tasks arise along with important dependencies that prevent the work from progressing as planned. The team is unable to determine who should make decisions and take action on the new tasks and dependencies. What should the project manager do? A.Use a RACI chart to facilitate team task accountability. B.Use a Gantt chart to ensure milestones are accomplished. C.Ask the sponsors who have responsibility. D.Use a work breakdown structure (WBS) to ensure requirements are covered.

Solution: A. Use a RACI chart to facilitate team task accountability. A RACI (responsible, accountable, consult, and inform) chart shows the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. The other answer choices are incorrect. A Gantt chart shows schedules without assigning responsibility; the sponsors should not need to be consulted if a RACI is in place and agreed; and the WBS does not include the decision-making authority.

Why is updating the organizational process assets (OPAs) a better approach for ensuring project governance stability in a rapidly growing organization?

Solution: A. Work with leadership to update the organizational process assets (OPAs). By working with senior leadership to update the OPAs, the project manager can help to ensure that the organization has a clear and consistent understanding of how work should be done. This will help to reduce confusion and frustration among employees, and it will also help to ensure that project governance remains stable in the face of rapid change. The other answer choices are not as effective. Develop a new social contract to empower the team: A social contract is an agreement between the project manager and the team that outlines the expectations for behavior and performance. While a social contract can be helpful in creating a positive and productive team environment, it is not enough to ensure project governance remains stable in a rapidly changing environment. Update the team charter with new team members: The team charter is a document that outlines the team's purpose, goals, and roles and responsibilities. While it is important to update the team charter when new team members join the project, this is not enough to ensure project governance remains stable in a rapidly changing environment. Update the project management plan on a regular basis: The project management plan is a document that outlines the overall approach to managing the project. While it is important to update the project management plan as needed, this is not enough to ensure project governance remains stable in a rapidly changing environment.

A Scrum team is halfway to its release. During the sprint demo, new software is selected by one of the developers and presented to the team. The new software was not planned work but meets the date for the release. Several prioritized features for the next two sprints are disrupted. What actions should the team do to minimize the disruption? A.Work with the product owner on the backlog to introduce the new software. B.The scrum team makes the decisions themselves as a self-organized team and presents the change during the demo . C.The developers reach out to the scrum master regarding the change to determine where and when the change can be discussed. D.The scrum team evaluates the new software and informs the client about the impact to the release plan

Solution: A. Work with the product owner on the backlog to introduce the new software. The project manager should work with the product owner on the backlog. The backlog is the only source of input for a scrum team to perform work. Only the product owner has the right to reprioritize work in the backlog. The product owner works with the scrum team as required to prioritize the backlog. The other answer choices are incorrect. While the scrum team is a self-organized team they do not have the right to unilaterally introduce product changes. Product changes must be introduced via the backlog as decided by the product owner. While the scrum team will reach out to the Scrum Master, the option is only partially correct. Changes to the product must come through the backlog as determined by the product owner. Evaluating the new software may result in possible rejection of the product by the product owner as the product owner has not been allowed to understand and if in agreement reprioritize the backlog.

One of the retrospective action items that has recurred for the past two iterations is related to the verification and validation of the delivered functionality before production readiness. Which two solutions should the project manager use? (Choose two) A.Adjust velocity for the project team to address additional testing. B.Incorporate unit and integration test criteria as part of the validation. C.Modify the methodology of delivery to test-driven development. D.Review the working agreement for acceptance criteria with the project team. E.Include a product backlog item to build an integration test suite.

Solution: B and D. Incorporate unit and integration test criteria as part of the validation and Review the working agreement for acceptance criteria with the project team. The project manager should incorporate unit and integration test criteria as part of the validation and review the working agreement for acceptance criteria with the project team. Working agreements help define what "ready" means (so the team can take in work) and what "done" means (so the team can judge completeness consistently). The other answer choices are incorrect because they do not meet the criteria for validation. They either suggest masking the problem without addressing the root cause or do not introduce specific testing measures.

A two-year project was awarded to a company six months ago, but the procurement process has not yet been initiated. What should the project manager do to get the project moving forward? A.Prepare the procurement management plan for the project. B.Bring the teams together to draft a procurement management plan. C.Track the procurement according to an existing procurement management plan. D.Escalate the situation to upper-level management.

Solution: B. Bring the teams together to draft a procurement management plan. At the beginning of the project, the procurement plan is to be drafted to show when the procurement process is to commence and when deliverable(s) would be ordered and delivered. The project manager notices a lag and ensures the teams collaborate to help draft the plan. The other answer choices are incorrect. There is a lack of collaboration; an existing plan may not work for this project; and escalating issues to upper-level management is not appropriate in this situation.

A key stakeholder is upset about the new features in the current iteration for the product. The key stakeholder was unavailable during the last review and did not have the opportunity to provide input. What should the project manager have done to prevent the stakeholder from being upset? A.Waited until all stakeholders approved the change before implementing B.Ensured that updated project information is always accessible to all stakeholders C.Met individually with every stakeholder to avoid disagreement D.Scheduled meetings only when all stakeholders could be present

Solution: B. Ensured that updated project information is always accessible to all stakeholders It is imperative that stakeholders have updated project information that is accessible. This transparency is necessary to ensure all involved are well aligned about the product outcome. The other answer choices are incorrect. Waiting for the stakeholders to be present or to approve, or meeting with them individually does not avoid disagreement and may cause unnecessary delays. This question and rationale were developed in reference to: Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/8: How to Launch a TPM Project/ [Item The best way to keep stakeholders informed is to send them copies of the meeting notes from your status meetings so they're aware of the project's progress. This is simple enough to do but is often overlooked. The effective project manager makes sure all people who have an interest in the project are informed.]

An agile project to implement a new automation process in a factory is underway. The project manager needs a vendor to help with the installation. What should the project manager do before the vendor comes to work with the team? A.Delegate all key decisions to the vendor's team so the project manager does not take any risks. B.Hold an orientation to ensure both parties share the same understanding of project goals and requirements. C.Submit the communication matrix so that all team members and vendors are known. D.Remind the team that the vendor works for them and that the team can make final decisions.

Solution: B. Hold an orientation to ensure both parties share the same understanding of project goals and requirements. The best option is to hold an orientation or kick-off meeting where all parties have the same understanding of the work goals, requirements, taxonomy and the general approach, including timelines. It is important to integrate such key partners in your team by providing information, criteria, expectations, critical items, responsibilities to avoid future issues or impasses. The other options to delegate or retain key decisions are both subjective on the specific scenario and may not be correct in all scenarios. The option to submit the communication matrix to have all parties known is not always required and is not as important as having the orientation meeting.

A project was undertaken to set up a new business function in the company. Several months after completion, the project manager is still handling business operations for the project while working on another project. What should the project manager have done at the beginning of the project to prevent this? A.Ensured that the revision to the organizational structure was a deliverable. B.Included the transition plan as a deliverable in the project closing process. C.Clarified the RACI chart with the project sponsor at the project's onset. D.Ensured that the recruitment process was included in the project management plan.

Solution: B. Included the transition plan as a deliverable in the project closing process. By including the transition plan as a deliverable in the project closing process, the project manager can proactively prevent the issue of ongoing business operations and ensure that the project is successfully handed over to the business operations team. This will help to free up the project manager's time so that they can focus on other projects. The other answer choices are not as effective. While a revision to the organizational structure may be a necessary step in setting up a new business function, it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement. A RACI chart is a useful tool for clarifying roles and responsibilities, but it does not address the specific issue of handing over the project to the business operations team. The project manager needs to develop a transition plan that specifically outlines the steps for handing over the project. The recruitment process may be a necessary step in setting up a new business function, but it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement.

A conflict about how to proceed has developed between two team members prior to a release. The team needs to work together to complete the product release. What should the project manager do first to defuse the situation? A.Hire an agile coach to instruct the team members on how to manage their conflict without harming the project. B.Observe the team members' interactions and talk with them about their complaints before applying a conflict resolution technique. C.Set up meetings with both team members and human resource management to remind them of the importance of the next delivery of the product. D.Explain to the team members that they are wasting time engaging in a conflict and not delivering the product functionality.

Solution: B. Observe the team members' interactions and talk with them about their complaints before applying a conflict resolution technique. The project manager must first analyze the conflict between the team member before implementing conflict resolution techniques. The other answer choices are incorrect because they promote hiring external resources (agile coach), escalating the issue, and taking action without first assessing the situation.

Early in a project, the project manager realizes that one of the key team members is not prepared to perform the assigned task. How should the project manager address this issue? A.Ensure training is built into the resource management plan. B.Review the training requirements with the team member. C.Review each required task with the team member when it starts. D.Escalate the issue to the resource's functional manager for resolution.

Solution: B. Review the training requirements with the team member. By reviewing the specific skills and knowledge needed for the assigned tasks, the project manager can identify any gaps and develop a plan to address them. This could involve providing additional training, mentoring, or shadowing opportunities. The other answer choices are not as effective. Review each required task with the team member when it starts: While this approach could provide the team member with some initial guidance, it does not address the underlying lack of preparation. Without proper training or support, the team member may struggle to perform the tasks efficiently and effectively. Escalate the issue to the resource's functional manager for resolution: While the functional manager may be able to provide some assistance, it is ultimately the project manager's responsibility to ensure that their team members are prepared to perform their assigned tasks. This includes identifying and addressing any training needs. Ensure training is built into the resource management plan: While this is a good long-term solution, it does not address the immediate issue of the unprepared team member. The project manager needs to take action now to ensure the team member can contribute to the project.

The project manager discovers that a stakeholder provides inaccurate status reports to the steering committee. Moreover, the stakeholder does not have accurate information on the project. What should the project manager do first? A.Update the communications management plan to ensure that the stakeholder receives the necessary information. B.Schedule a meeting with the stakeholder to discuss the inaccurate reporting and provide accurate information. C.Send regular updates to the steering committee to keep them informed about the project. D.Escalate the issue and request that all reports be preapproved before they are sent to the steering committee.

Solution: B. Schedule a meeting with the stakeholder to discuss the inaccurate reporting and provide accurate information. By scheduling a meeting with the stakeholder, the project manager can take a proactive approach to addressing the issue of inaccurate reporting. The meeting will provide an opportunity to identify the root cause of the problem, discuss potential solutions, and develop a plan to improve the accuracy of the stakeholder's reporting. This will help to ensure that the steering committee has the information it needs to make informed decisions and that the project is able to stay on track. The other answer choices are not as effective. Update the communications management plan to ensure that the stakeholder receives the necessary information: While this is a good long-term strategy, it will not address the immediate issue of the stakeholder providing inaccurate information. The project manager needs to first determine why the stakeholder is providing inaccurate information and then take steps to correct the situation. Send regular updates to the steering committee to keep them informed about the project: While this is important, it will not address the issue of the stakeholder providing inaccurate information. The project manager needs to ensure that the stakeholder is providing accurate information, not just that the steering committee is receiving accurate information. Escalate the issue and request that all reports be preapproved before they are sent to the steering committee: This is an extreme measure that should only be taken if all other options have been exhausted. Preapproving all reports will slow down the communication process and may not prevent the stakeholder from providing inaccurate information.

A hybrid project involving many stakeholders is underway. As requested by the project management office (PMO), the project status reports, as well as other project documents, are being stored in a central repository. When reviewing the documents stored in the repository, the project manager discovered that documents were either not updated or were missing. What should the project manager do in this situation? A.Discuss the situation with the project sponsor to reduce the level of documentation. B.Work with the team leaders to update the required project reports. C.Stop all project activities until the project documents are updated and uploaded. D.Schedule a knowledge transfer session at the final stage of the project.

Solution: B. Work with the team leaders to update the required project reports. The first step to address missing or poor documentation would be to correct the deficiency. Then, the project manager should work with the team to ensure that documentation procedures are followed and required project reports are updated. The other answer choices are incorrect. Discussing the problem with the sponsor is not correct, as it is within the project manager's authority to remedy. The project manager does not need to stop all other project activities to address this issue. Project documentation should be updated and knowledge should be transferred throughout the project, not just at the final stage of the project.

An agile project is in its first of 12 iterations, and each iteration lasts two weeks. In the first iteration review, the stakeholders ask for monthly reports moving forward. What should the project manager do? A.Tell the team members to create monthly iteration reports. B.Create monthly reports and send them to the stakeholders. C.Coach and mentor the stakeholders on agile methodologies. D.Ask the stakeholders to participate in monthly iteration reviews.

Solution: C. Coach and mentor the stakeholders on agile methodologies. The stakeholders do not have a thorough understanding of agile practices, so the project manager should take time to coach and mentor them to increase understanding and awareness. This will enable stakeholders to provide feedback and make informed decisions within the agile framework. In an agile environment, there is an emphasis on frequent and iterative feedback loops which would be every two weeks in this case. Being that the iterations are two weeks long, a monthly report would not be appropriately aligned with agile practices. The other options are incorrect because they do not align with the agile approach. If the project manager agrees to provide monthly reports, the stakeholders would not fully understand how to operate within an agile environment. The project manager should explain the benefits and advantages of the agile approach and emphasize the importance of regular iteration reviews. Each iteration is two weeks long, so monthly reviews are not appropriate.

A project manager is contracted to manage a project for a startup with grants from a foreign source. Midway into this project, the project manager is informed that there is a government regulatory requirement that might affect the project because the customer has foreign funding sources. What should the project manager do since all the necessary approvals for this project have been received? A.Determine the ownership of this project based on the previously approved project charter and continue with the project. B.Consult the risk register to determine the likelihood that the project will be accepted by the customer and meet regulatory requirements. C.Confirm that the project is in compliance with all regulations and keep abreast of all legal implications. D.Stop the project, ask for additional funds to obtain work permits, and continue the project without further delays.

Solution: C. Confirm that the project is in compliance with all regulations and keep abreast of all legal implications. The project manager should confirm that the project is in compliance with all regulations and keep abreast of all legal implications as local laws and regulations may have changed. The other answer choices are incorrect. Determining the ownership does not solve the issue and continuing with the project as-is not acceptable; consulting the risk register to determine if the customer will accept it disregards the regulatory requirement; if the project manager realizes that the project no longer complies with government regulatory requirements, they must inform the client and must behave ethically. The project may be stopped when there is noncompliance, so it is more important for the project manager to confirm compliance than to seek permits.

A member of the project team who was hired for six months to complete a specific task has decided to leave the project in the fifth month to pursue another job opportunity. What should the project manager's immediate action be? A.Modify the contract to ensure the team member will complete the packages in the fifth month. B.Determine what remaining packages might be affected and ensure that adequate resources are available. C.Confirm the terms of the team member's contract to close their participation appropriately. D.Check the contingency reserve for extra resources to hire a new member to finish these packages.

Solution: C. Confirm the terms of the team member's contract to close their participation appropriately. The first step the project manager should take to ensure a smooth transition and minimize any disruption to the project. It is important to understand the terms of the contract, such as the notice period and any outstanding deliverables, to determine the appropriate course of action. The other answer choices are incorrect because they are not the first step the project manager should take. Modifying the contract at this point is not practical and may not be legally viable. Determining the affected packages and ensuring resources is important, but it should come after understanding the contractual obligations. Checking the contingency reserve for new resources can be a later step, but first, the project manager needs to understand the scope of the situation.

A project manager works in an organization using a hybrid project delivery approach. The scope of the project is to implement a new human resources system. The infrastructure will be delivered by another project, and both projects are part of a business transformation program aimed to improve human resources processes. The project schedule needs to be finalized, but the project manager of the other project is unable to provide delivery dates for the infrastructure. What should the project manager do? A.Wait for the infrastructure project to have a schedule and then develop the human resources system project's schedule. B.Discuss the situation with the other project manager, agree on a few milestones, and then continue working on the human resources system project's schedule. C.Develop a schedule based on the information available from the program management team and then progressively align the milestones with the in

Solution: C. Develop a schedule based on the information available from the program management team and then progressively align the milestones with the infrastructure project. Program milestones are established and must be followed. In this case, the project schedules should be aligned with those milestones. They should know the dependencies between projects in the program and adjust their schedules accordingly. The other answer choices are incorrect. They do not take into account the entire program management principles and are not aligned with the program manager as a key stakeholder in this case. This question and rationale were developed in reference to: A Guide to the Project Management Body of Knowledge ( PMBOK® Guide )—Sixth Edition (ENGLISH) (2018) /// [Item Program management focuses on the interdependencies between projects and between projects and the program level to determine the optimal approach for managing them. ] | Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/11 Complexity and uncertainty in .../Cross project dependencies [Item] | The AMA Handbook of Project Management, 4th Edition (No Date) Paul C. Dinsmore and Jeanette Cabanis-Brewin//10. Time Management in Practice/ [Item Progressive elaboration enables you to provide a more precise date of when the project will actually be delivered,

A company is transitioning from using a predictive approach to a hybrid predictive-agile project implementation. The leadership team is concerned about benefits realization and is closely following up on one of the project iterations with the project manager. What should the project manager do in this situation? A.Update the leadership team with a quantifiable value report for each iteration. B.Demonstrate the business value to the leadership team and get their buy-in. C.Keep delivering iterations of the solution and show the benefit increments to the leadership team. D.Wait for the leadership team to share the benefits realization updates for each iteration with management.

Solution: C. Keep delivering iterations of the solution and show the benefit increments to the leadership team. As the team is transitioning to a hybrid predictive-agile environment, the project team will use new metrics that matter to the management team. Metrics for agile projects often provide a historical track record so project teams can use such data for improved forecasts and decision making. In the agile environment delivering business value is the responsibility of the project team, who will collaboratively produce the benefit incrementally.

A client's interactions with the project team have been somewhat negative. Project team members don't want to be part of the project any longer.What should the project manager do? A.Schedule a meeting with the client to discuss the team's concerns. B.Adhere to the client's expectations and sentiments without waiver. C.Negotiate with the client and the project team to settle differences. D.Involve all team members in stakeholder engagement activities.

Solution: C. Negotiate with the client and the project team to settle differences.The project manager should negotiate with both the client and the project team to settle any differences and find a solution that works for everyone. The project manager should balance the team's concerns with those of the client. In this scenario, the project manager's role is to understand the client's priorities while also resolving the issue of team dissatisfaction. It is important to maintain open communication and collaboration among all parties involved in the project to ensure its success. Additionally, creating a positive project team environment and addressing any concerns or conflicts that may arise can help prevent similar issues in the future.

A project manager works at a construction company. The current project is a three year, multimillion-dollar initiative to rebuild a stadium. The first phase of the project has been completed within the three month timeframe and within budget. What should the project manager do next? A.Move on to the next phase. B.Secure approval from the program manager. C.Proceed with the contractual closure of the phase. D.Begin the administrative closure process.

Solution: C. Proceed with the contractual closure of the phase. The project manager should proceed with the contractual closure of the phase. The contractual closure of the phase is the process of finalizing all activities for the project, phase, or contract. Upon receiving closure, next phase can be started as per plan and budget. The other answer choices are incorrect. Moving on to the next phase without closing the previous phase is not good practice; approval does not come from the program manager; and the administrative closure process occurs as part of final project closure activity, not phase completion.

A project team is working on backlog items within a four-week sprint. Suddenly, a critical team member announces that they will unexpectedly be absent for one week, leaving ongoing tasks incomplete. What would be the most appropriate action for the project manager to take in this situation? A.Support a knowledge transfer between the team member who will be away and the other project team members. B.Add a temporary resource to the team to help increase velocity and complete the items for this sprint. C.Remove a few items from the current sprint after getting the approval of the product owner. D.Increase the sprint duration so the team can complete all the planned items and present them to the product owner.

Solution: C. Remove a few items from the current sprint after getting the approval of the product owner. Removing a few items from the current sprint, with the approval of the product owner, is the most appropriate action in this situation. It allows the team to focus on completing the most critical and valuable tasks within the sprint's original time frame. The other options are incorrect because they are not as suitable for this scenario. Knowledge transfer takes time and may not be feasible given the sudden and unexpected nature of the team member's absence. Knowledge transfer is a good practice in general, but it may not be the most appropriate action for this specific situation. Adding a temporary resource to the team is not the most practical option and may not be efficient or cost-effective for such a short duration, and it could disrupt the team's workflow. Changing the sprint duration disrupts the sprint planning and review process and can lead to various issues, including reduced predictability and potential scope creep.

A project manager is leading a major product development project. The project is currently in the middle of the fifth sprint, and the product release is scheduled for next quarter. The project manager receives unexpected news that the company has just been formally acquired by a major competitor. This competitor already has a similar product in their portfolio. What immediate action should the project manager take to address the situation effectively? A.Perform a comparative product analysis to identify similarities between the products. B.Collaborate with the project manager overseeing the competitor's product to align project activities. C.Seek support from the project sponsor and initiate the appropriate change management procedures. D.Prepare a project termination report and document the lessons learned from the ongoing project.

Solution: C. Seek support from the project sponsor and initiate the appropriate change management procedures. The project manager should seek support from the project sponsor because the sponsor links the project team with the strategy and big-picture view at the executive level of the organization. Initiating the appropriate change management procedures ensures effective transformation to the new organizational landscape and that adjustments are made with structured processes. Change management procedures can help to minimize disruption and ensure that the transition is successful. The other options are incorrect because they are not immediate priorities and may not be practical until the project manager has a better understanding of the sponsor's plans for the project. When manager knows whether the project will be continued, terminated, or merged with the competitor's product, they can then take action accordingly. The project manager should focus on organizational changes and determining the future of the project.

Due to budgetary constraints, the program manager has requested that project managers prioritize resources over schedule milestones. A project manager reviews the resource histogram and finds that 80% of the project's resources will be used in the last month of the project. What should the project manager do? A.Request that activities be fast-tracked to make better use of available resources. B.Allow some of the current resources to be available for other projects. C.Suggest the program manager perform an integrated resource leveling among the projects. D.Continue the project execution according to the original plan.

Solution: C. Suggest the program manager perform an integrated resource leveling among the projects. Suggesting the program manager perform an integrated resource leveling among the projects is the best option. Integrated resource leveling is a technique used to balance resource demand across multiple projects. This can be done by adjusting activities' start and end dates across projects. In this case, the project manager would need to work with the program manager to identify other projects that have resources that could be used to support the project during the first few months. This would help to spread out the resource demand throughout the project and make it more likely that the project can be completed on time and within budget. The other answer choices are incorrect. Fast-tracking is a technique used to accelerate the completion of a project by reducing the duration of activities. In this case, fast-tracking is not a good option because the project manager is already facing budgetary constraints. Allowing some of the current resources to be available for other projects may be a necessary step if the project cannot be completed on time and within budget with the current level of resources. However, in this case, it is better to try to level the resources across all projects so that no one project is disproportionately impacted. Continuing the project execution according to the original plan is not a viable option, as the current resource allocation will not allow the project to be completed on time and within budget.

An agile team created a risk register for a project. All initial risks were identified using stakeholder interviews, workshops, and information from the project charter. What should the project manager do to manage the risk register and the associated risks for the remaining project duration? A.Assess and prioritize the risks during each sprint retrospective meeting. B.Add risks as an agenda topic in daily standup meetings. C.Update the risk register and review risks with the team on a regular basis. D.Eliminate all project risks using iterative risk management.

Solution: C. Update the risk register and review risks with the team on a regular basis. Risk management is an ongoing process, and the risk register should be updated regularly to reflect new risks and changes to existing risks. The project manager should also review the risk register with the team on a regular basis to ensure that risks are being managed effectively. The other answer choices are not the best course of action for managing the risk register and the associated risks for the remaining project duration. Assessing and prioritizing the risks during each sprint retrospective meeting is important, but it is not enough. The risk register should be updated regularly to reflect new risks and changes to existing risks.Adding risks as an agenda topic in daily standup meetings is not the best way to manage risks. The daily standup meeting is a brief meeting for the team to share their progress and identify any blockers. It is not a good forum for discussing and managing risks. Eliminating all project risks using iterative risk management is not possible. There will always be some level of risk associated with any project. The goal of risk management is to reduce the impact of risks to an acceptable level.

A project manager has been assigned to a multimillion-dollar project already in execution. During a project status meeting, one of the team members mentions that there are some delays because a senior executive is not responding to communications. What should the project manager do? A.Establish a process to send daily reminders to the senior executive. B.Remove the task from the critical path so it will not affect the project schedule. C.Use networking to contact the senior executive to get a response. D.Escalate the concern to the senior executive's manager.

Solution: C. Use networking to contact the senior executive to get a response. The project manager should contact the senior executive directly to get a response. Stakeholder engagement is important in this scenario. The other answer choices are incorrect because they do not offer a direct solution for the communication issue. The senior executive may ignore the daily reminders; removing the task may impact the project as a whole; and escalating the concern to the senior executive's manager without first trying to contact the senior executive is not good for rapport.

A project manager is planning the next release for the software development team. The team has completed two releases to date, and the product backlog for the next release has been confirmed. Which of the following tools should the project manager use to plan the duration for the next release? A.Product roadmap B.Resource calendar C.Work breakdown structure (WBS) D.Burndown chart

Solution: C. Work breakdown structure (WBS) The WBS is a hierarchical decomposition of the work to be done in a project. It is used to estimate the total effort required to complete the project. By breaking down the work into smaller tasks, the project manager can get a better understanding of the time and resources required to complete each task. This information can then be used to estimate the overall duration of the project. The other answer choices are incorrect. The product roadmap is a high-level plan for the development of the product but it does not provide any information about the time required to complete each release. The resource calendar shows the availability of resources, such as people and equipment but it does not provide any information about the tasks that need to be completed or the time required to complete each task. A burndown chart is used to track the progress of a project. It shows the amount of work remaining to be done over time but it is not used to estimate the duration of a project.

A project is challenged by a multitude of problems resulting in defects and stakeholder complaints. The project manager has been contemplating a quick and effective approach to address the problems. Which two actions should the project manager take? (Choose two) A.Gather the project team members and have a brainstorming session. B.Refer to the organizational process assets (OPAs) to assess lessons learned. C.Use a trend analysis to engage some of the project team members. D.Use an Ishikawa diagram to help identify the problems. E.Use a Pareto chart to identify how the challenges of the project should be addressed.

Solution: D and E. Use an Ishikawa diagram to help identify the problems. and Use a Pareto chart to identify how the challenges of the project should be addressed. The Ishikawa/fish-bone diagram can be used in a systematic identification of problems as well as their origins. The output of this exercise could be used to develop the Pareto chart to indicate the 20% of the cause problems which when addressed would eliminate 80% of current challenges. This question and rationale were developed in reference to: Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//Chapter 14/ [Item Cause-and-Effect Diagram Also known as a fishbone diagram or Ishikawa diagram, this diagram evaluates a noncompliance condition for potential root cause. Figure 14.1 illustrates a cause-and-effect diagram in which the noncompliance condition is placed at the far right and lines are drawn to the left to progressively allow for various potential failure modes to be recorded and evaluated. Cause-and-effect diagrams are commonly used in conjunction with brainstorming to determine root cause analysis. Pareto Charts These diagrams are a form of vertical bar chart that illustrates quality performance of a particular work activity. When arranged correctly, bars illustrating the biggest problems are at the left and bars are added to the right in succession of decreasing quality problems (quality is getting better), allowing the project manager to prioritize addressing QC. Pareto diagrams can also be used to illustrate testing of various root causes for probability of being the actual cause of a single quality noncompliance. In addition, project managers can use

A company has launched a new strategic project. The goal and scope of the project were loosely defined at the executive committee meeting, and the stakeholders have been appointed. The project manager needs to hold the kickoff meeting. However, most of the stakeholders are in different locations and some are on vacation. What should the project manager do? A.Hold the kickoff meeting with the available stakeholders and update others later. B.Postpone the kickoff meeting until the stakeholders have returned. C.Schedule one-on-one sessions with the stakeholders before they leave. D.Arrange a virtual team kickoff meeting with the stakeholders.

Solution: D. Arrange a virtual team kickoff meeting with the stakeholders. A virtual team kickoff meeting allows the project manager to engage with all stakeholders, regardless of their location or vacation schedule. This ensures that all stakeholders receive the same information and have an opportunity to ask questions. Additionally, virtual team kickoff meetings can be recorded and shared with stakeholders who are unable to attend live. The other answer choices are incorrect. Holding the kickoff meeting with only some stakeholders present can lead to a lack of alignment and understanding among stakeholders. Additionally, updating stakeholders who were not present can be time-consuming and may not be as effective as providing them with the information in person. Postponing the kickoff meeting can delay the start of the project and may not be feasible if the project has a tight deadline. While one-on-one sessions with stakeholders can be helpful for gathering input and addressing concerns, they do not provide the same level of engagement and interaction as a group meeting.

A project manager is reviewing the project status with the team and identifies that a vendor resource can be released earlier than planned. The project manager reviews the schedule, confirms this change, and informs the vendor. The vendor argues that the resource must stay for a certain period of time. What should the project manager do? A.Leave the schedule as is since the resource has to stay on. B.Confirm the schedule changes and review them with stakeholders. C.Make preparations to release the resource to the vendor. D.Consult the terms and conditions in the vendor contract.

Solution: D. Consult the terms and conditions in the vendor contract. Since there is a contractual disagreement, the project manager should check the contract documentation to confirm the terms and conditions.

At project initiation, a quote for the required services was requested from a vendor, and the work was estimated at US$100,000. As the project progressed, requirements were updated following the company's procurement process, and a modified quote was received for more than US$250,000. The allocated contingency funds are not sufficient to cover the difference. What should the project manager do? A.Restart the procurement process and select a new vendor. B.Review the contract type that will be awarded to the vendor. C.Proceed with the best offer as per the procurement process. D.Engage the steering committee and escalate the issue.

Solution: D. Engage the steering committee and escalate the issue. The project manager should engage the steering committee and escalate the issue. This is the best way to ensure that the project can proceed without being delayed or derailed by the increased cost of the services. The steering committee may be able to provide additional funding for the project or may be able to help the project manager find ways to reduce the cost of the services. The other answer choices are not as effective. Restarting the procurement process and selecting a new vendor is a drastic measure that should only be taken as a last resort. It is likely to delay the project and may not result in a lower cost. Reviewing the contract type that will be awarded to the vendor is not enough to address the issue of the increased cost of the services. Proceeding with the best offer as per the procurement process is not a good idea, as it will likely result in the project exceeding its budget.

During an iteration, the team spent twice as much time as expected because one of the product backlog items was complex and could not be split into smaller items. What should the project manager do? A.Incorporate an adaptive approach for the rest of the project. B.Incorporate a predictive approach for the rest of the project. C.Develop a risk management plan for this sprint. D.Have the product owner reprioritize the product backlog.

Solution: D. Have the product owner reprioritize the product backlog. By having the product owner reprioritize the product backlog, the project manager can effectively address the complexity issue, optimize the team's efforts, and increase the likelihood of project success. This proactive approach demonstrates a focus on continuous improvement and adaptability. The other answer choices are incorrect. While an adaptive approach is generally beneficial for agile projects, it doesn't directly address the immediate concern of the complex product backlog item. The project manager needs to address the specific issue at hand before adopting a broader approach. A predictive approach, which relies on historical data and forecasts, is not suitable in this situation. The project has already experienced an unexpected delay, indicating that past estimates may not be reliable. A predictive approach would assume the project will follow the original plan, which is unrealistic. A risk management plan is crucial for identifying and mitigating potential risks throughout the project. However, in this specific case, the risk has already materialized. The project manager must take corrective action, not just plan for future risks.

There are concerns that a scheduled-for-release product may not meet the agreed-upon end user requirements. How should a project manager avoid this situation in the future? A.Discuss the benefits with the client. B.Ensure there is a product backlog. C.Provide examples of other similar projects. D.Hold a session to review the deliverable in detail.

Solution: D. Hold a session to review the deliverable in detail. In order to prevent this situation in the future, the project manager should hold a session to review the deliverable in detail. It is important to clarify the scope and have stakeholder buy-in. The other answer choices are incorrect. Discussing the benefits with the client occurs in the initial stages; ensuring there is a product backlog does not address the misalignment in requirements; and providing examples of other similar projects does not prevent an issue because each project's deliverables are unique. This question and rationale were developed in reference to: Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//7/n/a [Item] | O'Reilly Platform (No Date) //2 - Agile Development in Real World/Chapter 2 [Item https://learning.oreilly.com/library/view/agile-development-in/9781484216798/9781484216781_Ch02.xhtml#Sec3 Business Alignment : The portfolio team's first priority in approving a project is to ensure that it aligns with the business's goals and objectives defined by upper management. The executives define business strategies to ensure that the organization moves in a sustainable direction within their market segment. Companies that build products that are inconsistent with their marketing segment are soon out of business (unless the company is trying to move to a new market segment). Additionally, portfolio managers want to maximize gain. The project mix affects the value of the portfolio; therefore, the portfolio manager must evaluate different "mixes" to determine the highest value of a portfolio.The portfolio of approved projects is organized to bring the best use of resources (personnel, funds, materials) to the organization's benefit.

A company has been using predictive methods for a very long time and is trying to implement a few iterative initiatives within its project framework. A project manager has been appointed to lead the first project in this hybrid environment. How should the project manager build awareness of the hybrid approach within the organization? A.Meet with the project team in order to define roles and responsibilities. B.Build the project schedule with iterative sessions and communicate this to stakeholders. C.Invite key stakeholders to the daily stand-ups and project review meetings. D.Recommend iterative methodology training for senior managers.

Solution: D. Recommend iterative methodology training for senior managers. The best way for the project manager to build awareness of the hybrid approach within the organization is to recommend iterative methodology training for senior managers. This will help to ensure that the senior managers understand the benefits of the hybrid approach and how it can be used to improve the overall project delivery process. The other answer choices are also important, but they are not as effective at building awareness of the hybrid approach at the senior management level.

During project closure, the project sponsor requests that a deliverable, developed by a contractor, be transferred to a nonprofit organization at no cost. The procurement documentation states that ownership of the deliverable reverts to the contractor once the procurement contract is finished. What should the project manager do? A.Add "avoid out-of-scope agreements during the closure process" to the lessons learned register. B.Initiate a change request and execute the integrated change control process. C.Consider this transfer as an open issue for the contract department and continue closing the project. D.Review the contract agreement with the contractor to modify the property of the deliverable.

Solution: D. Review the contract agreement with the contractor to modify the property of the deliverable. By reviewing the contract agreement with the contractor in order to modify the property of the deliverable, the project manager can meet the request of the project sponsor without violating the terms of the procurement contract and closing the project successfully. The other answer choices are incorrect. Adding "avoid out-of-scope agreements during the closure process" to the lessons learned register is a good idea, but it does not address the immediate issue of how to transfer the deliverable to the nonprofit organization. Change requests are typically initiated during the planning or execution phases of a project, not the closure phase. The project manager has a responsibility to resolve all outstanding issues before closing the project so they should not consider this transfer as an open issue and continue.

A lengthy upgrade project is being delivered in a series of phased outputs. The end users will face some level of disruption during each phase prior to the outputs being achieved. What should the project manager do to ensure that the intended value is being delivered at each phase? A.Gather feedback using surveys of the end user experience and analyze the results. B.Review the actual costs incurred to ensure that the project remains on budget. C.Validate the scope to ensure that the required quality of outputs is being met. D.Track progress toward each benefit, based on the benefits management plan.

Solution: D. Track progress toward each benefit, based on the benefits management plan. In order to ensure that the intended value is being delivered or on track to be delivered, the project manager should track progress toward each benefit, based on the benefits management plan. The other answer choices are incorrect because they do not mention the benefits management plan. The benefits must be identified and measurements put in place to track progress towards the benefits.

Production of a specific machine in a factory was contracted through a foreign supplier. Prior to delivery of the final two components, the supplier informs the project manager that they need to renegotiate prices or the components will not be delivered. What should the project manager do first? A.Raise a legal case with the company for breaching the contract. B.Approach alternative suppliers for the remaining two components. C.Initiate the response plan for this risk entry based upon the trigger. D.Work with the supplier to agree on new prices to minimize cost impact.

Solution: D. Work with the supplier to agree on new prices to minimize cost impact. The project manager should first work with the supplier to agree on new prices to minimize cost impact. This is the most pragmatic and likely solution to the problem. It is important to maintain a good relationship with the supplier, as they will be responsible for delivering the final two components. The other answer choices are not as relevant or effective. Raising a legal case with the company for breaching the contract should be a last resort, as it could damage the relationship with the supplier and delay the project even further. Approaching alternative suppliers for the remaining two components may take time and be expensive, and there is no guarantee that the new suppliers will be able to deliver the components on time and to the required specifications. Initiating the response plan for this risk entry based on the trigger. This is a good step to take, but it is not the first thing that the project manager should do. The project manager should first try to resolve the issue directly with the supplier.

Contractual Closure

The process of finalizing all activities for the project, phase, or contract.

What is the purpose of a Resource Management Plan?

To outline how resources will be acquired, allocated, and managed throughout the project lifecycle.

What should a project manager do first if a supplier requests renegotiation of prices for the final components to be delivered?

Work with the supplier to agree on new prices to minimize cost impact and ensure timely delivery of the components.

What is the purpose of a cause-and-effect diagram?

cause-and-effect diagram is used to identify, explore, and display the possible causes of a specific problem or quality issue.

Histogram

graphical representation of data distribution, showing the frequency of data points within specified ranges (bins).

Integrated resource leveling

is a technique used to balance resource demand across multiple projects. This can be done by adjusting activities' start and end dates across projects

Administrative Closure

occurs as part of final project closure activity, not phase completion.

Affinity Diagram

organizes a large number of ideas into their natural relationships. It's used to gather and sort ideas from brainstorming sessions.

How does a run chart differ from a control chart?

run chart monitors a process over time without control limits, identifying trends and patterns, while a control chart monitors process stability with control limits to identify variations that are outside the acceptable range.

Ishikawa diagram

used for root cause analysis, helping to systematically identify and categorize potential causes of problems.

Pareto Chart

used to identify the most significant problems by showing which causes are contributing the most to the overall issue.