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A project manager was replaced in the early phases of a new project. The new project manager discovers that the business team is not supporting the project. After discussing these concerns with the team, it is determined that the project does not have the full support of senior management. What should the new project manager do next?
Answer: C
A company has rolled out the latest retail management system, and the project has been handed over to operations. The operations team finds that many of the day-to-day requirements are not covered in the system, and support for the project has limited hours. The project team has dissolved and the contract resources are no longer working on the project. As a result, the operations team has been facing numerous customer issues. What should the project lead have done initially to avoid this situation?
Answer: A
A project manager is managing a large project. A stakeholder has just discovered a new risk that has not been identified in earlier stages. What should the project manager do?
Answer: D
A. Confirm to the stakeholder that the risk register has been completed and validated by all stakeholders This option is out. Risk can be identified and added to the risk register at any time in a project life cycle. B. Perform a risk analysis directly with the stakeholder who raised the risk and update the risk register This option is out. Why we're not involving the project team when they can help to do it in a better way C. Communicate the risk to the steering committee and request a mitigation plan from senior management This option is out. This is a knee-jerk reaction, without analysing and evaluating we shouldn't bypass the process. D. Add the risk to the risk register and reevaluate the register with help from the project team and stakeholders This is a correct option. This is a correct risk management procedure, acknowledge the risk discovery by adding to risk register and then involve project team and stakeholders to evaluate the risk
Source: Adapted from community discussion — Sambhav
A project team is transitioning from a predictive to an agile approach. The project manager is trying to minimize the support issues that the product has had in production. One particular pain point is the transition to operations, where the issues usually arise. What should the project manager do to improve this scenario?
Answer: A
A retrospective is a regular occurring workshop in which participants explore their work and results in order to improve both process and product. Retrospectives are a form of lessons learned meeting.
Source: Adapted from community discussion — Deeski
After signing an agreement with a vendor, the project manager notices that the vendor is continuously asking for changes on the procurement statement of work (SOW). These changes would improve the project outcome. What should the project manager do next?
Answer: C
"...This changes would improve the project outcome". A supplier doesn't generally have all the information for such a statement, this imply that this statement have been formulated by the someone in the project management core team. Therefore C is the correct answer.
Source: Adapted from community discussion — novantuno
A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV) to actual cost (AC) for the project and has found the calculated result to be 0.9024. What does this value mean for the project?
Answer: B
The figure is less than 1 which shows that AC>EV this means the project is earning less value than expected, A should be the right choice here.
Source: Adapted from community discussion — pmp_237student
A customer complains that the user stories released so far contain too much jargon and do not reflect the expectations of the product. What should the project manager do next?
Answer: C
I wouldn't say I like those options... Even C is wrong because I don't want to rewrite all stories because someone said so. I may check with the customer, understand his point, and see where I could write better but if I miswrote everything, dude, I'm the problem
Source: Adapted from community discussion — Fyrus
An unforeseen event has shut down public works projects for 4 weeks. Activities on the critical path will fall behind based on the project schedule. What should the project manager do?
Answer: D
D. Review the project management plan to see the impact of the possible delay. The project manager should review the project management plan to assess the impact of the unexpected event on the project schedule, budget, and scope. They should analyze the project schedule to identify any critical activities that may fall behind and determine if there is any flexibility in the schedule to accommodate the delay. They should also assess the available resources and determine if additional resources are required to get the project back on track. Based on this analysis, the project manager should develop a plan to mitigate the impact of the delay on the project and communicate the plan to the stakeholders.
Source: Adapted from community discussion — Hung1
During a regular project progress meeting, the CEO informed the project manager that a major stakeholder has been unaware of recent developments on the project. The project manager is sure that the stakeholder was duly identified and classified in the stakeholder register. Which project document should the project manager review in order to determine the reason for this issue?
Answer: D
D. Stakeholder engagement assessment matrix already contains the list of stakeholders (stakeholder register) and determines who shall receive certain communications.
Source: Adapted from community discussion — MsPigeon
A healthcare organization hired a new compliance specialist to ensure that the healthcare compliance needs are met. The feedback about the new compliance specialist from the team was average. What should the project manager do to help the new compliance specialist improve?
Answer: A
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