For some time now, doubts have been raised about who is responsible for delivering a key benefit of a project. What should the project manager do next?
Correct Answer:
D
The project manager should meet with the stakeholders involved to clearly define their roles and responsibilities with regard to the benefit. This will help to clarify the expectations, avoid confusion, and ensure alignment of the project objectives with the business needs. Option A is not the best answer because documenting the risk in the risk register and generating the risk responses and their respective associated plans is a reactive approach that does not address the root cause of the problem. Option B is not the best answer because meeting with the customer to obtain consensus with the recipient of the benefit and determine a means to deliver the benefit may not resolve the issue of who is responsible for delivering the benefit. Option C is not the best answer because understanding the context of the situation and escalating the problem to the steering committee may not be necessary or appropriate if the project manager can resolve the issue by meeting with the stakeholders involved. References: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut
However, I cannot guarantee that this answer is 100% verified or accurate, as it is based on a third-party source and not the official PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other reliable sources for more information and confirmation. I hope this helps.
DRAG DROP
During a project's planning session, the project team discussed selecting the required information to be included in the monthly progress report This report will be produced in the Executing and Monitor and Controlling phases and will be used when communicating project progress to the client
Match the scenario on the left with the action on the right.
Solution:
The correct answer is to match the scenario on the left with the action on the right as follows:
✑ Team will measure the progress and convert it to equivalent dollar value -> Earned Value Analysis
✑ Team will measure project progress and compare it to base schedule -> Schedule Variance
✑ Team will show the project progress with measurement of cost & schedule -> Cost Performance Index and Schedule Performance Index
✑ Team will show a graphical representation of actual progress, trend progress, and the planned progress -> S-Curve
Comprehensive and Detailed Explanation: According to the PMBOK® Guide – Seventh Edition1, a monthly progress report is a type of performance report that provides information on the project’s status, achievements, issues, and risks. It is used to communicate project progress to the client and other stakeholders, and to support decision making and corrective actions. A monthly progress report typically includes the following elements:
✑ Project summary: A brief overview of the project’s objectives, scope, deliverables, milestones, and key performance indicators (KPIs).
✑ Project performance: A detailed analysis of the project’s performance in terms of cost, schedule, quality, scope, and risks. This section may use various tools and techniques, such as:
✑ Project issues and risks: A list of the current and potential issues and risks that affect the project, and their impact, probability, and mitigation strategies. This section may use a risk register or a risk matrix to document and prioritize the risks.
✑ Project changes: A summary of the changes that occurred or are requested during the project, and their impact on the project’s scope, cost, schedule, quality, and risks. This section may use a change log or a change request form to track and approve the changes.
✑ Project action items: A list of the tasks or activities that need to be completed or followed up by the project team or stakeholders. This section may include the assignee, due date, status, and priority of each action item.
References: 1: PMBOK® Guide – Seventh Edition | Project Management Institute
Does this meet the goal?
Correct Answer:
A
In a complex project with several subcontractors, one subcontractor reports a likely delay in the schedule. This could affect the other subcontractors and impact their ability to deliver on time.
What should the project manager do first?
Correct Answer:
D
When a project faces a potential delay in the schedule, the project manager should not report, change, or escalate the issue without first assessing the impact and the root cause of the delay1. The project manager should analyze the schedule to determine how the delay affects the critical path, the float, and the dependencies of the project activities2. The project manager should also update the risk register, which is a document that records the identified risks, their probability, impact, response strategies, and
status3. Updating the risk register can help the project manager identify and prioritize the risks associated with the delay, and plan appropriate responses to mitigate or avoid them4. References: 1: PMBOK Guide, 6th edition, p. 112 2: PMBOK Guide, 6th edition, p. 202 3: PMBOK Guide, 6th edition, p. 414 4: PMBOK Guide, 6th edition, p. 417
A new marketing vice president just joined a software startup and is concerned that the agile model does not provide the needed accountability for their role.What should the responsible project manager do to ensure the vice president is comfortable with the project meeting its agreements?
Correct Answer:
B
In an agile model, the project manager should leverage the use of the review/demo sessions with the vice president to demonstrate the working product increment and obtain feedback and acceptance. This will help to ensure that the project is meeting the agreements and satisfying the customer needs. The other options are not consistent with the agile principles of customer collaboration, responding to change, and self-organizing teams. References: PMBOK Guide, 7th edition, page 30-31, 34-35, 40-41.
A team has been working on a project for several months, but the completion date is unclear because the scope is changing frequently as new knowledge is gained. Some deliverables have already been completed, but when new stakeholders join the team, they complain that project outcomes are not meeting business goals.
How can the project manager prevent this situation from happening in the future?
Correct Answer:
B
This question is about managing a project with frequent scope changes and new knowledge, which suggests that the project is following an adaptive or agile approach. In such a situation, the project manager should use agile practices and tools to ensure that the project outcomes are aligned with the business goals and the stakeholder expectations. One of these practices is to create a prioritized backlog, which is a list of features or requirements that are ranked according to their value and urgency. The backlog helps the team to focus on the most important and relevant work items and to deliver them in short iterations. Another practice is to define iteration review sessions with stakeholders, which are meetings that occur at the end of each iteration to demonstrate the completed deliverables, collect feedback, and validate the value and quality of the work. The iteration review sessions help the team to communicate with the stakeholders, incorporate their input, and ensure their satisfaction. These practices can prevent the situation from happening in the future, as they can enhance the transparency, collaboration, and alignment of the project. The other options are not as suitable for managing a project with frequent scope changes and new knowledge, as they are more aligned with a traditional or predictive approach. Creating a detailed WBS and milestone schedule may not be realistic or feasible, as the scope may change or be unclear at the beginning of the project. Scheduling a kick-off meeting for every project phase may not be necessary or effective, as the project may not have distinct phases or the project management plan may change frequently. Scheduling a daily meeting to review team performance and impediments may not be sufficient or relevant, as it does not involve the stakeholders or address the business goals. References:
✑ PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55,
170-171, 176-177, 487.
✑ Ultimate Guide To Hybrid Project Methodologies & How To Make Them, The Digital Project Manager, 2023, pp. 4-5, 9-10.
✑ A Guide to Hybrid Project Management: Blending Agile and Traditional PM, Float, 2023, pp. 3-4, 7-8.
