A project needs to acquire a large volume of electrical supplies on a weekly delivery cycle. There are many suppliers interested in partnering, so the project manager feels confident they can negotiate a goodprice.
What should the project manager do first in order to ensure the best overall value in the future contract?
Correct Answer:
D
According to the PMBOK Guide, the project manager is responsible for planning, conducting, and controlling procurements throughout the project life cycle. One of the tools and techniques for planning procurements is procurement documentation, which includes the policies, procedures, guidelines, and legal parameters that are required in the contract. Procurement documentation can help the project manager define the procurement approach, criteria, and terms and conditions for the contract, as well as ensure compliance with organizational and external standards and regulations. In this scenario, the project needs to acquire a large volume of electrical supplies on a weekly delivery cycle, and there are many suppliers interested in partnering. The project manager feels confident they can negotiate a good price, but before doing so, they need to ensure the best overall value in the future contract. The first thing that the project manager should do is to identify the policies, procedures, guidelines, and legal parameters that are required in the contract, using procurement documentation as a tool. This option can help the project manager establish the procurement framework, scope, and specifications, as well as protect the project’s interests and rights in the contract. Contacting each of the potential suppliers, creating a time-based bill of materials, or meeting with the project sponsor are not the first things that the project manager should do, as they are related to conducting or controlling procurements, not planning procurements. These options may also be premature or ineffective if the procurement documentation is not identified beforehand. References: PMBOK Guide, 7th edition, pages 245-246, 12.1 Plan Procurements.
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?
Correct Answer:
C
According to the PMBOK Guide, the ratio of earned value (EV) to actual cost (AC) is called the cost performance index (CPI). The CPI measures the cost efficiency of the project work. A CPI of 1 means that the project is on budget, a CPI greater than 1 means that the project is under budget, and a CPI less than 1 means that the project is over budget. In this question, the CPI is 0.9024, which means that the project is spending more than it is earning. This indicates that the project is close to exceeding the planned cost, and corrective actions may be needed to control the cost performance. References: PMBOK Guide, 6th edition, pages 267, 268, 269.
In a hybrid project, the customer has issued a contract that specifies the deliverables for each quarter. The customer wants to show their stakeholders a tangible outcome in the first quarter and wants to move the second milestone to the first quarter. The project manager explains to the customer that it is not feasible unless the requirements for the second milestone are changed.
Which two actions should the project manager take? (Choose 2)
Correct Answer:
AD
In a hybrid project, the project manager needs to balance the customer’s expectations and the team’s capabilities, while following the contract terms and the project management plan. The project manager should ask the customer for their priorities regarding the requirements for the second milestone, as this can help to identify the most important features or functionalities that the customer wants to deliver in the first quarter. This can also help to manage the scope and avoid scope creep. The project manager should also go back to the development team and discuss which second milestone requirements can be performed in the first quarter, as this can help to assess the feasibility and the impact of the change request on the schedule, cost, quality, and resources. The project manager should then communicate the results of the analysis to the customer and negotiate a mutually acceptable solution.
The other options are not appropriate actions for the project manager to take. Option B is not customer-oriented and does not address the customer’s need for a tangible outcome. Option C is not constructive and does not offer any alternatives or solutions. Option E is not proactive and does not involve the customer or the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 134-135, 176-177, 444- 445; PMP Exam Content Outline, 2021, pages 9-10, 14-15
A project manager is leading a hybrid project. The only available resources that have experience with agile are not at the project manager's location. The project has a strict schedule and budget, and the project manager is concerned about their ability to deliver it. What should the project manager do?
Correct Answer:
C
According to the PMBOK Guide, 6th edition, a hybrid project is a project that uses a combination of predictive, iterative, incremental, and agile approaches to deliver the project objectives. A hybrid project may require different types of resources, skills, and methods to manage the project effectively. In this question, the project manager is leading a hybrid project that involves agile resources who are not at the same location as the project manager. The project also has a strict schedule and budget, which means that the project manager has to balance the scope, time, and cost constraints of the project. The question asks what the project manager should do in this situation.
Based on this information, the best answer is option C, which is to engage the agile resources through video conferencing on a daily basis. This is because video conferencing is a tool that can facilitate communication and collaboration among geographically dispersed team members. Video conferencing can also help the project manager to monitor the progress and performance of the agile resources, as well as to provide feedback and guidance. Video conferencing can also support the agile practices of daily stand-up meetings, sprint reviews, and retrospectives, which are essential for agile teams to deliver value and quality. Engaging the agile resources through video conferencing on a daily basis can help the project manager to overcome the challenges of leading a hybrid project, as well as to meet the schedule and budget constraints of the project.
Option A, which is to plan to have the agile resources temporarily relocate to the project manager’s location, is not a good answer. This is because relocating the agile resources may not be feasible or cost-effective, as it may involve additional expenses, logistics, and risks. Relocating the agile resources may also disrupt their work environment, productivity, and motivation. Relocating the agile resources may not be necessary, as video conferencing can provide a similar level of interaction and collaboration.
Option B, which is to advise the sponsor that the project will be delayed as agile training will be required, is not a good answer. This is because delaying the project may not be acceptable, as the project has a strict schedule constraint. Delaying the project may also affect the stakeholder satisfaction, business value, and project benefits. Agile training may not be required, as the agile resources already have experience with agile. The project manager may only need to provide some orientation and guidance on how the agile resources can work effectively with the rest of the project team.
Option D, which is to request a budget extension to get local resources experienced in agile, is not a good answer. This is because requesting a budget extension may not beapproved, as the project has a strict budget constraint. Requesting a budget extension may also indicate poor planning and resource management by the project manager. Getting local resources experienced in agile may not be easy or quick, as it may involve hiring, contracting, or training processes. Getting local resources experienced in agile may not be necessary, as the agile resources can work remotely with the project manager and the project team through video conferencing. References: PMBOK Guide, 6th edition, Chapter 1: Introduction1; Chapter 3: The Role of the Project Manager2; Chapter 9: Project Resource Management3; Chapter 10: Project Communications Management4; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 7: Plan and manage project/phase resources.
The project team is experiencing schedule delays due to issues arising with suppliers. Some of the tasks are on the critical path.
What should the project manager do in this situation?
Correct Answer:
B
According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. If there are issues that affect the projectschedule, scope, quality, or cost, the project manager should escalate them to the appropriate level of authority for resolution. In this case, the supplier- related issues are causing schedule delays on the critical path, which means they could jeopardize the project completion date. Therefore, the project manager should escalate them to the sponsor, who is the person or group that provides the financial resources and support for the project. The sponsor can help resolve the issues by negotiating with the suppliers, providing additional resources, or approving changes to the project plan. References: PMBOK Guide, 7th edition, pages 11, 12, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, and 25.
