A project manager has been managing a highly complex project. The project manager has
ensured that all of the required tasks have been completed.
During a recent external audit, the project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented.
What should the project manager have done to ensure that there were no liabilities arising from the recent implementation?

1. A. Ensured that all the required approvals were received per the organizational procedures
2. B. Ensured that all defects identified during testing were resolved before implementation
3. C. Ensured that all of the required tasks identified in the scope were completed successfully
4. D. Ensured that all documentation was completed post implementation before closing the project

Correct Answer: A
According to the PMBOK Guide, a project manager is responsible for ensuring that the project complies with the relevant laws, regulations, policies, standards, and ethical codes that apply to the project context and environment1. A project manager should also ensure that the project deliverables meet the quality requirements and expectations of the project stakeholders2. A project manager should also ensure that the project documentation is complete, accurate, and updated throughout the project life cycle3.
In this scenario, the project manager has been managing a highly complex project and has ensured that all of the required tasks have been completed. However, during a recent external audit, the project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented. This implies that the project manager did not ensure that the project complied with the applicable laws, regulations, or standards that govern the project domain or industry. The project manager should have ensured that all the required approvals were received per the organizational procedures before implementing the module, as this would have prevented the liability and the penalty. The organizational procedures may include obtaining legal, regulatory, contractual, or internal approvals from the appropriate authorities or parties4.
The project manager should not have ensured that all defects identified during testing were resolved before implementation, as this is not relevant to the liability issue. The project manager should have done this as part of the quality management process, but this would not have guaranteed compliance with the external laws, regulations, or standards. The project manager should not have ensured that all of the required tasks identified in the scope were completed successfully, as this is not sufficient to avoid theliability issue. The project manager should have done this as part of the scope management process, but this would not have ensured compliance with the external laws, regulations, or standards. The project manager should not have ensured that all documentation was completed post implementation before closing the project, as this is too late to prevent the liability issue.
The project manager should have done this as part of the closure process, but this would not have avoided the penalty for the non-compliant module.
References: 1: PMBOK Guide, 6th edition, page 39. 2: PMBOK Guide, 6th edition, page 286. 3: PMBOK Guide, 6th edition, page 123. 4: PMBOK Guide, 6th edition, page 377.

A software delivery project began having technical impediments. The issue may cause a delay of the deliverables. The technical service team has been working on the issue, but the issue is unresolved even
after 1 week of maintenance.
What should the senior project manager do now?

1. A. Use interpersonal skills to expedite the issue.
2. B. Update the issue log with the status and priority.
3. C. Send a gentle reminder to the technical service team.
4. D. Issue a formal warning to the technical service team.

Correct Answer: B
According to the PMBOK Guide 7th Edition, an issue log is a tool for managing issues that arise during a project. It records the issue description, the owner, the status, the priority, and the resolution date. Updating the issue log with the status and priority of the technical impediment is the best action for the senior project manager to do now, as it helps to track the progress of the issue resolution and communicate it to the relevant stakeholders. Using interpersonal skills, sending a reminder, or issuing a warning are not sufficient actions to manage the issue effectively, as they do not provide a clear and documented record of the issue and its impact on the project. References: PMBOK Guide 7th Edition, page 215-216.

A network transformation project to increase efficiency and return on investment (ROI) is in the implementation stage. A conflict between the head of the network and the transformation manager arises.
What should the project manager do to manage this?

1. A. Analyze the context of the issue.
2. B. Evaluate the influence of the parties involved.
3. C. Lead the parties to find a compromise.
4. D. Escalate the problem to the project sponsor.

Correct Answer: A
According to the PMBOK Guide, the project manager should first analyze the context of the conflict, such as the root cause, the impact, the urgency, and the interrelationships of the parties involved. This will help the project manager to choose the appropriate conflict resolution technique and to avoid unnecessary escalation. The other options are possible actions that the project manager can take after analyzing the context, but they are not the first step in managing the conflict. References: PMBOK Guide, 7th edition, page 255.

A project manager is leading a large public project that will have a high impact on the town's citizens. How should the project manager define the differentrequirements?

1. A. Include only the key requirements and keep the stakeholders informed about scope decisions.
2. B. Add only the opinions of the team, because they know the objectives of the project.
3. C. Include only the common requirements of each stakeholder group in the project goals.
4. D. Analyze the interests and influence of stakeholders and evaluate their requirements.

Correct Answer: D
According to the PMBOK Guide 7th Edition, the project manager should identify and engage stakeholders throughout the project life cycle and collect their requirements using various techniques such as interviews, surveys, focus groups, workshops, observation, prototyping, etc. The project manager should also analyze the interests and influence of stakeholders and prioritize their requirements based on the project objectives, scope, and value. The project manager should not exclude or ignore any stakeholder requirements, as this may lead to dissatisfaction, conflicts, or scope changes later in the project12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.

During a project status meeting with senior managers, the project manager gives an update about the status of a deliverable. Some of the
senior managers claim not to know about the deliverable. What should the project manager do next?

1. A. Check if these stakeholders attend regular project meetings.
2. B. Meet with these stakeholders to review the project charter.
3. C. Review the project charter to validate this claim.
4. D. Validate if the project charter changed from the original one.

Correct Answer: B
According to the PMBOK Guide 7th Edition, the project charter is a document that authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and key stakeholders. The project charter should be approved by the project sponsor and communicated to all relevant stakeholders, including senior managers, to ensure their alignment and commitment to the project. If some of the senior managers claim not to know about the deliverable, it indicates that they may not have been properly informed or involved in the project charter development or approval process. Therefore, the project manager should meetwith these stakeholders to review the project charter and clarify their roles, responsibilities, expectations, and interests in the project. This will help to resolve any confusion or conflict and to gain their support and buy-in for the project. Checking if these stakeholders attend regular project meetings, reviewing the project charter, or validating if the project charter changed are not sufficient actions, as they do not address the root cause of the communication gap or the stakeholder engagement issue, and they may not improve the relationship or trust between the project manager and the senior managers. References: PMBOK Guide 7th Edition, page 45-46.