A project manager is leading a small project with a low budget and a short, tight schedule.
Many of the stakeholders are within the organization and have varying levels of interest.
Which approach should the project manager use with the stakeholders?
Correct Answer:
C
According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should share all relevant project information with the stakeholders, such as the project objectives, scope, schedule, cost, quality, risks, issues, changes, and progress. This will help to keep the stakeholders informed, aligned, and satisfied with the project, and to obtain their feedback and support. Scheduling one-on- one meetings, providing daily reports, or minimizing communication are not the best approaches, as they may not suit the preferences, availability, or influence of the stakeholders, and they may not address the complexity, uncertainty, or urgency of the project information. References: PMBOK Guide 7th Edition, page 12-13.
A laboratory is launching a new product, defined to be executed in eight iterations with a fixed release date. At the beginning of the second iteration, the project managerrealizes that a significant regulatory feature is missing in the project backlog.
What should the project manager do?
Correct Answer:
D
According to the PMBOK Guide, 7th edition, the project manager should engage stakeholders to understand their needs and expectations, and to manage changes that may affect the project scope, schedule, cost, quality, or benefits1. In this case, the missing regulatory feature is a change that may have significant impact on the project objectives and constraints, especially the fixed release date. Therefore, the project manager should invite stakeholders to discuss the impact of adding the feature, and to agree on the best way to handle it, such as reprioritizing the backlog, adjusting the iteration length, or negotiating the release date. This is also consistent with the agile principle of customer collaboration over contract negotiation2. References:
✑ 1: PMBOK Guide, 7th edition, Chapter 3: Engage Stakeholders, p. 51-52
✑ 2: Agile Practice Guide, p. 9
A project team has identified a risk and wants to accept it as an opportunity to finish a project earlier than planned. The project manager realizes that the sponsor may not accept the risk since the sponsor is
risk averse.
What should the project manager do?
Correct Answer:
C
According to the PMBOK® Guide, a project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Positive risks are referred to as opportunities, and negative risks are referred to as threats. A project team can use different strategies to respond to positive risks or opportunities, such as exploit, enhance, share, or accept. Accepting a positive risk means acknowledging the opportunity and being willing to take advantage of it if it occurs, but not actively pursuing it. A project team may accept a positive risk if it has low probability or low impact, or if the cost of pursuing it outweighs the potential benefit.
In this question, the project team has identified a positive risk that could allow them to finish the project earlier than planned, and they want to accept it. However, the project sponsor is risk averse, meaning that they prefer to avoid taking risks, even if they are positive. The project manager needs to communicate with the sponsor and convince them that accepting the risk is a reasonable and beneficial decision. To do that, the project manager should use a quantitative risk analysis technique, such as Monte Carlo analysis, to determine the probability and impact of the risk, and how it will affect the project schedule. Monte Carlo analysis is a simulation technique that uses random variables to model the uncertainty and variability of the project. It generates multiple scenarios of possible outcomes and calculates the probability distribution of the project completion time. By using Monte Carlo analysis, the project manager can show the sponsor the expected value and range of the project duration, and the likelihood of completing the project early. This will help the sponsor understand the potential benefit of accepting the risk, and make an informed decision based on data and facts.
The other options are not correct because they do not provide a valid way to communicate with the sponsor and justify the risk acceptance strategy. Option A is wrong because it assumes that the sponsor’s main concern is the cost and profit of the project, which may not be true. Moreover, it does not explain how the risk will affect the project schedule or the probability of finishing early. Option B is wrong because it downplays the risk and does not address the sponsor’s risk aversion. It also does not provide any evidence or analysis to support the claim that the risk is a nonevent type. Option D is wrong because it contradicts the risk acceptance strategy. Creating a contingency reserve is a way of preparing for negative risks or threats, not positive risks or opportunities. It implies that the project manager is trying to avoid or mitigate the risk, rather than accept it. References:
✑ PMBOK® Guide, 6th edition, pages 431-432, 444-445
✑ Risk Acceptance as a Risk Response Strategy
✑ PMP Exam Strategies for Risk Response: Mitigate Risk, Avoid, or Transfer
✑ Understand Risk Acceptance in Project Management
A project has been running successfully for 2 months. At a regular project meeting, the team raises several potential obstacles to future progress. The obstacles include vendor delivery performance, technical performance of a subsystem, and conflict with another division of the organization.
What should the project manager do next?
Correct Answer:
D
The comprehensive and detailed explanation is as follows:
The project manager should work with the team and others in the network to assess and prioritize the obstacles, because this is part of the monitor and control project work process, which involves tracking, reviewing, and reporting the progress and performance of the project, and identifying and initiating change requests as necessary. The project manager should also use the perform integrated change control process to review and approve change requests, and update the project documents and plans accordingly.
The other options are not correct because:
✑ A. Determine a change response to identify and resolve the obstacles to move the project forward. This is not the next step, because the project manager should first assess and prioritize the obstacles before determining a change response. Moreover, the change response should be approved by the change control board before implementation.
✑ B. Escalate the obstacles to the project sponsor for assistance with resolution.
This is not the best option, because the project manager should try to resolve the obstacles within the project team and network first, before escalating them to the project sponsor or other senior management. Escalating the obstacles too soon may indicate a lack of leadership and problem-solving skills on the part of the project manager.
✑ C. Engage with the external stakeholders and the other division of the organization to resolve the issues. This is not the next step, because the project manager should first assess and prioritize the obstacles with the project team and network, and then determine the appropriate communication and stakeholder engagement strategies to resolve the issues. Engaging with the external stakeholders and the other division of the organization without a clear plan may lead to confusion and conflict.
The references are:
1: PMP Examination Content Outline - June 2019 - Project Management Institute 2: 180 PMP Practice Questions (2021 Edition) - Academia.edu : A Guide to the ProjectManagement Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4: Project Integration Management : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 3: The Role of the Project Manager : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13: Project Stakeholder Management
A project manager is newly assigned to the second phase ofan ongoing project. During the implementation, a defect occurred and no oneknows how to fix it, as the former engineering team has moved to another project. The customer warns that previously, this defect negatively affected the project schedule.
What should the project manager do first?
Correct Answer:
B
According to the PMBOK Guide, 7th edition, organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. OPAs include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to execute or govern the project. OPAs can be grouped into two categories: processes and procedures, and corporate knowledge base. In this question, the project manager is newly assigned to the second phase of an ongoing project. During the implementation, a defect occurred and no one knows how to fix it, as the former engineering team has moved to another project. The customer warns that previously, this defect negatively affected the project schedule. The question asks what the project manager should do first.
Based on this information, the best answer is option B, which is to check the organizational process assets (OPAs). This is because checking the OPAs is a project management practice that can help the project manager to find relevant information and guidance on how to fix the defect and prevent further delays. Checking the OPAs can involve reviewing the processes and procedures, such as the quality management plan, the change management plan, the issue log, the defect repair procedures, and the lessons learned register. Checking the OPAs can also involve accessing the corporate knowledge base, such as the historical information, the project records, the best practices, and the expert judgment. Checking the OPAs can help the project manager to understand the nature and cause of the defect, as well as to identify and implement the appropriate corrective actions. Option A, which is to acquire knowledgeable resources, is not a good answer. This is because acquiring knowledgeable resources may not be the first step or the best solution for the project manager. Acquiring knowledgeable resources is a process that involves obtaining the human resources needed to complete the project activities. Acquiring knowledgeable resources may involve hiring, contracting, or training processes. Acquiring knowledgeable resources may not be the first step, as it may require some prior analysis and planning. Acquiring knowledgeable resources may not be the best solution, as it may involve additional costs, time, and risks.
Option C, which is to update the risk management plan, is not a good answer. This is because updating the risk management plan may not be relevant or effective for the project manager. The risk management plan is a document that describes how risk management activities will be planned, structured, and performed throughout the project. The risk management plan may include the risk management approach, rolesand responsibilities, budget and schedule, risk categories, risk appetite and tolerance, risk identification and analysis methods, risk response strategies, and risk monitoring and reporting mechanisms. Updating the risk management plan may not be relevant, as the defect is not a risk, but an issue that has already occurred and needs to be resolved. Updating the risk management plan may not be effective, as it may not address the root cause or the impact of the defect. Option D, which is to extend the timeline of the project, is not a good answer. This is because extending the timeline of the project may not be necessary or acceptable for the project manager. Extending the timeline of the project is a process that involves modifying the project schedule to accommodate the changes or delays in the project activities. Extending the timeline of the project may involve submitting a change request to the appropriate authority for review and approval. Extending the timeline of the project may not be necessary, as the project manager may be able to fix the defect and recover the schedule by using the OPAs. Extending the timeline of the project may not be acceptable, as it may affect the stakeholder satisfaction, business value, and project benefits. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; [PMP Sample Test Questions].