At the end of planning a new project, the project manager needs to schedule the kick-off meeting but is having difficulty finding a common time slot when all necessary stakeholders can be available onsite. How should the project manager proceed to schedule the kick-off meeting?
A. Email all stakeholders with the objectives of the project and ask for feedback.
B. Wait for a date when all required attendees can be available onsite.
C. Run separate meetings to accommodate everyone's schedule.
D. Schedule a virtual meeting so onsite and remote stakeholders can attend at the same time.
In the middle of a project, a business unit manager who regularly interacts with the project manager's team is promoted to a higher management position. The replacement manager is from the same unit and is somewhat familiar with the project.
After getting more information about the new manager, what is the project manager's next step?
A. Contact the previous business unit manager to learn more about the new manager.
B. Update the stakeholder register and the stakeholder engagement plan to include the new manager.
C. Send the new manager a copy of the project charter to ensure the project objectives are understood.
D. Schedule a meeting with the new manager to discuss the business analysis team's plans.
A project manager is managing multiple teams. One team member complains to the project manager about the favoritism shown by a team lead to another team member and cites multiple instances. Risk Response Strategies Analyze if someone else could contribute Record the observations and move ahead Check for options to exclude the stakeholder.
What should the project manager do to resolve the team member's concerns?
A. Use the withdraw/avoid technique to allow the individuals to resolve the issue between themselves.
B. Use a problem-solving approach and set up a discussion with the team lead and team member.
C. Establish guidelines for team leads to ensure that all team members are appropriately treated.
D. Provide direction to the team lead on how to resolve the issue with the team member directly.
A project sponsor asks the project team to add an enhancement to the project. How should the project manager address this request?
A. Check if the budget can cover the enhancement
B. Accept the request because it came from the project sponsor
C. Refuse the project sponsor's request because it is out of scope
D. Validate the proposed change's impact on the project.
A project manager prepared the base budget model to deliver a highly customizable software solution. The solution will be delivered in multiple countries with significantly different cultures and will be staged over phases. What should the project manager do next?
A. Review the base model with the team leaders in each country to establish an independent budget for each phase.
B. Overestimate costs and underestimate revenues to include the impacts of different cultural elements.
C. Apply the company's operational budgeting model.
D. Ask the project management office (PMO) to review the draft budget.
During the execution of a financial project, a project manager met with the project team weekly to evaluate the project's progress. However, the sponsor requests that project performance be checked daily. The key team members disagree with this requirement and argue that they do not have enough time to go to daily meetings because they are at an executive level.
What should the project manager do first?
A. Negotiate with the key team members to send a daily report and let the sponsor know that the project cost will increase. ty
B. Recommend to the sponsor that performance of the project be reviewed once per week.
C. Review the communications management plan and submit a change request if required.
D. Evaluate the capacity of each team member to attend daily meetings in person or virtually and reduce the time of each meeting.
A project is ending and the final deliverables have been accepted by the customer. The project team is pleased that the project was a success, however, some groups within the customer's organization believe the objective of the project was not met.
What should the project manager have done to avoid this issue?
A. Distributed a detailed quality management plan to the key stakeholders.
B. Included the final report during the closing phase to ensure common understanding.
C. Identified key stakeholders and included all of them in project agreement discussions.
D. Performed project reporting according to the communications management plan.
On a transformational project, the project manager is confronted with resistance from the stakeholders. To overcome this and gain acceptance of the change, what should the project manager do first?
A. Escalate the issue to the project sponsor.
B. Review the stakeholder engagement plan.
C. Update the issue log.
D. Neutralize the negative stakeholders.
Due to organizational changes, several key stakeholders are replaced by new ones in the middle of a project. As a result, numerous new requirements are raised. What should the project manager do to ensure success of the project?
A. Review and prioritize new requirements with stakeholders to determine which change requests are needed.
B. Escalate the issue to the project sponsor and seek support to keep the original requirements.
C. Seek immediate approval to amend the project timeline and budget in order to deliver all new requirements
D. Emphasize to the new stakeholders that new requirements are not allowed at this stage of the project
In the past, the project manager and the project team performed well using predictive methodology. However, the organization recently decided to adopt agile approaches, and the project sponsor wants to use an agile approach in an upcoming project.
Before initiating the project, what should the project manager do?
A. Prepare a risk report that captures the probability and impact of risks, and then share it with the project sponsor.
B. Share the organization's decision with the team and make plans to adopt an agile approach in the upcoming project.
C. Make a request to human resources for new team members who have agile experience.
D. Ask the project sponsor to change the approach back to predictive as that is the team's strength.
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