Practice Free PMP Exam Online Questions
Question #151
A project manager manages multiple information technology (IT) projects in a matrix organization. The project manager schedules a meeting with one of the functional managers to coordinate testing support for two software development projects. Unfortunately, the functional manager is not able to attend the meeting and informs the project manager that there may not be any resources available to test the software.
What should the project manager do?
- A . Discuss the testing requirements with a test engineer and negotiate the best approach to test the newly developed software.
- B . Meet with the project team to collaboratively determine how the project manager can ensure the needed testing assistance is obtained.
- C . Request a meeting with the sponsor to change the scope to allow the development team to conduct testing.
- D . Meet with a procurement specialist to negotiate with a company that specializes in software testing to test the software.
Correct Answer: B
B
Explanation:
In a matrix organization, it is essential for the project manager to collaborate with the project team to resolve resource availability issues. This approach is supported by the PMBOK® Guide, which emphasizes the importance of team engagement and collective problem-solving in project management. By meeting with the project team, the project manager can explore various options, such as adjusting schedules, re-allocating resources, or finding alternative solutions to ensure that the necessary testing support is provided. This method aligns with the principles of stakeholder engagement and resource optimization1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”
B
Explanation:
In a matrix organization, it is essential for the project manager to collaborate with the project team to resolve resource availability issues. This approach is supported by the PMBOK® Guide, which emphasizes the importance of team engagement and collective problem-solving in project management. By meeting with the project team, the project manager can explore various options, such as adjusting schedules, re-allocating resources, or finding alternative solutions to ensure that the necessary testing support is provided. This method aligns with the principles of stakeholder engagement and resource optimization1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”
Question #152
A project sponsor is concerned that the scope is not being met correctly and has questioned several team members about this individually. When the project sponsor approached the project manager, the project manager realized that the issue was that the project sponsor understood the scope in a different manner than the project team.
What should the project manager do to address this issue?
- A . Request that the project team change their task deliverables to reflect the project sponsor’s requirements.
- B . Set up a daily standup and request that the project sponsor attend to understand the project’s tasks and deliverables.
- C . Ask the project team to compile a project scope document and obtain approval from the project sponsor.
- D . Facilitate a stakeholder alignment session so that the team and project sponsor are in agreement with the deliverables.
Correct Answer: D
D
Explanation:
The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK’s emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project’s objectives and deliverables12. It is also in line with the PMI-PBA’s focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34.
Reference: PMBOK Guide and Standards1
Scope Management | PMI2
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3 Link your business analysis plan to the organization’s strategy | IIBA®4
D
Explanation:
The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK’s emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project’s objectives and deliverables12. It is also in line with the PMI-PBA’s focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34.
Reference: PMBOK Guide and Standards1
Scope Management | PMI2
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3 Link your business analysis plan to the organization’s strategy | IIBA®4
Question #153
A company is leading a project to develop a new product using an agile approach. A supplier was contracted to provide a solution for one of the product features based on mandatory scope, stable requirements, and fixed-price contract. During a meeting with the supplier, the project manager was informed that the company’s business analyst also asked the supplier to add a solution for another feature as part of their deliverable.
What should the project manager do?
- A . Add the feature to the supplier’s requirement list so they can deliver it.
- B . Ask the supplier to accommodate the additional scope under the current agreement.
- C . Ensure the project team understands the agreement and contract in place with the supplier.
- D . Monitor the work the business analyst is performing to avoid scope creep.
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers.
Reference: PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6
PMI-PBA Guide, section 6.3.3.1
According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers.
Reference: PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6
PMI-PBA Guide, section 6.3.3.1
C
Explanation:
According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers.
Reference: PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6
PMI-PBA Guide, section 6.3.3.1
According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers.
Reference: PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6
PMI-PBA Guide, section 6.3.3.1
Question #154
During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of this approach has been proven in past projects inside the organization
What should the project manager do first?
- A . Update project documents to include adaptive tools and artifacts and plan the first iterative session
- B . Contact the project sponsor and request new team members who are familiar with adaptive projects
- C . Confirm team capabilities before introducing adaptive tools and artifacts to the project
- D . Freeze the design stage and look for an external resource to run iterative design at extra cost
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to tailor the project delivery approach based on the project characteristics, context, and environment. This means that the project manager should select the appropriate tools, techniques, methods, and artifacts that best suit the project needs and objectives. If the project manager realizes that the project will benefit from using adaptive tools, such as agile or hybrid methods, then the project manager should update the project documents accordingly and plan the first iterative session. This will enable the project team to deliver value incrementally and iteratively, and to respond to changes and feedback more effectively.
Option A is the best answer for this question.
Option B is not the best answer because contacting the project sponsor and requesting new team members who are familiar with adaptive projects is not the first thing that the project manager should do. It is a possible action that the project manager may take if the current team lacks the skills or experience to work with adaptive tools, but it is not a necessary or immediate action. Moreover, requesting new team members may not always be feasible or desirable, as it may increase the project costs and risks, and may disrupt the team dynamics and performance.
Option C is not the best answer because confirming team capabilities before introducing adaptive tools and artifacts to the project is not the first thing that the project manager should do. It is a good practice to assess the team’s readiness and ability to work with adaptive tools, but it is not a prerequisite or a determinant for tailoring the project delivery approach. The project manager should base the decision on the project characteristics, context, and environment, not on the team capabilities. Moreover, confirming team capabilities may not always be accurate or reliable, as the team may have different levels of familiarity and confidence with adaptive tools.
Option D is not the best answer because freezing the design stage and looking for an external resource to run iterative design at extra cost is not the first thing that the project manager should do. It is a possible action that the project manager may take if the project is too complex or uncertain to be handled by the internal team, but it is not a recommended or proactive action. Freezing the design stage may delay the project delivery and may not reflect the current or future state of the project requirements or stakeholder needs. Looking for an external resource may increase the project costs and risks, and may reduce the project control and quality.
Reference: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50.
A
Explanation:
According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to tailor the project delivery approach based on the project characteristics, context, and environment. This means that the project manager should select the appropriate tools, techniques, methods, and artifacts that best suit the project needs and objectives. If the project manager realizes that the project will benefit from using adaptive tools, such as agile or hybrid methods, then the project manager should update the project documents accordingly and plan the first iterative session. This will enable the project team to deliver value incrementally and iteratively, and to respond to changes and feedback more effectively.
Option A is the best answer for this question.
Option B is not the best answer because contacting the project sponsor and requesting new team members who are familiar with adaptive projects is not the first thing that the project manager should do. It is a possible action that the project manager may take if the current team lacks the skills or experience to work with adaptive tools, but it is not a necessary or immediate action. Moreover, requesting new team members may not always be feasible or desirable, as it may increase the project costs and risks, and may disrupt the team dynamics and performance.
Option C is not the best answer because confirming team capabilities before introducing adaptive tools and artifacts to the project is not the first thing that the project manager should do. It is a good practice to assess the team’s readiness and ability to work with adaptive tools, but it is not a prerequisite or a determinant for tailoring the project delivery approach. The project manager should base the decision on the project characteristics, context, and environment, not on the team capabilities. Moreover, confirming team capabilities may not always be accurate or reliable, as the team may have different levels of familiarity and confidence with adaptive tools.
Option D is not the best answer because freezing the design stage and looking for an external resource to run iterative design at extra cost is not the first thing that the project manager should do. It is a possible action that the project manager may take if the project is too complex or uncertain to be handled by the internal team, but it is not a recommended or proactive action. Freezing the design stage may delay the project delivery and may not reflect the current or future state of the project requirements or stakeholder needs. Looking for an external resource may increase the project costs and risks, and may reduce the project control and quality.
Reference: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50.
Question #155
A project is behind schedule and over budget, resulting in a problem for the next deliverable. The project manager informs the stakeholders, who are very concerned about the project.
What should the project manager do to alleviate the stakeholders’ concerns?
- A . Send communications for clarification so there is a full understanding about the situation.
- B . Demonstrate the performance indexes and recommend corrective actions to the stakeholders
- C . Schedule a kick-off session to explain the problems of the project and gain approval and support
- D . Speak with the sponsor and explain the situation so that the sponsor can explain it to the stakeholders
Correct Answer: C
C
Explanation:
The project manager should schedule a kick-off session to explain the problems of the project and gain approval and support from the stakeholders. This will help to align the expectations, clarify the objectives, and address the concerns of the stakeholders. A kick-off session is a tool and technique of the Develop Project Charter process, which is the first process in the project integration management knowledge area. Sending communications for clarification, demonstrating the performance indexes and recommending corrective actions, or speaking with the sponsor and explaining the situation are all possible actions that the project manager can take after the kick-off session, but they are not the first action that the project manager should take to alleviate the stakeholders’ concerns.
Reference: PMBOK Guide 7th Edition, page 49; Agile Practice Guide, page 26.
C
Explanation:
The project manager should schedule a kick-off session to explain the problems of the project and gain approval and support from the stakeholders. This will help to align the expectations, clarify the objectives, and address the concerns of the stakeholders. A kick-off session is a tool and technique of the Develop Project Charter process, which is the first process in the project integration management knowledge area. Sending communications for clarification, demonstrating the performance indexes and recommending corrective actions, or speaking with the sponsor and explaining the situation are all possible actions that the project manager can take after the kick-off session, but they are not the first action that the project manager should take to alleviate the stakeholders’ concerns.
Reference: PMBOK Guide 7th Edition, page 49; Agile Practice Guide, page 26.
Question #156
The customer wants to show their stakeholders a tangible outcome faster. This requires advancing a milestone.
Which two things should the project manager do? (Choose two)
- A . Inform the customer that moving the milestone has a very high impact on project cost.
- B . Escalate the Issue to senior management so they can impose a solution on the customer.
- C . Convince the customer to keep the requirements as is and not move the milestone.
- D . Review the customer’s priorities regarding the desired requirements for the milestones.
- E . Discuss which requirements can be delivered faster with the project team.
Correct Answer: D, E
D, E
Explanation:
A customer who wants to show a tangible outcome faster is likely to have a high value for early and frequent delivery, which is a principle of agile and adaptive approaches. In such a situation, the project manager should review the customer’s priorities regarding the desired requirements for the milestones, and discuss which requirements can be delivered faster with the project team. This is a way to apply the concept of value-driven delivery, which focuses on maximizing the value of the product and satisfying the customer’s needs. Informing the customer that moving the milestone has a very high impact on project cost, escalating the issue to senior management, or convincing the customer to keep the requirements as is are not effective ways to deal with the customer’s request,
as they do not address the customer’s value or needs, and may create conflict or
dissatisfaction.
Reference: [PMI Agile Practice Guide], page 8; [PMBOK® Guide 6th Edition], page 18.
D, E
Explanation:
A customer who wants to show a tangible outcome faster is likely to have a high value for early and frequent delivery, which is a principle of agile and adaptive approaches. In such a situation, the project manager should review the customer’s priorities regarding the desired requirements for the milestones, and discuss which requirements can be delivered faster with the project team. This is a way to apply the concept of value-driven delivery, which focuses on maximizing the value of the product and satisfying the customer’s needs. Informing the customer that moving the milestone has a very high impact on project cost, escalating the issue to senior management, or convincing the customer to keep the requirements as is are not effective ways to deal with the customer’s request,
as they do not address the customer’s value or needs, and may create conflict or
dissatisfaction.
Reference: [PMI Agile Practice Guide], page 8; [PMBOK® Guide 6th Edition], page 18.
Question #157
During project completion, a project manager receives a request from the customer for a reduced cost of goods. The customer’s request will affect the sales department’s budget and forecast.
In order to reach a consensus and have a successful project completion, what should the project manager do first?
- A . Analyze the bounds of the negotiation for agreement with both parties.
- B . Identify and satisfy both parties’ underlying wants.
- C . Comply with the customer’s request to achieve the project mandate.
- D . Initiate a change request to accommodate the revised cost of goods
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, project completion involves verifying that all the project deliverables meet the acceptance criteria and obtaining formal acceptance from the customer. Sometimes, the customer may request changes or modifications to the deliverables, which may affect the project scope, schedule, cost, or quality. In such cases, the project manager should negotiate with the customer to reach a mutually satisfactory agreement that balances the project objectives and the customer expectations. Negotiation is the process of conferring with others to come to terms with them or reach an agreement. The first step in negotiation is to analyze the bounds of the negotiation, which means to identify the best alternative to a negotiated agreement (BATNA), the worst alternative to a negotiated agreement (WATNA), and the zone of possible agreement (ZOPA) for both parties. BATNA is the most advantageous alternative course of action a party can take if negotiations fail and an agreement cannot be reached. WATNA is the worst outcome that a party can expect if negotiations fail. ZOPA is the range of possible outcomes within which an agreement can be reached by both parties. By analyzing the bounds of the negotiation, the project manager can determine the minimum and maximum acceptable outcomes for both parties, and use them as a reference point for making offers and counteroffers. This can help the project manager to avoid deadlock, impasse, or unfavorable outcomes, and to achieve a win-win situation. Therefore, option A is the best answer.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, pages 123-124 PMBOK Guide, 6th edition, Chapter 12: Project Procurement Management, pages 481-482 PMP Exam Questions | 100% Free PMP Example Questions
A
Explanation:
According to the PMBOK Guide, project completion involves verifying that all the project deliverables meet the acceptance criteria and obtaining formal acceptance from the customer. Sometimes, the customer may request changes or modifications to the deliverables, which may affect the project scope, schedule, cost, or quality. In such cases, the project manager should negotiate with the customer to reach a mutually satisfactory agreement that balances the project objectives and the customer expectations. Negotiation is the process of conferring with others to come to terms with them or reach an agreement. The first step in negotiation is to analyze the bounds of the negotiation, which means to identify the best alternative to a negotiated agreement (BATNA), the worst alternative to a negotiated agreement (WATNA), and the zone of possible agreement (ZOPA) for both parties. BATNA is the most advantageous alternative course of action a party can take if negotiations fail and an agreement cannot be reached. WATNA is the worst outcome that a party can expect if negotiations fail. ZOPA is the range of possible outcomes within which an agreement can be reached by both parties. By analyzing the bounds of the negotiation, the project manager can determine the minimum and maximum acceptable outcomes for both parties, and use them as a reference point for making offers and counteroffers. This can help the project manager to avoid deadlock, impasse, or unfavorable outcomes, and to achieve a win-win situation. Therefore, option A is the best answer.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, pages 123-124 PMBOK Guide, 6th edition, Chapter 12: Project Procurement Management, pages 481-482 PMP Exam Questions | 100% Free PMP Example Questions
Question #157
During project completion, a project manager receives a request from the customer for a reduced cost of goods. The customer’s request will affect the sales department’s budget and forecast.
In order to reach a consensus and have a successful project completion, what should the project manager do first?
- A . Analyze the bounds of the negotiation for agreement with both parties.
- B . Identify and satisfy both parties’ underlying wants.
- C . Comply with the customer’s request to achieve the project mandate.
- D . Initiate a change request to accommodate the revised cost of goods
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, project completion involves verifying that all the project deliverables meet the acceptance criteria and obtaining formal acceptance from the customer. Sometimes, the customer may request changes or modifications to the deliverables, which may affect the project scope, schedule, cost, or quality. In such cases, the project manager should negotiate with the customer to reach a mutually satisfactory agreement that balances the project objectives and the customer expectations. Negotiation is the process of conferring with others to come to terms with them or reach an agreement. The first step in negotiation is to analyze the bounds of the negotiation, which means to identify the best alternative to a negotiated agreement (BATNA), the worst alternative to a negotiated agreement (WATNA), and the zone of possible agreement (ZOPA) for both parties. BATNA is the most advantageous alternative course of action a party can take if negotiations fail and an agreement cannot be reached. WATNA is the worst outcome that a party can expect if negotiations fail. ZOPA is the range of possible outcomes within which an agreement can be reached by both parties. By analyzing the bounds of the negotiation, the project manager can determine the minimum and maximum acceptable outcomes for both parties, and use them as a reference point for making offers and counteroffers. This can help the project manager to avoid deadlock, impasse, or unfavorable outcomes, and to achieve a win-win situation. Therefore, option A is the best answer.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, pages 123-124 PMBOK Guide, 6th edition, Chapter 12: Project Procurement Management, pages 481-482 PMP Exam Questions | 100% Free PMP Example Questions
A
Explanation:
According to the PMBOK Guide, project completion involves verifying that all the project deliverables meet the acceptance criteria and obtaining formal acceptance from the customer. Sometimes, the customer may request changes or modifications to the deliverables, which may affect the project scope, schedule, cost, or quality. In such cases, the project manager should negotiate with the customer to reach a mutually satisfactory agreement that balances the project objectives and the customer expectations. Negotiation is the process of conferring with others to come to terms with them or reach an agreement. The first step in negotiation is to analyze the bounds of the negotiation, which means to identify the best alternative to a negotiated agreement (BATNA), the worst alternative to a negotiated agreement (WATNA), and the zone of possible agreement (ZOPA) for both parties. BATNA is the most advantageous alternative course of action a party can take if negotiations fail and an agreement cannot be reached. WATNA is the worst outcome that a party can expect if negotiations fail. ZOPA is the range of possible outcomes within which an agreement can be reached by both parties. By analyzing the bounds of the negotiation, the project manager can determine the minimum and maximum acceptable outcomes for both parties, and use them as a reference point for making offers and counteroffers. This can help the project manager to avoid deadlock, impasse, or unfavorable outcomes, and to achieve a win-win situation. Therefore, option A is the best answer.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, pages 123-124 PMBOK Guide, 6th edition, Chapter 12: Project Procurement Management, pages 481-482 PMP Exam Questions | 100% Free PMP Example Questions
Question #159
After reviewing the project management plan with key stakeholders, the project manager was told that an 18-month release plan was unacceptable and the product should launch in six months.
Based on the new timeline, what should the project manager do?
- A . Plan for overtime apply crashing and fast tracking and share the risk of failure with project stakeholders
- B . Review the project backlog looking for high-priority items and come up with a minimum viable product (MVP) that fits the expected timeline
- C . Seek approval with the sponsor to triple the project budget, hiring more people to compensate for the compressed schedule
- D . Go over the critical path with stakeholders, explaining why it is not possible to deliver all the scope in the expected timeline
Correct Answer: B
B
Explanation:
A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development. It is the simplest version of a product that allows a team to collect the maximum amount of validated learning about customers with the least effort. An MVP can help a project manager to deliver value to the customer faster, test the market demand, and reduce the risk of failure. To create an MVP, the project manager needs to review the project backlog and prioritize the features that are essential to solve the customer’s problem or satisfy their need. The project manager can use agile methods such as user stories, story mapping, and MoSCoW prioritization to identify and rank the features. The project manager can then plan and execute the development of the MVP within the expected timeline and gather feedback from the customer and stakeholders to validate the product and make improvements.
Reference: MVP Definition and Examples | Project Management Glossary – Jexo.
What is a Minimum Viable Product (MVP)? | Agile Alliance MVPs and MBIs – Project Management Institute
B
Explanation:
A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development. It is the simplest version of a product that allows a team to collect the maximum amount of validated learning about customers with the least effort. An MVP can help a project manager to deliver value to the customer faster, test the market demand, and reduce the risk of failure. To create an MVP, the project manager needs to review the project backlog and prioritize the features that are essential to solve the customer’s problem or satisfy their need. The project manager can use agile methods such as user stories, story mapping, and MoSCoW prioritization to identify and rank the features. The project manager can then plan and execute the development of the MVP within the expected timeline and gather feedback from the customer and stakeholders to validate the product and make improvements.
Reference: MVP Definition and Examples | Project Management Glossary – Jexo.
What is a Minimum Viable Product (MVP)? | Agile Alliance MVPs and MBIs – Project Management Institute
Question #160
A complex project is in the execution phase. A key stakeholder who is new to the project has not been approving project deliverables, which could impact the overall progress.
What should the project manager do next?
- A . Capture this in the issue log and escalate it to the project sponsor.
- B . Meet with the stakeholder to understand what is causing the delays.
- C . Facilitate a brainstorming session to find potential workarounds.
- D . Discuss the need to influence this stakeholder with the sponsor.
Correct Answer: B
B
Explanation:
In the scenario where a key stakeholder is not approving project deliverables, it is crucial for the project manager to directly engage with the stakeholder to comprehend the reasons behind the delays. This aligns with the PMI’s guidance on stakeholder engagement, which suggests that understanding stakeholders’ concerns and expectations is essential for project success1. By meeting with the stakeholder, the project manager can clarify any misunderstandings, align expectations, and work collaboratively to address any issues impacting the approval of deliverables. This proactive approach is recommended over merely documenting the issue or seeking influence from others without first attempting to resolve the matter directly with the stakeholder involved23.
Reference: PMI PMP:
How to Handle a New Stakeholder’s Complaint on Project Deliverables1.
Planning effective stakeholder management strategies to do the same thing! | PMI2.
Engaging Stakeholders for Project Success | PMI3.
B
Explanation:
In the scenario where a key stakeholder is not approving project deliverables, it is crucial for the project manager to directly engage with the stakeholder to comprehend the reasons behind the delays. This aligns with the PMI’s guidance on stakeholder engagement, which suggests that understanding stakeholders’ concerns and expectations is essential for project success1. By meeting with the stakeholder, the project manager can clarify any misunderstandings, align expectations, and work collaboratively to address any issues impacting the approval of deliverables. This proactive approach is recommended over merely documenting the issue or seeking influence from others without first attempting to resolve the matter directly with the stakeholder involved23.
Reference: PMI PMP:
How to Handle a New Stakeholder’s Complaint on Project Deliverables1.
Planning effective stakeholder management strategies to do the same thing! | PMI2.
Engaging Stakeholders for Project Success | PMI3.