Practice Free PMP Exam Online Questions
Question #501
A multinational company has a plan to expand their business into a new country where they currently have no presence A project manager is assigned to initiate this project
After reviewing the business case, what should be considered first when developing an appropriate implementation strategy?
- A . Acquire project resources from the new country to mitigate the risk of uncertainty
- B . Evaluate the environmental and regulatory factors and identify high-level risks and assumptions
- C . Identify and monitor the risks closely since the company does not have lessons learned for this country.
- D . Ensure that project sponsors are in agreement on the project deliverables and timeline during the project
Correct Answer: B
B
Explanation:
An implementation strategy is a document that describes the necessary steps for the execution of a project1. An implementation strategy enables the project manager to manage the changes required with minimum disruption to the organization and its various stakeholders, also addressing the concerns of stakeholders outside the project team2. Before developing an implementation strategy, the project manager should review the business case and consider the environmental and regulatory factors that may affect the project in the new country, such as political, economic, social, technological, legal, and environmental aspects3. The project manager should also identify the high-level risks and assumptions that may impact the project scope, schedule, cost, quality, and resources4. These factors will help the project manager to define the project objectives, deliverables, scope, and requirements, as well as to select the appropriate project management methodology, tools, and techniques for the project.
Evaluating the environmental and regulatory factors and identifying high-level risks and assumptions should be considered first when developing an implementation strategy, as they provide the foundation for the project planning and execution. Acquiring project resources from the new country, monitoring the risks closely, and ensuring the project sponsors’ agreement are important activities, but they should be done after the initial assessment of the project environment and context.
Reference: 1:
What Is an Implementation Plan? (Template & Example Included) (https://www.projectmanager.com/blog/implementation-plan)
2: Implementation Planning – the Critical Step | PMI (https://www.pmi.org/learning/library/implementation-planning-critical-step-5118)
3: Budget Proposal Templates: 5 Steps to Secure Funding [2023] • Asana(https://asana.com/resources/project-integration-management)
4: PMBOK Guide, 6th edition, page 395
: PROJECT MANAGEMENT IMPLEMENTATION – PMAlliance, Inc(https://pm-alliance.com/project-management-implementation/)
B
Explanation:
An implementation strategy is a document that describes the necessary steps for the execution of a project1. An implementation strategy enables the project manager to manage the changes required with minimum disruption to the organization and its various stakeholders, also addressing the concerns of stakeholders outside the project team2. Before developing an implementation strategy, the project manager should review the business case and consider the environmental and regulatory factors that may affect the project in the new country, such as political, economic, social, technological, legal, and environmental aspects3. The project manager should also identify the high-level risks and assumptions that may impact the project scope, schedule, cost, quality, and resources4. These factors will help the project manager to define the project objectives, deliverables, scope, and requirements, as well as to select the appropriate project management methodology, tools, and techniques for the project.
Evaluating the environmental and regulatory factors and identifying high-level risks and assumptions should be considered first when developing an implementation strategy, as they provide the foundation for the project planning and execution. Acquiring project resources from the new country, monitoring the risks closely, and ensuring the project sponsors’ agreement are important activities, but they should be done after the initial assessment of the project environment and context.
Reference: 1:
What Is an Implementation Plan? (Template & Example Included) (https://www.projectmanager.com/blog/implementation-plan)
2: Implementation Planning – the Critical Step | PMI (https://www.pmi.org/learning/library/implementation-planning-critical-step-5118)
3: Budget Proposal Templates: 5 Steps to Secure Funding [2023] • Asana(https://asana.com/resources/project-integration-management)
4: PMBOK Guide, 6th edition, page 395
: PROJECT MANAGEMENT IMPLEMENTATION – PMAlliance, Inc(https://pm-alliance.com/project-management-implementation/)
Question #502
An agile project team is building a new product. The stakeholders require ongoing illustration of project business value.
How should the project manager proceed?
- A . Prepare performance value reports for the business on an ongoing basis.
- B . Include demonstrations of the built portion of the product at the end of every sprint.
- C . Prepare a project report for the stakeholders and distribute it weekly.
- D . Confirm the minimum viable product (MVP) and demonstrate it to the business when it is ready.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, one of the key principles of agile project management is to deliver value to the customer early and often1. This can be achieved by using an iterative and incremental approach, where the project team delivers working increments of the product at the end of each iteration or sprint2. The project team should also demonstrate the built portion of the product to the stakeholders and obtain their feedback and acceptance3. Therefore, the best option is to include demonstrations of the built portion of the product at the end of every sprint.
Option A is incorrect because preparing performance value reports for the business on an ongoing basis may not be the most effective way to illustrate the project business value, as it may not reflect the actual functionality and usability of the product.
Option C is incorrect because preparing a project report for the stakeholders and distributing it weekly may not be sufficient or timely to show the progress and value of the product, as it may not include the stakeholder input and validation.
Option D is incorrect because confirming the minimum viable product (MVP) and demonstrating it to the business when it is ready may not be consistent with the agile principle of delivering value early and often, as it may delay the stakeholder feedback and satisfaction.
Reference: 1: PMBOK Guide, 6th edition, section 1.2.3, p. 8 2: PMBOK Guide, 6th edition, section 6.2.2.1, p. 177 3: PMBOK Guide, 6th edition, section 6.2.2.4, p. 178
The project management team should review the project plan to evaluate if any updates should be made in response to the news that a competitor has released the latest version of a program. The project plan is a document that describes how the project will be executed, monitored, and controlled. It includes the project scope, schedule, cost, quality, resources, communications, risks, procurements, and stakeholder management plans. The project management team should assess the impact of the competitor’s release on the project’s objectives, deliverables, assumptions, constraints, and risks. The project management team should also consult with the project sponsor, customer, and other key stakeholders to determine their expectations and pReference regarding the project’s scope and quality. The project management team should then decide if any changes or updates are needed to the project plan to ensure the project’s success and value. The project management team should follow the change management process to request, analyze, approve, and implement any changes to the project plan.
The other options are not the best actions for the project management team to take in this situation. Crashing the existing schedule with additional resources to deliver more features may not be feasible or effective, as it may increase the project’s cost, complexity, and risk. It may also not address the customer’s needs or the market’s demand, as the features may not be relevant or valuable. The project management team should not rush to add more features without validating their necessity and feasibility. Stopping the project immediately as the market opportunity has already been missed may be premature and wasteful, as it may disregard the project’s benefits and potential. It may also damage the project’s reputation and stakeholder’s trust. The project management team should not abandon the project without evaluating its viability and value. Continuing with the project plan and target delivery date as expected may be unrealistic and risky, as it may ignore the competitor’s influence and the customer’s feedback. It may also result in delivering a product that is outdated or inferior. The project management team should not proceed with the project plan without reviewing its alignment and suitability.
Reference: PMBOK® Guide, 6th Edition, Chapter 4, Section 4.2, “Develop Project Management Plan” PMBOK® Guide, 6th Edition, Chapter 4, Section 4.6, “Perform Integrated Change Control”
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 4, Section 4.2, “Developing the Project Management Plan” 1
B
Explanation:
According to the PMBOK Guide, one of the key principles of agile project management is to deliver value to the customer early and often1. This can be achieved by using an iterative and incremental approach, where the project team delivers working increments of the product at the end of each iteration or sprint2. The project team should also demonstrate the built portion of the product to the stakeholders and obtain their feedback and acceptance3. Therefore, the best option is to include demonstrations of the built portion of the product at the end of every sprint.
Option A is incorrect because preparing performance value reports for the business on an ongoing basis may not be the most effective way to illustrate the project business value, as it may not reflect the actual functionality and usability of the product.
Option C is incorrect because preparing a project report for the stakeholders and distributing it weekly may not be sufficient or timely to show the progress and value of the product, as it may not include the stakeholder input and validation.
Option D is incorrect because confirming the minimum viable product (MVP) and demonstrating it to the business when it is ready may not be consistent with the agile principle of delivering value early and often, as it may delay the stakeholder feedback and satisfaction.
Reference: 1: PMBOK Guide, 6th edition, section 1.2.3, p. 8 2: PMBOK Guide, 6th edition, section 6.2.2.1, p. 177 3: PMBOK Guide, 6th edition, section 6.2.2.4, p. 178
The project management team should review the project plan to evaluate if any updates should be made in response to the news that a competitor has released the latest version of a program. The project plan is a document that describes how the project will be executed, monitored, and controlled. It includes the project scope, schedule, cost, quality, resources, communications, risks, procurements, and stakeholder management plans. The project management team should assess the impact of the competitor’s release on the project’s objectives, deliverables, assumptions, constraints, and risks. The project management team should also consult with the project sponsor, customer, and other key stakeholders to determine their expectations and pReference regarding the project’s scope and quality. The project management team should then decide if any changes or updates are needed to the project plan to ensure the project’s success and value. The project management team should follow the change management process to request, analyze, approve, and implement any changes to the project plan.
The other options are not the best actions for the project management team to take in this situation. Crashing the existing schedule with additional resources to deliver more features may not be feasible or effective, as it may increase the project’s cost, complexity, and risk. It may also not address the customer’s needs or the market’s demand, as the features may not be relevant or valuable. The project management team should not rush to add more features without validating their necessity and feasibility. Stopping the project immediately as the market opportunity has already been missed may be premature and wasteful, as it may disregard the project’s benefits and potential. It may also damage the project’s reputation and stakeholder’s trust. The project management team should not abandon the project without evaluating its viability and value. Continuing with the project plan and target delivery date as expected may be unrealistic and risky, as it may ignore the competitor’s influence and the customer’s feedback. It may also result in delivering a product that is outdated or inferior. The project management team should not proceed with the project plan without reviewing its alignment and suitability.
Reference: PMBOK® Guide, 6th Edition, Chapter 4, Section 4.2, “Develop Project Management Plan” PMBOK® Guide, 6th Edition, Chapter 4, Section 4.6, “Perform Integrated Change Control”
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 4, Section 4.2, “Developing the Project Management Plan” 1
Question #503
A project manager is working on a project to release a new version of a key product,. The product strategy and marketing areas are still working on defining the final details for the products appearance, but the team is clear about the main features. During the last sprint review, the project sponser expressed concerns about the low quality of the product,
What should the project manager, as a servant leader, do to address this situation?
- A . Dedicate the next sprint to completing the missing details.
- B . Apply fast-track techniques to work on the missing details in parallel,
- C . Continue iterating and monitoring quality aspects sprint by sprint.
- D . Create a new risk entry for the delay in the risk management plan.
Correct Answer: C
C
Explanation:
As a servant leader, the project manager should continue iterating and monitoring quality aspects sprint by sprint1. This approach aligns with the principles of servant leadership, which emphasize the importance of communication, risk management, and proactive problem-solving2345. It also encourages a focus on delivering value, rather than simply meeting predefined targets2345.
Reference: PMI, PMTraining, Business Analyst Learnings, Project Insight, Project Management Academy
C
Explanation:
As a servant leader, the project manager should continue iterating and monitoring quality aspects sprint by sprint1. This approach aligns with the principles of servant leadership, which emphasize the importance of communication, risk management, and proactive problem-solving2345. It also encourages a focus on delivering value, rather than simply meeting predefined targets2345.
Reference: PMI, PMTraining, Business Analyst Learnings, Project Insight, Project Management Academy
Question #504
A project manager for a large multiyear industrial project has a project with diversified stakeholders from various geographical areas. Recently, the project manager encountered an issue with stakeholder engagement
Which two tools should the project manager use to determine the underlying reason for why engagement is not having the planned effect? (Choose two)
- A . Five whys
- B . Communications management plan
- C . Ishikawa diagrams
- D . Issue log
- E . Open-space meetings
Correct Answer: AC
AC
Explanation:
The correct answers are A and C. According to the PMBOK® Guide, the five whys and the Ishikawa diagrams are examples of data analysis techniques that can be used to identify the root causes of problems or issues1. The project manager can use these tools to determine why stakeholder engagement is not having the planned effect and address the underlying factors. The communications management plan is a document that describes how project communications will be planned, managed, and controlled2, but it does not help to analyze the reasons for stakeholder engagement issues. The issue log is a project document that records and monitors the issues that arise during a project3, but it does not help to find the root causes of those issues. Open-space meetings are a type of interpersonal and team skills that can be used to facilitate stakeholder engagement and collaboration, but they do not help to diagnose the problem of stakeholder engagement.
Reference: 1: PMBOK® Guide, page 698; 2: PMBOK® Guide, page 377; 3: PMBOK® Guide, page 123;: PMBOK® Guide, page 704
AC
Explanation:
The correct answers are A and C. According to the PMBOK® Guide, the five whys and the Ishikawa diagrams are examples of data analysis techniques that can be used to identify the root causes of problems or issues1. The project manager can use these tools to determine why stakeholder engagement is not having the planned effect and address the underlying factors. The communications management plan is a document that describes how project communications will be planned, managed, and controlled2, but it does not help to analyze the reasons for stakeholder engagement issues. The issue log is a project document that records and monitors the issues that arise during a project3, but it does not help to find the root causes of those issues. Open-space meetings are a type of interpersonal and team skills that can be used to facilitate stakeholder engagement and collaboration, but they do not help to diagnose the problem of stakeholder engagement.
Reference: 1: PMBOK® Guide, page 698; 2: PMBOK® Guide, page 377; 3: PMBOK® Guide, page 123;: PMBOK® Guide, page 704
Question #505
A project manager is assigned to a strategic communication project that involves subject matter experts (SMEs), interns, and new recruits. The project manager discovers that the project is not gaining much traction due to knowledge gaps from the interns. The budget for training is exhausted and the project needs to be delivered without delay.
Which two actions should the project manager take? (Choose two)
- A . Identify the sources and specifics of the knowledge gap from the interns and new recruits.
- B . Hire more SMEs and inform the human resources manager to lay off the nonperforming interns and new recruits.
- C . Initiate a project change request for additional budget to train the interns and new recruits.
- D . Ignore the issues with the project and try to deliver the project successfully without asking for training funds.
- E . Put the interns and new recruits into groups and assign a SME as a mentor.
Correct Answer: A, E
A, E
Explanation:
According to the PMBOK® Guide, the project manager is responsible for managing the project resources, including human resources, and ensuring that they have the necessary skills and competencies to perform the project work. Therefore, the project manager should identify the sources and specifics of the knowledge gap from the interns and new recruits, and put them into groups and assign a SME as a mentor. These actions will help the project manager to address the root cause of the problem, provide effective learning and coaching opportunities for the interns and new recruits, and leverage the expertise and experience of the SMEs. Hiring more SMEs and informing the human resources manager to lay off the nonperforming interns and new recruits may not be feasible or ethical. The project manager should try to resolve the issue within the existing project team, rather than replacing or firing the team members. Initiating a project change request for additional budget to train the interns and new recruits may not be possible or timely. The project manager should try to use the available resources and budget, rather than requesting more funds. Ignoring the issues with the project and trying to deliver the project successfully without asking for training funds may not be realistic or responsible. The project manager should not overlook the knowledge gap that may affect the project quality, scope, or schedule, but rather seek to close the gap and improve the team performance.
Reference: PMBOK® Guide, Sixth Edition, Chapter 9, Section
A, E
Explanation:
According to the PMBOK® Guide, the project manager is responsible for managing the project resources, including human resources, and ensuring that they have the necessary skills and competencies to perform the project work. Therefore, the project manager should identify the sources and specifics of the knowledge gap from the interns and new recruits, and put them into groups and assign a SME as a mentor. These actions will help the project manager to address the root cause of the problem, provide effective learning and coaching opportunities for the interns and new recruits, and leverage the expertise and experience of the SMEs. Hiring more SMEs and informing the human resources manager to lay off the nonperforming interns and new recruits may not be feasible or ethical. The project manager should try to resolve the issue within the existing project team, rather than replacing or firing the team members. Initiating a project change request for additional budget to train the interns and new recruits may not be possible or timely. The project manager should try to use the available resources and budget, rather than requesting more funds. Ignoring the issues with the project and trying to deliver the project successfully without asking for training funds may not be realistic or responsible. The project manager should not overlook the knowledge gap that may affect the project quality, scope, or schedule, but rather seek to close the gap and improve the team performance.
Reference: PMBOK® Guide, Sixth Edition, Chapter 9, Section
Question #506
A project manager is assigned to a project with a long timeline and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses.
How should the project manager plan and deliver this project?
- A . Plan the project with a predictive approach with a work breakdown structure (WBS) and then execute it using an agile approach to deliver value incrementally.
- B . Plan the project with a predictive approach and a work breakdown structure (WBS) following the plan and deliver value at the end of the project.
- C . Agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project.
- D . Select an agile approach and manage the project according to best practices to ensure value is delivered to the client.
Correct Answer: A
A
Explanation:
For a project with a long timeline and complex scope, where the client requires both a high-level, long-term plan and the ability to add features incrementally, a hybrid approach is suitable. Starting with a predictive approach allows the project manager to establish a clear structure and plan using a work breakdown structure (WBS). This sets the foundation for the project’s scope, deliverables, and milestones. Transitioning to an agile approach for execution enables the project to adapt to changes and deliver value incrementally, which meets the client’s need for immediate functionality and continuous improvement. This hybrid method leverages the strengths of both approaches: the clarity and predictability of a predictive approach and the flexibility and responsiveness of an agile approach12.
Reference: The PMBOK® Guide and PMI-PBA guidelines support the use of hybrid methodologies for managing projects with complex scopes and long timelines. They advocate for a structured planning phase followed by an adaptive execution phase to ensure that projects can respond to changes while delivering incremental value12.
A
Explanation:
For a project with a long timeline and complex scope, where the client requires both a high-level, long-term plan and the ability to add features incrementally, a hybrid approach is suitable. Starting with a predictive approach allows the project manager to establish a clear structure and plan using a work breakdown structure (WBS). This sets the foundation for the project’s scope, deliverables, and milestones. Transitioning to an agile approach for execution enables the project to adapt to changes and deliver value incrementally, which meets the client’s need for immediate functionality and continuous improvement. This hybrid method leverages the strengths of both approaches: the clarity and predictability of a predictive approach and the flexibility and responsiveness of an agile approach12.
Reference: The PMBOK® Guide and PMI-PBA guidelines support the use of hybrid methodologies for managing projects with complex scopes and long timelines. They advocate for a structured planning phase followed by an adaptive execution phase to ensure that projects can respond to changes while delivering incremental value12.
Question #507
A project manager is part of a global project team and is in charge of managing the scope defined by their country. There is a clear division regarding which pieces of the scope should be treated by global and local teams. During the last sprints, the project manager has been receiving requests that the global team should handle.
What should the project manager do in this situation?
- A . Reject the workload back to the global team.
- B . Assess the team’s capacity to absorb the workload.
- C . Evaluate and understand the cause of the conflict.
- D . Escalate the situation to the project sponsor.
Correct Answer: A
A
Explanation:
In a global project team, when requests outside the defined scope for a local team are received, it is important for the project manager to evaluate and understand the cause of the conflict. This involves analyzing why the requests are being directed to the local team instead of the global team and determining if there is a misunderstanding or miscommunication regarding the division of scope. By doing so, the project manager can address the root cause of the issue and work towards a resolution that aligns with the project’s defined scope and responsibilities12.
Reference: “Managing Globally Distributed Teams” – Project Management Institute1.
“Managing distributed project teams” – Project Management Institute2.
A
Explanation:
In a global project team, when requests outside the defined scope for a local team are received, it is important for the project manager to evaluate and understand the cause of the conflict. This involves analyzing why the requests are being directed to the local team instead of the global team and determining if there is a misunderstanding or miscommunication regarding the division of scope. By doing so, the project manager can address the root cause of the issue and work towards a resolution that aligns with the project’s defined scope and responsibilities12.
Reference: “Managing Globally Distributed Teams” – Project Management Institute1.
“Managing distributed project teams” – Project Management Institute2.
Question #508
A project manager is nearing completion of an automation project. One of the key stakeholders requests a meeting to discuss some new ideas that would make the project even more appealing to end users. As a result, the stakeholder suggests that the project manager does not close the project.
What should the project manager do first?
- A . Update the project charter with the new requirement.
- B . Add a risk to the risk register.
- C . Add it to the issue log as an ongoing issue.
- D . Review and validate the scope management plan.
Correct Answer: D
D
Explanation:
When a stakeholder requests changes that could impact the project scope, the project manager should first review and validate the scope management plan. This plan outlines how scope changes are managed and controlled. If the new ideas are not covered within the existing project scope, they may require a formal change request and impact analysis before proceeding. This ensures that any changes align with project objectives and do not adversely affect project constraints such as time, cost, and quality.
Reference: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
Project Scope Management according to the PMBOK1.
The PMBOK’s Project Scope Management Knowledge Area2.
Project scope management: Plan, template, and guide3.
D
Explanation:
When a stakeholder requests changes that could impact the project scope, the project manager should first review and validate the scope management plan. This plan outlines how scope changes are managed and controlled. If the new ideas are not covered within the existing project scope, they may require a formal change request and impact analysis before proceeding. This ensures that any changes align with project objectives and do not adversely affect project constraints such as time, cost, and quality.
Reference: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
Project Scope Management according to the PMBOK1.
The PMBOK’s Project Scope Management Knowledge Area2.
Project scope management: Plan, template, and guide3.
Question #509
A project manager assigned team members to work in pairs on a large amount of technical reports. At times, the project manager noticed that important information was not shared properly among the team. This has caused delivery delays and, ultimately, the failure to complete the project.
What is the root cause of this issue?
- A . Lack of team member training on documentation planning
- B . Improper assignment of tasks to team member pairings
- C . Incorrect communication techniques applied during implementation
- D . Team cohesiveness was lost because team members worked in pairs
Correct Answer: C
C
Explanation:
The root cause of the issue is related to communication techniques. When important information is not shared properly among team members, it often points to a breakdown in communication methods rather than the structure of the team or their training. Effective communication is crucial in project management to ensure that all team members are aligned and aware of the project’s requirements and progress. The pairing of team members is not inherently detrimental to team cohesiveness or the sharing of information, but the way in which communication is handled within these pairings can be. If the communication techniques are not correctly applied, it can lead to misunderstandings, misalignment, and information silos, which ultimately result in delivery delays and project failure.
Reference: Professional in Business Analysis Reference Materials source and documents
C
Explanation:
The root cause of the issue is related to communication techniques. When important information is not shared properly among team members, it often points to a breakdown in communication methods rather than the structure of the team or their training. Effective communication is crucial in project management to ensure that all team members are aligned and aware of the project’s requirements and progress. The pairing of team members is not inherently detrimental to team cohesiveness or the sharing of information, but the way in which communication is handled within these pairings can be. If the communication techniques are not correctly applied, it can lead to misunderstandings, misalignment, and information silos, which ultimately result in delivery delays and project failure.
Reference: Professional in Business Analysis Reference Materials source and documents
Question #510
A senior developer working on a large artificial intelligence (Al) project has worked hard and shown excellent results. The project manager is very happy with the developer’s contribution and thinks that the developer deserves a reward.
What should the project manager do?
- A . Create an opportunity (or the project team to recognize this developer
- B . Send a recognition email to the team and copy management
- C . Reward the developer according to their motivations and interests
- D . Print a recognition certificate and present it to the developer during a meeting
Correct Answer: C
C
Explanation:
Recognizing and rewarding team members for their hard work and contributions is a key aspect of project management. It helps to motivate the team, improve morale, and foster a positive work environment1. In this context, the project manager should reward the developer according to their motivations and interests2. This could involve understanding what motivates the developer, such as opportunities for learning, career advancement, or other forms of recognition, and then providing rewards that align with these motivations. This approach ensures that the reward is meaningful and appreciated by the developer, thereby enhancing its effectiveness in promoting motivation and engagement2.
Reference: Project Risk Coach,.
How Are You Work Blog
C
Explanation:
Recognizing and rewarding team members for their hard work and contributions is a key aspect of project management. It helps to motivate the team, improve morale, and foster a positive work environment1. In this context, the project manager should reward the developer according to their motivations and interests2. This could involve understanding what motivates the developer, such as opportunities for learning, career advancement, or other forms of recognition, and then providing rewards that align with these motivations. This approach ensures that the reward is meaningful and appreciated by the developer, thereby enhancing its effectiveness in promoting motivation and engagement2.
Reference: Project Risk Coach,.
How Are You Work Blog