Question # 1
During the closing process, the project manager learns that one deliverable is not meeting customer expectations How should the project manager proceed? | | A. Ask the customer to issue a change request with the information to analyze and provide a solution. | | B. Review the deliverable requirements, check the customer approval criteria, and proceed accordingly | | C. Meet with the customer to reach agreement on the scope of the deliverable that will satisfy both parties | | D. Contact the project sponsor and ask for help in negotiating the closing of the project with the customer |
B. Review the deliverable requirements, check the customer approval criteria, and proceed accordingly
Explanation
According to the PMBOK Guide, the project closing process group consists of two processes: close project or phase and close procurements. The close project or phase process involves confirming that the project or phase scope and requirements have been met, obtaining formal acceptance of the final product, service, or result from the customer, and transferring the ownership and responsibility of the deliverables to the assigned stakeholders. The close procurements process involves completing and settling each contract, including resolving any open items, and closing each contract applicable to the project or phase. Therefore, the project manager should review the deliverable requirements, check the customer approval criteria, and proceed accordingly to close the project or phase. Asking the customer to issue a change request, meeting with the customer to reach agreement on the scope, or contacting the project sponsor for help are not appropriate actions during the closing process, as they imply that the project scope is not finalized or agreed upon, which should have been done during the planning and executing processes. References: PMBOK Guide, Sixth Edition, pages 123-124, 377-378; PMI-PBA Guide, First Edition, pages 209-210.
Question # 2
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? | | A. Ensured that all defects identified during testing were resolved before implementation | | B. Ensured that all of the required tasks identified in the scope were completed successfully | | C. Ensured that all documentation was completed post implementation before closing the project | | D. Ensured that all the required approvals were received per the organizational procedures |
D. Ensured that all the required approvals were received per the organizational procedures
According to the PMBOK Guide, the project manager should ensure that all the required approvals are received per the organizational procedures before implementing any project deliverables. This is part of the control quality process, which involves validating and verifying that the project deliverables meet the quality standards and requirements. By obtaining the necessary approvals, the project manager can avoid any liabilities, penalties, or disputes that may arise from the implementation of the project deliverables. The project manager should not rely on resolving defects, completing tasks, or documenting results alone, as these may not be sufficient to ensure that the project deliverables are acceptable and compliant with the organizational policies and regulations.
References: PMBOK Guide, 7th edition, pages 237-238, 241-242.
Question # 3
A project manager is managing a hybrid project After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently.
How should the project manager respond'? | | A. Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance | | B. Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework | | C. Record the issue in the issue log and escalate the conflict to the project sponsor for assistance | | D. Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews |
B. Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework
A hybrid project management methodology is a combination of two or more different approaches to delivering projects, such as waterfall and agile1. Hybrid projects can offer benefits such as flexibility, adaptability, customer satisfaction, and innovation2. However, hybrid projects also require frequent reviews and feedback loops to ensure alignment, collaboration, and quality among the project team and stakeholders3. Therefore, the project manager should explain to the stakeholder the value of attending the iteration reviews, which are opportunities to inspect the project deliverables, provide feedback, identify issues, and plan for the next iteration4. By doing so, the project manager can demonstrate how the stakeholder’s involvement can contribute to the project success and avoid potential rework or waste.
References:
Ultimate Guide To Hybrid Project Methodologies & How To Make Them
Hybrid project management – the key to a successful future? - APM
Hybrid project management – a systematic literature review…
TOWARDS A HYBRID PROJECT MANAGEMENT FRAMEWORK: A SYSTEMATIC LITERATURE…
Question # 4
A project manager is working on the implementation of new phases in the production process of a regulated industry. Which two stakeholders can help the project manager determine and address compliance requirements? (Choose two) | | A. Risk steering committee | | B. Functional managers | | C. Board of directors | | D. Advisory team panel | | E. Chief executive officer |
B. Functional managers D. Advisory team panel
Explanation
Compliance requirements are the rules and regulations that a project must follow to meet the standards of quality, safety, security, and reliability in a given industry or domain. Compliance requirements can be classified into different categories, such as legal, ethical, contractual, organizational, or environmental.
Compliance requirements can pose potential threats to the project if they are not identified, analyzed, and addressed properly. For example, noncompliance can result in fines, penalties, lawsuits, reputational damage, or project failure.
To plan and manage project compliance, the project manager needs to confirm the project compliance requirements, determine the necessary approach and action to address them, and measure the extent to which the project is in compliance. To do this, the project manager can use various methods and tools, such as compliance audits, checklists, matrices, gap analysis, risk management, stakeholder analysis, and communication management.
The project manager can also seek the help of different stakeholders who can provide valuable input, guidance, and support for the project compliance. Two of the most important stakeholders are the functional managers and the advisory team panel. Functional managers are the managers of the functional departments or units within the organization, such as finance, marketing, human resources, or operations. They are responsible for providing the project with the necessary resources, expertise, and authorization to meet the compliance requirements. They can also help the project manager to align the project compliance with the organizational policies, procedures, and goals. Advisory team panel is a group of experts or consultants who can advise the project manager on the best practices, standards, and regulations for the project compliance. They can also help the project manager to identify and address the compliance gaps, risks, and issues, and to monitor and control the project compliance performance.
Therefore, the correct answer is B. Functional managers and D. Advisory team panel. The other options are not as relevant or helpful as these two stakeholders. Risk steering committee is a group of senior executives who oversee the risk management of the organization or the portfolio of projects. They are not directly involved in the project compliance, although they can provide strategic direction and support. Board of directors is the highest governing body of the organization, who set the vision, mission, and objectives of the organization. They are not directly involved in the project compliance, although they can approve the project charter and the project budget. Chief executive officer is the highest-ranking executive of the organization, who leads the overall management and operations of the organization. They are not directly involved in the project compliance, although they can sponsor the project and provide executive support. References:
- PMBOK Guide 7th Edition, chapters 2.4, 3.1 (part ‘Standard’) and 2.5, 3.1, 3.4 (part ‘PMBOK’).
Process Groups: A Practice Guide, chapters 1.5, 2.1, 2.3, 2.5, 2.6, 3.3, 5.14, 7.7, 9 (Enterprise environmental factors, Quality metrics), and 3.DEFINITIONS (Regulations).
Question # 5
A project manager is managing a complex research project with a high level of uncertainty A request is made to implement a mechanism to measure the quality of the deliverables.
Using a hybrid approach, what techniques can be used to achieve this goal? | | A. Daily Scrum and product owner quality assessments. | | B. Scrum master reviews and the quality Kanban method | | C. Paired work and the customer role method. | | D. Time-boxed iterations and standup review meetings |
C. Paired work and the customer role method.
Paired work is a technique that involves two team members working together on the same task, sharing ideas, feedback, and quality checks. This can improve the quality of the deliverables by reducing errors, increasing creativity, and enhancing collaboration. The customer role method is a technique that assigns a team member to act as the customer or end-user of the deliverable, providing input, validation, and acceptance criteria. This can improve the quality of the deliverables by ensuring they meet the customer’s needs, expectations, and satisfaction. Both techniques are examples of hybrid approaches that combine elements of agile and traditional project management methods, allowing the project manager to adapt to the high level of uncertainty and complexity of the research project.
References: https://www.float.com/resources/hybrid-project-management/
https://www.pmi.org/-/media/pmi/documents/public/pdf/publications/pmj/research-summaries/pmj-practitioner-insights
Question # 6
A team has different ideas on how to address a feature of a product under construction and; although the sprint began two days ago, they have still not reached a consensus. What should the project manager do? | | A. Ask the product owner, who is the key stakeholder, to choose among the different ideas. | | B. Propose ideas to the group, ask everyone to vote, and then choose the most popular idea | | C. Schedule a session to give everyone the chance to express their opinions about each idea, then vote and decide. | | D. Offer an opinion about the pros and cons of each idea and try to reach a consensus in a facilitated meeting |
D. Offer an opinion about the pros and cons of each idea and try to reach a consensus in a facilitated meeting
According to the Agile Practice Guide, one of the roles of the project manager in an agile environment is to facilitate collaboration and decision making among the team members1. The project manager should not delegate the decision to the product owner or impose a solution based on a majority vote. Instead, the project manager should help the team evaluate the different ideas and reach a consensus that satisfies everyone. References: 1: Agile Practice Guide, page 27
Question # 7
A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client A potential design problem is identified by the development team After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed The design is already approved. What should be the project manager's next steps? | | A. Conduct a proof of concept to make sure there are no problems in the revised design | | B. Amend the design specifications and pass them to the development team for reprogramming | | C. Make a change request and get format approval from the project owner | | D. Inform the client of the problem and follow the change request process |
D. Inform the client of the problem and follow the change request process
According to the Professional in Business Analysis (PMI-PBA)® Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. A change request should be submitted when there is a need to change the approved scope, schedule, cost, quality, or any other aspect of the project. In this scenario, the project manager and the team have identified a potential design problem that requires a revision of the approved design. Therefore, the project manager should inform the client of the problem and follow the change request process to obtain the necessary approvals and update the project documents accordingly. This will ensure that the client is aware of the issue and its impact, and that the project is aligned with the client’s expectations and requirements. Conducting a proof of concept, amending the design specifications, or passing them to the development team are actions that should be taken after the change request is approved, not before.
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