e1d5 Flashcards
Categorizing identified stakeholders can assist the project team in building valuable relationships with these stakeholders as the project progresses. All of the following techniques are useful for this purpose except for
A. Stakeholder cube
B. Stakeholder engagement assessment matrix (SEAM)
C. Salience model
D. Power/Interest grid
B. Stakeholder engagement assessment matrix (SEAM)
Stakeholder cube, the Salience model, and the Power/Interest grid are stakeholder mapping and categorization techniques and are used in the Identify Stakeholders process. Stakeholder engagement assessment matrix allows the team to analyze the variance between what the existing and desired engagement levels of the stakeholders are and is used in Plan Stakeholder Engagement.
Your company has a new product concept to replace its standalone customer relationship management software with a cloud-based version that has a number of new attractive features. The project is approximately two months underway, and you are receiving complaints from some of the team members that the information they need is not being readily shared by several of the team. Some of this information involves knowledge from past projects regarding how the old products were architected. What would be the most helpful action for you to take that will improve this situation?
A. Ask the more experienced team members to document their knowledge on the past products and then pass out a copy to the project team.
B. Ask the team to work out the situation on their own and then check back if they do not make progress.
C. Speak to the team members who are not sharing information and emphasize the importance of sharing.
D. Facilitate an in-person workshop event that allows team members to get to know each other and where you can present the vision and expectations for the project.
D. Facilitate an in-person workshop event that allows team members to get to know each other and where you can present the vision and expectations for the project.
Asking team members to write documentation on past products is an inefficient way to attain information. Asking team members to handle it on their own will likely not be successful since their reporting of the issue to you is an indication that this has not worked so far. Speaking to the team members who are not sharing the information may be necessary at some point.
However, the most important action for you now is to attempt to improve the culture. Informal and face-to-face interaction is the best way to begin to build trust so that people will be more willing to share information. Additionally, emphasizing the objectives and need for the project reinforces the shared vision that you are attempting to align everyone around.
You are managing a small project in the context of a large organization. A strategic decision made in the organization was to shut down one of the operation units which was supposed to work a few days for your project. This might lead to missing a major milestone in your project so you need to do the required planning to acquire outside resources to get your project activity done. Which tools and techniques of the Plan Risk Response process will help you in this situation?
A. Strategies for positive risks or opportunities
B. Strategies for negative risks or threats
C. Contingent response strategies
D. Risk Reassessment
C. Contingent response strategies
This is the situation where the risk response happens after the trigger which is the sudden shut down of an operational unit in the company. Some responses are designed to use only if a specific event occurs. It is appropriate for the project team to make a response plan that will be executed only under certain predefined conditions (triggers like missing intermediate milestones). The risk response occurs BEFORE the risk and tries to alter the probability and/or impact while the contingency plan only occurs AFTER the trigger (usually the risk event) and focuses only on changing the impact.
A project manager recently assessed the team’s performance using earned value metrics and found that the rate of deliverable completion has slowed. After some investigating, he determined that one of the team members is inexperienced in the technique that the team has chosen to develop the software for the current phase of the project. He meets with this team member and suggests that they take a two-day class that others on the team have taken previously. What should the project manager do next?
A. Check back with the team member to verify whether the training took place and was helpful.
B. Advise the team member’s supervisor that the team member was inexperienced and should be mentored.
C. Ask the client if the schedule can be extended since the project is no longer on pace.
D. Reassign the team member to tasks they are more familiar with.
A. Check back with the team member to verify whether the training took place and was helpful.
Checking back with the team member to verify the effectiveness of the training is the most appropriate next step. It is the job of the project manager to not only recommend training opportunities for their team but to ensure that the training was effective.
It may be a good idea to tell their supervisor that they will be taking the training. However, it is not clear that mentoring is needed until the project manager has had an opportunity to assess how well the training went. Additionally, it is the responsibility of the project manager, rather than the functional manager, to see to it that a mentor is assigned since the skills in question are needed for his project. Reassigning tasks and asking for a client extension would be premature and might be unnecessary. Although the pace has slowed, there is no indication from the question that the project is behind schedule.
Projects, by definition, represent change since each one is unique. Some projects represent a greater change to the organization than others, such as when changing a project methodology from a predictive to an adaptive one if it is new to the organization. Fill in the blank regarding the most important cultural norm necessary to create organizational change.
The most important norm necessary to have in place while enacting change is one that enables a _________ work environment
The answer is safe. According to the APG, the most important cultural norm needed is one that enables a safe work environment.
You are managing an airport construction company. In the middle of the project you realize that one of the subcontractors is not meeting the quality requirements as stipulated in their contract. This is a risk that may result in the final product of the project being rejected by your client. What is your first course of action?
A. Initiate a change request
B. Perform claim administration
C. Perform inspection & audit
D. Raise the risk to the Sponsor
C. Perform inspection & audit
According to the PMBOK® Guide (6th Edition), inspections and audits required by the buyer and supported by the seller as specified in the procurement contract can be conducted during execution of the project to verify compliance in the seller’s work processes or deliverable. If authorized by contract, some inspection and audit teams can include buyer procurement personnel.
You are in charge of performing the financial analysis for a troubled project in your company. The project is currently on hold and based on the results of your work, top management will decide on continuing or dropping the project. Which category of costs should you not consider in your analysis?
A. Indirect costs
B. Fixed Costs
C. Variable Costs
D. Sunk Costs
D. Sunk Costs
Sunk costs are the costs that are expended in the past. Sunk costs should not be considered when deciding on continuing a project.
As a project manager in a large organization with various projects similar to yours, you are responsible to report the project status to the top management in a way that quickly and easily gives them the required information. Which one of the following is the best type of report to provide the required information to senior management?
A. Project management plans
B. Project detailed schedules
C. Gantt Charts
D. Milestone reports
D. Milestone reports
The only report that best suits to the needs of senior management is the milestone report. The rest of the mentioned documents include a lot of redundant or detailed information for this purpose.
Which of these is an output from the Acquire Resources process?
A. Organizational chart
B. Project team assignments
C. RAM
D. Staffing Management Plan
B. Project team assignments
After determining elements such as the roles and responsibilities, reviewing recruitment practices, and negotiating for staff, project team members are assigned to project activities as part of the Acquire Resources process.
Which one of the following is not an input to the Develop Project Charter process?
A. Agreements
B. Business Case
C. Stakeholders Register
D. Organizational Process Assets
C. Stakeholders Register
Inputs of the Develop Project Charter process are:
Business Case
Agreements
Enterprise Environmental Factors
Organizational Process Assets
