Exam Questions 1 Flashcards
Question
A project manager learns that in-house resources are insufficient to produce a critical component of a deliverable. This poses a significant threat. The quality of the component is integral to the project, and the in-house resources cannot guarantee high-quality output. In response to this threat, the project manager decides to outsource the production of the component by contracting a third-party vendor.
Which threat response strategy did the project manager use?
A.Accept
B.Mitigate
C.Enhance
D.Escalate
Solution: B. Mitigate
The correct answer is mitigate.
A threat is an event or condition that, if it occurs, has a negative impact on one or more objectives. In threat mitigation, action is taken to reduce the probability of occurrence and/ or impact of a threat. Early mitigation action is often more effective than trying to repair the damage after the threat has occurred. The project manager acted to reduce the probability of the threat associated with the development of a project-critical component.
The other answers are incorrect because they do not align with this situation.
Threat acceptance acknowledges the existence of a threat, but no proactive action is planned.
Enhancement refers to opportunities, not threats. In opportunity enhancement, the project team acts to increase the probability of occurrence or impact of an opportunity.
Escalation is appropriate when the project team or the project sponsor agrees that a threat is outside the scope of the project or that the proposed response would exceed the project manager’s authority.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe///chapter 11, p467 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats]
Question
During the development phase of a construction project, key stakeholders approved a project budget. The team identified risks and appropriate risk responses. However, during project execution, an unexpected local health emergency halted and delayed work on the project. This event type was not identified as a risk or listed in the risk register. The team decides that this issue must be mitigated, which would incur additional costs.
How should the project manager address this unforeseen budgetary overrun?
A.Use the management reserve to cover the cost.
B.Identify potential ways to exploit the risk.
C.Use the contingency reserve to cover the cost.
D.Develop cost and performance baselines.
Solution: A. Use the management reserve to cover the cost.
The correct answer is to use the management reserve to cover the cost.
Since the health emergency was unforeseen, the management reserve would be the appropriate resource to cover the cost or mitigation. A management reserve is the amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes that is reserved for unforeseen work that is within the project scope.
Risk exploitation addressed opportunities, not threats. Risk exploitation is a response strategy whereby the project team acts to ensure that an opportunity occurs. Further, the question states that the issue must be mitigated, so the risk response has already been determined.
A contingency reserve is the time or money allocated in the schedule or cost baseline for known risks with active response strategies. This option is incorrect because the risk was not known.
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.4.2.4 Budget] [2.8.5.1 Threats] [2.8.5.3 Management and Contingency Reserve]
Question
A project sponsor is risk averse and is therefore concerned about negative impacts on the project. To help with this concern, the project team identifies four project risks and then evaluates both the probability of occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale, 1 being the lowest and 5 being the highest.
Risk
Probability
Impact
A
3
3
B
5
1
C
2
4
D
4
4
Based on the table, in what order should the project manager rank these risks (high to low) for risk management purposes?
A.B, A, D, C
B.B, C, A, D
C.D, A, C, B
D.C, D, A, B
Solution: C. D, A, C, B
Risk severity is the product of probability and impact; the higher the product, the higher the risk is rated.
In order, the values are:
Risk D: 4 X 4 = 16
Risk A: 3 X 3 = 9
Risk C: 2 X 4 = 8
Risk B: 5 X 1 = 5
This being the case, C is the correct answer.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11.1.3.1/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11.5.2.9/ [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./7.5.5/307-308 [Item]
Question
A project manager is conducting risk identification based on high-level scope and expert judgement.
What information in the project charter could support risk identification?
A.Summary of project roles and responsibilities
B.Detailed requirements and scope
C.Project communication matrices
D.Stakeholder interest
Solution: D. Stakeholder interest
The Project Charter summarizes high-level information about project and product. It includes a general risks list developed using expert judgement technique. Individuals experienced in similar projects or area, familiar with source of risks, or either individuals familiar on how the organization approaches risks, can contribute to risk identification process.
Summary of project roles and responsibilities does not address question, and would not be in the charter.
Detailed requirements and scope would not be in the charter. The charter would be at a higher level and not detailed.
Project communication matrices does not address question, and would not be in the charter.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/11/404 [Item 11.1.2.1 Opinião Especializada]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/79 [Item 4.1.2.1 Opinião Especializada]
| PMBOK® Guide—Fifth Edition (5th) PMI/PMI//4.1 Develop Project Charter. Pg. 66 [Item]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//Chapter 6 Project Initiation and Execution. 6.1.6 Other Factors. Pg. 225. [Item]
| Project Managers Portable HandBook, 3rd Ed (2010) ///7.1.5 Sequence of Planning Actions [Item]
Question
A project is in the execution phase, and product testing is almost complete. A team member proposes that the testing can be fast-tracked by removing some of the tests. The team member believes this will help to finish the job earlier and give the project more float.
What should the project manager do?
A.Request more information from the team member.
B.Reject the team member’s proposal.
C.Discuss this proposal with the project team.
D.Ask the quality manager to consider the proposal.
Solution: B. Reject the team member’s proposal
Removing certain tests is a risky move, and can’t be done just to fast-track the project. The Project Manager should have considered all tests while assigning time for the testing phase. If the project is progressing as per the assigned time, no review of tests is needed, and the proposal should be rejected.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/11/400 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/293 [Item]
Question
What tools or techniques are suitable for monitoring risks? (Choose 2)
A.Data analysis
B.Affinity grouping
C.Risk Transference
D.Risk audits
Solution: A and D. Data analysis and Risk audits
The correct answer is data analysis and risk audits.
Monitoring risks provides the assurance that risk responses are being applied, verifies whether they are effective, and, as necessary, initiates corrective actions. Periodic audits should be performed to determine strengths and weaknesses in handling risks within the project. Data should be analyzed and documented throughout the risk management process. Audit measurements and data analysis provide a reliable understanding of the status of risks.
The other answer choices are incorrect. Affinity grouping involves classifying items into similar categories or collections on the basis of their likeness. Common affinity groupings include T-shirt sizing and Fibonacci numbers. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
The Standard for Risk Management in Portfolios, Programs, and Projects, 2019 [X67 MONITOR RISKS]
Question
A project manager completed plans for a project and submitted all documents for approval but did not allocate time for delays in obtaining approvals. In addition to selecting a risk owner to address this potential risk, what should the project manager have done?
A.Asked the risk owner to escalate with approvers so that approvals are obtained as soon as possible.
B.Adjusted the project plans by lowering work completion estimates so that the work can be completed on time despite the delay.
C.Developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies.
D.Used a real options analysis to perform an economic analysis of alternative risk response strategies.
Solution: C. Developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies
The correct answer is developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies. In situations where there are only a few possible outcomes from an area of uncertainty, the project team can prepare for each of those outcomes. This entails having a primary solution available, as well as having backup or contingency plans in case the initial solution is not viable or effective. Where there is a large set of potential outcomes, the project team can categorize and assess the potential causes to estimate their likelihood of occurrence. This allows the project team to identify the most likely potential outcomes on which to focus.
The other options are incorrect because they are reactionary and the question asks what would have been done in addition to selecting a risk owner to address this potential risk.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats]
PMBOK® Guide—Fifth Edition (5th) PMI/PMI//Section 11.5.2 Plan Risk Responses: Tools and Techniques, Page 343 [Item]
| Prac Stnd for Proj Risk Management (Jul 1 2009 12:00AM) Project Management Institute/Project Management Institute//Ch 5.4 Documenting the Results of the Identify Risks Process, Page 29 [Item]
Question
Which of the following represents levels of risk attitude?
A.Conservative, moderate, and liberal
B.Risk-averse, risk-neutral, risk-tolerant, risk-seeking
C.Risk-mitigating, risk-avoiding, risk-transferring, risk-accepting
D.High, medium, and low
E.Positive, negative, and indifferent
Solution: B Risk-averse, risk-neutral, risk-tolerant, and risk-seeking
The correct answer is risk-averse, risk-neutral, risk-tolerant, and risk-seeking.
Risk attitude is a disposition toward uncertainty, adopted explicitly or implicitly by individuals and groups, driven by perception, and evidenced by observable behavior. The correct answer is therefore the one that cites the averse, neutral, tolerant, and seeking attitudes towards risk as a characteristic of the stakeholders. The stakeholder register contains details of the project’s stakeholders and provides an overview of their project roles and their attitude toward risk on the project. Risk attitude information is useful in determining roles and responsibilities for managing risk on the project, as well as setting risk thresholds for the project. Conservative, moderate, and liberal are not risk attitudes. Risk-mitigating, risk-avoiding, risk-transferring, and risk-accepting are risk response strategies. High, medium, and low are gradients that can be used for qualitative risk assessment. Positive, negative, and indifferent are not risk attitudes.
This question and rationale were created in reference to: PMBoK 6th ed. / par. 11.1.1.3 PMBoK 6th ed. / par. 11.5.2.4 e-Reads//Practical Project Risk Management: Atom methodology, figure 2-5 [Item] e-Reads//Risk and Decision Analysis in Projects, 2nd edition, Glossary, risk attitude [Item]”]
Question
A project manager has been made aware of a recent weather event that could potentially impact the project. Forecasters are unable to predict the path or strength of the event. Any delays would extend the project’s finish date and cause cost overruns.
What should the project manager do first?
A.Notify the stakeholders and revise the budget.
B.Take preventive action based on new information.
C.Check the risk register for more risk information.
D.Record information about the event in the issue log.
Solution: C. Check the risk register for more information
The correct answer is to check the risk register for more information.
Before doing anything, the project manager should review the risk register. A risk register is a repository in which outputs of risk management processes are recorded. It is important to check whether or not the risk had been identified during the planning process, or if it is an emergent risk. If the risk was previously identified, the risk register would have the information needed to address the risk. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks. From there, the project manager can address the risk appropriately.
The other answers are incorrect because the risk register should be reviewed before making any revisions or taking preventative actions. An issue log is used to record and monitor information on active issues, and the event has not occurred yet, and may not occur.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [4.6.2 LOGS AND REGISTERS] [3.10 OPTIMIZE RISK RESPONSES]
Question
A supplier of a critical component for a construction project notifies the project manager that the component will be significantly late. Because this risk had been identified during project planning, the cost baseline contains an adequate contingency reserve.
What should the project manager do next?
A.Identify a supplier that can provide the component within the amount of the reserve.
B.Order the component from another supplier and submit a change request to the change control board (CCB).
C.Review the risk response plan and the statement of work for the next steps and a penalty clause for late delivery.
D.Update the project schedule and the lessons learned repository.
Solution: A. Identify a supplier that can provide the component within the amount of the reserve
Realizing that project delivery is the prime focus, the project manager needs to assess alternatives without concern for the potential budget impact. Once a viable alternative is identified, they can present their case to the sponsor for a decision. So, identifying a supplier that can provide the component within the amount of reserve is the right choice.
Ordering the component from another supplier without considering the reserve is not the right choice. Updating the project schedule and reviewing the statement of work for late delivery won’t solve the current situation. That is equal to accepting the project delay.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/12/465 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/26/60 [Item]
Question
A technology project for a multinational bank is in the testing stage. The project manager learns that a security breach has exposed the personal data of thousands of end users. The project sponsor suspends work while the cause is investigated. The threat of a security breach was identified during the risk management planning process, and the impact is significant.
What should the project manager do?
A.Refer to the stakeholder engagement plan to determine the risk owner.
B.Perform a decision tree analysis to calculate the optimal path to resolution.
C.Meet with the project sponsor to negotiate a new requirements management plan.
D.Update the issue log and review the risk response strategy outlined in the risk register.
Solution: D. Update the issue log and review the risk response strategy outlined in the risk register.
The correct answer is to update the issue log and review the risk response strategy outlined in the risk register.
Before taking action, the issue must be documented in the issue log and the risk register must be reviewed to determine how to respond to this issue. When threats occur, they are called issues and are listed in the issue log. An issue log is used to record and monitor information on active issues. Since the threat of a data breach has occurred, it must be documented in the issue log. The project manager must also review the risk register. A risk register is a repository in which outputs of risk management processes are recorded. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks. The risk of the breach was identified, therefore the risk register should contain information on the agreed-upon risk response strategy and other related information.
Referring to the stakeholder engagement plan to determine the risk owner is incorrect because the risk owner is documented in the risk register. A stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote the productive involvement of stakeholders in project or program decision making and execution.
Performing a decision tree analysis is incorrect because it is a risk analysis tool that should have been conducted when the team was analyzing risks. A decision tree analysis is a diagramming and calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty. The output of this analysis would be recorded in the risk register.
Meeting with the project sponsor to negotiate a contingency plan is incorrect because the contingency plan must have been available in the risk register.
This question and rationale were developed in reference to:
The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/10/23-25 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats] [4.6.2 LOGS AND REGISTERS] [4.4.1 DATA GATHERING AND ANALYSIS]
Question
A project manager learned that the project deliverables will not meet the quality requirements unless a change is made to a component. After issuing a formal change request, the project manager emailed details of the change to all stakeholders. Most stakeholders received the information promptly and are fully aware of the change. However, the project manager finds out that some stakeholders did not receive the email or did not read it.
What could the project manager have done to prevent this?
A.Reviewed the communications management plan.
B.Developed a detailed work performance report.
C.Met with the project sponsor to discuss communication.
D.Questioned the stakeholders about technological literacy.
Solution: A. Reviewed the communications management plan.
The correct answer is to review the communications management plan.
A communications management plan is a component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated. Communication is the most important factor in engaging with stakeholders effectively. Project success is dependent on effective communication and the communication medium used influences the effectiveness of communication. Before deciding to send emails to all stakeholders, the project manager should have first reviewed the communications management plan to confirm that email communication is effective for all stakeholders. Typically, preferred communication methods vary from stakeholder to stakeholder, based on a multitude of factors.
The other options are incorrect because they do not preemptively address the core issue. In this case, some stakeholders had no problems with the emails. For others, email was clearly not the most effective way to communicate. The project manager could have avoided the confusion by reviewing the communications management plan and disseminating the information in the stakeholders’ preferred medium.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [4.2.2 COMMUNICATION MODELS]
Question
A customer is concerned that the current project deliverable will not fulfill stated project requirements. What could be done to alleviate customer concerns?
A.Schedule a meeting to remind the customer of requirements previously communicated to the team.
B.Document the customer’s concern as a risk in the risk register and plan accordingly.
C.Manage the concern at the review of each deliverable with the customer.
D.Ask a product owner to review the acceptance criteria previously discussed with the customer.
Solution: D. Ask a product owner to review the acceptance criteria previously discussed with the customer
To align the customer expectations with the upcoming deliveries the product owner should work with the customer to describe functional behavior as acceptance criteria (definition of Done).
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item The Agile Developer’s Handbook by Paul Flewelling Published by Packt Publishing, 2018 Acceptance criteria]
| The Agile Practice Guide (No Date) PMI/PMI/5/52 [Item]
Question
The client agreed to the standards that would be used to assess final deliverables prior to hand-off, but is now asking for improvements because the deliverables do not meet the standards. Which document should the project manager consult to resolve this issue?
A.Scope management plan
B.Quality management plan
C.Requirements documentation
D.Project charter
Solution: B. Quality management plan
The quality management plan defines the standards for the project deliverables and how compliance with the standards can be demonstrated. The project charter will not have this level of detail. Likewise, the scope and requirements should not change or list specific responses to the quality acceptance criteria of the project deliverables.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.5.3.1/202 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2004) Tom Kendrick/AMACOM/41/100 [Item]
Question
A project deliverable does not meet the functional requirements necessary to meet stakeholder needs. As a result, the customer refuses to accept the deliverable.
How would defining the quality metrics have helped the project manager avoid this situation?
A.The test management plan would have evaluated the deliverable according to quality metrics before final acceptance.
B.Quality metrics specified in the work breakdown structure (WBS) would have identified compliance specifications.
C.Quality metrics would have described the attributes of the deliverable and how to measure them.
D.Quality metrics in the requirements plan would have allowed for a new procurement process in case of component failure.
Solution: C. Quality metrics would have described the attributes of the deliverable and how to measure them
Quality metrics are a description of a project or product attribute and how to measure it, hence it would be able to identify whether the customer would be satisfied with the deliverable as the metrics are clear and objective.
The Test Management plan take reference to the Quality Metrics, hence it is not the correct options.
The quality metrics in the WBS would only show what tasks will be performed to met specifications, but those specifications may not be measured yet.
Lastly, the option on allowing for a new procurement process will not help, as the question was about how would defining Quality Metrics would have helped out.
This question and rationale were developed in reference to:
e-Reads (No Date) //Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard / Ch 7/ [Item]
| PMBOK® Guide—Fifth Edition (No Date) PMI//8/242 [Item]
Question
A manufacturing company receives customer complaints that a product is defective. A project sponsor has said that these complaints might be outliers.
What should the project manager use to investigate the cause and quantity of defects in this product?
A.Flowcharts
B.Affinity diagram
C.Control chart
D.Histogram
Solution: D. Histogram
Histogram is correct because it can show the number of defects per deliverable, a ranking of the cause of defects, the number of times each process is noncompliant, or other representations of project or product defects.
Flowchart is not correct because it show a series of steps that lead to a defect.
Affinity diagram is not correct because it can organize potential causes of defects into groups showing areas that should be focused on the most.
Control chart is not correct because it is used to determine whether or not a process is stable or has predictable performance
This question and rationale were developed in reference to:
e-Reads (No Date) /J. Ross Publishing/Project Quality Management: Why, What and How by Kenneth H. Rose/Chapter 7 - Collecting and Understanding Project Data [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/298 [Item]
Question
A major project deliverable is completed. What should the project manager and team do to confirm that specifications have been met?
A.Check the organizational process assets.
B.Validate the quality audit reports.
C.Verify the scope.
D.Perform quality control.
Solution: D. Perform quality control
Quality control is used to analyze and evaluate the project deliverables against the requirements.
The other answer choices are incorrect. Quality audits are typically used to address problems or improvements, not to validate deliverable specifications. Organizational process assets are specific to the organization and not to the project, or project deliverables. Verifying the scope is not helpful, as the deliverable has already been completed.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (No Date) PMI//8.3/248 [Item]
| Project Quality Management: Why, What and How (2005) Kenneth H. Rose/J. Ross Publishing/6/ [Item]
Question
After sponsor approval of a project, the project manager invites the sponsor, selected team members, and other stakeholders to a meeting. The major purpose of the meeting is to define how formal acceptance of the completed project deliverables will be obtained.
What document will be developed as the final output of this meeting?
A.Change log.
B.Stakeholder register.
C.Scope management plan.
D.Requirements management plan.
Solution: C. Scope management plan
The scope management plan is a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
Change log is used to document changes that occur during a project.
Stakeholder register contains information about identified stakeholders that includes identification information, assessment information and stakeholder classification.
Requirements management plan is a component of the project management plan that describes how project and product requirements will be analyzed, documented, and managed.
This question and rationale were developed in reference to:
PMBOK® Guide—Fifth Edition (No Date) PMI//5.3.1.1/109 [Item]
| Value-Based Metrics for Improving Results: An Enterprise Project Management Toolkit (24/7) (2008) Mel Schnapper and \\steven \rollins/J. Ross Publishing/18/ [Item]
Question
A project team has not been performing user acceptance tests on a deliverable because the product has been working as expected in other projects. However, after implementation, the product is not operational.
What should the project manager do to identify the source of the problem?
A.Review the quality metrics document.
B.Develop a scatter diagram.
C.Conduct a root cause analysis.
D.Perform an audit.
Solution: C. Conduct a root cause analysis
Root cause analysis is an analytical technique used to determine the basic underlying reason that causes a variance, defect, or risk. So conduct root cause analysis is the right choice
Quality metrics document is a description of a project or product attribute and how to measure it, and is not used to identify the source of the quality problem.
A scatter diagram is a graph that shows the relationship between two variables and is used for decision making, not identifying the source of the quality problem.
An audit is the process to determine if the project activities comply with the specific procedure, which doesn’t help to identify the quality problem in this case.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/11/392 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2.2.2/ [Item]
Question
A project manager is working with stakeholders to identify the steps that must be completed as part of a task. The project manager needs to be able to verify that team members have completed all the steps required when performing a frequently performed task.
What should the project manager use?
A.Flowchart
B.Checklist
C.Histogram
D.Facilitation
Solution: B. Checklist
The project manager should use a checklist as it is generally used in validating process steps have been implemented.
The other answer choices are incorrect. Flowcharts can only be used to outline process steps not verify that they have been conducted; histograms reflect frequency distribution and will not verify team members have completed the tasks; and facilitation is the ability to effectively guide a group event to a successful decision, solution, or conclusion.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//80 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/5.24/ [Item]
Question
A project has been closed and customer care needs to measure customer satisfaction with the deliverables.
What should be done next?
A.Negotiate additional contract with customer for similar service.
B.Schedule meeting with stakeholders and customer to discuss lessons learned.
C.Evaluate project deliverables and review customer feedback documents.
D.Audit project success by reviewing closing documentation for each project phase.
Solution: C. Evaluate project deliverables and review customer feedback documents
Evaluate- Closure meetings are used to confirm deliverables have been accepted, validate if acceptance criteria have been met, formalize contract completion, evaluate stakeholders satisfaction, gather lessons learned, transfer project knowledge and information, and celebrate success. Customer satisfaction can be derived by referring customer feedback documents
Negotiate- Not initiated by the customer. No need to negotiate additional contract with customer
Schedule- Previously performed at project closure. As part of Project closure meeting, lessons learned can be covered
Audit- No relevance to the question, part of gate review process
This question and rationale were developed in reference to:
e-Reads (No Date) ///Keeping Score using the Right Metrics by Mark Graham Brown, 1996. Chapter 6 Measuring Customer Satisfaction Value, item “Method of identifying customer requirements” [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/127 [Item 4.7.2.3 Meetings]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 8 Project Quality Management, page 229 [Item]
Question
A project manager is reviewing work performance data in preparation for the close project process. The data reveals that one of the deliverables was not accepted. The estimated work required to complete acceptance of the deliverable will delay the project completion date by two months.
What should the project manager do next?
A.Allocate the contingency reserve to procure resources needed for completion.
B.Update the schedule and perform the work.
C.Issue a change request for review by the change control board (CCB).
D.Update the watch list in the risk register.
Solution: C. Issue a change request for review by the change control board (CCB)
Since one of the completed deliverables was not formally accepted, it may require a change request for defect repair. The change requests are processed for review and disposition through the Perform Integrated Change Control process. During the “Close Project Process” the Project Manager has to go to the Change Control Board (CCB) to follow the Project Management Norms.
The other answer choices are incorrect because they are activities to be performed after the “approval” obtained from the CCB.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Project Manager Street Smarts: A Real World Guide to PMP Skills by Linda Kretz Zaval and Terri A. Wagner - Task 4.1: Monitoring and Controlling Project Work, section Verifying Scope [Item]
| IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Chapter 5, Validating scope, section Scope validation p209 bottom [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Validate Scope 5.5.3.2 Change Requests [Item]
Question
Project completion will be delayed because an essential component will not be delivered on time. What should the project manager do?
A.Consult with stakeholders and revise the project schedule to reflect the delay.
B.Review the scope management plan to understand how acceptance of project deliverables could still be obtained.
C.Check the procurement contract for penalties that can be imposed on the supplier of the component.
D.Evaluate the impact of the delay before deciding what actions are necessary.
Solution: D. Evaluate the impact of the delay before deciding what actions are necessary
Before a path of action can be selected, the project manager needs to first understand the impact of the delay, and what, if any, successor activities are affected. This action would be required before advising the project sponsors who will want to know the impact before making project decisions.
Without knowing the impact of the delay, you are not ready to revise the schedule.
Acceptance criteria of project deliverables in the scope management plan would not change in this scenario.
This question and rationale were developed in reference to:
Fundamentals of Project Management 5th Edition (No Date) James P. Lewis/AMACOM/Project closure/428 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.6.2/ [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5/ [Item Project Scope Management]
Question
A project manager needs to close out a project and does not have time to update the lessons learned register.
What could be a consequence of this failure to act?
A.Work performance data would be incomplete and unavailable for analysis.
B.Opportunities to prevent similar problems in future projects could be missed.
C.The project management plan could be inaccurate and misleading.
D.Key stakeholders would refuse to engage in future projects.
Solution: B. Opportunities to prevent similar problems in future projects could be missed
Capturing lesson learned allows project manager to gain knowledge of past knowledge which will help prevent similar problems in future projects.
Work performance data is the raw observations and measurements identified during activities designed to carry out the project work. It is collected during project execution.
Lesson learned register is an input for the project management plan, however not updating it doesn’t cause the project management plan to be incorrect or misleading.
Not capturing lesson learned doesn’t impact key stakeholders in engaging future projects.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//96 [Item]
| Practice Standard for Earned Value Management (10/1/2011) PMI/PMI//60/76 [Item]