PMP Exam Trial

A project manager works at a EPCI company. The current project is a three year, multimillion-dollar initiative to build a FPSO. The first phase of the project has been completed within the six months timeframe and within budget. What should the project manager do next?

• Move on to the next phase

• Secure approval from the program manager

• Proceed with the contractual closure of the phase

• Begin the administrative closure process

During the project closing, the project sponsor informs the project manager that one of the deliverables, developed by a contractor, must be transferred to a nonprofit organization at no cost. The procurement documentation states that the property of this deliverable reverts to the contractor once the procurement contract is finished.

What should the project manager do?

• Add "avoid out of scope agreements during the closure process" to the lessons learned register

• Initiate a change request and execute the integrated change control process

• Consider this transfer as an open issue for the contract department and continue closing the project

• Review the contract agreement with the contractor in order to modify the property of the deliverable

At project initiation, a quote for the required services was requested from a vendor, and the work was estimated at US$100,000. As the project progressed, requirements were updated following the company's procurement process, and a modified quote was received for more than US$250,000. The allocated contingency funds are not sufficient to cover the difference. What should the project manager do?

• Restart the procurement process and select a new vendor

• Review the contract type that will be awarded to the vendor

• Proceed with the best offer as per the procurement process

• Engage the steering committee and escalate the issue

A company that has traditionally used predictive approaches has been experimenting with the use of agile in portions of a project. Because the company has been pleased with the results, the project sponsor now requests that the entire project be converted to agile. What should the project manager do?

• Propose that the approach change to agile take effect for new projects

• Submit a change request to the change control board (CCB)

• Consult the product owner as they may have reasons to continue using a predictive approach

• Convert the project deliverables to user stories and inform the team

A project manager in a quickly growing hybrid organization is becoming increasingly frustrated at the rapid amount of change in daily operations. Several newer team members have already left the team or have been promoted to other roles in the organization.

What should the project manager do to ensure the project governance remains stable?

• Work with senior leadership to update the organizational process assets

• Develop a new social contract to empower the team

• Update the team charter with new team members

• Update the project management plan on a regular basis

A company used to deliver technical services to customers using external labor. When a new project manager arrived, the team hired specialized personnel to reduce costs by delivering an in-house service. Some of the stakeholders are frustrated that the resources are taking too much time to deliver the service.

What should the project manager do to address the concern?

• Ask the functional manager to run a survey after the service delivery

• Increase stakeholders' understanding of the project approach

• Rehire the external contractor who provided the service previously

• Develop a glide path and communicate the ramp-up plan to stakeholders

A project manager has been asked to manage an existing complex project. Some goals have already been delivered by the previous project manager. While reviewing the project management plan, the project manager realizes that one of the key deliverables is missing from the project goal.

What should the project manager do next to ensure the expected project value is delivered?

• Escalate the issue about the deliverable to the project sponsor

• Confirm the expected deliverables and rebaseline the project

• Track through Requirements Traceability Matrix

• Use the contingency fund for more resources to complete the missing deliverable.

A geographically distributed project team has development issues between the colocated and virtual teams, causing productivity to decrease.

What should the project manager do to address these issues?

• Force the team members to work from one location

• Obtain special expertise to advise the team members

• Develop protocols for resolving conflicts between team members

• Set up face-to-face meetings with project team members

A project is nearing completion and a stakeholder wants to know how the project outcomes will impact the organization. What should the project manager review with the stakeholder?

• Business case

• Benefits management plan

• Project charter

• Assumption log

A project is challenged by a multitude of problems resulting in defects and stakeholder complaints. The project manager has been contemplating a quick and effective approach to address the problems.

Which action should the project manager take?

• Gather the project team members and have a brainstorming session

• Refer to the organizational process assets (OPAs) to assess lessons learned

• Use a trend analysis to engage some of the project team members

• Use an Ishikawa diagram to help identify the problems