GREAT 4

During the initiating phase of a project, a key stakeholder requests frequent changes to the project scope. What should the project manager do to improve the stakeholder's engagement?

• Discuss the work breakdown structure (WBS) with the key stakeholder and refine the requirements
• Update the project backlog and discuss it with the key stakeholder
• Update the project charter and discuss it with the key stakeholder.
• Discuss the project scope statement with the key stakeholder and build prototypes

A project is in the execution phase During a few planning sessions the team brought up dependencies and risks based on their knowledge of other project. The project manager also received questions from the company in terms of how and when the team planned to perform acceptance testing and training activities. What should the project manager do next?

• Document the project management plans and share them with the company and all team members via email for review
• Create a log to track risks assumptions issues and dependencies and establish a periodic review with the stakeholders
• Add contingency m the schedule to account for dependencies and risks then review rt with the team
• Engage with the company and the project team to determine the best course of action

A company has assigned a project manager to the initial task of determining the resources required for a new project. What should the project manager consult?

• Company's historical organizational project artifacts
• Company's project responsibility assignment matrix (RAM)
• Company's resource management plan
• Company's resource calendars

A project manager works at an organization that is transitioning to agile. The development team has recommended using a burndown chart to provide visibility on project progress to all stakeholders. What should the project manager do to ensure effective communication throughout the project?

• Advise the project management office (PMO) to use the burndown chart as the single communication channel.
• Develop a communications management plan for each category in the stakeholder register.
• Include the burndown chart in a monthly report that is distributed to all stakeholders.
• Postpone the recommendation since the organization does not currently have a defined agile methodology.

A protect manager is managing a project that will handle sensitive data for millions of users. The sponsor mentioned that, lo their knowledge, the project does not seem to have any compliance requirements in their country. What should the project manager do in this situation?

• Request expert advice from the compliance leader to confirm if there are any compliance requirements for the project.
• Check with. The national compliance agency to determine if the project has any compliance requirements in this country
• Trust in the expertise of the sponsor and believe that there are no compliance requirements for this project.
• Conduct independent research regarding the data protection policy of the country for legal and regulatory compliance.

A new facility project is being developed using a hybrid approach. After the third iteration, the project manager sees a decline in the team's productivity. What should the project manager do next?

• Review the iteration duration with the team.
• Discuss the issue in the next retrospective.
• Encourage the team to improve their performance.
• Reduce the iteration backlog.

Toward the end of a protect the project manager did not receive approval from a key stakeholder because the necessary deliverables were not functioning as expected. What should the project manager do next?

• Review the stakeholder engagement plan
• Review the quality management plan
• Review the requirements traceability matrix
• Review the work breakdown structure (WBS)

A new privacy law will go into effect at the beginning of the next calendar year. The project manager realizes the project needs to be compliant with the new law. What should the project manager do next?

• Inform the project steering committee of this constraint.
• Inform the project team and create a spike for the next Iteration.
• Inform the legal department that the project scope will be updated.
• Inform the product owner that the project will continue as planned.

During a network upgrade for a company, the client informs the project manager that a government representative notified the client about a separate project that will affect the network upgrade. Any change in the upgrade will impact the project's cost and schedule. What should the project manager do first?

• Perform an impact analysis with subject matter experts (SMEs).
• Inform the government representative about the impact of the separate project.
• Implement a change request to increase the budget and schedule.
• Consult and update the risk register with the project stakeholders.

A hybrid project manager has taken over a large-scale software development project m a highly regulated environment. During a handover session the outgoing project manager explains that they devised their own status reports which is different from the project management office's (PMO's) status report style. The project stakeholders are extremely particular about the information they receive in updates and do not believe the PMO's status reports have sufficient enough information. How should the new project manager proceed*?

• Continue using the outgoing project manager's status reports as well as their approach for schedule reporting
• Explain to the PMO that the hybrid project team needs to keep an agile approach for reporting and will not be complying with the organizational standard
• Change the status reports according to the template supplied by the PMO and proceed with scheduled reporting
• Meet with the project stakeholders to explain the need to comply with the PMO standards and update the status report format accordingly