PMI CP Communications Quiz

During a project planning session, a construction professional is tasked by the project stakeholders to explore an innovative construction technique that could potentially reduce materials and costs. The project sponsor, on the other hand, is resistant to adopting a novel approach, given that it will require changes in established working processes. Consequently, unpredictable delays and risks could happen.

What should the construction professional do in response to this situation?

• Adhere to the traditional plan since the project sponsor has the highest power among all stakeholders

• Follow the stakeholders’ recommendations since the importance of adopting innovation in construction

• Explore many innovative approaches in order to give the sponsor more options to choose from

• Address the concerns of the sponsor and get their buy-in for whatever decision is going to be made

A construction professional is assigned to manage the construction of a complex industrial project. During the execution phase, what technique should the construction professional use to assess the communications between project teams?

• The compass tool

• Power/Interest diagram

• Commitment-based Management

• Obeya

A construction professional is assigned to manage a large complex built environment project. As part of the project scope, a consulting firm should control and manage all expenses related to the project. Before launching the Request For Proposal (RFP), the project sponsor checked it and asked the construction professional to tighten the acceptance criteria even though it incurs more costs. The sponsor explained that experienced consulting firms could provide advice and insights that lead to higher savings.

What type of feedback loop does the sponsor use?

• Positive feedback loop

• Negative feedback loop

• Directive feedback loop

• Constructive feedback loop

A construction professional, tasked with overseeing a complex building project, observes a lack of coordination and alignment within the construction team. This misalignment is causing delays, communication breakdowns, and inconsistencies in project execution.

What can the construction professional do in order to address this issue?

• Organize a series of team-building workshops

• Set up a physical or virtual space to implement Obeya

• Embed Interface Management into the project

• Apply Commitment-based Management™ (CbM) with the construction team members

A construction firm presented to the mayor the planning of a new football stadium with a capacity of 30,000. The mayor believes that the stadium will benefit the community tremendously. Despite the mayor's support, the construction firm encountered strong resistance from various stakeholders since the beginning of the project execution.

What should the construction firm do to resolve this problem?

• Create a Responsibility Assignment Matrix (RAM) to indicate which stakeholder is responsible for what aspects of the project and who needs to be consulted or informed

• Create an organizational diagram to assign each stakeholder to the appropriate project role, allowing or disallowing certain lines of communication

• Schedule a meeting with the concerned stakeholders to thoroughly explain the project, discuss and establish ground rules, ensure their involvement, and identify any personal or organizational issues that might surface later on

• Avoid contacting these stakeholders at the start of the project and instead, create a “faits accomplis” to pressure them to support the project due to a lack of alternatives

During the execution of a built environment project, the construction professional requested their plumbing team to carefully check all the connectors, explaining that natural gas can be extremely dangerous as leaks can lead to fires and even explosions.

What is the characteristic of the described commitment?

• Active

• Voluntary

• Explicit

• Mission-based

Before starting a large infrastructure project, and after identifying all of the individuals and groups involved or affected by the project, the construction professional took a step further by classifying stakeholders according to their level of power, interest, and influence. This step is referred to as:

• Stakeholder analysis

• Stakeholder identification

• Stakeholder monitoring

• Stakeholder Engagement

A construction professional is leading a project in Washington DC with remote design team members from different countries. During a virtual fortnightly planning meeting, the construction professional found out that some members either forgot, missed, or did not fully understand what was discussed in the previous meeting.

What can the construction professional do to address this issue?

• Ask all design team members to try to speak English with an American accent

• Create a new group norm requiring meeting attendees to raise their hands when they don’t understand something

• Record all the meeting sessions and send the recordings to all the stakeholders in the project every time

• Change the meeting frequency to weekly rather than fortnightly so that design team members do not forget what has been discussed

During the planning of a new pipeline pump station and a treatment plant, a construction professional recommends the deployment of a centralized system to facilitate collaboration and ensure that all team members have access to the latest project information.

What should the construction professional implement to address this goal?

• Interface Management System

• (PMIS) Project Management Interface System

• Project Management Information System

• Obeya Management System

A construction professional is in charge of building a hospital. Knowing that the project includes a diverse group of stakeholders, the construction professional opted for using a project management information system (PMIS) to increase collaboration and decision-making. Yet, a key stakeholder prefers to receive some important documents on paper to be manually processed and approved.

What should the construction professional do in this case?

• Send the requested documents on paper for approval, and keep highlighting to the key stakeholder the importance of using the PMIS

• Explain to the key stakeholder that the investment of setting up the PMIS is huge, therefore it should be fully used to justify its cost

• Explain to the key stakeholder the importance of using technology in construction, and give them training on how to use the PMIS

• Push the key stakeholder to adopt the PMIS by intentionally adding some delay when providing the paper documents