Mentoring & Coaching Pert. 3 Project Integration Management

Senior management is considering a project to replace the company's inventory tracking system, and the pre-project work is underway. At this point, the project needs assessment has just been completed. What should be done next?

• Selecting a new inventory tracking system

• Acquiring project team members

• Carrying out the project kick-off meeting

• Identifying key project deliverables

Answer explanation

After completing the project needs assessment, the next step is to identify key project deliverables. This ensures clarity on what needs to be achieved before moving on to selecting a system or assembling the project team.

During a project closure meeting, a stakeholder makes a suggestion that would improve the functionality of a vendor’s deliverable. The suggestion does not get the attention of the participants and is quickly dropped without further action. What is the most likely reason for the suggestion being dropped?

• Suggestions are not allowed during project closure

• The project team has already been released

• Stakeholder influence during project closure is low

• The deliverable still needs to be accepted

Answer explanation

The suggestion was likely dropped because stakeholder influence during project closure is low, leading to a lack of attention from participants who may be focused on finalizing the project rather than discussing improvements.

Team members are frequently changing during the long timeline of a multi-phase project. The project manager is questioning whether to include agile practices to accommodate the changes. What should the project manager do prior to moving to a hybrid approach?

• Ensure project finances are secured for the next project phase.

• Reduce the team size to nine people, plus or minus two

• Target a smaller project as a proof of concept to test the feasibility

• Evaluate the benefits of incorporating agile practices.

Answer explanation

Before adopting a hybrid approach, the project manager should evaluate the benefits of incorporating agile practices. This assessment will help determine if agile can effectively address the challenges posed by frequent team changes.

Project initiation is complete, and the project manager is about to begin project planning. The company has completed similar projects in the past, but the project manager was not involved with those projects. The project manager has reviewed the project charter to gain a high-level understanding of the project as a starting point for project planning

• Consult with a project manager who managed similar past projects

• Prepare for project planning by performing the Manage Project Knowledge process

• Review the lessons learned register

• Search the organizational process assets for information on similar projects completed previously

Answer explanation

The correct choice is to search the organizational process assets for information on similar projects. This will provide valuable insights and lessons learned from past projects, aiding in effective project planning.

During project initiation, the project stakeholders attend a meeting where they discuss how project success should bedetermined. The majority of the stakeholders are in favor of measuring project success by meeting the metrics of scope,cost, schedule, and quality only. As the project manager, should you agree with this approach?

• Yes, meeting the metrics of scope, cost, schedule, and quality are the most important criteria for measuring project success

• No, the measures of project success should be determined after considering all the project objectives

• Yes, if most of the stakeholders are in favor of a set of success metrics, the project manager should accept the opinion of the majority

• No, the stated metrics are less important than the level of customer satisfaction, which should be the primary measure of project success

Answer explanation

No, the measures of project success should be determined after considering all the project objectives. Focusing solely on scope, cost, schedule, and quality may overlook critical factors like customer satisfaction.

A project sponsor creates a draft of the project charter and asks you to complete its development and lead the project. What should you do next?

• Gather information from stakeholders to document high-level details on the project

• Determine whether the expected outcomes of the project justify the required investment

• Create a document that describes how the project will be executed, monitored, controlled, and closed

• Develop a document that describes how and when the benefits of the project will be delivered

Answer explanation

Gathering information from stakeholders is essential to document high-level project details, ensuring alignment with their needs and expectations before finalizing the project charter.

A company is planning a very large project and considering managing some of its aspects using agile methods. The project manager is concerned that agile may not be the best approach given that a large effort would be needed for additional processes, structure, and support systems, thus making the execution of the project more rigid and less agile. Which of the following practices will assist in scaling this project while keeping some of its aspects agile and less process and structure-focused?

• Executing the project with a well-defined beginning and end

• Creating a detailed work breakdown structure (WBS)

• Building a strict hierarchy of processes and decision-making

• Managing the project using multi-level release planning

Answer explanation

Managing the project using multi-level release planning allows for flexibility and iterative progress, enabling agile practices while still providing structure to scale the project effectively.

You are developing a charter for a high-risk project. You are aware that the project sponsor has a low risk tolerance,which requires special consideration. What should you do next?

• Double the size of the management and contingency reserves

• Ensure the risk identifi cation process is extremely rigo

• Tell the sponsor that you have managed similar projects

• Consult with a PMI Risk Management Professional (PMI-RMP)®

Answer explanation

Consulting with a PMI-RMP® ensures expert guidance tailored to the sponsor's low risk tolerance, helping to effectively manage risks in the high-risk project while aligning with the sponsor's preferences.

The company has been sold. Consequently, there is a major shift in direction and strategy. A multi-phase project has been canceled during the execution of its final phase, and no more budget or work is to be spent on the project. The PMO has assigned the project manager to manage another project. Before moving over to the other project, what must the project manager do?

• Communicate the status of the project to the team and produce a final report

• Gain senior managers' approval to manage another project

• Procure the rest of the items on the contract agreement with the supplier

• Complete the fi nal phase of the project

Answer explanation

The project manager must communicate the project's status to the team and produce a final report to document the cancellation and lessons learned, ensuring all stakeholders are informed before transitioning to the new project.

An organization is to undertake a multi-phased project. The sponsor wants to pursue the project objectives as they have been planned but also wants to accommodate and adjust to new information and changes in the environment as the project progresses. Which project management approach should the project manager select for this project?

• Waterfall

• Agile

• Hybrid

• Phased

Answer explanation

The Hybrid approach combines elements of both Waterfall and Agile, allowing the project to follow a structured plan while remaining flexible to adapt to new information and changes, making it ideal for the sponsor's requirements.