Post Test Pertemuan 3 Integration

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

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

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.

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

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

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

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

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)®

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

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