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| Section | Weight | Objectives |
|---|---|---|
| People | 33% | - Team Management
|
| Process | 41% | - Project Planning
|
| Business Environment | 26% | - Organizational Alignment
|
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問題 #64
A project is planned for execution in an area known for flooding. The project manager must develop a risk management plan to identify and plan for this risk.
What should the project manager do?
答案：B
解題說明：
Section: Executing
問題 #65
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific "champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
How should the project manager approach managing the regulatory bodies' requirements for the health records associated with this project? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)
答案：A
解題說明：
The project manager should perform regular compliance reviews throughout the project and maintain evidence that the system continues to meet applicable health-record regulations.
Ongoing verification identifies compliance gaps early and supports regulatory accountability.
問題 #66
As a member of an organizational change management team, a project manager must pass on any changes to the project team The project manager needs to avoid any misunderstandings or resistance to help ensure that the project team will support any organizational change What should the project manager do?
答案：B
解題說明：
A). Conduct meetings with resistant members to facilitate smooth project implementation. This option may not be enough, as the project manager should not focus only on the resistant members, but also on the other members who may be supportive, neutral, or indifferent to the changes5. The project manager should not isolate or single out the resistant members, but rather involve them in the whole team meetings and discussions. The project manager should also not assume that resistance is always negative or irrational, but rather understand the reasons and emotions behind it and address them constructively.
C). Influence the team to communicate any changes. This option may be vague, as the project manager should not rely on the team to communicate the changes, but rather take the lead and responsibility to do so. The project manager should not delegate or abdicate the communication role, but rather model and encourage it.
The project manager should also not use influence as a manipulative or coercive tactic, but rather as a persuasive and respectful skill .
D). Check with the. This option is incomplete, as the project manager should specify who or what they are checking with. The project manager should not check with the wrong or irrelevant sources, but rather with the appropriate and reliable ones. The project manager should also not check with the sources passively or sporadically, but rather proactively and regularly.
I hope this information helps you with your query. However, I suggest that you consult the official PMP and PBA reference materials and guides for more accurate and reliable information. Thank you for using Bing. # References:
1: Communicating Change: Why, How and When 2: How to Communicate Change Effectively to Your Team 3: Building Trust in Project Teams 4: How to Create a Positive Team Culture 5: How to Manage Stakeholder Resistance to Change : [How to Deal with Resistance to Change] : [How to Influence Without Authority] : [Influence and Persuasion in Project Management]
問題 #67
At the start of a typical project life cycle, costs are:
答案：C
問題 #68
A project manager gas been asked by the project manager office (PMO) to select the appropriate project management approach for three upcoming projects. Match the projects on the left with the approach that should be used on the right.
答案：
解題說明：
Explanation:
問題 #69
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