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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: People | 33% | - Team Management
|
| Topic 2: Process | 41% | - Project Planning
|
| Topic 3: Business Environment | 26% | - External Influences
|
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NEW QUESTION # 32
Which Process Group contains the processes performed to complete the work defined in the project management plan to satisfy the project specifications?
Answer: D
NEW QUESTION # 33
A subcontractor informs the project manager that they are unable to supply a key component to the project. What should the project manager do?
Answer: D
Explanation:
The project manager should raise a new issue in the issue log and convene SMEs and relevant stakeholders to identify alternatives to address the problem. This is because the inability of the subcontractor to supply a key component is an issue that has already occurred and needs to be resolved as soon as possible. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project1. The project manager should also involve the SMEs and relevant stakeholders who have the expertise and authority to provide input and guidance on how to deal with the issue. The project manager should not discuss the issue with the project sponsor and request extra time and budget to obtain the component from a different supplier, as this would be premature and may not be the best option. The project manager should not raise a new risk in the risk register, perform a risk assessment, and convene SMEs and relevant stakeholders to plan a risk response, as this would be appropriate for a potential problem that has not yet occurred, not an actual issue that has already happened.
The project manager should not submit a change request to the CCB for changes to the performance measurement baseline to obtain the component from a different supplier, as this would be a formal process that requires approval and may not be necessary if the issue can be resolved in other ways. References:
(Professional in Business Analysis Reference Materials source and documents)
* PMBOKGuide, 6th edition, Section 4.6.1.1, "Issue Log"
NEW QUESTION # 34
A project manager has been assigned as the servant leader for an ongoing project that historically has presented unexpected problems. The main stakeholder is hesitant to continue with the rest of the sprints even though there are no open issues or indications of risks at this stage. What should the project manager do to address this problem?
Answer: C
Explanation:
Implementing short cycles for inspection and providing feedback is aligned with the principles of servant leadership and agile project management. Servant leadership emphasizes flexibility, empathy, and empowering team members to adapt and thrive. It involves facilitating the team's success by ensuring open communication and stakeholder engagement. In the context of agile project management, short cycles or iterations allow for regular assessment of the project's progress and early detection of potential issues, which aligns with the PMBOK Guide's principle of engaging with stakeholders. This approach allows the project manager to address the stakeholder's concerns by demonstrating progress and managing risks proactively.
NEW QUESTION # 35
A project is delayed due to an undelivered component, which was caused by a conflict between the procurement lead and the contracts manager. The project manager schedules a meeting with the two stakeholders to resolve the issue.
What role does the project manager play in this situation?
Answer: A
Explanation:
The project manager plays the role of a mediator in this situation, as this is part of managing stakeholder engagement. Managing stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By scheduling a meeting with the two stakeholders, the project manager acts as a neutral third party who facilitates the discussion and helps them reach a mutually acceptable solution. The other options are not the best ways to describe the project manager's role, as they either imply a biased, authoritative, or passive approach to conflict resolution. References: (Professional in Business Analysis Reference Materials source and documents) PMBOK Guide, 6th edition, Chapter 13, Section 13.3.2.4 PMP Exam Content Outline, June 2019, Domain II, Task 9 PMP Sample Test Questions, Question 393
NEW QUESTION # 36
During a project review meeting, the project sponsor is worried that the protect may not be delivering results as planned Based on that the project manager is evaluating the project status. What information should the project manager use as an indicator that the project is actually delivering value?
Answer: C
Explanation:
The project manager should use the alignment of the project with the benefits management plan as an indicator that the project is actually delivering value because this is the best way to measure the project's contribution to the organization's strategic objectives and expected outcomes. The benefits management plan defines the benefits that the project is expected to deliver, the metrics and targets to evaluate them, the roles and responsibilities for benefits realization, and the timeline and process for benefits review and transition. By comparing the project's performance and deliverables with the benefits management plan, the project manager can assess the value of the project and identify any gaps or issues that need to be addressed. The other options are not the best choices because they do not necessarily reflect the value of the project. Stakeholders' satisfaction with the current status (option A) may be subjective and biased, and may not consider the long-term benefits of the project. The project being under budget and on schedule (option B) may indicate the project's efficiency and adherence to the plan, but it does not guarantee the project's effectiveness and alignment with the business needs. The project being aligned with the project charter (option C) may show the project's compliance with the initial scope, objectives, and assumptions, but it does not account for any changes or updates that may affect the project's value proposition. References: PMBOK Guide, 6th edition, pages 33-34, 75-76, 129-130. PMP Questions page 457. PMP Practice Exam | Free PMP Practice Questions.
NEW QUESTION # 37
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