PMP -Integration/Scope (Situations)-Exam#18

Julia is managing a complex industrial process re-engineering project. She has identified all of her key project stakeholders and has conducted individual interviews with them to identify other project stakeholders as well. However, Julia is still not comfortable with her project's stakeholders list as she believes there would be more key external stakeholders still missing from the list. What can help Julia in this situation?

• Use stakeholder register templates from the organizational process assets.
• Conduct more meetings with the key stakeholders. 
• Julia needs to get over her fear and finalize the project stakeholder register
• Seek expert judgment from subject matter experts.

Shawn is in the execution phase of his project. He is getting unexpected requests from his stakeholders about the project progress. All of the following can be used by Shawn to respond to their requests EXCEPT: 

• Communications management plan 
• The stakeholder register 
• Organizational process assets 
• Work performance reports 

Tom is managing a software development project. The buyer of the product is an external entity. During the execution of the project, Tom finds out that a new operations manager has been hired in the customer organization. The new manager is now a key stakeholder of the project. Which of the following documents is least likely to get updated as a result of the addition of this new stakeholder? 

• Stakeholder register 
• Risk register 
• Stakeholder management plan 
• Issue log 

Nancy can bid on two projects. 'Project A' has a 50% return on investment, while the 'Project B' has 20% return on investment. The Project A's scope of work is complex and Nancy's organizations doesn't have the necessary skills and experience to perform this project. However, Project B's scope of work falls within the strengths of Nancy's organizations. Which project must Nancy bid on?

• None as this is a conflict of interest situation
• Both since the overall profit will be higher 
• Project A since the return on investment is the highest 
• Project B since the organization has the required skills 

Your organization has recognized a need to replace the legacy manufacturing system with a modern software application to reduce delivery delays and process downtime. Your IT director anticipates a project to fulfill this business need, however, he warns that the new project's budget cannot exceed $75,000 due to shortages in the department budget. He also indicates that no additional staff will be allocated to this project other than the existing IT staff. If you are assigned as a project manager to this project, you would document these initial project conditions as: 

• Project assumptions in the project charter 
• Project restrictions in the project management plan 
• Project constraints in the project charter 
• Project conditions in the project cost management plan and human resource management plan 

You have just received notice that the organization you've been working for as a project manager has gone bankrupt. All employees have been given 72 hours notice of termination. What is the best course of action for the two projects you are managing? 

• Follow company directives
• Conduct a project closeout meeting
• Leave the office today
• Raise a claim for and on behalf of all the employees and contractors who were participating in the project

Jen works as a project manager for the National weather agency. She has been managing a project which was designed to find the impact of climate changes on Northern mountains. The initial study established two months delay for the testing equipment to reach mountains due to road construction. However, a recent assessment has shown a significant drop in the delay time because of rapid progress in construction. Which of the following steps should Jen take next to account for the change in the delay time?

• Distribute the information 
• Conduct a stakeholder meeting 
• Create a new project plan 
• Update the risk register 

Bill is managing a website development project. He has recently received a feedback from one of the key project stakeholders. The feedback is overall positive but it contains some recommendations. After analyzing the recommendations, Bill accepts them, gets them approved and incorporates them into the project management plan. What needs to be done with this feedback now? 

• Discard it as it is no longer required 
• Publish it on the corporate intranet
• Add it to the organizational process assets 
• Send it back to the stakeholder 

You are managing a project for a customer that has just gone bankrupt and is subject to liquidation proceedings. There are several outstanding invoices that this customer has not paid to your company. What should you do now? 

• Go into alternate dispute resolution 
• Do nothing
• Contact the appropriate management at your company for advice how to proceed
• Send the invoices to the bankruptcy attorneys

All of the following activities are performed in the Close Project or Phase process EXCEPT 

• Activities that fulfill the exit criteria of the project 
• Sending the deliverables to the customer for acceptance 
• Activities which are needed to transfer the completed products to operations 
• Documenting the reasons for projects terminated early