Study Group PMP Chapter 4 Project Integration Management

A project manager begins the initial planning of a new project. After reviewing the project charter and speaking with the project sponsor and key stakeholders, the project manager selects a predictive project life cycle. How will the selection of this life cycle shape the way the project is carried out? (Choose three)

• Cost and time will be fixed, and the project scope will be allowed to vary.

• The requirements will be determined upfront before the project execution begins.

• Business value will be delivered to the customer frequently rather than just at the end of the project.

• A single final product will be delivered at the end of the project.

• Changes will be constrained to the extent possible.

Once a month, you attend a steering committee meeting to report on project status as specified in the communications management plan. During the meeting, the committee members challenge you on the productivity of your project team, pointing out that your team has a velocity of 40 story points per sprint, while another project team is averaging 80 points per sprint. What is your best course of action?

• During the next sprint planning meeting, direct your team to complete 80 story points for the sprint

• Repeat the Acquire Resources process to double the size of the team to achieve 80 story points per sprint

• Submit a change request to update the project schedule with the actual velocity of the team

• Take the opportunity to coach the steering committee members on the proper use of the velocity metric

You are assisting a project sponsor with the development of a document, which authorizes a product development project. Currently, you need to identify the project's key deliverables for inclusion in the document. What might you do to obtain this information?

• Ask the project sponsor for a copy of the project charter

• Research the company's organizational process assets

• Invite the project sponsor and other key stakeholders to join a conference call

• Look at the project scope statement

You are in the process of leading and performing the work as outlined in the project management plan. As part of this process, you have successfully inspired and motivated your scrum team through servant leadership to produce project deliverables at a rapid pace. As a result, the project is trending to meet and exceed the performance measurement baseline. What activities might you need to perform as part of this process? (Choose two)

• Seek approval for the project charter

• Implement approved change requests

• Identify a comprehensive list of project stakeholders

• Facilitate the daily standup meetings

A project manager has diligently captured the knowledge gained from each iteration retrospective and recorded the information in the lessons learned register. After the project retrospective, the project manager finalizes the lessons learned register and transfers the information to the lessons learned repository as specified in the project management plan. However, when other project teams review the lessons learned as part of planning their projects, some of the information is misinterpreted, and knowledge is lost. How might the project manager have avoided this situation?

• Ensured that the tacit knowledge gained during the project is recorded and codified in the lessons learned repository

• Updated the organizational process assets with the knowledge gained from the project as part of project closure

• Invited the other project managers to attend the project retrospective so the tacit knowledge can also be transferred

• Developed a more robust knowledge management plan as part of the Plan Knowledge Management process

A project to build a radio tower is underway when the team determines that the current transmitter only has a 75-mile range, which is 25 miles shorter than the required 100-miles range. The team requests that a more powerful transmitter be purchased. There is pressure from stakeholders to maintain the current schedule, and the project manager knows that going through the formal, lengthy change control process would cause significant schedule delays. What should the project manager do next?

• Purchase the required transmitter

• Submit a change request

• Re-do the equipment test

• Crash the project schedule

A project will use an adaptive approach to prepare plans, develop the product, and monitor progress. Initiating and closing processes, however, will have to be managed traditionally due to the constraints imposed by the organization. In this hybrid environment, the project manager decides to use information radiators. What is the most likely reason behind the project manager's decision?

• To inform project stakeholders about the progress the team made during the latest iteration retrospective meeting

• To communicate progress, share issues, drive continuous improvement activities, and manage stakeholder expectations

• To share information with prospective sellers and explain the roles and responsibilities of the team and project stakeholders

• To document lessons learned throughout the project while preparing plans, developing the product, and monitoring progress

You are leading a project that was terminated at the beginning of the seventh sprint due to the exit criteria being met as defined in the project charter. The project was canceled despite the fact that you had diligently followed the project management plan, and the project was trending to achieve all of the objectives. What should you do next?

• Conduct a project retrospective and ensure the knowledge gained from the project is transferred to the lessons learned repository

• Release all of the project team members back to their functional leaders so they can be reassigned to other projects

• Mark the existing lessons learned register as the final version and add a copy to the organizational process assets

• Hold a sprint review meeting to demonstrate the working product increment developed during the seventh sprint

To develop a charter for the project you have been recently assigned to lead, you have reviewed the business documents and studied the agreements. You lack the information about the key project deliverables which should be included in the charter. What is the best way to obtain this information?

• Facilitate a meeting with key stakeholders

• Ask the project sponsor for their advice

• Review the project scope statement

• Talk to the end users of the project

After a change request to expand the scope of the project has been submitted to the change control board (CCB), the project manager is reassigned to another project. The CCB approves the change and communicates the status of the change request to the newly hired project manager. What should the new project manager do first?

• Direct the project team to implement the change

• Wait for further changes and implement them all together

• Consult the change management plan

• Update the lessons learned register