Quiz Mini SG PMP - PMP Domain 1 People

You have just completed the project, at the end of the project. You want to check whether is successful for benefit which it was started, which document you will check for this?

• A. Benefit management plan
• B. Business case
• C. Project chanter
• D. Project management plan

You have been just hired as the project manager, project charter has been approved. What will your first step as project manager?

• A. Review business case and make it is aligned with organization strategy
• B. Review project charter to understand requirements
• C. Identify stakeholder
• D. Make assumption log

You are the project manager in large Construction project, You have review project charter. You are in initiation process. There is a chance that some resources will leave the project. At this stage which document you will update to document this?

• A. Project charter
• B. Stakeholder register
• C. Assumption log
• D. Risk register

You are the project manager working in large petroleum company. You are in the process of identifying stakeholder. You have one stakeholder, he is very important for the project. Not managing him can make or break your project. You have find out he is resistant to the project. As this may cause removal of his team members. What will be strategy to engaged that stakeholder?

• A. Send him daily report
• B. Call him to see how you can make him neutral
• C. Meet him personally to find out the reason
• D. Send your team members to talk to him

During execution phase a new stakeholder has been identified. You have analyzed him. He is very important for the project. You have added him stakeholder register what will you do next?

• A. Update stakeholder register
• B. Update stakeholder plan
• C. Update communication plan
• D. Raise a change request

As a project manager, you are leading a project, where you have twelve programmers. Two of them have just handed in their letters of resignation. This realized risk had been identified and accounted for during the planning stage of the project. If no action is taken, you will not meet your deadlines. What should you do next?

• A. Crash the schedule
• B. Submit a change request to update the schedule baseline
• C. Review the risk register
• D. Perform the Plan Risk Responses process

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?

• A. During the next sprint planning meeting, direct your team to complete 80 story points for the sprint
• B. Repeat the Acquire Resources process to double the size of the team to achieve 80 story points per sprint
• C. Submit a change request to update the project schedule with the actual velocity of the team
• D. Take the opportunity to coach the steering committee members on the proper use of the velocity metric

An inspection of a shipbuilding project has identified consistent welding failures in critical components resulting in substantial rework, schedule delays, and budget overruns. A quality management team has been tasked to identify the root cause of the problem. The team has determined that inadequate welder training was the predominant reason. What should the project manager do next?

• A. Request an audit by the enterprise quality team to confirm the root causes of the issue, its impact on the project, and the cost of future rework.
• B. Request extra budget money to cover the cost of the welding rework and additional inspection teams.
• C. Determine training options and prepare a quality report with a summary of the issue and recommendations for corrective actions.
• D. Meet with the welders to emphasize that the quality of work is unacceptable and that future failures will result in disciplinary action.

Your project is a few days into execution. You are concerned because you notice that your project team members hardly speak to one another, aside from polite small-talk, and do not seem to be collaborating very much. As the leader of the team, you are playing a dominant role during meetings and begin to wonder if there is something wrong with your project team. According to Tuckman, what stage is being described?

• A. Storming
• B. Performing
• C. Forming
• D. Norming

You are working the project where team members while talking to each other, don't look into each other eyes. You have been working in organization where this was not the case. What should the project manager do that this does not happen with team member who joins in future?

• A. Arrange a language training.
• B. Arrange culture awareness training
• C. Arrange training on emotional intelligence
• D. Arrange training on political awareness