Waterfall mindset 2 New

You are managing a project nearing its completion. One of your team members suggests focusing only on critical tasks to meet the final deadline. However, you notice that the project's lessons learned repository has not been updated since the project began. What should you do?

• Complete the critical tasks first and address lessons learned after project closure.

• Allocate time now to update lessons learned even if it impacts the schedule.

• Let the project team update the lessons learned repository after the final deliverable.

• Capture only key lessons and summarize them in the final project report.

During the project closure phase, you discover that a few supplier invoices are still pending payment. What is your next step?

• Close the project and inform finance to handle the pending payments.

• Ensure all pending invoices are paid before closing the project.

• Request an exception from the sponsor to close the project.

• Prioritize final deliverable acceptance over payment settlement.

A project team member reports an issue during the final stages of your project. They suggest resolving it immediately without documenting it to avoid delays. What is the best action?

• Resolve the issue without documentation to avoid unnecessary complexity.

• Document the issue and work with the team to resolve it promptly.

• Assign the issue to a task force and let them handle documentation later.

• Defer the issue to the operational team post-project closure.

You have inherited a struggling project. To deliver it successfully, you must resolve conflicts between different teams and ensure alignment with the overall project goals. What should you focus on?

• Act as an integrator to align team efforts and resolve conflicts.

• Escalate conflicts to the project sponsor for resolution.

• Prioritize technical execution over alignment activities.

• Delay resolution until a formal risk review can be conducted.

Your team has completed the final deliverables, and you are in the process of closing the project. A stakeholder reminds you that some issues encountered during execution were never addressed. What should you do?

• Ignore unresolved issues as the project deliverables are complete.

• Ensure all issues are documented and included in the closure report.

• Confirm with stakeholders that the issues are no longer relevant.

• Note unresolved issues in a future risk log for other projects.

A critical supplier informs you that they cannot deliver materials for the next project phase. This impacts the project schedule and budget. How should you approach this situation?

• Work to integrate the supplier’s constraints into the revised project plan.

• Escalate the issue to the project sponsor immediately.

• Terminate the supplier and find an alternative source.

• Continue with the project plan as-is and manage risks later.

While reviewing the project documentation during closure, you notice that the lessons learned document contains minimal input. What should you do?

• Proceed with project closure and address lessons learned in the next project.

• Schedule a lessons learned meeting to gather insights from the team.

• Submit the document as-is to meet the deadline.

• Encourage team members to submit their lessons individually post-closure.

During the final phase of your project, you notice that some vendors have not received full payment for their services. What action should you take?

• Inform the vendors that payment will be processed post-closure.

• Delay project closure until all payments are settled.

• Assign payment follow-ups to the finance department and proceed with closure.

• Log the unpaid bills as a risk for future projects.

A stakeholder expresses concern about unresolved issues during the final project review. You notice that these issues were not documented in the issue log. What is the best course of action?

• Document the issues and address them in the final project report.

• Dismiss the concerns, as the project is already near closure.

• Update the issue log only if the issues are deemed critical.

• Inform the stakeholder that issue resolution will be handled post-project.

During a project review meeting, team members express confusion over misaligned priorities across various departments. As the project manager, how do you ensure smooth progress?

• Act as an integrator to align priorities and resolve inter-departmental conflicts.

• Focus on completing your team's tasks and let departments resolve conflicts themselves.

• Defer alignment until the next phase is fully defined.

• Escalate the issue to the executive steering committee for resolution.