General Mindset 2

You are managing a multi-year infrastructure project. Six months into execution, a local environmental group begins protesting against your project. They were not identified during the initial stakeholder analysis. What should you do next?

• Refer back to the original stakeholder register and continue with the current stakeholder engagement plan.

• Escalate the issue to the project sponsor and ask them to handle the stakeholder concerns.

• Conduct a new stakeholder analysis and update the stakeholder register and engagement strategies.

• Ignore the group since they were not identified as stakeholders during project initiation.

During the execution phase of a complex IT project, a critical module experiences delays due to a third-party vendor issue. The client is not yet aware of this setback. What should the project manager do next?

• Wait until the next scheduled status meeting to inform the client and include the update in the report.

• notify the client and affected stakeholders with details of the delay and the mitigation plan.

• Ask the vendor to resolve the issue quickly so there’s no need to escalate it to the client.

• Update the issue log and hope the problem resolves before needing to alert stakeholders.

Your team encounters an unexpected technical issue that may delay a key milestone by two weeks. After evaluating options, you find that accelerating the work using a specialized contractor will eliminate the delay but will increase project costs. What should you do?

• Accept the two-week delay since quality should not be compromised to meet schedule.

• Add the cost impact to the risk register and wait to see if further delays occur.

• Proceed with hiring the specialized contractor to avoid delay, and submit a change request for the additional cost.

• Escalate the issue to the project sponsor and let them decide which is more important—time or cost.

A senior stakeholder on your predictive project asks to change a key deliverable's specification after the scope has been baselined. What should the project manager do next?

• Implement the change immediately to satisfy the stakeholder.

• Tell the stakeholder that changes are not allowed once the scope is finalized.

• Submit a formal change request for evaluation through the integrated change control process.

• Add the change to the backlog for prioritization in the next sprint.

During the execution phase of your project, a team member discovers a more efficient method for completing a recurring task. What should the project manager do to ensure this knowledge benefits future projects?

• Wait until the project closes to document the new method in the final report.

• Informally share the new approach with other team members and move on.

• Update the lessons learned register and encourage team use across the current project.

• Ask the PMO to evaluate the new method before recording it anywhere.

Midway through a predictive project, a stakeholder questions why a deliverable is being worked on now instead of later in the timeline. What should the project manager do first?

• Adjust the schedule to meet the stakeholder’s expectation.

• Consult the project management plan to confirm the sequencing of deliverables.

• Ask the team to pause work on the deliverable until the issue is clarified.

• Escalate the stakeholder concern to the change control board.

Your team is facing difficulties integrating a new compliance module into the existing software system. None of the team members have experience with the specific regulatory requirements involved. What should you do next?

• Ask the team to research the requirements online and continue working.

• Raise a change request to remove the compliance module from the scope.

• Engage a subject matter expert (SME) to provide guidance and ensure compliance.

• Delay the work until a team member becomes comfortable with the integration.

Your organization, traditionally using predictive approaches, wants to explore agile for upcoming projects. As a project manager, what is the most effective strategy to begin this transition?

• Mandate that all future projects immediately adopt agile practices.

• Run a trial agile project to gradually introduce agile principles and assess outcomes.

• Replace the current project management methodology with the Agile Manifesto.

• Ask all team members to get certified in agile before starting any new projects.

During a sprint in your agile project, two team members strongly disagree on the technical approach for a user story, and the conflict is delaying progress. The team is unable to reach a resolution. What should the project manager do?

• Allow the team to continue discussing until they come to an agreement, even if it delays the sprint.

• Step in to mediate the conflict and facilitate a resolution to keep the team moving forward.

• Assign the user story to the team member with the most experience.

• Escalate the conflict to the sponsor for a decision.

You are managing a product development project with limited budget and time. The sponsor asks you to prioritize features for the next release. What should you do first?

• Ask the development team which features are easiest to implement.

• Conduct a team vote to see which features are most popular.

• Prioritize features based on the value they deliver to the customer and business.

• Select the features that were originally scheduled for the current release plan.