WorksheetsPMI SH - Mentor and Collaborate With Stakeholders
Total questions: 31
Worksheet time: 16mins
A project manager has been assigned to a new project with multiple high-level stakeholders. Each stakeholder has provided their expectations for the project, and the project manager realizes some expectations conflict.
What should the project manager do?
Facilitate a meeting to address and resolve conflicting expectations.
Prioritize the expectations of stakeholders with the highest authority.
Update the stakeholder register with the stakeholders' expectations.
Create a project hierarchy to manage the stakeholders' expectations.
A complex project has multiple participants. The project manager agrees with the team that they need to better understand the perspective of all project participants for the optimal success of the project.
What should the project manager do?
Review the stakeholder analysis.
Create a communication plan.
Conduct a SWOT analysis.
Perform a risk analysis.
A project manager recognizes the need to improve team dynamics and knowledge sharing during a megaproject.
What should the project manager do?
Conduct knowledge-sharing sessions where experienced team members present their expertise.
Assign junior team members tasks that push their skill level and offer minimal support.
Implement a formal mentoring program with structured goals and regular meetings.
Facilitate open team discussions to identify and address individual challenges and concerns.
An organization recently updated its strategic plan and some of the changes were substantial. During a meeting for an ongoing project, an important stakeholder questioned how the project aligned with the new strategic plan.
What should the project manager do first to address this concern effectively?
Review and revise the project charter to ensure alignment with organizational strategy.
Schedule a follow-up meeting with the stakeholder to discuss their concerns.
Remind the stakeholders that the project was initiated prior to the strategy change.
Assure the stakeholder that the project is aligned with the new organizational strategy.
A project stakeholder has been missing scheduled facilitation workshops and has delegated assigned tasks to another member of the stakeholder community. What should the project manager do to engage this stakeholder?
Review with the stakeholder the roles and responsibilities of everyone involved as specified in the project charter.
Explain to the stakeholder the differences among the tasks assigned to each project team member.
Ask the program manager to brief this stakeholder and to require the stakeholder's attendance at all relevant meetings.
Pair the stakeholder with a more experienced team member who can act as a mentor.
At the completion of a project, customer agreement cannot be achieved through negotiations. What should the project manager do next?
Inform project team members.
Initiate litigation since all work was completed.
Start the closing phase.
Explore arbitration.
In a software development project, a stakeholder wants to add a major requirement, which they feel will be a great benefit to the project. However, this requirement is not aligned to the project objectives that the business owner has documented.
What should the project manager do next?
Ensure the stakeholder understands the purpose of the project.
Encourage the stakeholder to follow the written business requirements.
Include the additional requirement into the project and inform the business owner.
Fast-track the project and suggest the new requirement to the business owner.
During the project kick-off meeting, the project manager announces that a hybrid approach will be used to deliver the project. Many of the team members raise a concern because they are used to working on predictive projects.
What should the project manager do?
Escalate the issue to the project sponsor to ensure the team is aligned with the project delivery approach.
Engage the project management office (PMO) since they identify the approach to delivering projects.
Educate the team members on agile and the benefits associated with the use of agile principles.
Change to a predictive approach to be aligned with the skills of the team members.
A long-term agile project has just reached its midway mark and a new project manager is appointed to take over. Additional to the project manager, a current stakeholder was interchanged with another who has more experience regarding the projects’ technology.
What next step should the project manager take?
Discuss expectations from the stakeholder and revise the engagement plan accordingly.
Encourage the new stakeholder to convene with the product owner to review pertinent information.
Notify all stakeholders after revising the project plan with new contents added.
Hold all upcoming sprint review meetings with the new stakeholder in attendance and revise the project plan.
A project manager compiling a list of project stakeholders discovers an interested stakeholder with little to no authority. How should they manage this stakeholder?
Keep satisfied.
Manage closely.
Monitor.
Keep informed.
Midway through project execution, several stakeholders raise concerns about team performance and delivery. The project manager believes the project is progressing per the approved scope, budget, and schedule.
What should the project manager do next?
Email the stakeholders to assure them of action.
Consult the communications management plan to manage stakeholders' expectations.
Ask the project sponsor to intervene.
Ask stakeholders to escalate their concerns to the CEO.
A project manager is in the execution phase of a project. A newly identified stakeholder continuously bypasses the project manager to get feedback from the project sponsor directly, thus escalating pressure and frustration for all members of the team.
What should the project manager do next?
Call a project meeting of all stakeholders to discuss the matter and develop a suitable action plan.
Email the communications management plan to the stakeholder and point out that they agreed to the plan.
Meet the project sponsor and confirm that the project manager must be the single point of contact.
Meet with the stakeholder to understand their needs and update the communication management plan.
Question
An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern's mentor. Two months later, the project goes into critical status, delaying the release milestone by a month.
What should the project manager have done to avoid this scenario?
Convinced the critical resource to remain on the project.
Requested an experienced resource as a replacement.
Negotiated additional time to complete the project.
Allocated additional time for mentoring.
A project manager in the execution phase of a project discovers several stakeholders identified at project initiation are no longer involved. These removed stakeholders are frustrated with unnecessary communication and express concern that the remaining stakeholders may not be receiving all of the information they require.
What should the project manager have done to prevent this situation?
Identified and documented all stakeholder requirements at the start of the project.
Reported all project information to every stakeholder throughout the project lifecycle.
Updated the stakeholder engagement plan through the change control process.
Relied on existing stakeholders to inform the project manager about missing stakeholders.
A critical software development project has been in development for the past six sprints. A demonstration for stakeholders took place two days before the final sprint, in which a new stakeholder voiced that the product would not meet expectations for the market.
What should the project manager do next?
Discuss the matter with the project sponsor and new stakeholder and request them to fix the expectation issue.
Review the scope and plan of the project with the new stakeholder.
Review the list of required tasks with the development team and new stakeholder.
Follow the change management plan and revise the scope and plan upon the stakeholders' request.
A key project stakeholder showed interest in the beginning of a complex agile project but has become less involved as the sprint has progressed due to additional responsibilities. A few sprints later, the key stakeholder rejected a feature deliverable. The team is reworking the rejected deliverable for the next sprint.
What should the project manager have done to avoid this situation?
Documented the project vision and objectives.
Analyzed the changes in stakeholder attributes.
Involved the key stakeholders in the decision-making process.
Customized stakeholder communications based on the stakeholders' needs.
While executing a project that is nearly behind schedule, a project manager must commission a new piece of equipment. Two local parties who will be impacted by this commission ask that the project be stopped immediately because they were not given an opportunity to provide project approval.
How would implementing a stakeholder engagement plan have helped the project manager avoid this situation?
By using the conflict management techniques described in the plan, the project manager could have gotten approval from the local parties.
Including the local parties in the plan would have ensured their sign-off and approval of the project charter.
By understanding the local parties' expectations, the project manager could have used appropriate negotiating techniques to engage them.
By identifying the local parties as stakeholders, they would have been included in relevant communications.
A new project manager joins a project during the delivery of a critical milestone. This project has multiple stakeholders, and each has a different level of interest. The project manager needs to determine how much detail to provide to the stakeholders about the delivery.
Which document should the project manager refer to?
Communications management plan
Stakeholder register
Stakeholder engagement plan
Project management plan
While preparing a project charter for a new project, a project manager reviews lessons learned from previous projects. The lessons learned documents show frequent issues with low engagement levels and stakeholder misalignment on project objectives.
What should the project manager do to avoid repetition of this issue in the new project?
Allow any stakeholder to join the change control board (CCB) at any time in the project.
Include all stakeholders in the responsibility assignment matrix (RAM) for acceptance of the deliverables.
Gather all the requirements provided by every individual stakeholder and include in the work breakdown structure (WBS).
Build a common understanding among stakeholders about key deliverables described in the approved project charter.
What should a project manager do to obtain stakeholder agreement?
Update Resource Management Plan
Manage Stakeholder Engagement
Monitor and Control Project Work
Schedule a meeting between sponsor and stakeholders
During a project's execution, a previously unidentified stakeholder within the customer's organization requests a change that could affect the project's scope. The stakeholder's influence within the customer's organization is strong.
What should the project manager do first?
Schedule a meeting and, based on the outcome, update the project management plan.
Issue a change request to the change control board (CCB).
Identify the new stakeholder and update the stakeholder register.
Meet with all stakeholders to discuss the change.
A project manager must get approval for a complex project management plan from multiple stakeholders in various countries before the project can be kicked off. The time to gain approval is limited.
What should the project manager first do?
Schedule a meeting with the stakeholders and walk them through the project plan to gain their approval.
Distribute the plan to the stakeholders for their review days before scheduling a meeting to obtain approvals.
Tell the project sponsor that the stakeholder approvals will require more time and adjust the schedule.
Obtain partial stakeholder approvals and track incomplete approvals as a risk to be managed later.
Two stakeholders inform the project manager that the status of a critical project phase was not communicated to them. Although the project phase is in these stakeholders' area of interest, the stakeholders have only recently been identified.What should the project manager do first?
Review the communications management plan.
Perform a stakeholder analysis and update the stakeholder register.
Identify new ways to send project status reports to all stakeholders.
Schedule a status meeting and invite the two new stakeholders.
A senior manager informs a project manager that the project is not performing as well as other projects. What can the project manager use to improve performance for the next series of iterations?
Retrospective session
Backlog analysis
Team building
Team motivation
Following the start of a sprint, a key stakeholder constructed an email to a project team voicing displeasure of the work that just commenced, despite being inexperienced in agile. The stakeholder is insistent about changing the internal and external deliverables.
What next step should the project manager take?
Request the team’s assessment of the matter at the next standup meeting.
Change the backlog and comply with the stakeholder’s request.
Facilitate a meeting with the product owner and the key stakeholder to align on deliverables.
Encourage the stakeholder to participate in a discussion regarding backlog clarification.
Question
A project manager is preparing the charter for a software development project that will outsource 33 percent of user interface (UI) evaluation. The project manager needs software developers to identify the parts of the UI that a third-party can evaluate. However, the software functional manager believes that the project will reduce staff in the software development department and refuses to cooperate.
What should the project manager do first?
Meet with the functional manager to review the statement of work (SOW).
Ask the project sponsor to explain the rationale for third-party evaluation to the functional manager.
Provide a cost/benefit analysis of third-party evaluation to the functional manager.
Explain the intent of the UI evaluation to the functional manager.
A project team uses the influence/commitment matrix to identify key stakeholders and prioritize them for specific action planning. For a specific group, the project team plans to keep them informed and feed them with any “early win” good news about the project.
In which quadrant of the matrix are they located?
Low Influence / Low Commitment
B.Low Influence / High Commitment
High Influence / Low Commitment
High Influence / High Commitment
A new project stakeholder is identified who has interest in, but little authority or influence on, the project. How should the project manager handle this stakeholder?
Provide information to the stakeholder as needed.
Work closely with the stakeholder to proactively address their concerns.
Keep track of the stakeholder and respond to their needs.
Include the stakeholder on standard updates and keep them satisfied.
In a hybrid project, the need for customer involvement throughout the project is not understood by the customer. As a consequence, rework is beyond acceptable levels.
What should the project manager do to address this issue?
Submit a change request to obtain the required involvement from the customer.
Add this customer issue to the backlog for prioritization and review.
Meet with the customer to highlight the importance of their engagement for project success.
Instruct senior management to make the customer work closely with the team.
An ongoing project has a high degree of change. In order to evaluate how the IT security team will influence the performance of the project, what should the project manager do?
Update the stakeholder engagement assessment matrix.
Analyze corporate political and power structures.
Create a project communications management plan.
Manage stakeholders' expectations.
Due to organizational changes, a key stakeholder is replaced by a new employee. The next status review meeting to update project progress will not take place until next month.
What should the project manager do next?
Schedule a separate meeting with the new stakeholder to brief them on project status.
Prepare and send a project status report to the new stakeholder for review.
Seek advice from the project sponsor on how to obtain support from the new stakeholder.
Wait for the next communication window to share information with the new stakeholder.
