PMI PMP Quiz 120 Topic 1 Questions 596-600

Question: 1

One of the key stakeholders for a project sent an email with the project sponsor copied that raises concerns regarding the progress of the project. Upon investigation, the project manager finds out that the stakeholder had requested a status report from one of the team members and received an outdated report.

What should the project manager do in this situation?

AEscalate the issue to the sponsor, stating that the stakeholder is not following the communications management plan.

BSend a warning email to the team member for communicating with the stakeholder without permission.

CSend an email back with the sponsor copied that points out the mistake the stakeholder made.

DUpdate the stakeholder with the latest status according to the communications management plan.

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Question: 2

The change control board (CCB) has just approved a change that will cause some rework, and the project team is not in total agreement with the change. What should the project manager do?

AConduct an impact analysis to ensure the amount of work effort required is correct.

BFollow the change management plan and implement the change.

CRequest a reassessment of the change to be performed.

DSchedule a meeting with stakeholders to discuss the team's concerns before proceeding.

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Question: 3

While reviewing a project management plan for approval, one of the key stakeholders states that the project needs to be completed three weeks prior to the planned date. How should the project manager address this issue?

AApply more budget to the project.

BApply a compression technique on the critical path.

CApply resource smoothing on all key tasks.

DApply some resource leveling on all key tasks.

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Question: 4

A project's core team was reassigned to a partially completed project. The new team underestimated the scope and consistently reported that their tasks were on track. The day before a major deliverable was duer the project manager learned that the product would actually be delivered 10 days behind schedule

What could the project manager have done to avoid this situation?

AUsed the mitigation defined in the risk management plan to effectively integrate the new team.

BMaintained standby resources a few days before the due date to fast track the schedule during the storming phase.

CCreated a more robust schedule that allowed for extra time to recover from underestimating the scope.

DEmpowered the team to secure additional resources if they needed to crash the schedule to meet the deadline

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Question: 5

The project manager of a global franchise is assigned to deliver five stores in five different countries The stores are similar in scope, but the budgets will be managed independently in local currency. The team identifies currency fluctuation as a high-probability risk, which is recorded in the risk register. The team decides that the benefit of a favorable currency fluctuation in one country will be used to offset any unfavorable currency fluctuation in another country to preserve the overall program budget.

What should the project manager do?

AIssue a change request to modify the budget strategy and update the cost management plan.

BBalance all budgets and eliminate the risk item from the risk register

CDetermine the final currency impact on all projects' budgets and update the enterprise environmental factors.

DModify the project charter to record the new budget baseline for all five projects

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PMI PMP Quiz:120 Topic:1 Questions:596-600