An agile project in progress has a large number of blocked items and the project manager does not have visibility on the underlying issues. What should the project manager do to allow transparency and remove the blockers?
A team is using a predictive model to determine possible cost overrun scenarios for a disruptive technology project. The data being used is pooled from various
projects implemented within the organization.
What should the project manager do to increase accuracy?
A project manager is identifying stakeholders for a research project. The stakeholders that are included are individuals from academia, industry, and government.
What should the project manager do once stakeholders are identified?
A digital health development team is tasked with designing a new product, which is a pioneering effort for the organization and one of the few available in a
‘competitive market. The planning and auditing processes have been notably time-consuming. The development team has reported limited rework and minimal
customer complaints; however, the current budget significantly exceeds the typical project baselines for previous product development initiatives within the
organization. The project manager is currently analyzing the total cost of quality for the project.
What should the project manager do?
The project team is working on integrating a generative artificial intelligence (Al) solution, which will function as customer-facing agent. The project manager has
recently learned from the company ' s legal department that the European Union is updating its Al Act. This update needs to be considered as it will impact the project
scope and will drive deadlines.
What should the project manager do?
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
In the Health Records Modernization project, stakeholder engagement and management is critical to the successful adoption of the project outcomes. How should the project manager approach management of the various stakeholder communication channels in the complex healthcare project? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)
Alocal city government is deploying a project management system in several departments. At the start of a new phase, the project manager asks a department
manager for input on the project schedule. In response, the department manager wants to know more about their role and responsibilities in the scheduling process.
What should the project manager do?
A project manager is leading a predictive project. The main stakeholders involved in the project complain that the weekly status report sent over email, is very
confusing and so they expect a weekly meeting to be arranged to understand the project status and to ask questions wherever needed.
Which two steps should the project manager take? (Choose 2)
A project team provided estimates for a hybrid project, but in every case those estimates were undervalued. On the current trajectory, the project will not meet its
intended value before it runs out of budget.
What should the project manager do?
A project manager is leading a project to use Al to optimize the content moderation process for an online game. The project sponsor expects to make cost savings
with this optimization. The project manager sourced a few Al technology vendors, making a final decision with the team. After launching the product with the new Al
feature, a key stakeholder questions why the team did not build a custom Al module to save money in the long term.
What should the project manager do?
An engineering consulting firm is hired to support a client in designing technical documents for a new construction site. The project has a tight schedule. The client
does not have a complete scope, but the client cannot wait for the scope to be defined before starting the project.
What should the project manager do?
Acompany is transitioning all projects under the portfolio of IT from a predictive to an adaptive approach. Some of the project managers and project team members
are unhappy about this change because they have been working in a predictive environment for years, and several projects are currently in progress.
What are two tasks the project manager should ask support from the company ' s management team to ensure smooth transition to the new approach? (Choose 2)
A project team repeatedly misses delivery target dates for the main project releases because of new requests from the client. Client satisfaction is high, even though the project is behind schedule.
What should the project manager do?
A project sponsor provides a charter and appoints a project manager to implement a large project over 5 years. The sponsor then requests the project budget and
outcomes from the project manager.
What should the project manager do first?
The project manager calculates the current cost performance index (CP!) and determines that it is > 1 compared with actual value added. What should the project
manager do first?
Asmall, fast-growing engineering consultancy recently completed a high-profile infrastructure project. With high staff turnover and frequent new hires, the project
manager wants to ensure that critical knowledge gained from projects is available for future projects.
What should the project manager do?
Asoftware development team is working on a new reporting application for a client. During iteration planning, the team agrees the functionality requirements of a key
feature are unclear. The product owner tells the project manager that delays and quality issues are a major concern for the client.
What should the project manager do?
Abig corporation with a large quantity of well-documented procedures is planning to acquire a small company. The potential loss of key resources due to uncertainty
around the merger is a significant concern.
What should the project manager do?
One of the key team members working on a critical path task resigns without any notice. Another resource is hired as a temporary replacement but does not have the same skillset and is taking too long to complete the work.
What should the project manager do?
A project manager has recently conducted a kickoff meeting for a project aimed at updating a product for a client in the insurance services sector. The product owner
has given notice of their departure from the company in two months, prompting the client to express concerns about the change in personnel.
What should the project manager do?
During a project status meeting, two project stakeholders disagree about what should be included in the next deliverable. One of the stakeholders would like the team to include a finalized version of the new component in the release. Using the finalized version will impact the project timeline. The second stakeholder would like the team to include a beta version of the new component to allow the client to provide feedback before the component is finalized.
What should the project manager do next?
During the execution of a healthcare company project about new solutions, a team member finds a recently published article by the market ' s leading expert. The
article introduces drastic changes driven by a new norm for future healthcare products.
What should the project manager do?
A project manager is working on a process improvement project. The project team includes stakeholders across all organizational levels from business managers,
process owners to system specialists, and subject matter experts (SMEs). The project is using a hybrid approach. While planning for the next increment, a
disagreement arises between the stakeholders.
What should the project manager do?
There are considerable differences in experience levels among project team members working on a project. Multiple stakeholders are requesting that deliverables
relevant to them be assigned to the most experienced team members, which is not feasible.
What should the project manager do?
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific “champions,” created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system’s impact on patient care, the nurses’ union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization’s project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
The project manager leading the project to modernize health records in a hospital has a particular concern about clinical stakeholders—the doctors and nurses. As part of the stakeholder engagement plan, the project manager created the clinical advisory committee.
What was the objective of the project manager’s action?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)
A project manager has been assigned to complete a project within the approved budget. Midway through the implementation, the project budget is reduced by the
sponsor.
What should the project manager do?
The release of a mobile application is near. However, the team is experiencing a major regulatory approval delay for the application ' s graphics. This delay will impact
the launch of the mobile app.
What should the project manager do?
Solution Development Case Study
A project manager was assigned to a project to deliver a corporate IT security solution within a 12-month timeline and a budget of $2.5 million USD. To help ensure project success, the project manager established a governance framework featuring a steering committee of senior executives from relevant functional areas. The project manager conducted a detailed stakeholder analysis using a power/interest grid to prioritize engagement strategies and developed a quality management plan incorporating quality metrics, control charts, and acceptance criteria for each deliverable.
Project work required specialized security testing tools, so the project manager collaborated with the procurement team to develop vendor selection criteria and contract terms. The team used an agile approach to develop software coupled with a predictive approach to manage other aspects of the project. The project manager implemented a configuration management system to track changes and maintain version control of project information.
During execution, the project manager coordinated between various teams, including software development, cybersecurity, quality assurance, compliance, and customer experience, each with its own methodologies and tools. To address integration challenges, the project manager developed a comprehensive project management plan, with a detailed work breakdown structure (WBS), a master schedule using the critical path method, and earned value management (EVM). The team helped the project manager create and tailor a risk management plan focusing on integration points between teams, along with a communications matrix to ensure consistent cross-functional meetings with stakeholders.
During the project, challenges such as resource conflicts, scope creep, and technical integration issues arose. The project manager addressed these challenges using a resource optimization plan, a formal change control process, and technical working groups.
The project was delivered within budget and was concluded 2 months later than the original baseline due to an approved change. Stakeholders accepted the delay due to additional security features added during execution. The final product met all quality metrics and received positive feedback from beta customers. The project provided valuable lessons on early stakeholder alignment, integrated change control, cross-functional communication, and regular risk reassessment, which informed good practices for future projects within the organization.
What should the project manager do to facilitate and improve communications between the multiple teams within this project?
(Refer to the Solution Development Case Study exhibit.)
A project manager is responsible for building a new data center and developing new monitoring software before a fixed deadline. Although the software features are not fully defined, the project scope is set, and a contract has been signed.
What should the project manager do?
A project team is tasked with implementing a new technology system for the end users. The project team currently lacks information on what the system is used for
and how the end users would use it.
What should the project manager do?
The project manager is leading a project to develop a new product. A representative from the legal team approaches the project team requesting the product go
through a legal review before entering the market. This review would lengthen the schedule and would cause the product to miss an important launch window.
What should the project manager do?
A project manager has compared the monthly actual costs with the planned costs and estimated the forecast to complete the remaining part of the project. The project
manager realizes that the project will require additional funding.
What should the project manager do first?
The vendor just informed the project manager that an item will not be delivered as scheduled due to a manufacturing error. This will impact the delivery timeline of the
project as there are dependencies to the completion of this item delivery.
What action should the project manager take?
A project manager of a software company is working with a cross-functional team to deliver a product to an important client. While preparing the backlog items, it
becomes clear that the responsibility for an important component lies with another product division. This division has not been involved in the project concept phase.
What should the project manager do?
During the execution of a project, the product manager receives a new product feature request from the organization ' s highest revenue-generating client. The team
estimates the work will take three days.
What should the project manager do?
A project creating a new search engine has been ongeing for several years. Some original features are no longer relevant and will be replaced, due to advancements
with artificial intelligence (Al). A team member has raised concern that one backlog item falls in that category.
What should the project manager do?
Members of a cross-functional team are collaborating for the first time on a project. The project manager aims to enhance decision-making, communication, and
compliance within the team.
What should the project manager do?
A project manager joined an ongoing project to replace another manager. After one iteration, the project manager noticed that team morale is low. Team members are
reluctant to speak at first, but tell the new project manager about a history of conflicts.
What should the project manager do next?
The project manager is creating a status report to show the progress of completed training artifacts intended for delivery to bank branches for a new project for both
new and existing customers. During the review process, it is discovered that some of the artifacts were duplicated by two project team members.
What should the project manager do?
Aclient in a consulting firm presents an aggressive product implementation schedule. Key aspects of the scope have not been defined, and several internal
stakeholder decisions are still pending. This situation is delaying the request for proposals (RFPs) from the vendors.
What should the project manager do?
A new, highly innovative project just started and the customer is already complaining that the software company is not delivering as agreed. What should the project manager have done before starting the project?
Asubject matter expert (SME) working for the client ' s company is coming up with new project requirements periodically. This causes confusion, time is wasted
rearranging the requirements. The project manager has learned that this SME is a new to the project.
What should the project manager do?
A project manager is leading an ongoing project for a highly reputable international client. A few hours before the final review meeting, during which the client is expected to accept the project and authorize a substantial payment, the project manager’s company suffers a cyberattack. The client is very strict and maintains that any missed deadlines will result in a considerable penalty.
What should the project manager do?
At the postevent review of an annual conference, the project manager realizes that the team could benefit from improvements in how they handle sponsorship
agreements and event logistics. Specifically, the team found that having clearer contracts with sponsors earlier in the planning process would help avoid last-minute
issues.
How should the project manager handle the organizational process assets (OPAs)?
A team member is experiencing personal issues and has not participated in key project meetings. Other members of the project team are complaining about this
behavior and urge the project manager to take action.
What should the project manager do?
A project manager notices that every time a new member joins the team, they spend too much time learning business terminology. This trend has impacted system
integrations and creates delays on a few tasks that other teams depend on.
What should the project manager do?
Aclient complains that an in-process multimillion-dollar project is not meeting their needs. The clients have consulted the project manager several times.
What should the project manager do?

According to the Alpha project’s risk management report, which risks should the project manager prioritize?
(Refer to Alpha Project — Risk Management Report exhibit.)
An organization, which has no previous experience with adaptive approaches, is seeking to adopt agile practices to improve the speed of value delivery to its internal business units. An agile expert has been engaged to assist the project manager in facilitating this transformation.
What should the project manager do?
During a daily coordination meeting, the team reports delays for the weekly sprint. Some team members are concerned about the requirements being too complex,
making it difficult to complete tasks.
What should the project manager do?
A project manager is leading a project for a pharmaceutical company. Due to changes in the international market, the project has to be terminated. The project
manager is following company procedures to document the reasons for early termination.
What should the project manager do?
A project requires a vendor to implement a technical, complex solution. The project team is concerned about selecting the optimal vendor to meet the needs of the project.
What should the project manager do?
Acustomer is complaining to the project manager that it takes too long for the change control board (CCB) to approve changes. The CCB has their own key
performance indicators (KPI) to manage the change lifecycle. Currently, they take 2 to 3 weeks to review and approve a change request, affecting the project
timelines and delivery.
What should the project manager do?
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