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You have just taken over a project to overhaul the company's telecommunications network. During your first week, you determine that the engineers spend at least 80% of their time responding to unexpected requests for information from different project stakeholders. Because of these interruptions, your engineers cannot focus on their assigned project activities, which is resulting in frequent network outages. What should you do first?
A. Immediately tell the engineers to stop responding to unexpected requests since it is not their responsibility
B. Push the engineers to respond to all the requests faster so that they can perform their assigned project activities
C. Ask the engineers to forward all stakeholder inquiries to you so that they can focus on their originally planned tasks
D. Review the communications management plan to understand how stakeholder requests should be handled
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HINT: What should a project manager do when issues are recognized?
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All our questions are updated to the latest A Guide to the Project Management Body of Knowledge (PMBOK® Guide) standard. Stop by at http://free.pm-exam-simulator.com/ and try the PM Exam Simulator free for 7 days. We are a Project Management Institute (PMI)® Registered Education Provider.
Answer and Explanation:
The correct answer is D.
Monitor Communications is the process of monitoring and controlling communications throughout the entire project lifecycle to ensure the information needs of the project and its stakeholders are met. In this scenario, the stakeholders are reaching out directly to your project engineers, which is not the most effective use of their time. To determine why this is happening, you need to review the communications management plan to determine how stakeholder inquiries are to be managed. With this information, you can best judge whether the stakeholders are violating that agreement and proceed to make whatever changes are needed to shield the project engineers from the time-consuming requests for information and develop a better communications protocol for stakeholder information requests.
Details for each option:
A. Immediately tell the engineers to stop responding to unexpected requests since it is not their responsibility
Incorrect. The communications plan should first be reviewed to understand how stakeholder requests were planned to be handled. Plus, there is nothing specifically stated in the scenario indicating that engineers should not be responding to stakeholder requests.
B. Push the engineers to respond to all the requests faster so that they can perform their assigned project activities
Incorrect. This is not a feasible plan of action because it can result in team member burnout and a disgruntled team.
C. Ask the engineers to forward all stakeholder inquiries to you so that they can focus on their originally planned tasks
Incorrect. This could be one way to approach the problem. However, you need first to learn how stakeholder requests were planned for in the communications management plan.
D. Review the communications management plan to understand how stakeholder requests should be handled
Correct. The communications management plan contains the documented procedures outlining how to respond to stakeholder requests for information and should be reviewed first. If a change in communication flow is needed, then the Perform Integrated Change Control process should be followed to initiate the change.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Page(s) 359, 388-389
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A project manager needs to submit a project management plan to be approved. Which of the following should not be included in the submission?
A. Change management plan
B. Schedule baseline
C. Configuration management plan
D. Risk register
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HINT: Which are components of the project plan vs. other project documents?
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All our questions are updated to the latest A Guide to the Project Management Body of Knowledge (PMBOK® Guide) standard. Stop by at http://free.pm-exam-simulator.com/ and try the PM Exam Simulator free for 7 days. We are a Project Management Institute (PMI)® Registered Education Provider.
Answer and Explanation:
The correct answer is D.
The project management plan describes how the project is to be executed, as well as monitored and controlled. It consists of many subsidiary plans, which need to be baselined. The risk register is the only one among the choices, which is not part of the project management plan.
Details for each option:
A. Change management plan
Incorrect. The change management plan is a component of the project management plan.
B. Schedule baseline
Incorrect. The schedule baseline is also a component of the project management plan.
C. Configuration management plan
Incorrect. The configuration management plan is also a component of the project management plan.
D. Risk register
Correct. The risk register is not part of the project management plan, though it is used to generate the risk management plan, which is part of the project management plan.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Page(s) 89
Recently, you promoted your star programmer, Sam, to lead the development team. Sam was a fantastic software coder, and you thought the promotion would mean that he could now share his expertise with the other development team members. However, you are surprised to learn that the performance of Sam in his new role is not meeting your expectations. Which empirical rule did you forget while considering the promotion of Sam?
A. Expectancy theory
B. Peter principle
C. Pareto concept
D. Murphy's law
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HINT: This management theory is also known as the 'halo effect.'
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All our questions are updated to the latest A Guide to the Project Management Body of Knowledge (PMBOK® Guide) standard. Stop by at http://free.pm-exam-simulator.com/ and try the PM Exam Simulator free for 7 days. We are a Project Management Institute (PMI)® Registered Education Provider.
Answer and Explanation:
The correct answer is B.
The Peter Principle states "In a hierarchy, every employee tends to rise to his/her level of incompetence." Most project team members are motivated by an opportunity to grow, accomplish, and apply their professional skills to meet new challenges. Their achievements continuously promote them within an organization to a certain level until they are unable to perform. Sam might have risen to his incompetency level. While the topic of this question is not included in the PMBOK® Guide, the Project Management Professional (PMP)® Examination Content Outline, June 2015, covers cross-cutting knowledge and skills with which PMP aspirants are expected to be familiar.
Note, the PMBOK® Guide is provided as a reference to indicate the Acquire Resources process described in the scenario.
Details for each option:
A. Expectancy theory
Incorrect. Expectancy theory is based on the concept that rewards should be given to workers (and is expected by workers) in relation to their performance, and that the recipients deserve and want the rewards. Expectancy theory does not apply to this scenario.
B. Peter principle
Correct. The Peter principle (also known as the 'Halo Effect') is a management theory that posits a candidate's successful performance in their current position is not a true indicator of how they will perform in a new role. That is, the skill set required for the intended role needs to be considered because being a strong performer in one role, does not necessarily transfer to being a strong performer in another role.
C. Pareto concept
Incorrect. The 'Pareto concept' is a made-up term. There is, however, a Pareto principle or diagram used in project management based on the 80/20 rule. This principle has little to do with the scenario described.
D. Murphy's law
Incorrect. Murphy's law states "anything that can go wrong will go wrong." It has nothing to do with the scenario described.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Page(s) 328; see also https://www.projectmanagement.com/articles/223915/The-Peter-Principle