As a member of an organizational change management team, a project man

Certified Associate in Project Management Exam

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Question 1 of 5.

As a member of an organizational change management team, a project manager must pass on any changes to the project team. The project manager needs to avoid any misunderstandings or resistance to help ensure that the project team will support any organizational change. What should the project manager do?

A. Influence the team to communicate any changes.

B. Conduct meetings with resistant members to facilitate smooth project implementation.

C. Meet with the team on a regular basis to ensure they are aware of changes.

D. Create with the team members on their willingness to change.

Explanation: The key to managing change and minimizing resistance is consistent, transparent, and frequent communication. Regularly meeting with the team ensures they are informed of changes in a timely manner, understand the reasons behind them, and have a forum to ask questions. This builds trust and reduces uncertainty, which is the root of most resistance.

Question 2 of 5.

A client is structured as a main organization for an agile project. The project manager is working on-site with key stakeholders from different parts of the organization. How should the project manager handle the different stakeholders?

A. All stakeholders are important, so the project manager should follow directions provided by management and key stakeholders.

B. Because there are different perspectives, perform a stakeholder analysis and act based on the outcome.

C. The project manager is working on the client's premises, via follow-the direction of all the key stakeholders.

D. This is an agile project, so listen only to the directions of the project managers' supervisor and the functional managers of the organisation.

Explanation: Performing a stakeholder analysis is a key step in stakeholder management. It helps identify interests, influences, and potential conflicts, allowing the project manager to engage effectively. Agile projects emphasize collaboration, but blindly following all directions without analysis can lead to conflicts and misalignment. Option B is the most proactive and structured approach.

Question 3 of 5.

The role of a new finance engineer is the standard-private function of which have surfaced in the last month that are slowing the project down. A new project sponsor has recently started with the company full-time not had time to meet the project needs. The prospect is the point where the launch was significantly updating delivery of the project. How should the project manager start the new project sponsor about these accounts?

A. Since an email to the project sponsor summarising the project status and key concerns, and requests an immediate face-to-face meeting to discuss them.

B. Send an email invitation to the project sponsor to attend all of the project teams weekly meetings, and keep the sponsor set foot time to attend.

C. Continue emailing updated project status reports highlighting the key risks and issues, and wait for the project sponsor to respond a meeting.

D. Complete a risk analysis auditing the driving team process, and email a copy of the risk register, urging the project sponsor to respond.

Explanation: The project sponsor is critical for resolving issues and providing support. Given the urgency, a direct summary of status and concerns followed by a request for a face-to-face meeting is the most effective way to engage the sponsor promptly. Waiting for a response (Option C) or sending invitations to all meetings (Option B) might delay action. Option D is reactive and not as direct.

Question 4 of 5.

Any project stakeholder showed interest in the supporting of a complete right project, but has become less involved at the agent has progressed due to additional responsibilities. After sports time, the key stakeholder requires a flexible description. The team can manage this updated observation for the next sprint. What should the project manager have done to build the situation?

A. Documented the project vision and objectives

B. Analyzed the changes in stakeholder attributes

C. Customized stakeholder communications based on the stakeholders' needs

D. Numbered the key stakeholders in the decision-making process

Explanation: Stakeholder engagement is an ongoing process. The stakeholder's reduced involvement due to additional responsibilities indicates a change in their attributes (e.g., availability, influence). Analyzing these changes early would allow the project manager to adjust engagement strategies and prevent miscommunication or delays.

Question 5 of 5.

The change control board (CCB) reports a change request submitted by a subject matter expert (BNF). The SME relates to except the injection and does not want to continue the project without the change. What should the project manager have done to avoid this situation?

A. Requested that the sponsor approved the change request first.

B. Ensured that the change request was aligned with the project scope.

C. Assessed the change's overall impact to the project before submission.

D. Submitted the change request directly to the CCB.

Explanation: Change requests must be evaluated for their impact on scope, schedule, cost, quality, resources, and risks before submission to the CCB. This assessment ensures that the change is properly reviewed and avoids unnecessary conflicts or delays. Option C is a standard practice in change management.