Certified Associate in Project Management Exam
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Question 1 of 5.
During a documentation audit of an international company, it was identified that the last version of the project schedule was from our month ago even though the project manager knew it was recently updated. How should the project manager have handled documentation for the project?
A. Next documentation in the project management information system (PMIS), and shared a web aggregation stakeholder.
B. Assigned a project team member to ensure all project documentation was updated.
C. Updated the project management plan regularly and had it securely shared with all stakeholders.
D. Reviewed the risk register to identify a response plan for the audit.
Explanation: A Project Management Information System (PMIS) is the centralized repository for all project documents. Using it ensures there is a single source of truth, version control is maintained, and stakeholders have access to the latest information. The audit finding shows a failure in this basic document management process. While updating plans is important (C), the PMIS is the tool that ensures it's done consistently and accessibly.
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.
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