Section 8: Communication Management
You are beginning a new project that has been attempted, but unsuccessful, several times in the past few years. Previous projects were cancelled because of "politics" (differing views and direction by key stakeholders on the project). This is an example of:
A. Stakeholder analysis.
B. Scope management.
C. Historical information.
D. Risk identification.
This question shows how important historical information is for adequately planning projects. Notice the wording in the question. It is looking for an example. The word "stakeholder" is used in the question, but this is not an example of stakeholder analysis (choice A), nor is it an example of scope management (choice B), as the situation described is from past projects. Such information can lead to risks (choice D), but this is not an example of risk identification.
Source: PMBOK® Guide Page: 253
Who of the following are ALWAYS stakeholders?
A. A person who does not want the project to be completed
B. An assembly line worker that will use the product of the project
C. A functional manager from the engineering department
D. A person who might lose his or her position in the company because of the project
A user of the project’s product is always a stakeholder, while the others may or may not be.
Source: PMP® Exam Prep Page: 25, 308
Near the end of your last project, additional requirements were demanded by a group of stakeholders when they learned they would be affected by your project. This became a problem because you had not included the time or cost in the project management plan for these requirements. What is the BEST thing you can do to prevent such a problem on future projects?
A. Review the WBS dictionary more thoroughly, looking for incomplete descriptions.
B. Review the project charter more thoroughly, examining the business case for "holes."
C. Do a more thorough job of procurement planning.
D. Pay more attention to stakeholder management.
Choices A and B are good ideas, but they do not solve the problem presented in the question. The WBS (choice A) and the project charter (choice B) do not identify stakeholders. Choice C is a procurement function.
Source: PMP® Exam Prep Page: 350
The project manager must identify _________, determine their requirements, and then manage and influence those requirements to ensure a successful project.
A. Functional managers
D. End users
The best answer is stakeholders because it encompasses choices A and D. Scope (choice C) does not fit in the context of the question.
Source: PMP® Exam Prep Page: 349
You are the project manager for a large installation project when you realize there are over 200 potential stakeholders on the project. Which of the following would be the BEST course of action for you to take?
A. Eliminate some stakeholders.
B. Contact your manager, and ask which stakeholders are most important.
C. Gather the needs of all the most influential stakeholders.
D. Find an effective way to gather the needs of all stakeholders.
You need to consider the needs of all your stakeholders.
Source: PMP® Exam Prep Page: 349
A particular stakeholder has a reputation for making many changes on projects. What is the BEST approach a project manager can take at the beginning of the project to manage this situation?
A. Say "No" to the stakeholder a few times to dissuade him from submitting more changes.
B. Get the stakeholder involved in the project as early as possible.
C. Talk to the stakeholder’s boss to find ways to direct the stakeholder’s activities to another project.
D. Ask that the stakeholder not be included in the stakeholder listing.
We cannot avoid the stakeholder (choices C and D) because he has a stake in the project. A project manager can say "No" (choice A), but this does not solve the root cause. There may be some good ideas within those changes. The only choice that deals with the problem is choice B.
Changes are not bad! Changes normally come from lack of input at the beginning of the project. If we begin effective communication with this stakeholder early (choice B), we stand a much better chance of discovering his changes during the planning process, when they will have less of an impact on the project.
Source: PMP® Exam Prep Page: 352
You have just been assigned as the project manager for a project that is in the middle of the executing process group. The BEST way to control the project is to:
A. Use a combination of communication methods.
B. Hold status meetings because they have worked best for you in the past.
C. Refer to the bar chart weekly.
D. Meet with management regularly.
Your communication needs to be correct for the situation. Because situations vary, so must your communication methods.
Source: PMP® Exam Prep Page: 354
The project manager is having a very difficult time keeping a project schedule on track. The project requires 220 people to complete it. All of the project problems have been fixed to the project manager’s satisfaction, the schedule performance index (SPI) is currently 0.67, the cost performance index (CPI) is 1.26, there are 23 activities on the critical path, and the project PERT duration is 26. Under these circumstances, the monthly status report should report:
A. That the project is doing well.
B. That the project will be late.
C. That the project cost is behind budget.
D. The issues and options.
The professional and social responsibility of the project manager requires that the truth be told. Choice A is lying and unethical. Choice B is not the correct choice because you do not KNOW the project will be late.
There is time to fix the problems. Choice C is not correct because there are no cost problems illustrated in the question. As in any report, you need to state the issues and options.
Source: PMP® Exam Prep Page: 362
You are working on an 18-month project with a small, co-located team. The project sponsor and senior management are in another city and have requested weekly updates. The customer requires monthly meetings. Because the team members are busy with the project executing processes, they would like to reduce the frequency of meetings. Which of the following BEST describes how status meetings should be managed on this project?
A. During project executing, you do not need to hold status meetings as long as you send the key stakeholders a status report every week.
B. Once a month the entire team, including senior management, should meet with the customer. You should discuss the details of the previous month’s issues and the current status.
C. During project executing, it is only necessary for the project manager to meet with the customer once a month to fulfill your contractual obligation. Provide the customer with the status report and copy this report to key stakeholders.
D. The frequency and level of meetings as well as the format and type of information to be exchanged should be defined in the project’s communications management plan during project planning.
The communications management plan should cover all phases of the project.
Source: PMP® Exam Prep Page: 358
Your employee is three days late with a report. She walks into a meeting where the report is to be discussed and hands you a copy five minutes before the topic is to be discussed. You notice some serious errors in the report. How could this have been prevented?
A. Require periodic updates from the employee.
B. Coach and mentor the employee.
C. Make sure the employee was competent to do the work.
D. Cancel the meeting earlier because you did not have a chance to review the report.
Both choices A and D could have prevented the outcome, but D is the only one that would ensure you were not sitting in a meeting with a document that had not been reviewed.
Source: PMP® Exam Prep Page: 491
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