PMI Updated PMP Exam Questions and Answers by saskia

When a project manager learns that resources initially promised for a project are being reallocated to another priority project, the best course of action is to perform an impact analysis. This analysis will help understand the effects of the resource reallocation on the current project’s schedule, budget, scope, and quality. It is a critical step in project resource management, as it allows the project manager to make informed decisions on how to proceed with the project, whether it involves negotiating for the return of resources, adjusting the project plan, or identifying new resources. The impact analysis is part of the monitoring and controlling process group, where project performance is measured to manage changes to the project scope, schedule, and costs123.

References: = The PMBOK guide and other PMP resources which outline the processes involved in project resource management, including the steps to take when resources are reallocated145.

 When faced with a delay in a critical path activity, it is prudent for the project manager to thoroughly evaluate the proposed fallback plan, considering its impact on the project’s scope, time, cost, and quality. If the fallback plan is viable and justifies the additional cost, the project manager should proceed with submitting a change request. This process involves documenting the proposed changes, assessing the benefits and risks, and seeking approval from the project sponsor or change control board. The change request should detail the reasons for the deviation from the original plan, the expected outcomes, and the justification for the additional expenditure. This approach ensures that any alterations to the project are well-considered, transparent, and formally approved, maintaining the integrity of the project management process123.

References: (Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Newtown Square, PA: Author; Project Management Institute. (2013). Practice Standard for Project Risk Management. Newtown Square, PA: Author; Project Management Institute. (2019). PMI Standard for Project Management. Newtown Square, PA: Author).

 When a project deliverable is not fulfilling the business case requirement, it is important for the project manager to understand why this is happening. Analyzing the business benefits criteria and assumptions (Option C) can help identify if there were any discrepancies or misunderstandings in the initial planning stages. This could include reassessing the expected benefits, costs, risks, and strategic alignment of the project.

Additionally, scheduling a project review meeting to analyze the root cause (Option E) can provide valuable insights into what went wrong. This could involve discussions with the project team, stakeholders, and possibly the operations team who are now handling the deliverable. The goal of this meeting would be to understand the root cause of the issue and to identify potential solutions or improvements for future projects.

References: = Project Management Institute’s Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th Edition1; Unito’s guide on Project Deliverables2.

The project manager should first meet with the project sponsor to clarify how the benefits from the project align with the organization’s vision. This is because the project sponsor is typically responsible for the business case and will have insight into how the project fits within the larger strategic context of the organization. The benefits management plan should reflect the organization’s strategic objectives, and the project sponsor is the key link between the project team and the organization’s leadership.

References:

• Benefits Realization Management Practice Guide1
• Benefits management - Project Management Institute2
• The aligned organization - McKinsey & Company3
• Project Benefits Management Plan: PMP Exam Master Tips4
• Benefits Management for Projects: Making a Benefits Management Plan5