Free PMI PMP Exam Dumps Questions & Answers

After a client requested multiple changes to the project scope during a sprint, the sprint goal was no longer valid.
What should the Scrum Master do?

• A.Escalate the issue to senior management to prevent further changes.
• B.Ask the product owner to determine whether the sprint should be canceled.
• C.Ask the team to work on technical-debt items from the product backlog.
• D.Use the sprint to review lessons learned and arrange training sessions.

Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
A project to modernize a hospital's records has a large and diverse stakeholder population. As stakeholders request changes, the project manager is aware that some will cause a negative impact to the project timeline and finances.
What should the project manager do?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)

• A.Defer working on changes that could change the baseline or create additional risks.
• B.Escalate decisions to the project sponsor to ensure appropriate executive engagement.
• C.Review the work breakdown structure (WBS) to determine the impact of the changes.
• D.Evaluate the impact, document the analysis, and present options to key decision-makers.

The release of a mobile application is near. However, the team is experiencing a major regulatory approval delay for the application ' s graphics. This delay will impact the launch of the mobile app.
What should the project manager do?

• A.Update the risk register with the team and escalate to the project sponsor and steering committee.
• B.Meet with the project team regarding the delay and work to mitigate any risk to the project.
• C.Speak with the stakeholders about changing the requirements.
• D.Inform the sponsor of the delay and request a mitigation strategy.

A project team is planning a university graduation ceremony. During a team meeting, a team member disagrees with the project manager on the prioritization of project activities. The team member thinks that it would be more efficient to prioritize the sponsorship instead of preparing a budget since a budget template already exists.
What should the project manager do?

• A.Ask the team member to schedule a meeting with the sponsor.
• B.Review the list of activities with stakeholders.
• C.Consider the team member ' s opinion.
• D.Meet with the individual and their manager to discuss activity concerns.

A project team is working to plan a professional networking event. A RACI (responsible, accountable, consulted, informed) matrix was developed and validated by all stakeholders. Two months before the event, enrollment is much lower than expected. It appears that the marketing team did not promote the event.
What should the project manager do next?

• A.Follow up with the marketing team to confirm they have received the event information and understand their tasks.
• B.Email the executive board to alert the organization to the risk of lost profit on this event and ask for advice.
• C.Meet with the event sponsor to discuss potentially cancelling or postponing the event.
• D.Email the marketing team the RACI matrix assignments and remind them of their commitments.