PMP Practice Test: Project STAKEHOLDER Mgmt – Flashcards

1. During your project, you will have a number of different types of meetings. Some will be informational, others will be key updates, and some will be for decision-making purposes. While different attendees will attend each meeting, a best practice to follow is to: a. Group stakeholders into categories to determine which ones should attend each meeting b. Invite those stakeholders who have a high level of interest in your project to attend each meeting c. Be sensitive to the fact that stakeholders often have very different objectives d. Recognize that roles and responsibilities may overlap but practice a policy of 'no surprises' and inform your stakeholders about any upcoming meetings

2. You are managing a project with team members located at customer sites on three different continents. You have a number of stakeholders on your project, and most of them are located outside of the corporate office. Who should be responsible for stakeholder management? a. A specific team member in each of the three locations b. You, because you are the project manager c. The project sponsor d. A core team including you, as the project manager, and three representatives from the three different locations

3. Analyzing stakeholders is a part of the identify stakeholders process. Common approaches for analyzing stakeholders in a qualitative manner includes all the following two-axis grids, EXCEPT— a. Comparing power and influence b. Comparing power and interest c. Comparing influence and location d. Comparing influence and impact

4. You are responsible for a project in your organization that has multiple internal customers. Because many people in your organization are interested in this project, you decide to prepare a stakeholder management strategy. Before preparing this strategy, you should— a. Conduct a stakeholder analysis to assess information needs b. Determine a production schedule to show when each stakeholder needs each type of information produced c. Determine the potential impact that each stakeholder may generate d. Prioritize each stakeholder's level of interest and influence

5. Recognizing the importance of preparing a stakeholder management plan, you met with your team to obtain their buy in and to discuss it. You explained the key benefit of plan stakeholder management is to— a. Determine appropriate strategies for a continual focus on identifying stakeholders throughout the life cycle b. Provide a clear plan that is actionable to interact with stakeholders to support the project's interests c. Develop appropriate management strategies to effectively engage stakeholders d. Plan a series of meetings to ensure stakeholders remain interested and to address their concerns

6. Assume you are actively working, along with your team, to manage stakeholder engagement on your project to develop a new drug to prevent any retina problems of any type. You know you must manage their engagement throughout the project life cycle. This means some organizational process assets will need updating including— a. Informal and formal project reports b. The stakeholder register c. The stakeholder management plan d. Work performance information

7. Stakeholders often have issues, and you have asked each of your team members to document them. At each team meeting, you and your team discuss them and determine appropriate responses. You have a project issue log, which is— a. Part of the project's lessons learned b. Added to the stakeholder register to show which stakeholder raised it c. An output from the manage stakeholder engagement process d. An output from the control stakeholder engagement process

8. As you work on your project to update its software training classes to focus on an agile approach, you have a number of key stakeholders. As many students and their managers are requesting these classes, your CEO has taken a special interest in your project and has asked you to accelerate your schedule to complete it in two months rather than in your planned six months but still have quality offerings. This means as you work to monitor overall project stakeholder relationships, you should— a. Provide notifications to stakeholders about status regularly b. Ask your stakeholders for regular feedback as you work on your project c. Provide presentations to each stakeholder group d. Determine how changes will be monitored and controlled

9. As you work with your team to prepare your stakeholder management plan, you decided to develop a stakeholder engagement chart. You set it up so you could— a. Show the phase of your project of interest to identified stakeholders b. Show gaps between current and desired levels of engagement c. Determine which stakeholders you and your team felt were critical to project success but did not know about it d. Determine when to involve key stakeholders in your project

10. A number of items in the stakeholder management plan are similar to those in the communications management plan. An example is— a. Method for updating and refining the plans as the project progresses and develops b. Stakeholder communication requirements for the current project phase c. Information to be distributed to stakeholders including language, format, content, and level of detail d. Time frame and frequency for the distribution of required information to stakeholders

11. Having worked as a project manager for nine years, you know how important it is to identify the critical stakeholders so you do not overlook anyone who has a major influence on your project even if you do not ever plan to meet with or talk with this individual. As you work with your team, you explain the key benefit of the identify stakeholder process is that it— a. Identifies the people, groups, or organizations that could impact or influence project decisions b. Shows the interdependencies among project stakeholders to enable classification for how best to involve them on your project c. Identifies the appropriate focus for each stakeholder or a group of stakeholders d. Shows the potential impact each stakeholder has on project success

12. The last step in the stakeholder analysis process is to— a. Determine the organizational culture b. Assess how stakeholders probably will respond in various situations c. Determine stakeholder roles, interests, and expectations d. Evaluate the amount of support each stakeholder could generate

13. You realize that on projects, some stakeholders will not be as receptive as others to your project and actually can be negative from the beginning. Assume you have classified your stakeholders on your project designed to ensure students in your city have access to the best educational resources available, whether in class or on line, your stakeholder management plan is a sensitive document. Therefore, you need to— a. Tell your team to never disclose it to anyone outside the team without consulting you first b. Involve your team as you develop it but maintain the final copy yourself c. Review the validity of its underlying assumptions d. Set up an information distribution system and have each team member sign it for concurrence

14. Stakeholder engagement involves a number of critical activities. An example is— a. Ensuring goals are met through negotiation and communications b. Developing management strategies to engage them during the project's life cycle c. Adjusting strategies and plans to engage stakeholderseffectively d. Identifying the scope and impact of changes to project stakeholders

15. Work performance information is an output of control stakeholder engagement. It includes a number of items, one of which is— a. Change requests b. Issue log c. Documented lessons learned d. Status of deliverables

16. Often in working as a project manager, it is easy to overlook key stakeholders. Assume you work for a device manufacturer and are working as the project manager for the next generation valve replacement. Your company has been a leader in this market, which means you have a lot of lessons learned available to you. Your project is scheduled to last four years. As a best practice, you should— a. Work actively with your company's Knowledge Management Officer b. Consult regularly with your program manager c. Work actively with members of your Governance Board d. Work actively with members of your company's Portfolio Review Board

17. Assume you are managing the development of a construction project in your city to replace its five bridges so they are state of the art and meet updated safety standards since they originally were constructed 20 years ago. The design work has been completed, you have awarded subcontracts, and are set to begin construction. Today your legal department told you to stop work as you had not consulted them, and there was a critical standard you overlooked during the design process. This example shows— a. You need to continually work to engage stakeholders on your project b. You should use a RACI chart and have one of your team members work with the legal department throughout the project c. You should provide the legal department with a copy of your stakeholder management plan and ask for their representative to sign it and offer any comments d. You need to continually identify project stakeholders

18. Assume your construction project is for a small city with only 8,500 people. There has been opposition to it from the beginning, when the City Commissioners approved it by many residents. The residents recognize they will be severely impacted as the new bridges are implemented, and during the public hearings before the Commissioners' decision, they hired an attorney to state they felt the more cost effective approach was to strengthen the bridges so they met today's safety requirements. Residents now know you have been ordered to stop work, and they have requested a meeting with the Commission on Tuesday. This means you should— a. Develop a mitigation plan to present at this meeting b. Work diligently with the legal department to satisfy their concerns and receive a go ahead before Tuesday's meeting c. Demonstrate at the meeting the sustainability impacts of the new bridges d. Balance the interests of these negative stakeholders and meet with them before Tuesday's meeting

19. The salience model is one way to classify stakeholders. In it— a. Stakeholders' power, urgency, and legitimacy are used b. Stakeholders' level of authority and concern are used c. Stakeholders' active involvement and power are used d. Stakeholders' influence and ability to effect changes are used

20. In plan stakeholder management, all organizational assets are used as inputs; however, which of the following are of particular importance? a. Organization culture and the political climate b. Practices and habits and templates c. Lessons learned database and historical information d. Organization's knowledge management system and policies and procedures

21. Assume you have identified your stakeholders and are preparing your stakeholder management plan. You are fortunate that your team is a collocated team as you are working on an internal project to reorganize your IT Department so it is focused more on its customers. The project sponsor is the Chief Operating Officer, and the IT Department Director was surprised as she thought all was well. However, you notice when planning meetings are held, the Chief Financial Officer never attends. You feel since IT affects the entire company, all the senior leaders need some type of involvement. You therefore feel the Chief Financial Officer may be— a. Resistant b. Unaware c. Uninterested d. Satisfied

22. Assume your stakeholder management plan has been approved. You now are working with your team to promote stakeholder engagement on your project. You explain in a team meeting its benefit is to— a. Clarify and resolve identified issues b. Meet stakeholder needs and expectations c. Obtain their continued commitment to the project d. Increase support and minimize resistance

23. The stakeholder register should not be prepared only one time, but it should be updated regularly especially if— a. The stakeholder is not an active participant b. The stakeholder is not impacted by the project c. The stakeholder does not read status updates d. The stakeholder leads a corporate reorganization

24. Working to foster stakeholder engagement, as the project manager, you know a combination of interpersonal skills and general management skills is needed. An example of an key interpersonal skill in stakeholder engagement is— a. Facilitating consensus b. Influencing people c. Resolving conflicts d. Negotiating agreements

25. Stakeholder engagement must be controlled on a continuous basis for it to be effective. You realize a number of project documents can be useful for you as a project manager. An example is— a. Technical performance measures b. Change log c. Actual costs d. Start and finish dates of schedule activities

26. Expert judgment is a best practice as a tool and technique in many project management processes, and the list of possiblesources for experts varies by the organization and by its association with others. One way once you have identified experts who you feel could be of assistance is to— a. Use a focus group b. Review documentation c. Hold brainstorming sessions with your team d. Conduct interviews

27. Enterprise environmental factors are useful in many projects. In Plan Stakeholder Management an example of one of particular importance is... a) Lessons learned 2)Templates from previous stakeholder management plans from successful projects c) Benchmarking d) Organizational culture

28. Stakeholder management involves more than improving communications and requires more than just managing a team. This is because it... a. Contains detailed plans to ensure stakeholder requirements are satisfied b. Describe how to best meet human resource requirements c. Creates and maintains relationships between the project team and stakeholders d. Focuses on active participation of all stakeholders, even the resistors to the project

29. Assume you are beginning your project to develop a series of residential condominiums in your city and are identifying possible stakeholders. A key organizational process asset you can review is— a. Organizational culture b. Organizational standards c. Lessons learned d. Local trends

30. One way to develop an understanding of major project stakeholders to exchange and analyze project information about roles and interests is to— a. Conduct interviews b. Hold profile analysis meetings c. Use questionnaires and surveys d. Conduct a stakeholder analysis and analyze the results with a focus group

31. Assume you are managing a project to implement an electronic medical record system in your ophthalmologist's office. You have been working to identify your stakeholders to then make sure everyone is committed to it as some people have been working in this office for more than 20 years and are comfortable with the manual approach. At this point, you have documented assessment information, which includes— a. Role in the project b. Whether the stakeholder is a supporter, is neutral, or is resistant c. Potential influence in the project d. Organization position

32. Having prepared stakeholder management plans on previousprojects, you know it is positive to review the project management plan because it— a. Provides information as to how to plan appropriate ways to engage stakeholders b. Contains information useful to ensure the stakeholder management plan is aligned with the organization's culture c. Helps to determine the best options to support an adaptive process for stakeholder management d. Contains a change management plan and documents how changes will be monitored and controlled

33. Assume you have performed your stakeholder analysisand now are working to enhance it with a stakeholder engagement assessment matrix. Such a matrix shows the stakeholder's current engagement level. These data enable— a. The project manager to prepare the stakeholder management plan b. The project manager to prepare the stakeholder management strategy c. The project manager to prepare the stakeholder inventory d. The project team to expand the stakeholder risk register

34. The ability of stakeholders to influence a project is— a. Constant throughout the project life cycle as different stakeholders have different levels of interest in the project at different times b. Highest during the closing stage since key stakeholder acceptance criteria must be met c. Highest during planning as the team is still in the storming stage as various stakeholders' positions are being known and recognized d. Highest in the very early stages as the project is being approved and initiated

35. Working on your project to design and construct five new bridges for your City, you are striving to actively manage the stakeholders on your project, especially those who will be inconvenienced by the project and have indicated they do not support it. You decided to review your communications management plan as it— a. Contains issue management procedures b. Describes the project's life cycle and the processes to be used in each phase c. Sets forth an escalation process d. Provides guidance as to how to best involve stakeholdersin the project

36. A supporting input for controlling stakeholder engagement is— a. Budget b. Project schedule c. Historical information d. Number of defects

37. As a result of the control stakeholder expectations process, you realize even though this process is under way until the closing phase that you have identified the root cause of some issues you have faced in controlling stakeholders expectations. You should therefore— a. Review them with your Governance Board b. Revise and reissue your stakeholder management plan c. Prepare a change request d. Update the lessons learned documentation

38. Identifying interrelationships and potential overlap between stakeholders is useful to the project manager as he or she works with stakeholders. It should be documented as part of the— a. Stakeholder register b. Stakeholder management strategy c. Stakeholder management plan d. Stakeholder engagement assessment matrix

39. A number of organizational process assets are useful as inputs to the manage stakeholder engagement process. Similarly a number of organizational process assets require updates because of this process. An example of one that is an input is—- a. Project reports b. Historical information c. Project records d. Stakeholder notifications

40. Table reporting, spreadsheet analysis, and presentations are examples of— a. Project reports as an input to manage stakeholder engagement b. Work performance information as an output of control stakeholder engagement c. Tools and techniques used in control stakeholder engagement d. Updates from the plan stakeholder management process