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Daily Question #2618
A project team member has added extra features to the project and this has introduced new risks to the project work. The project manager elects to remove the features the team member has added.
What is the process of removing the extra features to remove the risks called?
A project team member has added extra features to the project and this has introduced new risks to the project work. The project manager elects to remove the features the team member has added.
What is the process of removing the extra features to remove the risks called?
Answers #2618
Anonymous Quiz
32%
a. Preventive action
42%
b. Corrective action
21%
c. Scope creep
5%
d. Defect repair
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Daily Question #1089
After establishing that a change in scope has occurred, you are likely to do all of the following EXCEPT:
After establishing that a change in scope has occurred, you are likely to do all of the following EXCEPT:
Anonymous Quiz
12%
a. Engage in additional planning
30%
b. Change the baseline
24%
c. Update the product definition
33%
d. Scope validation
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Join Our December Group of PMP Prep! Training Starts Soon โ You Still Have Time to Enroll!
- Price: โฌ900 *
- Duration: 4 months
- Certification: Earn a certificate for 35 hours of study.
- Full access to the KnowledgeMap platform included.
@nitoiti conducts practical classes and guides you through the certification process.
Have Questions? Feel free to reach out @nitoiti directly.
We will be holding an open onboarding on December 17 at 15:30GMT. Join us: https://calendar.app.google/TQFBh7NWTS8fNphr9
* Ways to Save:
1. Military Support: Education is free for Ukrainian veterans and military personnel.
2. Flexible Payment Options: Pay in 2-3 installments for easier budgeting.
3. Black Friday: Pay in full by December 1st for a 25% discount.
4. Alternate Mentoring Options: Practice with another Knowledge Map mentor for about โฌ600. More details here: KnowledgeMap.pm/mentors
5. Self-Study: Purchase access to Knowledge Map and study independently with prices ranging from โฌ45 to โฌ275, depending on training duration. More details here: KnowledgeMap.pm/exams/pricing
Note: The next individual PMP Prep group begins in January 2025.
- Price: โฌ900 *
- Duration: 4 months
- Certification: Earn a certificate for 35 hours of study.
- Full access to the KnowledgeMap platform included.
@nitoiti conducts practical classes and guides you through the certification process.
Have Questions? Feel free to reach out @nitoiti directly.
We will be holding an open onboarding on December 17 at 15:30GMT. Join us: https://calendar.app.google/TQFBh7NWTS8fNphr9
* Ways to Save:
1. Military Support: Education is free for Ukrainian veterans and military personnel.
2. Flexible Payment Options: Pay in 2-3 installments for easier budgeting.
3. Black Friday: Pay in full by December 1st for a 25% discount.
4. Alternate Mentoring Options: Practice with another Knowledge Map mentor for about โฌ600. More details here: KnowledgeMap.pm/mentors
5. Self-Study: Purchase access to Knowledge Map and study independently with prices ranging from โฌ45 to โฌ275, depending on training duration. More details here: KnowledgeMap.pm/exams/pricing
Note: The next individual PMP Prep group begins in January 2025.
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Daily Question #1592
A Scrum Master consistently holds Daily Scrums and keeps them to 15 minutes or less. The Scrum Master brings a list of assigned tasks and checks the status of each task with the relevant team members. The Scrum Master then assigns new tasks for the day and ends the meeting.
Is this an appropriate approach to running Daily Scrums?
Answers:
a. Yes, the Scrum Master should get status updates and distribute new tasks to the team.
b. Yes, the Scrum Master should hold Scrums daily and keep the time to 15 minutes or less.
c. No, the Scrum Master should act in the role of facilitator to foster team self-organization.
d. No, the Scrum Master should allow the Scrum to run as long as is required by the team.
A Scrum Master consistently holds Daily Scrums and keeps them to 15 minutes or less. The Scrum Master brings a list of assigned tasks and checks the status of each task with the relevant team members. The Scrum Master then assigns new tasks for the day and ends the meeting.
Is this an appropriate approach to running Daily Scrums?
Answers:
a. Yes, the Scrum Master should get status updates and distribute new tasks to the team.
b. Yes, the Scrum Master should hold Scrums daily and keep the time to 15 minutes or less.
c. No, the Scrum Master should act in the role of facilitator to foster team self-organization.
d. No, the Scrum Master should allow the Scrum to run as long as is required by the team.
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Daily Question #4597
A project manager is tasked with managing a customer relationship management (CRM) implementation project. The project charter is approved, and the project is now in the planning phase. The project manager meets with the stakeholders several times to gather the initial requirements. However, each time they meet, the stakeholders provide additional information that is different from what they provided earlier. The stakeholders are becoming frustrated, and the sponsor is now unresponsive.
What should the project manager have done to avoid this situation?
Answers:
a. Initiated requirements planning to analyze, document, and manage requirements.
b. Applied requirements elicitation to involve engaging stakeholders consistently in the requirements process.
c. Implemented the change request process to harness change to the stakeholders' advantage.
d. Used progressive elaboration to enhance the scope management plan with additional details.
A project manager is tasked with managing a customer relationship management (CRM) implementation project. The project charter is approved, and the project is now in the planning phase. The project manager meets with the stakeholders several times to gather the initial requirements. However, each time they meet, the stakeholders provide additional information that is different from what they provided earlier. The stakeholders are becoming frustrated, and the sponsor is now unresponsive.
What should the project manager have done to avoid this situation?
Answers:
a. Initiated requirements planning to analyze, document, and manage requirements.
b. Applied requirements elicitation to involve engaging stakeholders consistently in the requirements process.
c. Implemented the change request process to harness change to the stakeholders' advantage.
d. Used progressive elaboration to enhance the scope management plan with additional details.
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Daily Question #1476
Performance measures and targets should be SMART, for what does SMART stand?
Performance measures and targets should be SMART, for what does SMART stand?
Anonymous Quiz
9%
a. Simple, Measurable, Attainable, Realistic, and Time-bound
10%
b. Simple, Measurable, Attainable, Realistic, and Tangible
70%
c. Specific, Measurable, Attainable, Realistic, and Time-bound
11%
d. None of the above
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Reimagining Uncertainty in Project Management: Toward a New Measurement Framework
Project management has long been described as the art and science of managing uncertainty. Traditionally, project management frameworks focus on planning, structuring, and mitigating risks through established methodologies. However, as projects grow in complexity and operate at unprecedented speeds, traditional approaches to measuring and managing uncertainty are increasingly inadequate.
I propose a collaborative initiative to explore new methods of measuring uncertainty, inspired by the philosophies of speed and stasis...
Full article here - PMDoc.ua/en/reimagining-uncertainty-in-project-management-toward-a-new-measurement-framework
You can join the group here - chat.whatsapp.com/EprH3Cl2FoUFUc4M0QH6fy
Resulting part of the article:
In the fast-paced and often ambiguous world of project management, uncertainty cannot simply be managed; it must be continuously understood and re-evaluated. By recognizing uncertainty as a dynamic state encompassing both rapid shifts and prolonged stillness, we can develop more sophisticated ways to respond to the unknown. Letโs come together to build these ideas into actionable frameworks, embracing a holistic approach to uncertainty and enhancing our fieldโs resilience in the face of an unpredictable world.
Project management has long been described as the art and science of managing uncertainty. Traditionally, project management frameworks focus on planning, structuring, and mitigating risks through established methodologies. However, as projects grow in complexity and operate at unprecedented speeds, traditional approaches to measuring and managing uncertainty are increasingly inadequate.
I propose a collaborative initiative to explore new methods of measuring uncertainty, inspired by the philosophies of speed and stasis...
Full article here - PMDoc.ua/en/reimagining-uncertainty-in-project-management-toward-a-new-measurement-framework
You can join the group here - chat.whatsapp.com/EprH3Cl2FoUFUc4M0QH6fy
Resulting part of the article:
In the fast-paced and often ambiguous world of project management, uncertainty cannot simply be managed; it must be continuously understood and re-evaluated. By recognizing uncertainty as a dynamic state encompassing both rapid shifts and prolonged stillness, we can develop more sophisticated ways to respond to the unknown. Letโs come together to build these ideas into actionable frameworks, embracing a holistic approach to uncertainty and enhancing our fieldโs resilience in the face of an unpredictable world.
PMDocโข
Reimagining Uncertainty in Project Management: Toward a New Measurement Framework
Project management has long been described as the art and science of managing uncertainty. Traditionally, project management frameworks focus on planning, structuring, and mitigating risks through established methodologies. However, as projects grow in complexityโฆ
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Daily Question #4744
Due to a recent merger of Boeing and Aerojet, a project manager from Boeing has been assigned to a team that is comprised of team members from Aerojet. At the start of the project, conflicts arise due to a lack of clarity on processes and the project manager's relationship with Boeing.
What should the project manager do to resolve this conflict?
Answers:
a. Avoid the conflict as the team feels comfortable with using processes from Aerojet.
b. Review the historical information and make the decision based on the return on investment (ROI).
c. Ask the team to use Boeing's processes since the project manager is more familiar with these processes.
d. Work with the team to analyze which processes are suitable to use and define them in the ground rules.
Due to a recent merger of Boeing and Aerojet, a project manager from Boeing has been assigned to a team that is comprised of team members from Aerojet. At the start of the project, conflicts arise due to a lack of clarity on processes and the project manager's relationship with Boeing.
What should the project manager do to resolve this conflict?
Answers:
a. Avoid the conflict as the team feels comfortable with using processes from Aerojet.
b. Review the historical information and make the decision based on the return on investment (ROI).
c. Ask the team to use Boeing's processes since the project manager is more familiar with these processes.
d. Work with the team to analyze which processes are suitable to use and define them in the ground rules.
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Daily Question #2292
When identifying stakeholders which of the following is <b>not</b> a technique for representing stakeholders?
When identifying stakeholders which of the following is <b>not</b> a technique for representing stakeholders?
Anonymous Quiz
19%
a. Power/interest grid.
19%
b. Stakeholder cube.
32%
c. Salience model.
30%
d. Stakeholder register.
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Daily Question #2041
After completing the Develop Portfolio Performance Management Plan process, where should you record the resource schedule, the funding schedule, benefits schedule, and portfolio component schedule?
After completing the Develop Portfolio Performance Management Plan process, where should you record the resource schedule, the funding schedule, benefits schedule, and portfolio component schedule?
Anonymous Quiz
12%
a. In Enterprise Environmental Factors
47%
b. In Portfolio Management Plan Updates
14%
c. In Portfolio Roadmap
26%
d. In Portfolio Process Assets Updates
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Daily Question #5053
At the end of a meeting, a functional manager takes the project manager aside to raise some concerns on behalf of a project team member who is unclear about their role and responsibilities for the project.
What should the project manager do in this situation?
Answers:
a. Develop a work plan for the project team member with the help of the resource manager.
b. Advise the functional manager and the project team member to review the resource management plan.
c. Tell the functional manager and the project team member to review the project charter.
d. Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member.
At the end of a meeting, a functional manager takes the project manager aside to raise some concerns on behalf of a project team member who is unclear about their role and responsibilities for the project.
What should the project manager do in this situation?
Answers:
a. Develop a work plan for the project team member with the help of the resource manager.
b. Advise the functional manager and the project team member to review the resource management plan.
c. Tell the functional manager and the project team member to review the project charter.
d. Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member.
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Daily Question #1405
Which of the following is NOT a management practice for a project?
Which of the following is NOT a management practice for a project?
Anonymous Quiz
4%
a. Quality management
13%
b. Procurement management
81%
c. Configuration management
3%
d. Risk management
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Daily Question #3434
A client is structured as a matrix 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?
Answers:
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, so follow the directions of all the key stakeholders.
d. This is an agile project, so listen only to the directions of the project manager's supervisor and the functional managers of the organization.
A client is structured as a matrix 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?
Answers:
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, so follow the directions of all the key stakeholders.
d. This is an agile project, so listen only to the directions of the project manager's supervisor and the functional managers of the organization.
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