A project manager is working on a critical project for which historical data is unavailable. This may put the project at risk.
What should the project manager do?


A. Plan project execution based on stakeholders risk appetites.
B. Develop the project management plan to identify and prioritize opportunities and threats.
C. Inform the sponsor of the risk involved, then continue with project delivery.
D. Develop a risk management plan and inform key stakeholders about the risks involved.

Based on feedback on the last iteration of risk management, the project manager creates a board to display impediments the team might encounter. Initial reactions from the development team regarding the risk board have been positive.
How should the project manager approach the communication of risks moving forward?


A. Instruct a team member to transcribe impediments from the risk board into the risk register.
B. Communicate to all stakeholders that the risk board will replace the risk register moving forward.
C. Attach a risk status report to the risk board every week to ensure that the team understands the display.
D. Evaluate the effectiveness of the risk board after one month, and communicate any changes in risk management after that.

Which process develops options and actions to enhance opportunities and reduce threats to project objectives?


A. Identify Risks
B. Control Risks
C. Plan Risk Management
D. Plan Risk Responses

Enterprise environmental factors are an input to which process?


A. Control Scope
B. Define Scope
C. Plan Scope Management
D. Collect Requirements

A project manager is working on a project involving stakeholders in multiple geographic locations. It soon becomes extremely difficult for everyone to be available for meetings at the same time.
What should the project manager do to make sure the project management plan is approved?


A. Use expert judgment
B. Meet with the project sponsor to finalize the plan
C. Share the plan electronically, then follow up when needed
D. Facilitate a brainstorming session with the project team

A project manager is creating the communications management plan for a critical project. It is quickly identified that key stakeholders have hidden agendas and are waiting for the right moment to complain about an issue.
What should the project manager do to expose this in a timely manner?


A. Formally involve these stakeholders in the deliverables approval process
B. Ask these stakeholders to officially share their project expectations
C. Include these stakeholders in project monitoring activities
D. Monitor these stakeholders participation during project execution, and engage them frequently

A project manager is concerned about variations in the requirements-gathering process. What should the project manager do to address quality concerns during this process?


A. Review the work performance reports to identify areas for improvement
B. Implement the Six Sigma approach to evaluate improvement opportunities
C. Perform quality control on all requirements process deliverables
D. Add additional resources to the requirements-gathering process

An input used in developing the communications management plan is:


A. Communication models.
B. Enterprise environmental factors.
C. Organizational communications,
D. Organizational cultures and styles.

Which tool or technique is an examination of industry and specific vendor capabilities?


A. Independent estimates
B. Market research
C. Analytical techniques
D. Bidder conferences

Which tool or technique is used in the Plan Scope Management process?


A. Document analysis
B. Observations
C. Product analysis
D. Expert judgment