Q. A new project manager joins the company. What should he do get the latest update of an ongoing project?
1. Lesson Learned
2. Meet with subject matter experts
3. Status meeting with project team
4. Review Project Charter.
Answer is 4th point. As far as, I know we hardly change project charter once created. It is not regularly updated. How can it have updated status? Saving Changes...
Thanks, Thomas. It seems, now to me, that 'latest update' is here to confuse.
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1 reply by Peter Rapin
Jul 07, 2020 12:57 PM
Peter Rapin
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I do not like "one answer" questions, never did. I believe this is and has been a significant weakness in the PMP test. In this case one has to assume that the Project Charter is a dynamic document and reflects the current reality. Typically the Charter details what the project set out to do and possibly provides for a strategy to do so. It is a "was" document rather than an "is" document. I agree it's one of the first documents a new PM needs to study, but to establish the purpose of the project more so than the status. Next the PM has to review other project documentation including Project Plan and significant records of meeting. Follow this by a status meeting with the team.
If the new PM has been assigned as a project caretaker (no known critical issues that need to be resolved) then its more of a "carry-on" assignment. If the new PM was selected to 'fix a known or perceived problem', then your job has just started.
Can you please help me to choose an answer for PMP exam? I am following below steps already but still get confused for many questions.
1) Eliminate technique.
2) Choose Best answer if two left with two option
I read this question:
Q. During acceptance testing of a deliverable, a senior stakeholder complains that a functionality essential to their department was not addressed. What should the project manager do to avoid this in the future?
1. Prepare a change management plan
2. Approve a scope management plan
3. Conduct a product demo with stakeholders.
4. Manage stakeholder expectations
I chose 4th, thinking 1st and 3rd do not make sense and 2nd should already be approved in current situation as well but answer is 2nd. How can someone think that without approving scope management plan project has reached to Validate Scope process?
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1 reply by Thomas Walenta
Jul 08, 2020 4:51 AM
Thomas Walenta
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For me, the answer 2 indicates the scope mgmt plan was not approved in this project. Hence the problems with identifying new features only at acceptance test.
Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Jul 07, 2020 11:23 AM
Replying to Pooja Sharma
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Thanks, Thomas. It seems, now to me, that 'latest update' is here to confuse.
I do not like "one answer" questions, never did. I believe this is and has been a significant weakness in the PMP test. In this case one has to assume that the Project Charter is a dynamic document and reflects the current reality. Typically the Charter details what the project set out to do and possibly provides for a strategy to do so. It is a "was" document rather than an "is" document. I agree it's one of the first documents a new PM needs to study, but to establish the purpose of the project more so than the status. Next the PM has to review other project documentation including Project Plan and significant records of meeting. Follow this by a status meeting with the team.
If the new PM has been assigned as a project caretaker (no known critical issues that need to be resolved) then its more of a "carry-on" assignment. If the new PM was selected to 'fix a known or perceived problem', then your job has just started.
...
1 reply by Thomas Walenta
Jul 08, 2020 4:57 AM
Thomas Walenta
...
Peter,
agree a charter should be unchanged.
Even a fixed charter is the base of the project. If you are new to a project it is wise to go back to the roots to find out what the initial intent and authorization was.
If the charter is based on a contract or a business case, I would even go back to these.
In reality, I would always start with the orgchart to identify the key stakeholders and their involvement and identify the key issue thru 1:1s with them.
Thomas
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Jul 07, 2020 11:46 AM
Replying to Pooja Sharma
...
Can you please help me to choose an answer for PMP exam? I am following below steps already but still get confused for many questions.
1) Eliminate technique.
2) Choose Best answer if two left with two option
I read this question:
Q. During acceptance testing of a deliverable, a senior stakeholder complains that a functionality essential to their department was not addressed. What should the project manager do to avoid this in the future?
1. Prepare a change management plan
2. Approve a scope management plan
3. Conduct a product demo with stakeholders.
4. Manage stakeholder expectations
I chose 4th, thinking 1st and 3rd do not make sense and 2nd should already be approved in current situation as well but answer is 2nd. How can someone think that without approving scope management plan project has reached to Validate Scope process?
For me, the answer 2 indicates the scope mgmt plan was not approved in this project. Hence the problems with identifying new features only at acceptance test. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Jul 07, 2020 12:57 PM
Replying to Peter Rapin
...
I do not like "one answer" questions, never did. I believe this is and has been a significant weakness in the PMP test. In this case one has to assume that the Project Charter is a dynamic document and reflects the current reality. Typically the Charter details what the project set out to do and possibly provides for a strategy to do so. It is a "was" document rather than an "is" document. I agree it's one of the first documents a new PM needs to study, but to establish the purpose of the project more so than the status. Next the PM has to review other project documentation including Project Plan and significant records of meeting. Follow this by a status meeting with the team.
If the new PM has been assigned as a project caretaker (no known critical issues that need to be resolved) then its more of a "carry-on" assignment. If the new PM was selected to 'fix a known or perceived problem', then your job has just started.
Peter,
agree a charter should be unchanged.
Even a fixed charter is the base of the project. If you are new to a project it is wise to go back to the roots to find out what the initial intent and authorization was.
If the charter is based on a contract or a business case, I would even go back to these.
In reality, I would always start with the orgchart to identify the key stakeholders and their involvement and identify the key issue thru 1:1s with them.
A scope management plan is part of managing stakeholder expectations, and a demo to validate the functionality would be a part of the scope management plan, therefor I would say that 4 is the most correct as it contains the other two, and more. Saving Changes...
