New PMP Question & Answers with explanation
Your company took over the management of a project from another company that went out of business. To minimize disruptions related to the transition, your company hired a number of the employees from the other company. One of these employees has delivered a 300-page document a week ahead of schedule. However, while walking past his desk, you notice that his computer is displaying a document with the logo of his former employer. You suspect that some of his work may have been based on documentation that is the property of the other company. What do you do?
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You are working in Lab-X, a laboratory experimental project to research the effect of a virus on human male bodies. This project needs local government approval for carrying out tests on living people. However, the local authorities informed you were informed it would take at least three weeks to obtain authorization for such approval because of the documents involved in the review and approval process. You consider this a risk to the project and would like to send the paperwork in advance to reduce the approval time to one week. Which of the following describes the risk response techniques being employed in this scenario?
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Rina and Gimo are the senior developers in a website development project. They have argued about the best web design product to use in developing the new website. As the project manager, you use a forcing approach to make a decision and reduce the conflict. What is the main characteristic of this approach?
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You are managing a project to design microprocessor control systems. The design work was estimated to be complete in 3.5 months with seven milestones. The sixth milestone is the prototype to be transferred to manufacturing. All milestones before prototyping have been completed ahead of schedule, with the sixth one being delayed for four months because the prototype was sent back several times due to conflicts between departments. You are now planning to hold a meeting to review the design specifications and handle conflicts between design and manufacturing. Who is at fault?
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You are the project manager of a project executing work under a contract signed with a buyer organization. Just after the project has started, you notice that the buyer organization had made a mistake in the financial terms, and your organization stands to benefit considerably from this oversight. What should your stance be?
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