New PMP Question & Answers with explanation
Ralph is a project manager for Storm Health. He has struggled since joining the company, and his manager has noticed multiple gaps in critical PM skills. During a recent meeting, Ralph incorrectly claimed that the project budget had been fully approved. As a result, multiple purchase orders were processed, which alerted his manager, who knew that the budget had not yet been approved. The manager decides to confront Ralph, who admits to intentionally giving misinformation in the hopes that the budget would be approved and that all would be OK. What core value has Ralph violated as a project management practitioner?
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You are looking over project team assignments and see that one of your resources is overallocated. You are concerned about the future availability of this resource and also notice the resource is assigned to more than one critical activity. To keep the project on schedule, which of the following techniques should you use?
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Reasons to Lyv is the top client of a large marketing firm. Trudy is the president of Reasons to Lyv and has decided to launch a product that leverages new GPS tracking technology. She sits down with Roy, the project manager on the project, to discuss which stakeholders are resistant, unaware, neutral, supportive, or leading within the project. What tool or technique are they using?
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Your colleague recently accepted a job transfer that requires a PMP credential. During a recent conversation, he confided to you that he lied on his application in order to get the assignment. This is an example of what?
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Your manager requests a meeting with you. When you meet, she asks you about the third paragraph of the recent status report. She doesn’t understand what it means and believes that it may cast a bad light on her and the team. She asks you to explain, listens to your response, restates what you said, and then offers suggestions regarding how to phrase this type of information on future status reports. Which style of leadership and type of power does your manager practice?
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