PMI Updated PMP Exam Questions and Answers by claire

When a director demands the ability to make the final go/no-go decision about whether the systems go live, the project manager should schedule a meeting with the project sponsor to determine if it is appropriate to accept the director’s request. The project sponsor is typically a senior executive in a corporation (often at or just below board level) who is responsible to the business for the success of the project. This meeting would help clarify roles and responsibilities, and ensure that the decision-making process aligns with the project’s governance structure. References: 

https://www.coursera.org/articles/project-management-lifecycle

https://www.projectmanager.com/blog/project-director-role

A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in. The team charter has two purposes. First, it serves as a source of information for people who are not part of the team. Second, it serves as a reference for team members. In this case, the project manager is having trouble with meetings not going according to plan and ending in arguments. A team charter could have helped prevent this situation by setting clear expectations for team behavior, roles and responsibilities, and decision-making processes. References: Professional in Business Analysis Reference Materials source and documents

According to the Project Management Professional (PMP) principles, successful project outcomes are heavily dependent on adequate requirements gathering at the beginning of the project. If the villagers could not access water six months after the completion of the borehole project, it suggests that the project requirements may not have been adequately defined or understood. This could include understanding the villagers’ needs, the environment, and the sustainability of the project solution. The Cost Performance Index (CPI) and Schedule Performance Index (SPI) indicate the project’s performance against budget and schedule, but they do not necessarily reflect whether the project outcomes meet the needs of the end-users. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide (6th Edition), Chapter 5: Project Scope Management, Section 5.2 Collect Requirements. Professional in Business Analysis (PMI-PBA) Handbook, Chapter 3: Elicitation and Collaboration.

 In a project, when a task appears to be behind schedule and the team member responsible for it claims it was completed and reported to the team lead, it indicates a communication or reporting issue1. The project manager should review this issue with the team lead to understand the situation and find possible ways to resolve it1. This could involve clarifying the reporting process, ensuring that all task completions are properly documented, and that updates are communicated effectively to all relevant parties2. It’s important to address such issues promptly to prevent miscommunications and ensure that the project stays on track1. References: 8 Steps for Better Issue Management - ProjectManager, 5 Challenges with Project Reporting and How to Address Them