PMP_1021-1080

An experienced project manager is working on a complex hybrid project that has several dependencies with other projects. How should the project manager reduce the risk related to those external dependencies?. A. Assess consolidated project plans for dependencies, gaps, and continued business value. B. Delegate the review of dependencies to the project sponsor and resource manager. C. Schedule a daily interproject review to track the progress of each project plan and their dependencies. D. Ask the project management office (PMO) to review the project plan dependencies.

In a complex project with several subcontractors, one subcontractor reports a likely delay in the schedule. This could affect the other subcontractors and impact their ability to deliver on time. What should the project manager do first?. A. Assess the schedule and update the risk register. B. Report the delay to all other subcontractors. C. Change the milestones and sequence of work. D. Escalate to senior management and the stakeholders.

A company has always acquired very specialized services from local companies for its projects. During the planning stage for a regulatory project, the project manager is informed that local vendors would not be able to operate due to an unexpected major event. There is an option to hire the same services from companies in other countries. What should the project manager do in this situation?. A. Review organizational process assets (OPAs) for similar projects. B. Create a change request to extend the duration of the project. C. Plan to execute the procurement tasks in a virtual environment. D. Ask the project sponsor to put the project on hold.

A project scope was developed with numerous assumptions. During the execution phase, the assumptions changed, which has jeopardized the planned business value of the project. What should the project manager do next?. A. Deliver what was planned in the project management document according to the specifications. B. Update the assumptions log and change log, and implement the change control process. C. Inform the client that the project cannot meet the project timeline and additional costs will be incurred. D. Report on the changed assumptions to the project sponsor and seek support to prioritize the change requests.

A project is scheduled to end in 2 weeks. The team is expected to continue working long hours and is showing signs of weariness and fatigue. What should the project manager do lo encourage the team?. A. Schedule training courses to enhance team performance. B. Schedule working lunch meetings until the project is complete. C. Add new team members to help the project finalization. D. Initiate rewards and incentives according to assessment results.

A project team member complained to the project manager that they are not sure if they are working on the latest requirements document because it was emailed to them about one week ago. They mentioned that, in the past, they worked on a document for more than 20 hours only to find out later that another learn member had already updated that same document but did not send them the latest revisions. What should the project manager do to avoid this situation in the future?. A. Encourage better team communication by positioning team members closer together. B. Implement a project management information system (PMIS). C. Update the communications management plan to ensure correct delivery of the latest version. D. Restrict team members from sending the requirements documents via email.

A project manager is preparing the business case for a project in a not for profit organization. The project manager justifies the cost of the project to a group of sponsors. Which benefits realization metric should the project manager use?. A. Budget at Completion (BAC). B. Payback period. C. Total value of ownership. D. Return of investment (ROI).

A company is transitioning from a predictive to an agile approach. During the last two sprint reviews, the product owner complained about the development team, indicating that the increments do not meet the acceptance criteria defined in the user stories. The development team complained about the product owner, who is defining sprint backlog items, because the backlog items cannot be delivered during the 2-week sprints agreed to at the beginning of the project. How should the project manager resolve this situation in their new role as servant leader?. A. Encourage the whole team to be empowered and accountable for the decisions made according to their roles. B. Extend the sprints to 3 weeks to allow the work requested by the product owner to be completed. C. Request that the team use the next sprint to complete all technical debt remaining from the previous sprints. D. Review the organizational process assets (OPAs) to find similar situations and review the resolution actions taken.

During project execution, one of the project tasks is to create an important document for a service vendor. The project manager assigns a senior engineer to clearly detail the service instructions to avoid any redo loops. Two days after the service information document was sent, the service vendor has doubts and needs more clarity on the task. This redo loop will probably cause a delay of one or more days. What should the project manager do next?. A. Assign another engineer to the task due to the urgency. B. Discuss the issue with the engineer and determine how to prevent another problem. C. Document the task on the kanban board and make it the highest priority. D. Escalate the issue to the engineer's functional manager.

A project manager for an IT company starts a project with members distributed across five different countries and four different time zones. In the first meetings with the sponsor and some stakeholders, the project manager notices that people do not join the meetings on time, have internet connection issues, or experience language barriers during some conversations. What should the project manager do to improve communication among the team?. A. Arrange for some initial face-to-face team meetings for the project team to meet each other. B. Explain the benefits of common working hours to aid better communication among the project team. C. Set up a team communications management plan for the company and team members to follow immediately. D. Share a contact log document for all the team members to make communication easier.

A project manager is assigned midway through a project. The team members are in different locations across the country and they are unable to meet in-person often. During a status review meeting, one of the stakeholders highlighted that they were unaware of the status for the project deliverables. What should the project manager do first?. A. Schedule a meeting with the stakeholder, and include the stakeholder’s needs in the project management plan. B. Review the communications management plan and verify whether the stakeholder’s needs are captured in the project management plan. C. Request the project team include the stakeholder's details and make sure the project status reports are shared with the stakeholder. D. Review the stakeholder management plan and update the stakeholder register for incorporation in the project management plan.

A project that has to be delivered by the targeted date has been delayed due to an unforeseen risk occurrence. How should the project manager compress the project to ensure the completion date is not affected?. A. Add more project resources. B. Fast-track the project. C. Reduce the project scope. D. Increase the project cost.

A client's company announces a reorganization, which includes changes in the senior management involved in the project. The new project sponsor is asking to put the project on hold until they review the scope. What should the project manager do next?. A. Wait for a new project scope from the new project sponsor. B. Discuss the requirements and update the project management plan with the new sponsor. C. Discuss the issue with the project team and update the project management plan. D. Amend the risk register and provide suggested mitigation strategies.

A few key team members recently left the project team. The remaining members took time to understand the details and found it difficult to make progress. As a result, the project schedule is seriously delayed. What should the project manager do?. A. Request additional resources to be incorporated to the project team. B. Observe the project team and give them time to catch up before escalating. C. Escalate to the project sponsor and seek alternatives to resolve the issue. D. Review the issues and adjust the project plan to give a realistic schedule.

A project is in the middle of the fifth iteration. Due to a sudden slump in the economy, the company recorded a drastic reduction in revenue. The strategic direction was to Implement cost-reduction measures immediately. What should the project manager do next?. A. Continue the current sprint without interruption and address priorities in the upcoming product backlog grooming sessions. B. Meet with the sponsor for guidance on the best path forward before executing sprints. C. Allow the project team to decide on the best path forward for the current sprint. D. Schedule a meeting with the product owner, discuss priorities and decide if anything from the backlog can be eliminated, based on current constraints.

A project manager collects various pieces of information and consolidates metnics in an agile project. The project manager finds that there is slack in the team in terms of productivity. The number of items sent to development per person has decreased by 10%, and the project manager used a root cause analysis (RCA) and discovered the reason is a lack of knowledge in one of the frameworks used for modeling. What should the project manager do next?. A. Add new members for the underperforming team. B. Seek an external expert to review the framework. C. Arrange for external training amid the tight project schedules. D. Foster knowledge sharing and coaching among team members.

A customer support team has planned short, iterative cycles for working on customer-reported issues. Recently, there was a surge of high-priority issues that disrupted the original plan, and the team's manager is finding it difficult to manage the progress. Which approach should the project manager suggest using?. A. Agile Scrum approach. B. Agile Kanban approach. C. Spiral approach. D. Rapid application development approach.

The sponsor of a newly formed agile project is struggling to understand the scope and to determine when critical product features will be ready to use. What should the project manager do?. A. Move the team’s kanban board to a more visible place to improve the communication with key stakeholders. B. Create a detailed project management plan with all planned releases and the tasks needed to deliver them. C. Establish the project vision, break down the mam features backlog, prioritize, and create an overall release plan. D. Invite the stakeholder to the project’s daily meetings, providing better visibility on what the team is working on.

A risk was raised during the initiation of a project. The supplier discontinued software support for one of the project’s required inputs. The project manager planned a reserve budget to allow the project to continue in the event of this occurrence. What should the project manager do?. A. Tell the project team to stop work, as software support will be canceled and the project cannot continue. B. Advise the supplier that the sponsor will pay for software support as previously planned. C. Ask the supplier to continue providing software support until the end of the project. D. Inform the sponsor that the risk has been realized and that a decision has to be made for the project to continue.

A project manager is leading a global team that they have worked with in the past and has a high level of trust with them. The team is located in different countries and time zones and will need decisions in a timely manner. In order to ensure that the project runs smoothly across the team, how should the project manager approach delegation?. A. Delegate certain authorities and share information to allow fair decision-making. B. Delegate most authorities and share information to allow fair decision-making. C. Delegate most authorities and control the authority by withholding important information. D. Delegate certain authorities and control the authority by withholding important information.

For some time now, doubts have been raised about who is responsible for delivering a key benefit of a project. What should the project manager do next?. A. Meet with the stakeholders involved to clearly define their roles and responsibilities with regard to the benefit. B. Understand the context of the situation and escalate the problem to the steering committee. C. Document the risk in the risk register and generate the risk responses and their respective associated plans. D. Meet with the customer to obtain consensus with the recipient of the benefit and determine a means to deliver the benefit.

A project manager is assigned to a new project. The project management office (PMO) and the project manager agree that this is the night opportunity to include daily standup meetings. The project team has never used such tools, and a few members are challenging the decision. What should the project manager do in this situation?. A. Update the project schedule to consider a daily standup as part of the project design phase. B. Engage an external vendor to perform the design phase under an iterative approach. C. Request that new team members familiar with iterative approaches be assigned to this project. D. Define the ground rules, responsibilities, and conflict management strategies.

A bank is considering building another branch in one of three neighboring cities. The project manager has been tasked with demonstrating the benefits of building a new branch, renting an existing building, or not expanding at all. How should the project manager proceed?. A. Perform a gap analysis on renting in each of the locations. B. Calculate the costs for each option in each location and compare the net present value (NPV) for each. C. Perform a Kano analysis on building a new branch versus renting in each of the locations. D. Calculate the payback period (PBP) for building a new branch in each location versus renting an existing building.

A project manager receives information in preparation for reporting the project's monthly performance to the project steering committee: • Actual progress = 2 units • Planned progress = 3 units • Actual cost (AC) = 2 units • Budgeted cost = 3 units What statement should the project manager make to the project steering committee?. A. The project is currently behind schedule but at a lower cost, and an application for a time and budget extension will be submitted. B. The project is currently behind schedule with a corresponding cost savings, and no further actions should be taken. C. The project is currently behind schedule with a corresponding lower cost, and every effort is being made to expedite the delayed activities. D. The project is currently behind schedule but is under the planned expenditure, and the project manager is pleased to declare a project cost savings.

A project manager who takes over halfway through a project determines that the cost performance index (CPI) is 0.65. A detailed audit identifies that the project cost was analogously estimated, and the audit team thinks that something was missing in the way the estimates were done. What should have been done to avoid this problem?. A. Utilized three-point estimates. B. Validated the schedule performance index (SPI) to evaluate deviation. C. Included lessons learned from past projects. D. Used bottom-up estimating.

A project manager manages multiple information technology (IT) projects in a matrix organization. The project manager schedules a meeting with one of the functional managers to coordinate testing support for two software development projects. Unfortunately, the functional manager is not able to attend the meeting and informs the project manager that there may not be any resources available to test the software. What should the project manager do?. A. Discuss the testing requirements with a test engineer and negotiate the best approach to test the newly developed software. B. Meet with a procurement specialist to negotiate with a company that specializes in software testing to test the software. C. Meet with the project team to collaboratively determine how the project manager can ensure the needed testing assistance is obtained. D. Request a meeting with the sponsor to change the scope to allow the development team to conduct testing.

A product owner is invited to a sprint review meeting. At the end of the review, the product owner says that the increment is ready to be delivered to the customer. What conclusion should the project manager come to with regard to the product owner’s statement?. A. The product owner trusts the team and is marking the product as complete. B. The product owner does not have visibility into what the team has done in the product increment. C. The product owner will release the product to customers without showing them a demo. D. The product owner has evaluated the product against the definition of done (DoD).

A project manager is reviewing the status of a large project with team members in different countries. Through the status review. the project manager notices that one team is consistently behind schedule and their work often needs to be corrected. What should the project manager do to improve the quality of this team’s work?. A. Guide all team members and bring in external consultants to complete the work. B. Review the issue with the project sponsor and work to reduce the scope for that team. C. Ask a local subject matter expert (SME) to assist the team in reviewing the project requirements. D. Evaluate the issue with the team to determine if they have the necessary skills to perform assignments.

During a project gate review meeting, it is identified that one of the project deliverables will require corrective actions to meet the project quality requirements. What should the project manager do first?. A. Submit a change request to update the project quality requirements for the involved project deliverable. B. Update the issue log. identify the involved stakeholders, and assign resources to the corrective actions. C. Update the risk register and implement the approved risk response plan for quality deviations. D. Identify the resources that were responsible for the deliverable and request a team development plan.

A project team has identified a risk and wants to accept it as an opportunity to finish a project earlier than planned. The project manager realizes that the sponsor may not accept the risk since the sponsor is risk averse. What should the project manager do?. A. Create a contingency reserve to cover the risk in order to ensure that the risk will be accepted. B. Conduct a Monte Carlo analysis to determine if the team will complete the project early. C. Explain to the sponsor that this is a nonevent type of risk and it will be fine to accept it. D. Convince the sponsor that this will cost less, ultimately resulting in more profit for the sponsor.

One of the team members is always late to the daily standup meeting. What should the project manager do?. A. Schedule the meeting at the end of the day to accommodate everyone. B. Reinforce the ground rules for standup meetings with the entire team. C. Speak with the team member directly to reinforce the ground rules. D. Ignore the situation since the team member is accomplishing their deliverables.

A project team is facing challenges understanding how to deliver a project's scope. A senior subject matter expert (SME) from the organization's global office is in town for 1 week. What should the project manager do to benefit from the SME’s presence?. A. Review the project scope statement with the SME. B. Meet with the SME to discuss the current challenges the team is facing. C. Organize a mentoring session with the team and the SME. D. Ask the SME to review the scope for alignment with the project charter.

A client has requested that a product be implemented in 4 months and is ready to increase their budget to do this quickly. The project manager cannot comply with the request with the current resources or even additional resources. The project manager estimates that 8 to 12 months are needed for the product to go live. What should the project manager do to address this situation?. A. Motivate the team to work more efficiently and approve overtime in order to meet the client's goal in 4 months. B. Seek additional resources from the subcontractors and other sources to parallelize the necessary work. C. Discuss with the client alternative approaches to deliver the minimal viable product (MVP) in 4 months and the rest later. D. Call a meeting with the client so they will understand that 4 months is not enough time to deliver the product.

A project manager has recently been asked to take over an existing project. The project manager would like to determine how the project has been progressing by tracking features that are in progress. completed. or scheduled to be worked on. Which of the following can help the project manager assess the state of the project?. A. Cumulative flow diagram. B. Burndown chart. C. Pareto diagram. D. Burnup chart.

An information technology (IT) team is responsible for the validation and release of a product developed by the agile development team. Due to other priorities for the IT learn, the releases are delayed. What action should the project manager take?. A. Work with the IT team to prioritize the validation and release of the new features. B. Deliver the features when the IT team is able to validate them. C. Escalate the issue from the IT team to management and get the validation prioritized. D. Request the IT team to immediately release the product and then validate the features.

A project team is executing a project to replace an existing system with a new one. A new project manager has been hired and observes that the team consist of professionals who have worked with the older system, and others who have little previous experience. What should the project manager do to ensure project success?. A. Evaluate the current effectiveness of the team and define development needs. B. Assign team member roles and responsibilities based on past experience. C. Allow each team member to use their individual strengths for project success. D. Request a performance assessment for the team from the functional manager.

During project execution, a client asks to add one more features to the product. After performing a change request analysis, the project manager realizes the necessary equipment will not be available in time to support this new feature, resulting in the project team being idle. What should the project manager do next?. A. Establish a contingency reserve. B. Rent ready-made equipment. C. Escalate the risk to senior management. D. Perform integrated change control.

During a project status update by the project management office (PMO), the CEO is concerned that the status of all projects suddenly changed from green lo red, without warning. Upper management is used to reading traditional reports related to progress and cost, and they want to continue viewing this information. How should the PMO implement a better way to report the project’s health?. A. Request the program managers to be more accurate when presenting status reports. B. Ask the project managers to report on their projects using a Kanban board format. C. Explore reporting the earned value (EV) key performance indicators (KPIs) using agile progress as an input. D. Perform a root cause analysis (RCA) to find out why the status of projects is deteriorating so fast.

A project needs to acquire a large volume of electrical supplies on a weekly delivery cycle. There are many suppliers interested in partnering, so the project manager feels confident they can negotiate a good price. What should the project manager do first in order to ensure the best overall value in the future contract?. A. Meet with the project sponsor to learn more about past contracting efforts for electrical supplies. B. Contact each of the potential suppliers to understand their price schedules for the required supplies. C. Identify the policies, procedures, guidelines, and legal parameters that are required in the contract. D. Create a time-based bill of materials containing the supplies that need to be delivered each week.

In a complex development project with many clients and team members, there have been delays in completing the required work. What should the project manager do?. A. Empower the team members to do their work. B. Work with the team to develop a risk response plan. C. Send an email to human resources (HR) about this situation. D. Inform the project sponsor about this situation.

A project manager is transitioning from a predictive life cycle project to a new agile project. How should the project manager manage and control the scope for the new project?. A. Estimate the work the team can complete and define story sizes to keep the project under control. B. Spend a short amount of time defining the scope and building prototypes to refine the requirements. C. Develop a plan to complete more work in less time. D. Create a scope baseline and put the rest as backlog activities.

A key team member informs the project manager that they have been accepted to a master's degree program. The team member explains that the first semester of the master's program will coincide with the last phase of the project. What should the project manager do?. A. Suggest the team member postpone their enrollment in the master's program until the project is completed. B. Assess the team member’s commitment to the master’s program and its impact on project performance. C. Ask the team member to delegate some of their tasks to another colleague during the last phase of the project. D. Ask the team member to inform human resources (HR) about their enrollment in the master’s program.

An agile project team received an assignment to develop an industrial system that interfaces with robots. The project team does not have any previous experience performing this type of work. Team members are interested in acquiring such expertise but it may result in a project delay. How should this situation be handled?. A. Hire a consulting company to address the robotic interface questions, when necessary, and to help avoid delays and quality issues. B. Add an experienced professional to the team to reinforce knowledge sharing and help grow team expertise in the new product. C. Create a separate team with experienced members who understand the technology and split the product backlog according to team specialization. D. Use a robotics vendor company to develop the interfaces so the team will not be held back by a lack of expertise in this type of work.

A project manager is meeting with the project sponsor regarding a new project. The project manager tells the sponsor that, as part of the communications management plan, a weekly email will be sent with the status of the project, so the sponsor can be informed of the progress. The sponsor indicates that the email is not necessary because they will ask for a status update whenever it is needed. What should the project manager do next?. A. Ask the project sponsor what sort of information is needed and agree on a frequency for the communication. B. Agree to the project sponsor’s request, but continue to copy them on the weekly email so they can be informed of progress in case it is needed. C. Tell the project sponsor that if they prefer to not receive the communication, there is no problem in removing them from the email distribution. D. Advise the project sponsor to request a 15-minute meeting, whenever necessary, with prior notification.

A team lead for a project that is currently in execution with multiple delivery teams is issuing status updates. This communication was not discussed with the project manager, and the project stakeholders are concerned about nonalignment since other teams are not providing these updates. What should the project manager do?. A. Instruct the team lead to stop sending the update report. B. Discuss with the team lead to understand the reason for the report. C. Examine the project reporting requirements with the stakeholders. D. Tell the other team leads to provide similar update reports.

The project team has been exposed to a large number of stakeholders who are going to be operating the system with different levels of engagement. For efficiency purposes, what should the project manager do first to minimize the number of interactions with all stakeholders, while keeping a collaborative spirit?. A. Perform a stakeholder analysis to define the level of engagement of each stakeholder and act accordingly. B. Meet with the stakeholders, document their needs, and agree on the pace and channel of communication. C. Host regular meetings with all stakeholders to keep them engaged and get their feedback. D. Meet with all of the stakeholders separately, build a relationship with them, and learn about their needs.

A supplier, who was tasked with providing an important component for a project, is unable to deliver the materials due to a large-scale labor problem. What document should the project manager use to update the details and communicate to relevant stakeholders?. A. Project schedule. B. Issue log. C. Risk register. D. Change request.

A project manager is in charge of a software development project. A key stakeholder complains that they never received the functionality test status reports. The project manager provides the reports, and the stakeholder notices that an important functionality for their area was not tested. Which tool should the project manager have used to prevent this situation?. A. Issue log. B. Project scope statement. C. Stakeholder register. D. Project charter.

A team is not delivering the committed work. Cards are not moving on the kanban board, and the burndown chart shows that the sprint progress is slow. What should the agile project manager do?. A. Consider the use of alternative performance metrics. B. Change the work in progress (WIP) limit to reflect the team's capacity. C. Discuss the performance with senior leadership. D. Meet with the project team members who are slow in delivering tasks.

A project manager is asked to negotiate between two team members who frequently have misunderstandings in order to reach an agreement that will advance the project. What should the project manager to?. A. Establish common ground through collaboration and understanding the team members’ needs. B. Organize a team-building event to improve the morale among team members. C. Encourage a positive ongoing relationship between both of the team members. D. Coach and mentor the team members to build consensus and to resolve the ongoing conflict.

A project manager is working on a project for a startup company. The company launched cloud-based agile project management and DevOps training modules via the learning platform to support multiple self-paced and virtual learning formats. In a recent sprint, the quality assurance team failed to thoroughly inspect the modules before deployment, resulting in a poor customer experience. Which of the following issues is the project manager facing?. A. Nonconformance issue. B. Escaped defect. C. Unmet planned-to-done ratio. D. Undetected error.

A key challenge that a project manager is facing is the lack of discipline by various team members and their inability to harness energy to achieve the project objectives. What should the project manager do to overcome this challenge?. A. Meet with each team member separately and apply an appropriate approach with each one. B. Assign multiple managers to the various teams and delegate all of the tasks to them. C. Explain to the team that the project manager is ultimately responsible for the delivery. D. Approach the project sponsor and request help in discussing the project deliverables with team members.

A product is undergoing its last iterative increment, and the project team is ready to make the final deployment. The company’s financial manager is asking the project team to complete the deployment and close the project as soon as possible so it can be capitalized. What should the project manager do?. A. Expedite the final deployment and close the project. B. Ignore the stakeholder's request as there is a defined plan. C. Update the acceptance criteria for the iteration. D. Check on the definition of done (DoD) for the project.

A project manager has been assigned to a corporate project management office (PMO). They are responsible for leading the development and rollout of updated project management procedures and templates that would include both predictive and agile approaches. What should the project manager do after the documents are completed?. A. Upload the files to the corporate website to be available for internal use. B. Develop a training plan for all of the stakeholders to learn about the updates. C. Hire an external consultant to monitor the execution of the new procedures. D. Meet with the department managers to help them roll out the new procedures.

During the execution phase of a project, one of the customer's stakeholders keeps requesting changes to the scope every week. Which three actions should the project manager take to resolve this issue? (Choose three.). A. Update the relevant project documents with this obstacle. B. Highlight the impacts of the changes during the next project meeting. C. Adjust the project management plan to include the changes in scope. D. Continue the execution as planned and defer the changes to a future phase. E. Schedule a meeting with the customer to align the approach.

A project for developing software for a retail company's procurement system is in the initiation phase. The project sponsor has expressed concern that the forecasted project implementation date coincides with the company's financial budget planning period. Which two actions should the project manager take next to address this concern? (Choose two.). A. Advise the sponsor that it is not feasible to determine if the end date will be met as the project is in the initiation phase. B. Facilitate a risk workshop with all stakeholders in attendance to identify and assess all risks to the project. C. Log the concern as a risk in the project risk register and assess the impact and severity of the risk. D. Change the project implementation date so that the concern is alleviated and no longer applicable. E. Communicate to the project sponsor that the implementation date is low risk and will not impact the project.

Organizational downsizing has resulted in the key subject matter expert (SME) resource leaving a multiyear project. What should the project manager do?. A. Update the stakeholder register. B. Consult the project sponsor. C. Refer to the resource management plan. D. Modify the statement of work (SOW).

A project manager is working on a project that is required to deliver value on an incremental basis. Which action should the project manager take to enable successful project execution?. A. Identify the tangible and intangible benefits. B. Create a project schedule containing milestones. C. Engage with the project sponsor to understand the scope. D. Develop a comprehensive set of requirements.

A bank wants to initiate a new service for its customers that will also increase revenue. This service must comply with strict cyber regulation guidelines. Halfway through the project life cycle, the cyber regulations change, which has a large impact on the project. What type of status report should the project leader present to the stakeholders?. A. A report including the change control process tor the requested changes and the updated risk register. B. A report containing statistics, detailed tasks to be done, and an explanation of the impact of the changes. C. A report that includes a detailed risk mitigation plan and action items for complying with changes. D. A report that is concise and simple, and that clearly states the impact the changes will have.

A bank has initiated a project to replace an existing core system with a new one. The system will be launched in several stages after the completion of each project deliverable that must be approved by the key stakeholders. What should the project manager do first?. A. Engage experienced key stakeholders in the implementation of the project. B. Review the test and inspection plan with the key stakeholders. C. Agree on quality standards with the key stakeholders. D. Develop a requirements traceability matrix.