Using the chart, a new activity, (activity R) with the duration of 5 is added to this project. Activity R has a predecessor of activity A and a successor of activity B. How long will the project now take?
When checking the calendar of a team member to schedule a meeting, you see she has scheduled a meeting with a key stakeholder that you were not informed of. This stakeholder has been vocal in her concern that her requirements for the project have been ignored and that she doesn't think you are a good project manager. You know that the stakeholder and the team member are friends outside of the organization and their children are in school together. There is a PMO policy in the organization that the project manager is to be informed of, and invited to, all project-related meetings. This is a functional organization that has struggled with communications and stakeholder participation. You have heard that the team member thinks the PMO policy regarding notifying and inviting the project manager is intrusive and slows down the interaction with stakeholders, and that project managers are not available because of multiple projects and too many meetings. She doesn't feel trusted, and is frustrated. Her complaints have been reported to other departmental leaders, and the PMO has been asked to review the policy. The best approach would be to:
Address the concern with the team member.
Notify the PMO about the problem.
Address the concern with the team member's manager.
Avoid mentioning it to the team member but continue to watch her activities.
You are negotiating with a seller. Time is of the essence but you have a limited budget, and the seller knows this. What is your best negotiating strategy under these circumstances?
Focus the negotiation on seller's profit margin in order to decrease the project cost.
Negotiate to get the work done even sooner than necessary in order to add a reserve.
Negotiate identified risks.
Arrange to reschedule the negotiation until you can acquire information of which the seller is not aware.
You are a project manager of a construction project that is financially challenged and behind schedule. Some of the stakeholders have reported that they do not feel supported in the responsibilities they have been assigned. Communications have been distributed as planned. The sponsor and the financial investors are requesting explanations for the cost and schedule concerns. In status meetings, the team has reported that they are on track and that the past problems that led to the schedule and cost problems will not affect future work. Then, a foreman fails to provide a project deliverable on time as promised. You need to address the issue with the foreman. How should you approach the foreman?
Reprimand the foreman in private, and ask that he keep you better informed in the future.
Meet with the foreman to inquire about what happened and seek to understand and solve the problem.
To ensure you have control, remain firm and reprimand the foreman and the team to ensure they do not slow down.
Acknowledge that what is done is done, and develop a plan for moving forward.
You have finished the design phase of a midsize jet airliner project. Before beginning the next phase, you hold a lessons learned meeting. A professional colleague suggests to you that this is a closing process and you should wait until the end of the project. You explain:
He is right, and you'll wait until project closing to conduct another lessons learned session.
This company's project life cycle mandates a lessons learned session at the completion of every project management process.
Lessons learned can be documented throughout the project.
It is a best practice to conduct lessons learned sessions on a monthly basis during a project.
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