Last Attempt PMP Questions

 According to the Project Management Professional (PMP)® Examination Content Outline1, one of the tasks under the domain of executing is to “assess and prioritize impact of changes to project scope, schedule, cost, quality, resources, and risks”. This implies that before implementing any change request, the project manager should first evaluate how the change will affect the project objectives and deliverables, and whether the change is aligned with the business case and the stakeholder expectations. The business case is the document that justifies the initiation of a project by providing the expected benefits, costs, risks, and strategic alignment of the project2. Therefore, the project manager should identify how the proposed changes will benefit the project in relation to the business case, and communicate the results of the assessment to the senior management and other relevant stakeholders. This can help to ensure that the changes are necessary, feasible, and beneficial, and that they do not compromise the project scope, quality, or value. References:

1: Project Management Professional (PMP)® Examination Content Outline, page 10

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, page 29

According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any conflicts that may arise among team members. The project manager should use appropriate interpersonal skills, such as active listening, problem-solving, and negotiation, to address the issue with the disruptive team member and help them improve their performance and behavior. Providing team-building activities, informing the functional manager, or encouraging self-governance are not the best options, as they do not address the root cause of the problem or show empathy and support to the team member who is going through a difficult personal situation. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

 According to the PBA Guide, one of the key activities of the project manager is to ensure that all project information is captured, stored, and shared appropriately throughout the project life cycle1. This includes creating and maintaining a project repository or a document management system that can store all project deliverables, such as test reports, in a secure and accessible way2. By doing so, the project manager can prevent the loss of valuable information and facilitate knowledge transfer among the project team and stakeholders. The other options are not relevant or effective for this issue, as they do not address the root cause of the missing test reports. References:

1: PBA Guide, Chapter 3, Section 3.3.1, Page 63

2: PBA Guide, Chapter 3, Section 3.3.2, Page 64

According to the AI & SOCIETY article1, legal structures may form barriers to, or enablers of, adoption of precision agriculture management with small autonomous agricultural robots. The article develops a conceptual regulatory framework for small autonomous agricultural robots, from a practical, self-contained engineering guide perspective, sufficient to get working research and commercial agricultural roboticists quickly and easily up and running within the law. The article examines the liability framework, or rather lack of it, for agricultural robotics in EU, and their transpositions to UK law, as a case study illustrating general international legal concepts and issues. It examines how the law may provide mitigating effects on the liability regime, and how contracts can be developed between agents within it to enable smooth operation. It covers other legal aspects of operation such as the use of shared communications resources and privacy in the reuse of robot-collected data. Where there are some grey areas in current law, it argues that new proposals could be developed to reform these to promote further innovation and investment in agricultural robots. Therefore, the lack of a proper legal framework in place for the automation project may be the reason why the elected officials warned the project manager that the project cannot proceed, as they may face legal uncertainties, risks, or challenges that could affect the project’s feasibility, legitimacy, or acceptability. References: AI & SOCIETY article1