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The stakeholder register is a document that identifies and analyzes the project stakeholders, their roles, interests, expectations, influence, and communication requirements1. It is an output of the identify stakeholders process, which is performed during the early phase of a project2. If the leader of a user party was not included in any of the requirements collection communications, it means that the stakeholder register was likely missed or outdated, and the stakeholder analysis was not performed properly. This could lead to unmet stakeholder needs, conflicts, delays, or rework3. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.3.1
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.1
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.2

According to the PMBOK Guide, the project manager is responsible for planning, managing, and controlling quality throughout the project life cycle. One of the tools and techniques for planning quality management is stakeholder engagement, which involves identifying and involving the key stakeholders who have an interest or influence on the project quality. Stakeholder engagement can help the project manager understand the quality expectations, requirements, and acceptance criteria of the key stakeholders, and ensure that they are aligned with the project objectives. In this scenario, the bank has initiated a project to replace an existing core system with a new one, which will be launched in several stages after the completion of each project deliverable that must be approved by the key stakeholders. The first thing that the project manager should do is to agree on quality standards with the key stakeholders, using stakeholder engagement as a tool. This option can help the project manager establish the quality baseline, define the quality metrics and targets, and obtain the stakeholder buy-in and support for the project quality. Engaging experienced key stakeholders in the implementation of the project, developing a requirements traceability matrix, or reviewing the test and inspection plan with the key stakeholders are not the first things that the project manager should do, as they are related to executing, monitoring, or controlling quality, not planning quality. These options may also be premature or ineffective if the quality standards are not agreed upon with the key stakeholders beforehand. References: PMBOK Guide, 7th edition, pages 223-224, 8.1 Plan Quality Management.

= The project manager should take a proactive and collaborative approach to deal with the neighborhood resistance, which is a potential risk to the project. The project manager should analyze the situation and find out the root cause of the negative attitude, such as noise, pollution, traffic, safety, or other concerns. The project manager should also set up a meeting with the neighborhood representatives to win their cooperation and support, by addressing their issues, providing information, offering benefits, or negotiating solutions. Asking the customer to extend the deadline, asking the mayor to intervene, or sending letters to the neighbors are not effective actions, as they may escalate the conflict, damage the relationship, or ignore the problem. References:

• PMBOK® Guide 7th Edition, Chapter 8: Stakeholder Performance, Section 8.2: Engage Stakeholders, Page 205
• PMBOK® Guide 6th Edition, Chapter 13: Stakeholder Management, Section 13.3: Manage Stakeholder Engagement, Page 523
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Customer Engagement Practices, Page 37

According to the PMBOK® Guide 7th Edition, the project manager should plan and manage project communications based on the stakeholder needs, preferences, and expectations. The project manager should also monitor and control the communication process to ensure that the information is clear, concise, timely, and relevant. Therefore, the project manager should verify the information needed for steering committee members to ensure that the weekly report meets their requirements and provides the main message and the action items. Option A is incorrect because it implies that the project manager is increasing the frequency of the report without addressing the quality or the content of the information. Option B is incorrect because itsuggests that the project manager is changing the format of the report without consulting the steering committee member or verifying their needs. Option D is incorrect because it assumes that the project manager can present the status at a weekly meeting without resolving the issue of the weekly report or obtaining the feedback from the steering committee member. References: PMBOK® Guide 7th Edition, Chapter 4: Keeping the Team on Track, Section 4.2: Managing Communications, p. 75-76.