PMP Reviews Questions

A RAM is a tool that maps the project work packages or activities to the project team members or roles. It helps to define and assign the responsibilities, accountabilities, and authorities of each team member for each project task. It also helps to identify and resolve any gaps, overlaps, or conflicts in the resource allocation. A RAM can be presented in various formats, such as a RACI chart, a RASCI chart, or a linear responsibility chart12.

Developing an approved RAM can help the project manager to manage the team effectively, especially when some team members, such as the site engineers, may not be fully focused on the project due to other priorities or constraints. A RAM can help the project manager to communicate and clarify the expectations and deliverables of each team member, and to monitor and control their performance and progress. A RAM can also help the project manager to coordinate and collaborate with the other stakeholders, such as the production managers, to ensure that the project and the production imperatives are aligned and balanced34.

The other options are not as effective or relevant for managing the team:

B. Commit each team member’s time and deliverables and aim for overall project completion: Committing each team member’s time and deliverables is important, but it may not be sufficient or realistic to manage the team, especially when some team members, such as the site engineers, may have competing or conflicting demands on their time and attention. Aiming for overall project completion is a desirable goal, but it may not be achievable or sustainable without proper planning, communication, and coordination among the team members and the other stakeholders.

C. Continue the project implementation without the site engineers to ensure the schedule is maintained: Continuing the project implementation without the site engineers may not be feasible or advisable, as the site engineers may have critical skills, knowledge, or experience that are essential for the project success. Excluding the site engineers from the project may also create risks, issues, or gaps in the project quality, scope, or integration. Moreover, it may damage the relationship and trust between the project manager and the site engineers, and reduce their motivation and commitment to the project.

D. Contract external resources to fulfill the role of the site engineers who cannot sup-port the project: Contracting external resources may be an option to supplement or replace the internal resources, such as the site engineers, who cannot support the project. However, this option may not be the best or the first choice, as it may involve additional costs, time, or risks for the project. Contracting external resources may also require approval, negotiation, or procurement processes that may delay or complicate the project. Furthermore, it may affect the morale, loyalty, or performance of the internal resources, who may feel threatened, replaced, or undervalued by the external resources.

Graphical user interface, application Description automatically generated

In agile projects, risks are assessed and managed continuously through regular feedback loops, such as daily standups, iteration demos, and retrospectives. These feedback loops allow the team to identify, analyze, prioritize, and respond to risks in a timely and collaborative manner. They also help the team to monitor and control the project performance and deliver value to the customer. Identifying and escalating risks to the facilitator is not an effective way of managing risks, as it does not involve the whole team or the customer. Updating the risk register during every iteration is a good practice, but it is not enough to assess and manage risks regularly. Focusing on developing a working deliverable instead of documenting risks is not a good option, as it ignores the potential impact of risks on the project outcome and quality. References: = PMBOK Guide, 7th edition, page 97; PMI, Project Management Professional (PMP) Examination Content Outline, 2021, page 8.

 A project manager who uses a hybrid approach should be able to adapt to changes in the project environment and support the agile principles of delivering value to the customer and embracing change. As a servant leader, the project manager should empower the product owner to make decisions about the product backlog and prioritize the items that deliver the most value. Asking the sponsor to submit a change request to the CCB, accepting the request without consulting the product owner, or reviewing the impact of the change on the schedule management plan baseline are not appropriate actions for a project manager who uses a hybrid approach, as they imply a rigid and bureaucratic process that does not align with the agile mindset. References:

PMBOK Guide, 6th edition, page 18

Agile Practice Guide, page 13

PMI-PBA Exam Content Outline, page 9

[PMI-PBA Handbook], page 10