PMP Question 1

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You have taken over a project from another manager who have left the firm. This is a functional organization and the different units are often rather hostile to each other, the project is a large one involving activities that the organization has never done before, you find that the project has what appears to be adequate documentation, including an agreed to project charter, project management plan, WBS etc. the project is on schedule and within budget. However, the atmosphere in meetings with the project members often seems tense, and offhand comments made by participants seem to indicate a high level of dissatisfaction with the project. You review all of the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem, what is the MOST likely explanation of this situation?

a) There are personality conflicts among the project team members that you need to uncover and resolve.
b) The project does not have an effective sponsor and thus is not viewed as high priority.
c) Stakeholders have very different expectations about what the project is supposed to accomplish
d) The organizational structure and dynamics prevent people from working together effectively

[admin]

The correct answer is C.

When answering a question like this one, look at all the different parts of the situation to determine which, if any, are problems. In this case, the project charter was agreed to; that is excellent. It looks like project planning was also done well. You have even checked to make sure stakeholders still agree to the plan. Ask yourself, what problem could remain? We know personality conflicts are the least frequent sources of conflict so choice A cannot be the best. Notice the two parts of choice B, “effective sponsor” and “high priority.” These do not necessarily relate to each other, although the statement indicates that they do. This should be a warning that this choice could not be best. If the problem described in choice D exists, management plans should have accounted for it and eliminated or dramatically reduced the problem so this could not be the best choice. Expectations (choice C) are unspoken requirements and are often more critical to a project’s stakeholders than the stated ones. Unless these expectations are identified and recorded, there is likely to be a high level of dissatisfaction with the project.

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