Leverage Scope Governance Structures to Protect Project Scope and Foster Efficient Decision Making PMI-CP Practice Questions (Page 1)

Questions 1–5

1. 1application · medium

   A project is being planned, and the project manager wants to ensure that scope changes are handled consistently and efficiently. The organization has a project management office (PMO) that provides governance templates and processes. What should the project manager do to leverage this structure?

   • AAsk the PMO to manage all scope changes for the project.
   • BIgnore the PMO's process and rely on informal discussions to handle changes.
   • CDevelop a completely new change control process unique to the project.
   • DAdopt the PMO's change control process and tailor it to the project's needs.
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2. 2foundation · easy

   Which formal structure is typically responsible for reviewing and approving or rejecting proposed changes to the project scope?

   • AProject sponsor
   • BProject team
   • CChange control board (CCB)
   • DFunctional manager
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4. 3application · medium

   A project manager is working in an organization where the change control board (CCB) only meets once a month. A scope change request has been submitted, but the project cannot wait a month for a decision because it would cause a critical delay. What is the best way to handle this situation?

   • AProceed with the change and inform the CCB at the next meeting.
   • BAsk the project sponsor to approve the change immediately without CCB input.
   • CRequest an emergency CCB meeting to review the change request promptly.
   • DReject the change request to avoid the delay.
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5. 4application · medium

   A project has a change control board (CCB) that includes representatives from multiple departments. The CCB has been unable to reach consensus on a critical scope change, causing a two-week delay. The project is time-sensitive. What should the project manager do to facilitate a decision?

   • AEscalate the issue to the project sponsor with a recommendation and request a decision.
   • BRemove the dissenting members from the CCB to achieve consensus.
   • CAllow the CCB more time to reach consensus, even if it delays the project further.
   • DMake the decision yourself as the project manager to avoid further delay.
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6. 5expert · hard

   A project manager is managing a project where the scope baseline is approved, but a key stakeholder is pressuring the team to add features without going through change control. The stakeholder has significant influence and could derail the project if they feel ignored. The project manager wants to protect scope while maintaining stakeholder relationships. What is the best approach?

   • AAsk the stakeholder to take the request directly to the project sponsor.
   • BPolitely refuse the request and explain that the scope cannot be changed.
   • CAcknowledge the stakeholder's request, explain the change control process, and offer to submit it for formal evaluation.
   • DApprove the features informally to keep the stakeholder happy and avoid conflict.
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