Leverage Scope Governance Structures to Protect Project Scope and Foster Efficient Decision Making PMI-CP Practice Questions (Page 2)

Questions 6–10

1. 6expert · hard

   A project manager is assigned to a project in an organization that has a steering committee but no formal change control board. The project is complex and likely to have many scope changes. The project manager wants to establish an efficient scope governance process. What should the project manager do first?

   • APropose the creation of a change control board with defined membership, authority, and decision-making criteria.
   • BRely on the project sponsor to approve all scope changes informally.
   • CDocument the scope baseline and refuse to consider any changes to protect scope.
   • DUse the steering committee as the sole decision-making body for all scope changes.
   Reveal Solution Discussion Select an answer first
2. 7expert · hard

   A project manager discovers that a team member has been implementing scope changes without approval, believing they are improvements. The changes have already been integrated into the product, and reversing them would cause rework and delay. The project is under a fixed-price contract. What should the project manager do to protect scope integrity and manage the situation?

   • ADiscipline the team member and remove them from the project.
   • BIgnore the changes and continue as if they were approved to avoid conflict.
   • CReverse the changes immediately to restore the approved baseline, regardless of rework cost.
   • DDocument the unauthorized changes, assess their impact, and submit them to the change control board for retroactive approval or rejection.
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4. 8application · medium

   During a project, a senior executive informally requests a significant scope addition during a hallway conversation. The executive is not a member of the change control board. The project manager knows the addition would require additional budget and time. What should the project manager do?

   • AAsk the executive to discuss the request with the project sponsor before proceeding.
   • BVerbally agree to the addition and adjust the project plan accordingly.
   • CDocument the request and submit it to the change control board for formal evaluation.
   • DPolitely decline the request because it is not in the original scope.
   Reveal Solution Discussion Select an answer first
5. 9application · medium

   A project manager notices that a team lead has been informally agreeing to add small enhancements for a business unit, believing these are too minor to require formal change control. The project is on a fixed-price contract. What should the project manager do to protect the project scope?

   • AUpdate the project charter to include the enhancements as part of the original scope.
   • BAsk the business unit to stop requesting enhancements until the project is complete.
   • CAllow the team lead to continue as long as the enhancements do not affect the critical path.
   • DRemind the team lead that all scope changes must go through the change control process, regardless of size.
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6. 10application · medium

   A project is being initiated in an organization that has a well-defined governance framework. The project manager needs to ensure that scope decisions are made efficiently and consistently. Which action best leverages the existing governance structures?

   • AAsk the project sponsor to make all scope decisions to avoid bureaucracy.
   • BCreate a new, project-specific governance board to handle all scope decisions.
   • CIdentify the change control board and steering committee members and understand their decision-making authority.
   • DDocument the scope baseline and assume all changes will be rejected to protect scope.
   Reveal Solution Discussion Select an answer first