Task 1 Obtain Final Acceptance of the Contractual Schedule Components, by Working with Sponsor And/or Customer, in Order to Facilitate Project Closeout. PMI-SP Practice Questions (Page 4)

Questions 16–20

1. 16application · medium

   The project sponsor has signed the final schedule acceptance form. The customer has not yet signed. The project manager is ready to start the final financial closeout activities. What is the MOST appropriate action regarding the customer's pending acceptance?

   • AProceed with financial closeout, as the sponsor's signature is the primary acceptance required.
   • BWait for the customer's signature before completing any final financial closeout activities.
   • CStart financial closeout but hold the final invoice until the customer signs.
   • DAsk the sponsor to follow up with the customer to get their signature.
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2. 17application · medium

   A construction project's contract specifies that the contractor must submit monthly schedule updates and a final as-built schedule. The project is complete, and the contractor has submitted the final as-built schedule. The sponsor, however, has not yet signed the acceptance form, stating they want to review the monthly updates from the last three months one more time. The project manager has all the monthly updates archived. What should the project manager do FIRST?

   • ARemind the sponsor that the contractual deadline for acceptance has passed and that the project must be closed out.
   • BAsk the sponsor to list which specific data points in the updates they are concerned about, so the PM can address them in writing.
   • CProvide the sponsor with access to the archived monthly updates and schedule a review meeting to walk through them, then formally request acceptance.
   • DDeclare the project closed based on the final as-built schedule submission, since the monthly updates were already provided during the project.
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4. 18application · medium

   A project manager is in the final acceptance phase. The customer has signed off on the final schedule, but the project sponsor has not. The sponsor is concerned that the schedule does not reflect the actual resource hours spent. The project manager knows the schedule is accurate and the resource hours are tracked separately in the time management system. What is the BEST way to address the sponsor's concern?

   • AUpdate the final schedule to include resource hours to satisfy the sponsor's request.
   • BAsk the customer to speak with the sponsor to reassure them the schedule is correct.
   • CProceed with closeout, as the customer's acceptance is sufficient.
   • DExplain to the sponsor that the schedule is for task sequencing and dates, not resource hours, and offer a separate report on resource hours.
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5. 19application · medium

   A project is complete, and the project manager is preparing the final schedule acceptance package. The customer has a new project manager who was not involved in the project and is unfamiliar with the schedule's history. What is the BEST way for the project manager to communicate the schedule information to this new stakeholder?

   • ASend the detailed schedule and all monthly reports without any summary, as they are the official documents.
   • BProvide a high-level executive summary of the schedule's key milestones and final completion date, along with the detailed schedule.
   • COffer a training session on the scheduling software used for the project.
   • DAsk the new PM to review the project charter to understand the schedule.
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6. 20foundation · easy

   Which of the following is typically considered a contractual schedule component that requires final acceptance during project closeout?

   • AThe baseline schedule and its approved updates
   • BThe team's preferred vacation schedule
   • CThe project team's internal working calendar
   • DThe project manager's personal task list
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