Task 4 Engage Stakeholders PMP Practice Questions (Page 5)

Questions 21–25

1. 21foundation · easy

   A project manager sends detailed technical reports to the engineering team and high-level summaries to the executive sponsor. What is the project manager doing?

   • AMonitoring stakeholder engagement
   • BPerforming stakeholder analysis
   • CTailoring communication to stakeholder needs
   • DManaging stakeholder engagement
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2. 22foundation · easy

   A project manager is analyzing stakeholders to determine who has high power and high interest in the project. Which tool is commonly used to classify stakeholders based on power and interest?

   • AFishbone Diagram
   • BRACI Chart
   • CPareto Chart
   • DPower/Interest Grid
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4. 23foundation · easy

   A project manager is determining how often to update a key stakeholder about project progress. Which activity is being performed?

   • AAssessing communication needs
   • BDeveloping the project charter
   • CCreating the work breakdown structure
   • DPerforming quality assurance
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5. 24application · medium

   A project manager is leading a marketing campaign project. The creative team prefers visual dashboards and informal chats, while the legal department requires formal written documentation for compliance. The PM has been sending the same detailed email updates to everyone. Several creative team members have missed key deadlines, and the legal team has requested more formal records. What should the PM do to improve stakeholder engagement?

   • AAsk the creative team to adapt to the formal email format to maintain consistency across the project.
   • BHold a meeting with both teams to agree on a single communication format that everyone will use.
   • CContinue with email updates but add a reminder system for the creative team to ensure they read the emails.
   • DTailor communication by sending visual dashboards and informal updates to the creative team, and formal written reports to the legal team.
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6. 25expert · hard

   A project manager is working on a project with a highly technical engineering team and a non-technical executive steering committee. The PM has been providing the same detailed technical reports to both groups. The executives have expressed confusion about the project's status, and the engineers have complained about too many meetings. What is the best way for the PM to improve communication?

   • AAsk the engineering team to simplify their reports for the executives, even if it means omitting some technical details.
   • BCreate a high-level executive dashboard for the steering committee and detailed technical reports for the engineering team, with fewer status meetings.
   • CHold more frequent meetings with both groups to ensure everyone is fully informed.
   • DContinue with the current reports but add a glossary of technical terms for the executives.
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