PMI PMP-Project Management Professional Practice Exam Q. 1311 to 1320
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Q. 1311: Assume you have performed your stakeholder analysis and now are working to enhance it with a stakeholder engagement assessment matrix. Such a matrix shows the stakeholder’s current engagement level. These data enable:
A. The project manager to prepare the stakeholder management plan
B. The project manager to prepare the stakeholder management strategy
C. The project manager to prepare the stakeholder inventory
D. The project team to expand the stakeholder risk register
Section: Mix Questions
Justification in favor of the correct answer:
The stakeholder engagement assessment matrix shows the stakeholders current engagement in the project, and the project manager and team then can use it to note the desired level of engagement. As a tool and technique in plan stakeholder management, the project manager then uses it to help prepare the stakeholder management plan.
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Q. 1312: The ability of stakeholders to influence a project is:
A. Constant throughout the project life cycle as different stakeholders have different levels of interest in the project at different times
B. Highest during the closing stage since key stakeholder acceptance criteria must be met
C. Highest during planning as the team is still in the storming stage as various stakeholders’ positions are being known and recognized
D. Highest in the very early stages as the project is being approved and initiated
Section: Mix Questions
Justification in favor of the correct answer:
The stakeholders’ ability to influence the project is highest during the initial phases and gets progressively lower as the project progresses. Active management of stakeholders’ involvement decreases the risk of the project failing to meet its goals and objectives.
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Q. 1313: Working on your project to design and construct five new bridges for your City, you are striving to actively manage the stakeholders on your project, especially those who will be inconvenienced by the project and have indicated they do not support it. You decided to review your communications management plan as it:
A. Contains issue management procedures
B. Describes the project’s life cycle and the processes to be used in each phase
C. Sets forth an escalation process
D. Provides guidance as to how to best involve stakeholders in the project
Section: Mix Questions
Justification in favor of the correct answer:
Among other things, an escalation process is helpful especially if there are issues or risks involving communications that the project manager wishes to escalate to determine the most appropriate response or to share the approach he or she plans to follow.
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Q. 1314: A supporting input for controlling stakeholder engagement is:
A. Budget
B. Project schedule
C. Historical information
D. Number of defects
Section: Mix Questions
Justification in favor of the correct answer:
Project documents are an input to control stakeholder engagement. They originate from initiating, planning, executing, or controlling processes and include the project schedule, stakeholder register, issue log, change log, and project communications.
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Q. 1315: As a result of the control stakeholder expectations process, you realize even though this process is under way until the closing phase that you have identified the root cause of some issues you have faced in controlling stakeholders expectations. You should therefore:
A. Review them with your Governance Board
B. Revise and reissue your stakeholder management plan
C. Prepare a change request
D. Update the lessons learned documentation
Section: Mix Questions
Justification in favor of the correct answer:
This documentation is an example of an organizational process asset to update as it includes the root cause analysis of issues faced, the reasons certain corrective actions were taken, and other types of lessons learned about stakeholder management.
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Q. 1316: Identifying interrelationships and potential overlap between stakeholders is useful to the project manager as he or she works with stakeholders. It should be documented as part of the:
A. Stakeholder register
B. Stakeholder management strategy
C. Stakeholder management plan
D. Stakeholder engagement assessment matrix
Section: Mix Questions
Justification in favor of the correct answer:
The stakeholder management plan identifies the management strategies required to effectively engage stakeholders. It includes, among other things, the identified interrelationships and potential overlap between stakeholders. This information is invaluable especially if some stakeholders are resistant or negative to the project and also in determining the level of frequency of desired interaction and communications requirements.
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Q. 1317: A number of organizational process assets are useful as inputs to the manage stakeholder engagement process. Similarly, a number of organizational process assets require updates because of this process. An example of one that is an input is:
A. Project reports
B. Historical information
C. Project records
D. Stakeholder notifications
Section: Mix Questions
Justification in favor of the correct answer:
Historical information about previous projects, organizational communications requirements, issue management procedures, and change control procedures are examples of organizational process assets that can influence the manage stakeholder engagement process.
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Q. 1318: Table reporting, spreadsheet analysis, and presentations are examples of:
A. Project reports as an input to manage stakeholder engagement
B. Work performance information as an output of control stakeholder engagement
C. Tools and techniques used in control stakeholder engagement
D. Updates from the plan stakeholder management process
Section: Mix Questions
Justification in favor of the correct answer:
In control stakeholder engagement, they are examples of distribution formats from information management systems, a tool and technique in this process. Such systems provide a structured tool for the project manager to capture, store, and distribute information to stakeholders about project cost, schedule progress, and performance. The project manager can use these systems to consolidate reports from several systems and facilitate report distribution.
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Q. 1319: You recently took over a relatively new project expected to last another seven years. The previous project manager completed most of the WBS. When you begin to define the project activities, you realize that the WBS work packages expected to occur in the next year are planned in detail, but the work packages for later in the future (three years or more) are not planned with much detail, if any detail at all. You determine:
A. It is a major problem. The WBS is incomplete and you need to redefine the project scope to complete the project schedule.
B. It is a problem that must be resolved quickly. The previous project manager was not done with the WBS, and you must stop the project to complete the WBS in sufficient detail.
C. It is not a problem at this time. The previous project manager was using the rolling wave planning technique, so you are able to continue defining the activities.
D. It is not a problem at this time. You can only plan what you know. You plan to communicate to the project sponsor that the WBS is not sufficient to plan the whole project and that the sponsor can worry about the details.
Section: Mix Questions
Justification in favor of the correct answer:
Rolling wave planning provides progressive detailing of the work to be accomplished throughout the life of the project.
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Q. 1320: In the initial stage of the project life cycle, the project’s technical objectives are apt to be understood only in a general sense. A major component of project conflict during this stage of the project is:
A. Concerns over priorities and procedures
B. Concerns about technical issues
C. Schedules
D. Confusion of establishing a project in the matrix management environment
Section: Mix Questions
Justification in favor of the correct answer:
During project formation, there is always an element of confusion or lack of clarity regarding the balance of power between the project manager and functional managers. If not resolved, such confusion manifests itself in conflicts regarding technical decisions, resource allocation, and scheduling later in the project.
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