During project implementation, the project manager is communicating information about changes only at the executive level. Many people within the organization are uncertain about the project ' s status. There are rumors about changes to the project and how they may affect work activities.
What should the project manager do?

• A. Create a project FAQ document, update it as needed, and distribute to all organizational levels.
• B. Revise the communications management plan to share project information at all levels.
• C. Host a town hall meeting to share the project details with the entire organization.
• D. Maintain the current communication structure and address questions as they arise.

A project to develop a digital performance management tool for the company is ongoing. The vision of the project is to help employees and managers simplify the work process and increase efficiency. After the first iteration, it becomes evident that most employees who should work with the tool do not have the basic skills to do so.
What should project manager do?

• A. Define the employees' training needs and modify the project scope.
• B. Ask human resources (HR) to organize employee workshops.
• C. Hire a technical consultant to provide the necessary skills.
• D. Ask the project team to develop a detailed manual of the tool ' s usage.

Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
On a project to modernize health records at a hospital, the project manager proposed a two-month timeline extension to provide training on the new solution for medical staff. Approval from the board of directors is required to make the timeline change.
Which statement represents the justification for extending the timeline? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)

• A. Training is mandatory for use of the solution among all stakeholders.
• B. Funding is readily available to support a high-value change.
• C. A cost-benefit analysis of the delay supports the value of the training.
• D. Stakeholder adoption of the solution is critical to positive project outcomes.

In a project meeting, the development team reported a delay in a critical activity. The root cause of the delay was traced to a missing response from the legal department.
What should the project manager do?

• A. Escalate the issue to the project sponsor to get support for the development team.
• B. Work with the legal team and the project sponsor to resolve the issue immediately.
• C. Review the processes for reporting issues and the escalation paths with the project team.
• D. Schedule a session with the legal and development teams to resolve the issue.

A project team is in the process of selecting a module for the upcoming iteration. They have identified three potential modules as candidates. Despite several rounds of review, the team remains undecided on which module to select.
What should the project manager do?

• A. Aska colleague to select the module and inform the team of their decision.
• B. Evaluate the options with the team and assess the workable option based on consensus.
• C. Select the simplest module to develop since complex ones will require more iterations.
• D. Select the most appropriate module to be placed in next iteration.