Knowledge Area Quiz Project Stakeholder Management Practice

Questions
Test Name: Knowledge Area Test: Project Stakeholder Management
Total Questions: 10
Correct Answers Needed to Pass: 7 (70.00%)
Time Allowed: 15 Minutes

Test Description
This practice quiz specifically targets your knowledge of the Project
Stakeholder Management knowledge area.

Test Questions
1. Anthony is currently managing a bridge construction project. The
project is in the execution phase. During the planning phase of the
project, Anthony developed a comprehensive stakeholder
management plan for the project. However, the frequency of plan
review has not yet been defined. How often should Anthony review
the stakeholder management plan?
A. On a monthly basis.
B. The stakeholder management plan cannot be reviewed
during the execution of the project.
C. On a weekly basis.
D. On a regular basis; frequency needs to be decided by
Anthony.
2. Jim is managing a road network design project for a government
agency. He is currently performing the Plan Stakeholder
Management process for the project. Which of the following
documents will provide the list of project stakeholders to Jim for this
process?
A. Organizational process assets
B. Enterprise environmental factors
C. Stakeholder register
D. Project management plan
3. Gordon is currently developing his project's stakeholder
management strategy. All enterprise environmental factors should
be considered during this process. Which of the following enterprise
environmental factors should receive particular attention during this
process?
A. Project templates
B. Lessons learned from past similar projects
C. Commercial databases
D. The organization's culture and structure

4. Daniel is the project manager for a factory construction project.

Daniel has recently joined this organization and is not fully aware of
the organization's culture and structure. In order to manage his
project stakeholders, Daniel has to understand them better. Which of
the following can provide Daniel some historical information
regarding stakeholder management on previous projects?
A. Project management plan
B. Enterprise environmental factors
C. Organizational process assets
D. Project charter
5. Project Stakeholder Management is focused on engaging project
stakeholders with the project. What is the objective of keeping the
project stakeholders engaged with the project?
A. To manage their expectations so that the project objectives
are achieved.
B. Using consistent project management methodology across
organizational projects.
C. To motivate the project team members.
D. To demotivate the negative stakeholders.
6. Christine is managing a healthcare software development project. At
a PMI conference, she met George who is the project manager at a
competing organization. George, a PMP, has managed many
successful healthcare-related software development projects. If
George shares his stakeholder management experience with
Christine, will that be considered expert judgment?
A. No! George is a project manager at a competitor organization.
B. Yes! All participants at a PMI conference are experts.
C. Yes! George is an expert in managing such projects.
D. No! This would be an example of expert opinion and not
expert judgment.
7. Sandra is managing a new supersonic aircraft design project. This is
a massive project, and its success is hugely important for her
organization. For such mission-critical projects, which of the
following is the most desirable engagement level for all major
stakeholders?
A. Resistant stakeholders
B. Leading stakeholders
C. Neutral stakeholders
D. Supportive stakeholders
8. Jennifer has recently been asked to manage an office refurbishment
project. She finds out that the chief financial officer of the company
is resisting the project. The chief financial officer is a key project
stakeholder. What must Jennifer do first?
A. Seek expert judgment from the project initiator.
B. Seek support from the project sponsor to force project
decisions.
C. Conduct a team meeting to discuss this issue.
D. Analyze options that might change or influence the chief
financial officer's perception.

9. Greg's project is in the initiating stage. The sponsor of the project

has asked Greg to present a list of the identified project stakeholders
at the next project update meeting. The sponsor has also asked
Greg to present the project stakeholders' current and desired
engagement levels so that they can brainstorm on the stakeholder
management strategy. Which of the following is a presentation tool
that can help Greg summarize all of this information in a tabular
format?
A. Communications management plan
B. Stakeholder register
C. Stakeholders engagement assessment matrix
D. Stakeholder management plan
10. Diana is managing the development of a mobile phone application.
Half of the project work has been completed. Diana is currently
reviewing her stakeholder management plan. She finds out that
some of the resisting stakeholders have now become supportive.
How should Diana update her stakeholder management plan?
A. Do not update the stakeholder management plan at this stage
as things are getting better.
B. Transfer these stakeholders to the project supporters group,
and for these stakeholders, adopt the stakeholder
management strategy defined for the project supporters.
C. For these stakeholders, continue with the defined resisting
stakeholder management strategy as this strategy has
produced positive results so far.
D. Transfer these stakeholders to the project supporters group
but continue with the defined resisting stakeholder
management strategy with these stakeholders.

Answers
1. D - As projects progress, project stakeholders and their interests, needs,
expectations and engagement levels may change. The project manager
should review the stakeholder management plan regularly. The frequency
of review should be defined by the project manager if it was not imposed
by top management. [PMBOK 5th edition, Page 400] [Project Stakeholder
Management]
2. C - The stakeholder register, an output of the Identify Stakeholders
process, documents all of the identified project stakeholders and related
information. The stakeholder register is an input to the Plan Stakeholder
Management process, and it will provide the necessary information to Jim.
[PMBOK 5th edition, Page 400] [Project Stakeholder Management]
3. D - The lessons learned and the project templates are not enterprise
environmental factors, but organizational process assets. The commercial
databases can provide only very limited information to develop the
stakeholder management plan. During the Plan Stakeholder Management
process, the organization's culture and structure are of particular
importance. [PMBOK 5th edition, Page 401] [Project Stakeholder
Management]
4. C - The project charter and the project management plan do not
document lessons learned from previous similar projects. Lessons
learned are stored in the organization's process assets library. [PMBOK
5th edition, Page 401] [Project Stakeholder Management]
5. A - The core objective for stakeholder engagement management is to
ensure that the project stakeholders are kept satisfied and that their
expectations are being met throughout the course of the project. Keeping
the project team members motivated and using a consistent project
management methodology are generic objectives of project management.
[PMBOK 5th edition, Page 400] [Project Stakeholder Management]
6. C - George is giving an expert opinion; this is analogous to expert
judgment. A PMP-certified project manager from a competitor would not
normally give false information. This can be considered expert judgment
since George has managed many similar projects. [PMBOK 5th edition,
Page 401] [Project Stakeholder Management]
7. D - In fact, for any project it would be ideal if all of the key stakeholders
were supportive. This would help ensure smooth project progress and
timely resolution of issues. In practice, this is often unachievable;
nevertheless, it is the most desirable state for all major stakeholders. On
the other hand, if all key stakeholders assume a leading role, this could
lead to serious and substantial conflicts. [PMBOK 5th edition, Page 402]
[Project Stakeholder Management]
8. D - In this scenario, the chief financial officer is a resistant key
stakeholder. The chief financial officer must be turned into a project
supporter in order to ensure success. Any of the given choices could be
the solution to this problem. However, Jennifer should first identify all of
the available options and analyze them before selecting the best option.
[PMBOK 5th edition, Page 402] [Project Stakeholder Management]
9. C - Both the communications and stakeholder management plans are

detailed textual documents. They are not presentation tools. On the other
hand, both the stakeholder register and the stakeholders engagement
assessment matrix contain the required information. However, the
stakeholders engagement assessment is the best tool to be selected in
this situation since it presents the information required by the project
sponsor in a tabular format. [PMBOK 5th edition, Page 402] [Project
Stakeholder Management]
10. B - The stakeholder management plan should be reviewed regularly.
Since some of the resistant project stakeholders have now become
project supporters, this implies that the current stakeholder classification
in the stakeholder management plan is no longer accurate. These
stakeholders should now be transferred to the project supporters group,
and going forward the stakeholder management strategy defined for
project supporters should be adopted for these stakeholders. Although the
stakeholder management strategy for the resisting stakeholders has
delivered impressive results, it should only be applied to the current
resistant stakeholders. [PMBOK 5th edition, Page 400] [Project
Stakeholder Management]