A project manager is responsible for building a new data center and developing new monitoring software before a fixed deadline. Although the software features are not fully defined, the project scope is set, and a contract has been signed.
What should the project manager do?

• A. Manage the two components using the same incremental delivery approach.
• B. Start with the construction milestone and plan for incremental software delivery.
• C. Create a health dashboard for the construction and software component efforts.
• D. Form a steering committee to review the weekly project status and manage risk.

A project manager needs to unexpectedly leave a critical project for valid reasons. How should the project manager prepare the knowledge transfer with the self- managed team to help ensure the project continues?

• A. Write a detailed project handover document outlining the project status, key tasks, timelines, and responsibilities and share it with the team.
• B. Delegate project responsibilities to the most senior team member and rely on their expertise to help ensure the knowledge transfer.
• C. Organize project management workshops with the team to collectively review and document project status, tasks, and responsibilities.
• D. Plan informal knowledge transfer sessions with team members, focusing on key project areas such as vendor management and communication.

A team lead tells the project manager about a potential issue. Two project teams are working on parts of a project that are highly dependent on each other. The team lead is concerned that this might create integration issues when the two teams ' outputs are combined.
What should the project manager do?

• A. Set up periodic meetings between the teams to monitor each other ' s work and document issues.
• B. Identify which team ' s work should take precedence and then sequence the other team ' s work to avoid conflict.
• C. Instruct both teams to continue working simultaneously, and address conflicts during the testing phase.
• D. Make a list of conflicts as they occur and assign a dedicated team resource to take corrective actions immediately.

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.
During the execution phase of a project to modernize a hospital's records system, the insurance company stakeholders requested additional features to support integration to their systems.
What should the project manager do first?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)

• A. Review the scope changes for validity and then notify the sponsor of the changes.
• B. Contact the union representative to understand the necessity of the additional work.
• C. Add the critical features to the scope in order to maintain stakeholder satisfaction.
• D. Evaluate the potential impact on the baseline and then present a change request.