PMP Practice Question: People — Predictive, Medium
You are managing a multi-year government infrastructure project using a predictive approach. Six months into execution, a key technical lead who has been with the project since initiation submits their resignation, citing a better opportunity elsewhere. This individual possesses critical knowledge about design decisions and has established relationships with several government stakeholders. Their departure is scheduled for three weeks from now. The project is currently on track, but several complex deliverables are planned for the next quarter. What is your best course of action?
Study this topic
- 📖AI in Project Management: Your 2026 PMP Exam Guide
Master AI concepts for the 2026 PMP exam. Learn how artificial intelligence impacts project management, what you need to know for test day, and practical applications.
- 📖Cost Estimation Techniques: From ROM to Definitive Estimates
Master the cost estimation methods tested on the PMP exam, from rough order of magnitude to definitive estimates, with practical examples and calculation techniques.
- 🗂️Flashcards: Risk Responses, Reserves & Contract Types
14 cards · quick recall practice
More People Questions
View all →You are leading a manufacturing facility construction project following a predictive lifecycle. The project team consists of 15 members, including contractors and internal staff. After three months of work, you receive feedback from several team members that the weekly status meetings are too long and not productive. Team members feel they spend too much time listening to updates irrelevant to their work. The meetings currently last 90 minutes and cover all work packages. What is the best approach to address this concern?
A cross-functional agile team is preparing for their next sprint. During sprint planning, the QA specialist expresses concern that the team has been committing to user stories without adequately considering testing effort. She feels that her input is often sought too late in the process, after developers have already estimated and committed to stories. This has resulted in quality issues and testing becoming a bottleneck in the last two sprints. The team wants to improve but is unsure how to better integrate QA perspective earlier. What should the team do?
Your organization is piloting agile practices within traditionally predictive portfolios. You're leading a hybrid project with a co-located agile team and distributed predictive workstreams across three continents. After four months, you notice the agile team has strong cohesion and high performance, but the distributed predictive teams report feeling disconnected and undervalued. Several key resources from the predictive workstreams have requested transfers, citing lack of engagement. Executive stakeholders are questioning whether the hybrid approach is sustainable. What is the MOST effective way to address this disparity?