PMP Practice Question: People — Predictive, Medium
You are managing a product development project using a waterfall methodology. During the planning phase, you identify that the project requires expertise in a specialized technology that none of your current team members possess. You have budget to either train two existing team members (12 weeks training time, $15,000 cost) or hire an external contractor with immediate availability ($45,000 for project duration). The project schedule is tight, and this expertise is needed within 4 weeks. Your organization values employee development and has a strategic initiative to build internal capabilities. What should you do?
Study this topic
- 📖Dependencies and Sequencing in Project Scheduling
Master the logic of task dependencies and sequencing to build realistic, defensible project schedules that account for constraints and optimize resource flow.
- 📖Critical Path Method: Mastering CPM for Project Success
Learn how to master the Critical Path Method for the PMP exam and real-world project management. Understand float calculation, network diagrams, and schedule optimization techniques.
- 🗂️Flashcards: Schedule, Estimating & Financial Formulas
14 cards · quick recall practice
More People Questions
View all →You are managing a construction project using a predictive approach. The project is in the execution phase, and you have a baseline schedule with clearly defined milestones. One of your key team members, who is responsible for electrical installations, requests three weeks of leave for personal reasons during a critical phase of the project. This team member has specialized expertise that is difficult to replace. The leave would occur just before a major milestone delivery. What is the BEST course of action?
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?
You are leading a manufacturing implementation project using a predictive lifecycle. The project team consists of members from three different departments who have not worked together before. After one month of execution, you observe that team members primarily communicate within their departmental groups, and cross-functional collaboration is minimal. Work hand-offs between departments are experiencing delays and quality issues. The project charter emphasizes the importance of integrated teamwork for project success. What should you do to improve this situation?
