PMP Practice Question: People — Predictive, Medium
You are managing a pharmaceutical project in the execution phase with a fixed timeline due to regulatory requirements. A critical team member who holds specialized knowledge about regulatory compliance has requested a two-week leave for personal reasons during a crucial project phase. No other team member has equivalent expertise. The team member has been highly dedicated and this is their first leave request. According to your resource management plan, coverage for key roles should be identified. What is the best course of action?
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- 📖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.
- 📖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.
- 🗂️Flashcards: Leadership, Team & Stakeholder Models
15 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?