The project sponsor and the manufacturing director of a PMO-managed project have different opinions about the development of a new order-tracking system.
What should the PMO professional do to avoid this situation in the future?
A.
Develop an effective project scope and change control process during project planning.
B.
Involve key stakeholders to ensure that requirements are not overlooked.
C.
Advise executives to complete a roles and responsibility matrix in the project planning.
D.
Ensure that the project sponsor has approved the requirements.
Conflicting opinions among key stakeholders typically arise whenstakeholders are not effectively engaged during requirements gathering and project planning. Involving all key stakeholders early (Option B) helps ensure comprehensive requirements, reduces misunderstandings, and fosters alignment.
While scope and change control processes (Option A) are necessary, they do not replace stakeholder engagement. Roles matrices (Option C) and approvals (Option D) support governance but do not proactively prevent requirements misalignment.
PMI-PMOCP Governance practices highlight early stakeholder involvement as a key success factor.
[References:, PMI-PMOCP® Exam Content Outline, Governance Domain, PMI Practice Standard for Project Management Offices (2013), Stakeholder Management, PMI PMO Value Ring, Stakeholder Engagement, ]
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