A project team had been developing their deliverables on a 2-week sprint. The deliverables were tested and proven to be functional. However, during the sprint
review, they were rejected because they failed to meet the end-user requirements.
What actions should the project manager have done?
A project to launch a new financial product is on its fifth out of eight iterations. During the iteration review, a financial stakeholder announces a competitor is launching
a similar product soon. As a result, the stakeholder asks the team to increase velocity.
What should the project manager do?
The project manager is utilizing a hybrid management approach for a creative project. The organization is undergoing a change aimed at improving cross-functional
collaboration, which may impact the project scope.
What should the project manager do first?
A project manager is overseeing the development of a reporting system for a security trading company using an adaptive approach. During the development process,
a change in requirements is identified, necessitating the submission of a soft copy of the report to the regulator. The team suggests submitting the report manually to
avoid further delays.
What should the project manager do first?
An agile team recently finished a product that met stakeholder expectations. However, a subsequent audit revealed that the product does not comply with local
regulations. The team lead learns the team focused on the functions of the product and not the regulatory issues.
What should the team lead do differently for the next project?
During a team ' s weekly status meeting, team members have minor disagreements about how to perform work and some defer to the team lead while others speak
confidently. The project manager realizes that team members have different expectations of the team ' s dynamics and operating model.
What should the project manager do?
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.
A project to modernize a hospital’s records has a large and diverse stakeholder population. As stakeholders request changes, the project manager is aware that some will cause a negative impact to the project timeline and finances.
What should the project manager do?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)
A project manager is leading a hybrid manufacturing project. The company is in crisis mode, and the project sponsor has high expectations for the project team,
expecting them to deliver the project outcome even if they must struggle to do it. However, the project team is demotivated about the company ' s situation and are not
performing as expected.
What should the project manager do?
During a project status meeting, two project stakeholders disagree about what should be included in the next deliverable. One of the stakeholders would like the team to include a finalized version of the new component in the release. Using the finalized version will impact the project timeline. The second stakeholder would like the team to include a beta version of the new component to allow the client to provide feedback before the component is finalized.
What should the project manager do next?
Aclient complains that an in-process multimillion-dollar project is not meeting their needs. The clients have consulted the project manager several times.
What should the project manager do?