PMP Stakeholders Management — Practice Quiz
PMP Stakeholder Engagement — Practice Quiz
Chapter 14 · 20 questions · Power/Interest grid, personas & engagement
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1
A project manager receives a signed project charter and immediately begins decomposing the scope into a WBS. A senior colleague advises her to stop. What should the project manager do FIRST after receiving the charter?
A.Begin developing the project schedule to ensure the team can start work as soon as possible.
B.Identify all stakeholders, analyze their interests and influence, and begin eliciting their requirements and expectations.
C.Develop the project management plan before engaging any stakeholders.
D.Hold a kickoff meeting with the core team to assign initial work packages.
Cost of Change
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2
A new highway construction project is announced. Which of the following groups would NOT typically be considered a stakeholder of this project?
A.Residents living near the construction site who will experience noise and traffic disruption.
B.Environmental agencies responsible for monitoring the ecological impact of the project.
C.Local businesses that will be affected by road closures during construction.
D.A technology company headquartered in another country with no connection to the region.
Stakeholder Definition
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3
During stakeholder interviews, a department head says: 'I expect the new system to be intuitive enough that my team won't need training.' This statement has not been formalized as a project requirement. How should the project manager handle it?
A.Ignore it since it is not a formal requirement and was not captured in the requirements documentation.
B.Add it directly to the scope baseline as a new requirement without further analysis.
C.Acknowledge the expectation, work to clarify it with the stakeholder, and if appropriate, convert it into a formal requirement through the requirements management process.
D.Escalate to the sponsor since the expectation conflicts with the current scope.
Requirements vs Expectations
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4
A project manager plots her stakeholders on a power/interest grid. The CFO has high power but shows very little interest in the day-to-day project details. The lead developer has low power but is highly interested and engaged. What is the MOST appropriate engagement strategy for each?
A.CFO: keep satisfied with high-level updates / Lead developer: keep informed with detailed progress reports.
B.CFO: manage closely with daily communications / Lead developer: monitor with minimal effort.
C.CFO: keep informed with regular detailed reports / Lead developer: keep satisfied with occasional updates.
D.Both should be managed closely since both are critical to project success.
Power/Interest Grid
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5
A regulatory agency has the legal authority to halt the project (Power), has an immediate compliance deadline requiring action this week (Urgency), and has a legitimate mandate to oversee the project (Legitimacy). How should this stakeholder be classified and managed?
A.Low priority — regulatory agencies are external and cannot directly impact day-to-day project work.
B.Medium priority — manage through the standard communications plan.
C.Highest priority — this stakeholder scores on all three salience dimensions and requires immediate, proactive engagement.
D.Medium priority — urgency is temporary and will decrease once the deadline passes.
Salience Model
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6
A project manager has completed a detailed stakeholder register that includes sensitive notes about a key stakeholder's personal resistance to the project and their political motivations. The communications manager asks for a copy of the full register to distribute to the broader team. What should the project manager do?
A.Share the full register since all team members need complete stakeholder information to work effectively.
B.Share only the appropriate portions — sensitive information about attitudes and personalities should be carefully controlled and not broadly distributed.
C.Refuse to share the register since it is a confidential planning document reserved for the project manager.
D.Remove only the names and share the rest of the register anonymously.
Stakeholder Register
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7
The stakeholder engagement assessment chart shows that the Head of Operations is currently 'Resistant' to the project but needs to be 'Supportive' for a critical implementation phase. What is the MOST appropriate first action?
A.Escalate the stakeholder's resistance to the sponsor and request their intervention.
B.Reduce the scope of the implementation to minimize the impact on the Head of Operations' department.
C.Accept the resistance — not all stakeholders need to support the project.
D.Meet with the Head of Operations to understand the root cause of their resistance and develop a tailored engagement strategy to address their concerns.
Engagement Assessment Chart
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8
Three months into a project execution phase, the team discovers that the IT security department was never identified as a stakeholder. The security team now requires significant changes to the product architecture to meet compliance standards. What does this situation demonstrate?
A.Stakeholder identification was incomplete — missed stakeholders always emerge later with costly requirements.
B.The security team should have proactively identified themselves as stakeholders.
C.Security requirements are always discovered late — this is normal in complex projects.
D.The sponsor failed to include the security team in the project charter.
Identify Stakeholders — Timing
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9
An agile team is designing a mobile banking app. The product owner creates a persona called 'Carlos, a 68-year-old retired teacher who uses a smartphone primarily for calls and WhatsApp.' The team uses Carlos to evaluate feature designs. What is the PRIMARY purpose of this technique?
A.To replace stakeholder interviews by providing a fictional substitute for real user research.
B.To anchor design decisions in real-world user needs by giving the team a concrete, relatable model of a specific stakeholder group.
C.To reduce the number of stakeholders the team needs to engage directly during the project.
D.To create marketing personas for the product launch campaign.
Personas
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10
At the beginning of an agile project, the project manager facilitates a session where the team and key stakeholders craft a short statement describing who the product is for, what problem it solves, and how it is different from alternatives. This statement will be used in all project communications. What is this technique called, and what is its primary purpose?
A.Project charter — to formally authorize the project and define its high-level scope.
B.Business case — to justify the investment and define expected benefits.
C.Elevator statement (product vision statement) — to align all stakeholders on a clear, shared understanding of the project's purpose and value.
D.Communications management plan — to define how project information will be distributed.
Elevator Statement
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11
During project execution, a key stakeholder who has been very supportive suddenly stops attending meetings and responding to emails. The project manager sends a formal follow-up email with no response. What should the project manager do NEXT?
A.Escalate to the stakeholder's supervisor to demand their re-engagement.
B.Contact the stakeholder directly through a personal channel (phone call or face-to-face) to understand the reason for their disengagement and explore how to restore their involvement.
C.Update the stakeholder register to mark the stakeholder as 'Resistant' and adjust the project plan accordingly.
D.Continue sending formal communications — the stakeholder will re-engage when they are ready.
Manage Stakeholder Engagement
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12
The project manager reviews the stakeholder engagement assessment chart and notices that two stakeholders who were previously 'Supportive' have shifted to 'Neutral' over the past month. No formal complaints have been received. What should the project manager do?
A.Investigate the root cause of the shift through conversations or surveys, and adjust the engagement strategy as needed.
B.Wait and observe — a shift from Supportive to Neutral is within normal variation and does not require immediate action.
C.Submit a change request to update the stakeholder engagement plan and escalate to the sponsor.
D.Increase the frequency of formal status reports to these stakeholders.
Monitor Stakeholder Engagement
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13
During an agile sprint, developers have conflicting interpretations of how a user story should be implemented. The scrum master is unavailable. Who is the MOST appropriate person to clarify requirements for the development team?
A.The project manager — they are responsible for all scope decisions.
B.The development team lead — they have the most technical context.
C.The product owner — their primary role includes clarifying requirements and representing customer value to the team.
D.The sponsor — they have the highest authority to make scope decisions.
Agile — Product Owner
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14
A project manager wants all stakeholders — including those who do not attend sprint reviews — to always have an up-to-date picture of what the team is working on, what is complete, and what is blocked. Which tool BEST meets this need?
A.A weekly status email to all stakeholders summarizing progress.
B.A monthly steering committee meeting where the PM presents a slide deck.
C.A shared project management tool accessible by invitation only.
D.A Kanban board (information radiator) displayed prominently in the team's work area and updated in real time.
Information Radiators
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15
An agile team is designing a new patient portal for a hospital. They sketch a rough layout of the main screen on a whiteboard with the client, showing where buttons, menus, and content areas will be placed — without any actual functionality. What technique are they using, and what is its primary benefit?
A.High-fidelity prototype — it shows the client exactly what the final product will look like.
B.Low-fidelity prototype (wireframe) — it facilitates a collaborative conversation between the team and client about design intent without the cost of building functionality.
C.Use case modeling — it maps users to system functions to define the product scope.
D.Definition of done — it documents what the team considers 'complete' for this feature.
Agile Modeling
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16
The Head of Finance is a high-power, high-interest stakeholder who openly opposes the project, believing it will disrupt current financial reporting processes. The sponsor has already approved the project. What is the BEST approach?
A.Proceed with the project and minimize the Head of Finance's involvement to avoid disruption.
B.Escalate the opposition to the Board of Directors for resolution.
C.Meet with the Head of Finance to understand their specific concerns, acknowledge the legitimate impact on their processes, and work collaboratively to address their concerns within the project scope.
D.Adjust the project scope to eliminate any changes to financial reporting processes.
Situational — Resistant Stakeholder
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17
A project manager is planning stakeholder engagement for a major organizational change project. She knows from the stakeholder analysis that certain stakeholders will require intensive involvement during planning but minimal involvement during execution. What should she document in the stakeholder engagement plan?
A.The optimal engagement level for each stakeholder at each project stage, with strategies and tactics to achieve and maintain those levels.
B.A uniform communication strategy for all stakeholders to ensure consistent messaging throughout the project.
C.A matrix of all stakeholders' contact information and preferred communication channels.
D.The formal approval process for changes to stakeholder engagement levels.
Plan Stakeholder Engagement
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18
Four months into a project, a new regulatory requirement is identified that introduces a previously unknown compliance team as a key stakeholder. Their requirements will likely impact the approved scope and schedule. What should the project manager do FIRST?
A.Add the compliance team to the stakeholder register and continue execution as planned.
B.Meet with the compliance team to understand their requirements, then assess the impact on all project constraints and submit a change request if needed.
C.Escalate to the sponsor and suspend all project work until the new requirements are fully defined.
D.Inform the compliance team that their requirements will be addressed in the next project phase.
Situational — Late Stakeholder
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19
At the end of each sprint, the agile team demonstrates the completed product increment to the product owner and key stakeholders. A stakeholder feedback session follows. What is the PRIMARY purpose of this ceremony from a stakeholder engagement perspective?
A.To formally validate the deliverable and obtain sign-off before closing the sprint.
B.To present the project status report and review metrics against the baseline.
C.To allow stakeholders to see working product early, provide feedback, and refine their understanding of their own requirements — enabling course correction while the cost of change is still low.
D.To formally accept the sprint deliverables and release the contingency reserve for that iteration.
Agile Sprint Review
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20
Two key stakeholders have conflicting requirements that cannot both be satisfied within the current budget and timeline. The project manager has attempted to facilitate a resolution but both parties remain firm. What should the project manager do NEXT?
A.Make a unilateral decision and select the requirement with the highest business value.
B.Escalate the conflict to the sponsor or senior management to make the final decision, since it exceeds the project manager's authority.
C.Include both requirements in the scope and submit a change request for additional budget.
D.Remove both requirements from scope until the conflict is resolved.
Situational — Stakeholder Conflict
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