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Question 20

An airport baggage-analytics program is considering a vendor that can reduce delivery time but requires unrestricted access to traveler movement records. The procurement team has not compared the security consequences against an internal-build alternative. What should the project manager do BEFORE approving make-or-buy?

1. Draft contract acceptance criteria for the preferred vendor without first evaluating the new data-custody exposure
2. Evaluate internal capacity, supplier capability, data handling obligations and business value before making the make-or-buy recommendation
3. Accept the vendor's delivery-date promise as sufficient evidence that outsourcing offers lower overall project risk
4. Issue a purchase order conditional only on price because identity data safeguards are the supplier's responsibility

Question 21

During a city waste-route optimization pilot, the service contractor says a 95% collection rate is acceptable; neighborhood representatives say missed pickups in high-density streets cannot be averaged away. The launch acceptance criteria are not yet signed, although the delivery features have been implemented. What should the project manager do NEXT?

1. Gather general satisfaction comments after launch without specifying an acceptance standard beforehand
2. Declare the rollout accepted because the contractor's project dashboard exceeds 95%
3. Reprioritize the next development backlog before resolving which collection result the customer will accept
4. Facilitate agreement on measurable collection reliability and equity criteria with authorized city and neighborhood owners before release acceptance

Question 22

A water-utility leak detection project has four registered delivery threats, all labeled 'high': a minor training delay, a possible breach of drinking-water safety, a spare sensor shortage and a short-lived reporting outage. Management cannot tell which exposures exceed service tolerance. Which action should the project manager take FIRST?

1. Apply a consistent probability, impact, urgency and uncertainty assessment against business and safety objectives before deciding response priority
2. Assign the entire risk register to the supplier so that it can decide which safety exposures to accept
3. Set all four risks to the same treatment deadline since their heat-map colors match
4. Report that the project has no critical risk because every risk currently has a named owner

Question 23

A regional emergency-dispatch upgrade relies on a new radio gateway. Pilot tests show that different handset models may require an unplanned interface adapter, but the number of affected vehicles and probability of extra installation work are uncertain. No funding decision should be made without estimating this exposure. What should the project manager do?

1. Raise the future supplier payment schedule without quantifying the identified gateway compatibility threat
2. Compare overall actual spending with earned progress but make no estimate of adapter response needs
3. Estimate credible adapter and retest scenarios, their likelihood and cost impact, then propose an authorized contingency response
4. Treat all gateway uncertainty as a fixed committed expense and order replacement radios without testing options

Question 24

A mortgage-servicing team has an approved backlog of customer notice improvements. Designers still ask the project manager to approve each font and form-layout adjustment, although only regulatory disclosure wording and credit-decision logic require specialist signoff. This approval queue slows two-week iterations. What should the manager establish?

1. Ask executives to represent all design concerns at a steering meeting before any small change is accepted
2. Coach a particular designer while leaving the approval bottleneck across the whole team unchanged
3. Define the same shared goals again without clarifying which choices the team may make itself
4. Delegate low-risk usability decisions inside clear boundaries while directing regulatory and credit-risk exceptions to the authorized owners

Question 25

At the public library's digital lending migration closeout review, the supplier reports all development tasks complete, but the contract's accessibility and data-reconciliation acceptance criteria have not been agreed with the city library owner. What should the project manager do BEFORE seeking formal completion?

1. Release the supplier and archive the issue log because the scheduled development work has finished
2. Verify operational handover without first establishing which customer results constitute contractual acceptance
3. Declare the phase complete from the team burn-down and request the sponsor's signature immediately
4. Confirm authorized contractual closeout criteria with the customer and establish the evidence needed for acceptance

Question 26

In a marine-conservation data exchange, separate workstream managers have been granting external research groups exceptions to protected location-data access without any written delegation. The chief sponsor wants faster decisions without transferring enterprise risk acceptance to individual engineers. What must the project manager establish?

1. Document approval authority, data-risk thresholds, exception owners and escalation rules in a sponsor-approved governance arrangement
2. Continue informal decisions and send executives a monthly list of exceptions for awareness
3. Allow the fastest workstream manager to act as sole approver for all sensitive marine-location records
4. Measure team satisfaction with exception turnaround times as the primary governance control

Question 27

In a digital identity proofing modernization, the regulator needs evidence of exception handling, branch staff need step-by-step customer instructions, and executives need decisions on unresolved fraud exposure. All three currently receive the same daily defect report. What is the BEST communication-planning response?

1. Publish the same detailed defect file more often so each audience can search for the information it needs
2. Allow the technical team to decide independently which notices to send when a defect occurs
3. Design audience-specific purposes, sensitivity levels, decision channels and communication schedules, with accountable owners for each
4. Remove the branch staff from project communications until the implementation work has finished

Question 28

A public-health vaccine inventory project has TWO integrated-planning gaps. The proposed cold-store refrigeration units use far more electricity than current equipment, and a formally applicable energy-performance requirement has not been incorporated into equipment acceptance. Separately, engineering plans commissioning for the week before procurement delivers the required backup sensors, despite a common go-live date; both teams agree the components and estimates but not the dependency sequence. Select exactly TWO actions, one for each finding.

Select exactly TWO answers.

1. Add the applicable energy-performance obligation and objective efficiency evidence to equipment design and approval criteria
2. Integrate sensor delivery, installation tests and refrigeration commissioning into one approved dependency-aware schedule
3. Reassess current benefits using hypothetical future clinic usage instead of addressing the missing known energy criterion
4. Convert all vaccine inventory work to unconstrained agile releases, including regulator-controlled cold-chain commissioning
5. Issue a high-level transition strategy without reconciling the conflicting delivery and commissioning prerequisites

Question 29

A municipal smart-parking project repeatedly fails its accessible-payment test after 'one-off' fixes. The retrospective assigns blame to the latest tester, but the failure recurs across different testers and software versions. What should the project manager do FIRST?

1. Investigate the test workflow and common failure causes with the team before choosing corrective changes or assigning individual fault
2. Increase end-stage inspections while keeping the same acceptance procedure and defect escape path
3. Discipline the most recent tester without reviewing why other testers experienced the same defect
4. Publish a lesson-learned memo stating that the issue has been resolved after the next isolated successful test

Question 30

A data-center cooling retrofit requires a chiller supplier, but the building's heat-recovery requirements are still changing after energy simulations. The sponsor insists on a single fixed-price turnkey contract with no change allowance. The team must choose a procurement structure before issuing the tender. What should the project manager recommend?

1. Accept an unconditional fixed-price bid and allow engineers to clarify uncertain heat-recovery outcomes after signature
2. Use time-and-materials purchasing with no spending ceiling or acceptance controls to remove all contractual planning effort
3. Ask the supplier to hide design uncertainty in its standard warranty instead of discussing scope changes
4. Evaluate which requirements can be fixed, allocate unresolved design risk transparently, and negotiate controlled change, pricing and acceptance provisions before contract award