PMP Practice Questions

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.

On a project to modernize health records at a hospital, the project manager proposed a two-month timeline extension to provide training on the new solution for medical staff. Approval from the board of directors is required to make the timeline change.

Which statement represents the justification for extending the timeline? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)

The project team is in the delivery phase, yet stakeholders are providing change requests that require the team to restart deliverables. Most of the change requests

are coming from new stakeholders.

What should the project manager do?

A project manager is working on a marketing mobile application development project. The application has recently launched a new feature enabling users to upload

photos. A content moderator is responsible for reviewing the photos, but management is concerned about the risk of human error. Management suggests a third-party

artificial intelligence (Al) tool to assist.

What should the project manager do?

A team member is experiencing personal issues and has not participated in key project meetings. Other members of the project team are complaining about this

behavior and urge the project manager to take action.

What should the project manager do?

A project manager has recently conducted a kickoff meeting for a project aimed at updating a product for a client in the insurance services sector. The product owner

has given notice of their departure from the company in two months, prompting the client to express concerns about the change in personnel.

What should the project manager do?

Midway through a product launch, a major supplier announces a three-week shutdown due to a warehouse fire. This supplier provides hardware that is critical to integration testing.

What should the project manager do?

A project is delivering a new e-commerce platform. During execution, external market trends show shifting customer preferences toward mobile-first experiences.

There is uncertainty about whether the current feature set will meet user expectations.

What should the project manager do?

A project manager is assigned to a project in which the business and the technology to be used are well-known. What should the project manager do to learn about

the customer ' s needs, the complexity, and the resulting impact of the project?

Top management is considering terminating a failing project. A newly hired project manager is invited to attend a meeting at which this will be discussed.

What should the new project manager do?

A project team released the first phase of a newly developed IT system to their operations team a month ago. The project team is currently working on new tasks for

the next phase but is continually contacted by operations key users with their new findings.

What should the project manager do to avoid this situation in the future?