Exam PMP Topic 1 Question 50 Discussion
Actual exam question for PMI's PMP exam
Question #: 50
Topic #: 1
Question #: 50
Topic #: 1
Solution Development Case Study
A project manager was assigned to a project to deliver a corporate IT security solution within a 12-month timeline and a budget of $2.5 million USD. To help ensure project success, the project manager established a governance framework featuring a steering committee of senior executives from relevant functional areas.
The project manager conducted a detailed stakeholder analysis using a power/interest grid to prioritize engagement strategies and developed a quality management plan incorporating quality metrics, control charts, and acceptance criteria for each deliverable.
Project work required specialized security testing tools, so the project manager collaborated with the procurement team to develop vendor selection criteria and contract terms. The team used an agile approach to develop software coupled with a predictive approach to manage other aspects of the project. The project manager implemented a configuration management system to track changes and maintain version control of project information.
During execution, the project manager coordinated between various teams, including software development, cybersecurity, quality assurance, compliance, and customer experience, each with its own methodologies and tools. To address integration challenges, the project manager developed a comprehensive project management plan, with a detailed work breakdown structure (WBS), a master schedule using the critical path method, and earned value management (EVM). The team helped the project manager create and tailor a risk management plan focusing on integration points between teams, along with a communications matrix to ensure consistent cross-functional meetings with stakeholders.
During the project, challenges such as resource conflicts, scope creep, and technical integration issues arose.
The project manager addressed these challenges using a resource optimization plan, a formal change control process, and technical working groups.
The project was delivered within budget and was concluded 2 months later than the original baseline due to an approved change. Stakeholders accepted the delay due to additional security features added during execution.
The final product met all quality metrics and received positive feedback from beta customers. The project provided valuable lessons on early stakeholder alignment, integrated change control, cross-functional communication, and regular risk reassessment, which informed good practices for future projects within the organization.
What should the project manager create to provide project oversight and senior-level decision-making during the project life cycle?
(Refer to the Solution Development Case Study exhibit.)
A project manager was assigned to a project to deliver a corporate IT security solution within a 12-month timeline and a budget of $2.5 million USD. To help ensure project success, the project manager established a governance framework featuring a steering committee of senior executives from relevant functional areas.
The project manager conducted a detailed stakeholder analysis using a power/interest grid to prioritize engagement strategies and developed a quality management plan incorporating quality metrics, control charts, and acceptance criteria for each deliverable.
Project work required specialized security testing tools, so the project manager collaborated with the procurement team to develop vendor selection criteria and contract terms. The team used an agile approach to develop software coupled with a predictive approach to manage other aspects of the project. The project manager implemented a configuration management system to track changes and maintain version control of project information.
During execution, the project manager coordinated between various teams, including software development, cybersecurity, quality assurance, compliance, and customer experience, each with its own methodologies and tools. To address integration challenges, the project manager developed a comprehensive project management plan, with a detailed work breakdown structure (WBS), a master schedule using the critical path method, and earned value management (EVM). The team helped the project manager create and tailor a risk management plan focusing on integration points between teams, along with a communications matrix to ensure consistent cross-functional meetings with stakeholders.
During the project, challenges such as resource conflicts, scope creep, and technical integration issues arose.
The project manager addressed these challenges using a resource optimization plan, a formal change control process, and technical working groups.
The project was delivered within budget and was concluded 2 months later than the original baseline due to an approved change. Stakeholders accepted the delay due to additional security features added during execution.
The final product met all quality metrics and received positive feedback from beta customers. The project provided valuable lessons on early stakeholder alignment, integrated change control, cross-functional communication, and regular risk reassessment, which informed good practices for future projects within the organization.
What should the project manager create to provide project oversight and senior-level decision-making during the project life cycle?
(Refer to the Solution Development Case Study exhibit.)
Suggested Answer: D Vote an answer
The project manager should create a project steering committee. The question asks specifically for project oversight and senior-level decision-making during the project life cycle. A steering committee is the appropriate governance body for executive oversight, strategic alignment, escalated decisions, prioritization, resource conflicts, significant risks, and approval of major changes. The case describes a complex corporate IT security solution involving multiple functional areas, hybrid delivery, procurement, integration challenges, scope creep, and approved changes. These characteristics require senior governance beyond normal team coordination. A quality control system supports quality verification but does not provide executive decision- making. A change control board manages change requests, but its authority is narrower than overall project governance. Technical working groups are useful for resolving specialized technical issues, but they do not provide senior-level oversight. The steering committee provides the structure needed to keep the project aligned with organizational objectives and to resolve issues outside the project manager's authority.
PMBOK Guide Eighth Edition topics: project governance, steering committee, executive oversight, escalation, stakeholder alignment, decision authority, and project life cycle control.
PMBOK Guide Eighth Edition topics: project governance, steering committee, executive oversight, escalation, stakeholder alignment, decision authority, and project life cycle control.
by e.shaabanpm at Jul 23, 2026, 11:16 PM
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e.shaabanpm
2026-07-23 23:16:09To provide high-level project oversight, governance, and senior-level decision-making across functional areas, the project manager established a project steering committee.
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