PMP Practice Questions #132
You are in the project closure phase, and you recall that a crucial task – training your team in new technology – remains uncompleted due to the unavailability of the designated trainer. This training was supposed to enhance team efficiency and adaptability for current and future projects. Given that the project is now concluding, how should you address this uncompleted task?
A) Mark the task as complete in the project documentation, assuming it is no longer relevant since the project is approaching closure.
B) Leave the task marked as pending in the project records, considering it non-crucial as the project is ending.
C) Document the uncompleted task in your project’s lessons learned, providing details of the planned training, the reason for its incompletion, and its current status.
D) Transfer the responsibility for this training to the next project manager, ensuring continuity by passing along all relevant information and materials related to the planned session.
Analysis
Addressing an uncompleted task during the project closure phase requires a thoughtful approach that ensures knowledge transfer, acknowledges project realities, and prepares for future initiatives. The task in question, a crucial training session, was intended to enhance team efficiency and adaptability, underscoring its importance beyond the immediate project.
Analysis of Options:
Option A: Mark the task as complete in the project documentation, assuming it is no longer relevant since the project is approaching closure. This approach misrepresents project achievements and undermines the transparency crucial for effective project management and stakeholder trust. It fails to capture the opportunity for learning and improvement.
Option B: Leave the task marked as pending in the project records, considering it non-crucial as the project is ending. While slightly better than Option A, this approach lacks proactive engagement with the issue. It does not provide a pathway for addressing the missed training or capturing the reasons behind its incompletion.
Option C: Document the uncompleted task in your project’s lessons learned, providing details of the planned training, the reason for its incompletion, and its current status. This method is the most comprehensive and constructive approach. It not only acknowledges the task’s incompletion but also provides a detailed account of the circumstances, ensuring that future projects can learn from and possibly rectify this missed opportunity. This aligns with the principles of continuous improvement and knowledge sharing in project management.
Option D: Transfer the responsibility for this training to the next project manager, ensuring continuity by passing along all relevant information and materials related to the planned session. While ensuring continuity, this approach might not fully capture the context or lessons learned from the current project’s experience. It assumes another opportunity will arise to address this training, which may not align with future project priorities or contexts.
Conclusion: Option C stands out as the best approach to address the uncompleted task. It ensures that the reasons for incompletion are thoroughly documented, providing valuable insights for future projects. This approach fosters a culture of learning and continuous improvement, which are hallmarks of effective project management. By capturing this in the lessons learned, the project manager ensures that the organization retains knowledge and is better prepared for similar challenges in the future.
PMP Exam Content Outline Mapping
| Domain | Task |
|---|---|
| Process | Task 16: Ensure knowledge transfer for project continuity |
| Process | Task 17: Plan and manage project/phase closure or transitions |
Topics Covered
- Project Closure
- Training
- Lesson Learned
