Week 4 Chat PDF

A project team working on a high-stakes client project is experiencing internal friction. One group believes in following a strict process, while another prefers a flexible, adaptive approach. Disagreements have escalated into personal conflicts, affecting productivity and morale. What should the pr...

A project team working on a high-stakes client project is experiencing internal friction. One group believes in following a strict process, while another prefers a flexible, adaptive approach. Disagreements have escalated into personal conflicts, affecting productivity and morale. What should the project manager do? a\. Facilitate a structured discussion using the collaborative conflict resolution approach, ensuring both perspectives are heard and a mutually beneficial solution is developed.\ b. Allow the conflict to continue, assuming that competition between the two groups will drive better results.\ c. Impose a rigid process, instructing all team members to comply without further discussion.\ d. Separate the groups and assign them independent tasks to minimize conflict. Correct Answer: A ### A key stakeholder regularly contradicts project goals, creating confusion among team members. They insist on last-minute changes that derail progress, leading to frustration and reduced team engagement. What should the project manager do? a\. Use negotiation techniques to establish clear boundaries, ensuring stakeholder expectations align with project objectives.\ b. Accept the stakeholder's demands without pushback to maintain the relationship.\ c. Escalate the issue immediately to senior management without attempting resolution.\ d. Assign a dedicated team to handle the stakeholder's requests separately. Correct Answer: A ### During a conflict resolution meeting, two senior engineers refuse to collaborate after a heated argument. Their disagreement has stalled critical project decisions. What should the project manager do? a\. Use mediation techniques to help them reach a compromise, ensuring mutual respect and a path forward.\ b. Assign them to separate projects to avoid future conflicts.\ c. Side with one engineer and direct the other to follow instructions.\ d. Delay the resolution process, assuming time will ease tensions. Correct Answer: A ### A project sponsor and a functional manager disagree over resource allocation, each arguing that their department deserves higher priority. The dispute has led to project slowdowns. What should the project manager do? a\. Facilitate a conflict resolution session using objective data, ensuring decisions are based on project priorities rather than personal agendas.\ b. Reassign resources to the stakeholder with the highest organizational rank.\ c. Allow both parties to make independent decisions, hoping for a natural resolution.\ d. Reduce project scope to minimize resource constraints without addressing the conflict. Correct Answer: A ### A remote project team experiences growing tensions due to miscommunication across time zones. Some members feel excluded from important decisions, while others perceive them as disengaged. What should the project manager do? a\. Implement structured communication practices, such as asynchronous updates and rotating meeting schedules, ensuring equal participation.\ b. Require remote employees to work in the office part-time.\ c. Assign decision-making authority to in-office employees.\ d. Limit remote employee involvement in high-impact discussions. Correct Answer: A ### A newly assigned project manager inherits a team with a history of unresolved conflicts. Some team members harbor resentment, leading to passive-aggressive behavior. What should the project manager do? a\. Conduct team-building activities and open discussions, addressing past conflicts while fostering a culture of trust and collaboration.\ b. Ignore past issues and focus only on current project execution.\ c. Reorganize the team, replacing members who are unwilling to cooperate.\ d. Implement strict performance monitoring to enforce discipline. Correct Answer: A ### A client has unrealistic expectations, frequently demanding changes that exceed the project's agreed scope. The project manager fears that rejecting requests could damage the relationship. What should the project manager do? a\. Use integrative negotiation strategies, working with the client to balance feasibility and project success while setting firm boundaries.\ b. Accept all changes to keep the client satisfied, regardless of feasibility.\ c. Escalate every request to senior management.\ d. Avoid direct confrontation by delaying responses to change requests. Correct Answer: A ### A junior team member raises concerns about a senior manager's decision-making process, but they hesitate to speak openly for fear of retaliation. What should the project manager do? a\. Create a psychologically safe environment, encouraging open discussions without fear of negative consequences.\ b. Advise the junior team member to stay silent to avoid conflict.\ c. Report the senior manager's actions to HR without further discussion.\ d. Assign the junior member to a different project to avoid the issue. Correct Answer: A ### A crisis emerges when a key system failure halts project operations. Multiple stakeholders blame each other for the oversight, escalating tensions. What should the project manager do? a\. Focus on containment and resolution, facilitating a fact-based review after operations resume to prevent future occurrences.\ b. Identify a responsible party and enforce corrective actions immediately.\ c. Allow stakeholders to resolve the conflict independently.\ d. Shift responsibility to external consultants to manage the crisis. Correct Answer: A ### A project manager is mediating a dispute between two vendors competing for additional project work. Both are highly competitive and refuse to collaborate. What should the project manager do? a\. Use distributive and integrative bargaining tactics, ensuring negotiations result in a win-win outcome for all parties.\ b. Select one vendor and remove the other to simplify operations.\ c. Delay decision-making until one vendor concedes.\ d. Split work evenly, regardless of vendor capabilities. Correct Answer: A ### A high-stakes project is under intense scrutiny from multiple stakeholders. Two senior managers from different departments frequently override each other's decisions in meetings, leading to confusion among team members. Each claims their priorities take precedence, creating a hostile work environment. Attempts to mediate their disagreements privately have failed. What should the project manager do? a\. Escalate the conflict to an executive steering committee, presenting data-driven analysis on project priorities and potential impacts if alignment is not reached.\ b. Align with the senior manager who has the most political influence within the company, ensuring the project moves forward with less resistance.\ c. Implement a majority vote system among team members to determine which manager's directives to follow in case of future disagreements.\ d. Assign decision-making power to the project manager and enforce strict adherence to project governance without further stakeholder input. Correct Answer: A ### A project team is divided over whether to prioritize technical perfection or faster delivery. The engineering team insists that releasing a less-polished product could lead to long-term technical debt, while the business team demands immediate market entry to secure competitive advantage. The conflict has stalled project execution, with both sides refusing to compromise. What should the project manager do? a\. Conduct a structured risk-benefit analysis of both options, facilitating a data-driven negotiation where both teams align on the best balance between quality and speed.\ b. Side with the engineering team, ensuring long-term product sustainability at the cost of immediate market opportunity.\ c. Accelerate the project without technical refinement, assuming that any flaws can be patched in future updates.\ d. Allow the executive leadership team to dictate the final decision, removing accountability from the project team. Correct Answer: A ### A key project sponsor is actively blocking resource allocation for a critical initiative, arguing that other projects deserve higher priority. The decision is politically motivated, as the sponsor is aligned with another division's competing initiative. The project cannot proceed without the needed resources, but a direct confrontation risks escalating internal tensions. What should the project manager do? a\. Engage neutral executive stakeholders to facilitate a balanced prioritization discussion, ensuring decisions are based on project value rather than political interests.\ b. Challenge the sponsor's decision publicly, demanding immediate resource reallocation to the project.\ c. Attempt to secure informal resource commitments from team leads rather than confronting the sponsor directly.\ d. Submit a formal complaint to HR, citing the sponsor's actions as workplace obstructionism. Correct Answer: A ### During a high-pressure phase of the project, a senior team member publicly criticizes the project manager's leadership style, claiming they are making biased decisions in favor of certain team members. The accusation is unfounded, but it has damaged credibility and trust within the team. What should the project manager do? a\. Hold a transparent discussion with the team, addressing concerns openly while reinforcing decision-making transparency and fairness.\ b. Avoid discussing the accusation, assuming the team will recognize the project manager's fairness over time.\ c. Privately reprimand the senior team member for making a false accusation.\ d. Step back from key decision-making responsibilities to avoid further accusations of bias. Correct Answer: A ### A client repeatedly contradicts signed contractual agreements, demanding additional work without budget increases. The account management team is pressuring the project manager to comply, fearing that refusing could damage the long-term relationship. What should the project manager do? a\. Initiate a structured negotiation process, demonstrating the cost and resource impact of scope changes while exploring alternative solutions that benefit both parties.\ b. Agree to all additional work requests to maintain a strong client relationship, regardless of cost overruns.\ c. Escalate the issue immediately to the legal department, ceasing all further discussions with the client.\ d. Delay responding to change requests in the hope that the client will reconsider over time. Correct Answer: A ### A project manager overseeing an international team notices growing tensions between Western and Eastern team members due to cultural differences in conflict resolution styles. Some employees prefer direct confrontation, while others find this approach disrespectful and counterproductive. What should the project manager do? a\. Implement cross-cultural conflict resolution training, ensuring that all team members develop mutual understanding and adaptive communication strategies.\ b. Adopt the dominant cultural communication style to ensure consistency.\ c. Avoid discussing cultural differences, assuming that team members will naturally adjust to each other's styles.\ d. Assign work based on cultural compatibility to prevent potential conflicts. Correct Answer: A ### A high-ranking executive overrides the project manager's risk management strategy, arguing that the team should take shortcuts to meet aggressive deadlines. The project manager believes this approach significantly increases the risk of system failures post-launch. What should the project manager do? a\. Present a risk impact analysis to the executive, demonstrating the potential long-term consequences of bypassing risk management protocols.\ b. Accept the executive's directive, assuming that leadership has already considered the risks.\ c. Proceed with the original risk management plan without informing the executive.\ d. Transfer risk responsibility to the legal department and continue executing the revised plan. Correct Answer: A ### A newly promoted team lead is struggling to gain respect from more experienced team members, who frequently challenge their authority and disregard their decisions. The lead is becoming frustrated and disengaged. What should the project manager do? a\. Coach the team lead on authority-building techniques and structured decision-making strategies, ensuring they establish credibility through expertise rather than positional power.\ b. Reassign the team lead to a different project where they will face less resistance.\ c. Directly reprimand team members who challenge the lead's authority.\ d. Assume that the team will eventually adapt to the new leadership. Correct Answer: A ### A critical stakeholder has become increasingly unresponsive, delaying crucial approvals. Other team members speculate that the stakeholder may be deliberately stalling progress for political reasons. What should the project manager do? a\. Use escalation protocols and leverage executive sponsorship to re-engage the stakeholder and clarify project priorities.\ b. Remove the stakeholder from the project and proceed without their input.\ c. Assume responsibility for the stakeholder's approvals, making decisions on their behalf.\ d. Shift deadlines without addressing the stakeholder's lack of engagement. Correct Answer: A ### A project sponsor and a regulatory compliance officer are disagreeing on interpretations of project requirements. The sponsor wants minimal compliance overhead, while the compliance officer insists on strict adherence to every guideline. The debate has led to delays in implementation. What should the project manager do? a\. Facilitate a structured decision-making process, ensuring a balance between regulatory adherence and operational efficiency while keeping long-term risks in focus.\ b. Side with the sponsor, assuming they have the project's best interests in mind.\ c. Follow every regulatory requirement without question, regardless of the project's feasibility.\ d. Delay compliance discussions until later in the project lifecycle. Correct Answer: A ### A project manager is overseeing a team where two senior employees frequently argue in meetings. Their disagreements have started affecting morale, with other team members avoiding discussions to prevent escalating tensions. What should the project manager do? a\. Privately meet with both employees to understand the root cause of their disagreements and create a plan for respectful discussions.\ b. Implement a formal conflict resolution policy, requiring all disagreements to be escalated to senior leadership for mediation.\ c. Assign the employees to separate tasks so they have minimal interaction, preventing further tension.\ d. Address the issue in a team meeting by outlining expectations for behavior and requiring all conflicts to be resolved independently. Correct Answer: A ### A stakeholder keeps dismissing project risks that the team has identified, insisting that \"everything will work out\" despite data showing potential failures. Other stakeholders are beginning to feel frustrated and losing trust in the process. What should the project manager do? a\. Organize a risk management session, presenting the data in a way that highlights potential consequences while ensuring open discussion.\ b. Proceed with the project as planned and document all risk concerns, allowing the stakeholder to take responsibility if issues arise.\ c. Request that the stakeholder provide a formal written approval that they accept all risk outcomes.\ d. Minimize further discussions about risks to maintain a positive project atmosphere and avoid unnecessary disputes. Correct Answer: A ### A team member believes they are consistently assigned less important work compared to their peers. They begin complaining openly in meetings and rejecting tasks, creating tension within the team. What should the project manager do? a\. Arrange a private conversation to understand their concerns and discuss ways to align assignments with their career goals while ensuring fairness.\ b. Rotate project assignments for everyone, ensuring that no single person feels they are being treated unfairly.\ c. Address the issue publicly in a team meeting and ask the employee to explain their complaints to the group.\ d. Ask another senior team member to speak with them privately and mediate the situation. Correct Answer: A ### A project sponsor and a technical lead strongly disagree on whether to implement a new tool that could improve efficiency but requires significant investment. The argument has stalled progress, with neither side willing to compromise. What should the project manager do? a\. Facilitate a cost-benefit analysis discussion, ensuring both perspectives are considered while focusing on the overall project impact.\ b. Support the technical lead's recommendation, since they are the expert in the field, and push the sponsor to approve it.\ c. Allow the project sponsor to make the final decision and instruct the team to proceed accordingly.\ d. Delay the decision until later in the project, hoping that one side eventually concedes. Correct Answer: A ### A long-time vendor for the company has delivered subpar results for the second consecutive project. The project team wants to replace them, but a senior executive insists on continuing the partnership due to past loyalty. What should the project manager do? a\. Present objective performance metrics to leadership, demonstrating how continued underperformance could negatively impact the project.\ b. Follow the executive's directive and continue working with the vendor, adjusting expectations.\ c. Assign only low-risk tasks to the vendor while quietly exploring alternatives.\ d. Reduce quality control on deliverables to avoid further conflict and meet deadlines. Correct Answer: A ### A junior team member frequently disagrees with senior team members in meetings, sometimes challenging their authority. While their ideas have merit, their approach is causing frustration among the leadership team. What should the project manager do? a\. Coach the junior team member on effective communication strategies, helping them express concerns in a way that fosters collaboration.\ b. Advise them to stop questioning senior team members, as this is damaging relationships.\ c. Remove them from meetings where they have historically created tension.\ d. Support the junior member fully and encourage them to continue speaking up without addressing their delivery style. Correct Answer: A An external consultant involved in the project has a history of conflicts with internal staff. The consultant is technically skilled, but multiple team members have expressed discomfort in working with them. What should the project manager do? a\. Facilitate a discussion between the consultant and the team, setting clear expectations for collaboration moving forward.\ b. Remove the consultant from the project immediately to avoid further issues.\ c. Allow the consultant to continue their work without involvement in team meetings.\ d. Instruct team members to separate personal feelings from professional work and move forward. Correct Answer: A ### A project manager notices that two department heads avoid direct communication, instead relaying messages through intermediaries. This behavior is causing delays and leading to miscommunication. What should the project manager do? a\. Schedule a direct mediation session between them, ensuring they establish clear communication expectations.\ b. Take on the role of the intermediary to minimize future delays.\ c. Escalate the issue to executive leadership to force cooperation.\ d. Allow them to continue using intermediaries if it prevents further conflict. Correct Answer: A ### A remote team member feels that in-office employees receive more leadership opportunities and has voiced concerns about being overlooked. They are becoming disengaged. What should the project manager do? a\. Implement equitable leadership development opportunities, ensuring remote employees have visibility and growth paths.\ b. Ask the remote employee to be more proactive in seeking leadership roles.\ c. Rotate leadership roles only among in-office employees to maintain efficiency.\ d. Offer the remote employee a token leadership title without additional responsibilities. Correct Answer: A ### Two stakeholders are competing for influence over project direction, using passive-aggressive tactics such as withholding information and challenging decisions in meetings. The rivalry is causing delays. What should the project manager do? a\. Facilitate a structured alignment session, ensuring both stakeholders understand shared project goals and agree on decision-making processes.\ b. Choose a stakeholder to side with and proceed accordingly to prevent further delays.\ c. Allow the stakeholders to resolve their conflict independently, avoiding involvement.\ d. Escalate the issue immediately to leadership, removing both stakeholders from the decision-making process. Correct Answer: A ### A senior architect and a lead developer are in a heated dispute over the project's technical approach. The architect insists on a highly scalable, complex architecture, while the developer argues for a simpler solution that ensures faster implementation. The conflict has delayed key design decisions. What should the project manager do? a\. Facilitate a technical feasibility review, comparing both approaches with quantifiable pros and cons before making a data-driven decision.\ b. Support the architect's approach, since scalability is a long-term priority, even if it delays the project.\ c. Direct the team to proceed with the simpler solution to prioritize faster delivery.\ d. Allow the architect and developer to continue their debate until one side concedes. Correct Answer: A ### A functional manager has been reassigning team members to other projects without informing the project manager. This has led to unexpected resource shortages and delays in project milestones. What should the project manager do? a\. Meet with the functional manager to negotiate clear resource commitments, ensuring project needs are met without harming other initiatives.\ b. Escalate the issue to executive leadership, requesting direct intervention.\ c. Adjust project scope to account for the reduced team size rather than confronting the issue.\ d. Quietly request additional team members from other departments to compensate for the losses. Correct Answer: A ### A key stakeholder is publicly criticizing the project in external forums, stating that leadership is mismanaging resources. While their concerns may have some validity, this behavior is damaging the project's credibility. What should the project manager do? a\. Arrange a private discussion with the stakeholder to address their concerns and establish a more constructive way to communicate issues.\ b. Publicly refute the stakeholder's claims to defend the project's reputation.\ c. Escalate the issue to legal and corporate communications for official action.\ d. Ignore the complaints, assuming they will fade over time. Correct Answer: A ### A project manager is leading an international team where cultural differences in conflict resolution styles are causing misunderstandings. Some team members expect direct feedback, while others perceive this as confrontational. What should the project manager do? a\. Implement cultural competency training and establish team norms that respect different communication styles while maintaining efficiency.\ b. Require all team members to adopt a single feedback style, ensuring uniformity.\ c. Assign culturally similar team members to work together to avoid conflicts.\ d. Let each team member handle conflicts in their own way, assuming they will adapt over time. Correct Answer: A ### An executive leader repeatedly interrupts project planning meetings to demand real-time updates on progress, often forcing the team to shift focus from execution to reporting. This is disrupting productivity and frustrating team members. What should the project manager do? a\. Negotiate structured reporting intervals, ensuring executives receive timely updates without disrupting workflow.\ b. Comply with the executive's demands, assigning a dedicated resource to handle last-minute reporting.\ c. Reduce the frequency of meetings to minimize opportunities for disruption.\ d. Escalate the issue to senior leadership, requesting that the executive be excluded from meetings. Correct Answer: A ### A junior employee believes they are being excluded from high-impact decision-making and has started expressing frustration publicly in team meetings. Other team members are becoming uncomfortable with the employee's increasingly confrontational tone. What should the project manager do? a\. Have a one-on-one conversation with the employee, addressing their concerns while clarifying project roles and decision-making processes.\ b. Allow the employee to continue expressing their concerns in meetings, assuming this will resolve itself.\ c. Remove the employee from meetings where high-level decisions are being discussed.\ d. Escalate the issue to HR, as the employee's behavior is disrupting team dynamics. Correct Answer: A ### A client has asked for a significant scope change that will extend the project timeline. The team believes this risks overloading employees, while the client insists that they need the changes completed within the original timeframe. What should the project manager do? a\. Facilitate a formal scope change discussion, outlining the impact on resources, budget, and deadlines, and explore potential compromises.\ b. Accept the client's request but require mandatory overtime to accommodate the expanded scope.\ c. Reject the client's request outright, citing original contract agreements.\ d. Proceed with the additional work but quietly de-prioritize less visible tasks to meet deadlines. Correct Answer: A ### Two senior employees have a long-standing personal rivalry that is now affecting team morale. Other team members are hesitant to take sides, leading to a breakdown in communication. What should the project manager do? a\. Facilitate a mediation session, addressing the underlying personal issues and setting clear expectations for professional behavior.\ b. Reassign both employees to separate projects to avoid further tension.\ c. Support one employee over the other based on their seniority.\ d. Let them resolve the conflict on their own without intervention. Correct Answer: A ### A project milestone has been delayed, and a sponsor is demanding immediate action to bring the project back on schedule. The project team believes that rushing the next phase will increase the risk of errors. What should the project manager do? a\. Present an adjusted project timeline, balancing sponsor demands with risk management to ensure quality deliverables.\ b. Push the team to work faster, accepting that some quality compromises may be necessary.\ c. Shift resources from another project without informing other stakeholders.\ d. Reduce the scope of the next phase without consulting the sponsor. Correct Answer: A ### A project manager is mediating a dispute between two departments that disagree on resource allocation. Both teams feel they are being unfairly treated, and tensions are rising. What should the project manager do? a\. Use objective data to evaluate resource needs, ensuring a fair distribution based on project priorities rather than department influence.\ b. Support the department with the most urgent needs, even if it's unfair to the other team.\ c. Allow department heads to negotiate the allocation without project management involvement.\ d. Reduce project scope to ensure that fewer resources are needed overall. Correct Answer: A ### A senior executive and a project sponsor have fundamentally different visions for the project. The executive wants rapid deployment, while the sponsor prioritizes meticulous testing to prevent risks. The disagreement has led to paralysis in decision-making, putting the timeline at risk. What should the project manager do? a\. Facilitate a risk-based discussion, outlining trade-offs between speed and quality while guiding them toward a decision.\ b. Defer to the senior executive's preference, since they hold more authority.\ c. Prioritize the sponsor's approach and extend the timeline to allow for thorough testing.\ d. Proceed with development as planned and resolve the issue later if it escalates. Correct Answer: A ### A high-performing employee becomes defensive and combative when receiving feedback, making it difficult to address performance gaps. Their technical expertise is critical to project success, but their attitude is damaging team morale. What should the project manager do? a\. Privately discuss the issue, focusing on how their behavior affects the team and suggesting strategies for receiving feedback.\ b. Remove them from key discussions and allow them to work independently to avoid conflict.\ c. Reassign them to a different project where their expertise can be utilized without affecting the team.\ d. Deliver performance feedback in a group setting so the employee understands they are being watched. Correct Answer: A ### A critical stakeholder continuously escalates minor issues to senior leadership, bypassing the project manager. This is creating tension and eroding trust between leadership and the project team. What should the project manager do? a\. Have a direct conversation with the stakeholder, explaining the proper escalation channels and reinforcing structured communication.\ b. Ask senior leadership to ignore the stakeholder's complaints to prevent unnecessary disruptions.\ c. Assign a liaison to manage the stakeholder's concerns and limit direct involvement.\ d. Allow the stakeholder to continue escalating issues and address leadership concerns as they arise. Correct Answer: A ### A team member has privately voiced concerns about possible unethical financial practices in the project but fears retaliation if they speak up. They are hesitant to file a formal complaint without guarantees of protection. What should the project manager do? a\. Direct them to the organization's confidential reporting channels, ensuring they understand protections in place.\ b. Advise them to gather more evidence before escalating concerns.\ c. Privately speak to the finance team to investigate without documenting the concern.\ d. Tell them to avoid getting involved unless there is a clear legal violation. Correct Answer: A ### An influential senior manager is pushing for a vendor selection process that lacks transparency, favoring a vendor with a history of underperformance. The team is hesitant to challenge the decision. What should the project manager do? a\. Recommend a competitive bidding process based on objective evaluation criteria.\ b. Approve the senior manager's vendor selection to maintain political alignment.\ c. Reduce project dependency on vendor performance to minimize risk.\ d. Allow the team to proceed but keep formal documentation of concerns for future reference. Correct Answer: A ### A key team member repeatedly dismisses input from junior employees, leading to frustration and reduced engagement from newer team members. The senior employee believes that their experience justifies their approach. What should the project manager do? a\. Address the issue privately, reinforcing the importance of inclusivity and knowledge-sharing.\ b. Allow the senior employee to lead without interference, as they have more expertise.\ c. Assign junior employees separate workstreams to prevent further frustration.\ d. Publicly challenge the senior employee in a meeting to correct their behavior. Correct Answer: A ### A government project is facing conflict over budget transparency. Some stakeholders believe that certain cost allocations are unnecessary, while others argue they are critical for compliance. The disagreement has delayed funding approval. What should the project manager do? a\. Provide detailed financial justifications and facilitate discussions focused on legal and operational requirements.\ b. Reallocate budgets internally to satisfy both sides without a formal discussion.\ c. Allow the dispute to continue, assuming leadership will eventually resolve it.\ d. Push for immediate budget approval to prevent further delays, even if concerns remain. Correct Answer: A ### A remote team is experiencing communication breakdowns, with emails being misinterpreted and team members assuming hostile intent where none exists. Frustrations are escalating. What should the project manager do? a\. Implement structured asynchronous communication guidelines and encourage regular video check-ins to improve tone clarity.\ b. Reduce email communication and require all discussions to be held in live meetings.\ c. Rotate team members into on-site visits to improve relationships.\ d. Allow the team to resolve their misunderstandings over time without intervention. Correct Answer: A ### A project's final phase has been reached, but several unresolved disputes remain regarding which deliverables must be completed before closure. Multiple departments have competing priorities. What should the project manager do? a\. Facilitate a structured prioritization meeting, aligning final deliverables with contractual obligations and business impact.\ b. Proceed with closure based on the project team's assessment, ignoring stakeholder conflicts.\ c. Delay closure indefinitely until all disputes are resolved.\ d. Allow each department to submit final deliverables separately without alignment. Correct Answer: A ### A project manager is handling a merger transition project, where employees from two companies are clashing over process standardization. Each side wants their approach to be the default methodology. What should the project manager do? a\. Implement a neutral process evaluation, identifying best practices from both companies while creating a shared system.\ b. Adopt the methodology used by the larger or more dominant company.\ c. Allow each department to maintain their own processes, preventing further disputes.\ d. Alternate between both approaches periodically to keep both teams satisfied. Correct Answer: A