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Correct answer: Analyze pilot usage data and user feedback to identify adoption barriers, then update the change plan before the campus-wide rollout.

Low adoption is a signal, not a verdict. The pilot exists to generate learning, so the project manager first diagnoses root causes from usage analytics and user feedback, then adapts the change, training, and communication approach. Mandates and executive directives address compliance rather than capability or willingness, and simply extending the pilot or adding more of the same training repeats an approach that has not worked.

Correct answer: Meet with faculty senate representatives to understand their concerns, document the impacts, and update the stakeholder engagement and communications plans.

Influential stakeholders who feel unheard become sustained resistance. The project manager engages the faculty senate directly, analyzes and documents the impact of their concerns, and tailors engagement and communications accordingly. The CAB governs release decisions, not stakeholder relationships; forwarding documentation without dialogue dismisses the concern; and logging a risk alone is passive monitoring rather than engagement.

Correct answer: Have the team prioritize one or two improvement actions from the theme, assign owners, and pull them into the next iteration's work.

Continuous improvement requires that retrospective findings convert into committed, owned work in the next iteration; a theme repeating three times means prior actions were never implemented. Recording it for closeout defers value, an enterprise-wide CAB directive is disproportionate and outside the team's control, and inviting an observer does not by itself change the flow of configuration information.

Correct answer: Record the savings measure, target date, and metric in the benefits realization plan and confirm the operations owner who will track it after closure.

Benefits frequently accrue after the project ends, so the project manager documents the measure, timing, and metric in the benefits realization plan and formally transitions accountability to the operational owner and sponsor. Declaring an unmeasured benefit achieved is inaccurate, extending the project to chase a post-transition benefit wastes project resources, and deleting the target destroys the business case linkage that justified the investment.

Correct answer: Track adoption and ticket-trend metrics through a hypercare period and direct targeted coaching and knowledge-base updates where the issues cluster.

Reinforcement is the phase where change becomes permanent: measure adoption and ticket patterns, then apply targeted support and refreshed knowledge assets to the specific pain points. Reverting to the legacy suite undermines the change and duplicates cost, generic repeated webinars ignore the data showing where the problems are, and closing the project without knowledge transfer strands the operational team.

Correct answer: Item 1: Resistant; Item 2: Unaware; Item 3: Leading; Item 4: Neutral; Item 5: Supportive

The stakeholder engagement assessment matrix classifies stakeholders as unaware, resistant, neutral, supportive, or leading.

The union is aware of the project and actively opposing the change and its outcomes, which is resistant. The harbourmaster's office has no knowledge of the project or its impacts, so it is unaware. The operations director not only supports the outcome but is actively engaged in ensuring success by chairing governance, funding change work, and removing obstacles, which defines leading. The customs liaison is informed but deliberately neither supports nor opposes, which is neutral. The shipping line manager is aware and endorses the change and contributes resources, yet does not drive the effort, which is supportive rather than leading.

Distinguishing neutral from supportive, and supportive from leading, depends on whether the stakeholder merely knows, endorses, or actively drives project success.

Correct answer: Day 5: 68 remaining

A burndown line can only rise when work is added to the committed scope. Remaining points fall steadily from day 0 through day 4, then jump from 54 to 68 on day 5, so day 5 is the first evidence that the regulator's revised detection rule injected new configuration and retest work into the iteration. Because the change originates outside the project and affects a safety-critical deliverable, the project manager records it in the change log, raises a change request for the appropriate authority, and logs the compliance exposure in the risk register with an assessment of schedule, cost, and safety-case impact. The slower-than-ideal burn on days 1 through 4 reflects normal variability, not scope change. The steeper burn after day 5 shows the team absorbing unapproved work, which conceals the impact rather than revealing when it began.