29. During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone. How should the project manager approach this situation?

A. Apply additional resources to realize the early deliverable and ensure the next milestone is achieved.

B. Focus on the deliverable of the next project milestone as per the client's strict instructions.

C. Review the change management plan to discuss early benefits realization with the client.

D. Evaluate whether the client's request will add extra features to the project deliverable.

30. A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work. What should the project manager do next to fulfill this resource need?

A. Determine resource allocation options based on project priority.

B. Apply changes to the existing resource allocations and inform the development manager.

C. Meet with the sponsor to determine how to rebaseline the schedule.

D. Inform the sponsor of the situation and request an extension of the target completion date.

31. A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes. What should the project manager do next?

A. Determine the impact of the risk and prioritize outcomes that do not affect the tax module.

B. Delay developing the indirect tax module until the tax regulation comes into effect.

C. Assess the impact of the risk with an expert and prioritize further outcomes with the client.

D. Analyse the impact of the risk and discuss with the team to determine how to separate the tax module.

32. The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreed-upon communications management plan. This key stakeholder, however, seldom attends the status report meetings. What should the project manager do first to address this situation?

A. Evaluate the communication needs to discover the gaps and adjust the original plan if needed.

B. Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs).

C. Review the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the stakeholder.

D. Provide evidence to the project sponsor that the project is on track and the communications have been sent. 33. A project manager is leading a fast-moving project with strict deadlines and minimal time to deliver each milestone. The project manager discovers that one of the remote team members, who puts a lot of effort into delivering the project, has confided in an on-site team member. The remote team member feels they are not being adequately rewarded and recognized for their job. What should the project manager do?

A. Make arrangements with the resource's functional manager to relocate the team member to another existing project.

B. Send a copy of the engagement contract to the remote team member and indicate that the team member is entitled to what is included in the contract.

C. Inform the human resource (HR) manager of this situation and ensure this news does not spread.

D. Engage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.