CompTIA Project+

To address the reluctance of the sales organization in adopting the new customer relationship management system, two key steps should be taken. First, training users on the proper use of the system is crucial to ensure they understand how to utilize it effectively. Often resistance to new systems arises from a lack of familiarity or confidence in using them, and training can directly mitigate this issue. Secondly, holding sessions to understand user challenges is essential in identifying specific concerns or obstacles that users are facing. By engaging with the users directly, the PM can gain insights into the root causes of the reluctance and work towards addressing them, thereby facilitating a smoother adoption process.

Following a successful release, a project manager sends out a survey to stakeholders to gain insights into areas of opportunity for the team. The most appropriate use of the survey results is for performance feedback. The feedback gathered from the survey can help the project manager identify strengths and areas for improvement for the project team, informing future initiatives and enhancing team performance. Daily stand-ups are for day-to-day progress updates, project momentum refers to the overall progress and drive of the project, and meeting minutes are simply records of meeting discussions. Therefore, performance feedback is the correct answer.

Reconciling the budget is an activity that should be used in the closing phase of a project to support the project triple constraint. The project triple constraint refers to the relationship between scope, time, and cost in a project. Reconciling the budget ensures that all expenses have been accounted for, and the final budget is reconciled with the actual expenses, which is crucial to measuring cost performance and thus supports one of the key components of the project triple constraint.

The Pareto chart is the best tool for identifying the most important causes in a quality analysis review. This chart, also known as the 80/20 rule, helps to prioritize problems by showing their frequency of occurrence and highlighting the most significant issues. By displaying causes in descending order of importance, it allows the project manager to focus on the critical few causes that will have the most substantial impact on improving the quality.