PMP Exam Dumps - Project Management Professional (2025 Version)

The probable reason for the difficulty in conducting the entrepreneurship training is that the project did not identify and engage the correct stakeholders. Stakeholders are individuals, groups, or organizations that may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of a project1. Stakeholder identification and engagement are essential processes for ensuring the success of a project, as they help to understand the needs, expectations, interests, and influence of the stakeholders, and to manage their involvement and communication throughout the project life cycle2. In this case, the local municipal governments are key stakeholders, as they have the authority to approve or reject the training activities in their towns. The project manager should have identified them as such, and engaged them appropriately to obtain their support and cooperation. By failing to do so, the project manager created a risk that could jeopardize the project implementation and objectives. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13: Project Stakeholder Management, page 513.

2: Business Analysis for Practitioners: A Practice Guide, Chapter 2: Needs Assessment, page 17.

The project manager should first assess the impact of the layoff on the project objectives, scope, schedule, cost, quality, and risk. The project sponsor is the person who provides the resources and support for the project and is accountable for enabling success1. Therefore, the project manager should request a meeting with the project sponsor to discuss the viability of the project and determine the next actions, such as revising the project plan, securing additional resources, or terminating the project. This is the best option among the given choices.

Option B is not the best answer because the project manager should not discuss trade-offs with the customer without consulting the project sponsor first. The project sponsor is the one who authorizes any changes to the project scope or quality1.

Option C is not the best answer because the project manager should not request a meeting with the finance department to increase the budget without consulting the project sponsor first. The project sponsor is the one who approves the project budget and any changes to it1.

Option D is not the best answer because the project manager should not request a meeting with the HR department and demand they find a solution to retain the project team members. This is not a realistic or respectful way to handle the situation. The project manager should work with the project sponsor and the HR department to find the best possible solution for the project and the affected team members2. References: 1: PMBOK Guide, 7th Edition, Section 4.1.2, Project Sponsor Role and Responsibilities 2: PMBOK Guide, 7th Edition, Section 9.1.3, Develop Team: Tools and Techniques

According to the PMBOK Guide, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1 An issue log is a project document that provides a mechanism for tracking and monitoring issues until they are resolved1 The issue log typically contains information such as the issue description, the issue type, the issue owner, the issue priority, the issue status, and the issue resolution1 The issue log is updated throughout the project as new issues arise and existing issues are resolved1

In the given scenario, the project manager is executing a project where an external vendor will provide some deliverables. After awarding the contract to the vendor, the project manager is informed that the vendor is running behind schedule on a separate project. Finding another vendor will exceed the budget. This situation presents an issue that affects the project schedule, cost, and quality, and requires immediate attention and resolution. The project manager should update the issue log first to document the issue, assign an owner, and monitor the status of the issue2 Updating the issue log will also help to communicate the issue to the relevant stakeholders and facilitate the issue management process2

The other options are not the best choices for the following reasons:

Option B: Lessons learned register. A lessons learned register is a project document that captures the knowledge gained from the project and provides a basis for future actions and decisions. The lessons learned register is updated throughout the project as lessons are learned and validated. However, updating the lessons learned register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the lessons learned register with the relevant information and insights after the issue is resolved.

Option C: Stakeholder engagement plan. A stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions to effectively engage project stakeholders throughout the project life cycle. The stakeholder engagement plan is updated as needed to reflect the current and desired levels of stakeholder engagement. However, updating the stakeholder engagement plan is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the stakeholder engagement plan if the issue affects the stakeholder expectations, interests, or influence.

Option D: Risk register. A risk register is a project document that records the details of identified individual project risks and other information related to risk analysis and risk response planning. The risk register is updated throughout the project as new risks are identified and existing risks are analyzed, prioritized, and responded to. However, updating the risk register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the risk register if the issue triggers a risk response or creates a new risk.

According to the PMBOK Guide, a resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled. It also includes the roles and responsibilities of project team members and other stakeholders, as well as the resource calendars and the process for managing changes to resource assignments. When a key subject matter expert (SME) leaves a multiyear project due to organizational downsizing, the project manager should refer to the resource management plan to determine how to replace the SME, how to transfer the SME’s knowledge and expertise to the remaining team members, and how to communicate the change to the relevant stakeholders. The other options are not the best actions to take in this situation. Updating the stakeholder register is a possible consequence of the change, but not the first thing to do. Consulting the project sponsor may be helpful, but not as effective as following the established plan. Modifying the statement of work (SOW) is not necessary unless the scope of the project is affected by the loss of the SME. References: PMBOK Guide, 6th edition, pages 313-314, 318-319.

According to the PMBOK Guide, a hybrid project approach is a combination of predictive, agile, and/or iterative methods that best suit the project context and objectives. A hybrid project approach requires the project manager to establish team behavior and develop an understanding of how to work together, as different team members may have different preferences, expectations, and experiences with different project methods. The project manager should facilitate collaboration, communication, and integration among team members, and align them with the project vision, goals, and values. The project manager should also provide feedback, coaching, and recognition to the team members, and foster a culture of trust, respect, and learning. The project manager should not advise the team to adjust their work habits and behaviors to allow for better conflict resolution, as this may imply that the project manager is imposing a single way of working on the team, rather than embracing diversity and flexibility. The project manager should not call a team meeting to discuss team members’ strengths and weaknesses, as this may create unnecessary tension and conflict among team members, and may not address the specific challenges and opportunities of a hybrid project approach. The project manager should not establish rules and regulations for team members with consequences if the goals are not reached, as this may create a rigid and punitive environment that discourages innovation, experimentation, and adaptation, which are essential for a hybrid project approach. References: PMBOK Guide, 7th edition, pages 14-15, 25-26, 32-33; Hybrid Project Management: What You Need to Know

 The project manager should work with the team to analyze which processes are suitable to use and define them in the ground rules. This will help to resolve the conflict by creating a common understanding of the project processes, expectations, and norms among the team members from different companies. The project manager should also facilitate communication and collaboration among the team members and foster a positive team culture. Avoiding the conflict, reviewing the historical information, and asking the team to use company B’s processes are not effective ways to resolve the conflict, as they do not address the root cause of the problem or involve the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 48-49, 343-344, 368-369; PMP Exam Content Outline, 2020, pages 6-7.

A hybrid approach is a combination of predictive and adaptive (or agile) methodologies that can be tailored to suit the project’s needs and context. A hybrid approach can offer the benefits of both approaches, such as clarity, flexibility, responsiveness, and customer satisfaction. However, a hybrid approach also requires careful planning, coordination, and communication among the project stakeholders, especially the project manager, the product manager, and the project sponsor12.

The best option for the project manager to proceed with the project management plan is to explore with the product manager to determine if there are viable opportunities to deliver value incrementally and increase business value. This option can help the project manager to understand the product vision, scope, and requirements, and to identify the areas where an adaptive approach can be applied. It can also help the project manager to collaborate with the product manager and align their expectations and goals. Moreover, it can help the project manager to demonstrate the value of a hybrid approach to the project sponsor and gain their support and approval3 .

The other options are not as effective or relevant for proceeding with the project management plan:

A. Ask the team to assess whether the product specification can be expressed in user stories to enable a Scrum or Kanban approach: User stories are a common tool used in agile methodologies to describe the features and functionalities of a product from the perspective of the end user. They help to capture the user needs, preferences, and value proposition. However, user stories are not the only way to express the product specification, and they may not be suitable for every project or product. Asking the team to assess whether the product specification can be expressed in user stories may not address the project manager’s need to explore the hybrid approach with the product manager and the project sponsor. It may also create confusion or conflict among the team members, who may not be familiar with or comfortable with agile methodologies .

C. Recommend to the project sponsor that a predictive approach is appropriate for the project due to the stable product requirements: A predictive approach is a traditional methodology that follows a linear and sequential process of planning, executing, and controlling the project. A predictive approach is suitable for projects that have stable and well-defined requirements, scope, and deliverables. However, a predictive approach may not be able to accommodate changes, uncertainties, or complexities that may arise during the project. Recommending to the project sponsor that a predictive approach is appropriate for the project may not reflect the project manager’s willingness to explore the hybrid approach, and may also disregard the project sponsor’s request and preference .

D. Ask the product manager whether they are prepared to act as product owner for the project in order to participate in iterative planning and reviews: A product owner is a role in agile methodologies that represents the voice of the customer and the business. A product owner is responsible for defining, prioritizing, and validating the product backlog, and for collaborating with the development team and the stakeholders. A product owner is also involved in iterative planning and reviews, such as sprint planning, sprint review, and sprint retrospective. However, a product owner is not the same as a product manager, and they may have different skills, responsibilities, and expectations. Asking the product manager whether they are prepared to act as product owner for the project may not be appropriate or realistic, and may also imply that the project manager has already decided to adopt an agile methodology without consulting the product manager or the project sponsor .

The project manager should discuss the issue with the functional manager to understand the reason for the complaint. This is the best option because it shows the project manager’s respect and communication skills, as well as the willingness to resolve the conflict in a constructive way. By discussing the issue with the functional manager, the project manager can also clarify the expectations, roles, and responsibilities of the team member, as well as identify the root cause and possible solutions for the problem. This option also aligns with the PMBOK® Guide’s guidance on managing stakeholder engagement, which includes addressing and resolving issues, and fostering collaboration among stakeholders1.

The other options are not as effective as option B. Option A is not fair and may demotivate the team member and the rest of the team. Option C is not collaborative and may escalate the conflict. Option D is not realistic and may create more interruptions and resistance from the functional manager. References: 1: PMBOK® Guide, 6th edition, page 518