PMP Exam Dumps - Project Management Professional (2025 Version)

The project manager should use an iterative approach for both the requirements analysis and delivery phases of the project. An iterative approach involves breaking down the project scope into smaller increments and delivering them in cycles, with feedback and validation from the client at each cycle. This approach is suitable for projects with clear requirements, but also allows for flexibility and adaptation to changing needs and expectations. The client’s request to see a demo of the work completed every two weeks indicates that they value frequent and incremental delivery of value, which is consistent with an iterative approach. Agile is not the best option for this project, as agile is more suitable for projects with high uncertainty and complexity, where the requirements are not clear or stable, and the client is actively involved in the project collaboration. Predictive is not the best option for this project, as predictive is more suitable for projects with low uncertainty and complexity, where the requirements are well-defined and fixed, and the client is not interested in frequent changes or feedback. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.2: Project Delivery Approaches, Section 2.3: Project Life Cycle

Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.1: Introduction, Section 2.2: Implementing Agile: Creating an Agile Environment

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2: Planning, Task 1: Plan Business Analysis Approach

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task 1: Plan Business Analysis Approach

According to the PMBOK Guide, one of the tools and techniques for collecting requirements is prototypes1. This involves developing a preliminary version or model of the product, service, or result that is expected from the project, and using it to elicit feedback from the stakeholders. By discussing the project scope statement with the key stakeholder and building prototypes, the project manager can improve the stakeholder’s engagement, as well as clarify and validate the requirements, reduce changes, and enhance satisfaction1. The other options are not appropriate, as they do not address the issue of the stakeholder’s frequent requests for changes to the project scope. Discussing the WBS, updating the project backlog, or updating the project charter are all possible actions that could be taken after collecting the requirements, depending on the project methodology and life cycle. References:

1: PMBOK Guide, 6th edition, page 149

The project manager should first validate the reason for the nonpayment of overtime pay. If the complaint is valid, the project manager should add it as an issue in the issue log. The issue log is a project document where all the issues are recorded and tracked. It is used to document and monitor the status of all issues until they are resolved. References: PMBOK® Guide, 6th Edition, Section 4.3: Direct and Manage Project Work, and Section 11.6: Control Risks.

When developing a product, it is crucial for a project manager to consider the stakeholder’s needs. This aligns with the principle that stakeholders’ needs and expectations are to be met in order to manage a project successfully. The PMBOK® Guide emphasizes the importance of identifying stakeholders and understanding their needs and expectations as a part of the project management process. Stakeholders are individuals or groups who are actively involved in the project or whose interests may be affected by the execution or completion of the project. They can influence the project and its results. The concerns of the international stakeholder about the product not meeting the client’s needs highlight the necessity of integrating their needs into the planning and development process12.

 According to the Project Management Body of Knowledge (PMBOK), a project manager’s role includes facilitating communication and resolving conflicts among stakeholders. In this scenario, the project manager should work with both the team member and the key stakeholder to reach a consensus. This approach ensures that all parties are heard and that the best solution for the project is found. References: PMBOK Guide, 6th Edition, Section 9.5.2.1: Conflict Management.

According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and preferences. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements. References:

PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4

How to use Consensus Decision-Making for Project Management by Grace Windsor

According to the PMP Exam Content Outline, one of the tasks of a project manager in the leading domain is to “Empower team members and stakeholders by providing them with the level of authority to complete the assigned activities and resolve issues in order to enhance project performance.” This implies that the project manager should empower team members to participate in decision-making and take ownership of actions, especially in megaprojects that involve multiple stakeholders from different geographical areas and cultural backgrounds. Empowering team members can improve team productivity by increasing their motivation, commitment, creativity, and accountability. It can also foster a culture of collaboration, trust, and respect among the diverse team members and stakeholders. Empowering team members can also help the project manager to cope with the complexity and uncertainty of megaprojects, as team members can act more autonomously and responsively to the changing project environment. References:

: PMP Exam Content Outline

: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9.4.2.3 and 9.4.3.1

: Business Analysis for Practitioners: A Practice Guide, Chapter 4.5.1 and 4.5.2

: Megaprojects – Concepts, Strategies, and Practices for Success1

: The Three Secrets of Megaproject Success: Clear Strategic Vision, Total Alignment, and Adapting to Complexity2

According to the PMBOK Guide, the project manager should be involved in the procurement process to ensure that the project requirements are clearly defined and communicated to the potential suppliers1. The project manager should also verify that the project objectives are aligned with the business needs and the expectations of the stakeholders before approving an agreement2. Therefore, the best option is to ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement. Option B is incorrect because informing the project sponsor that there cannot be any changes to the scope of the project is unrealistic and may not account for the possible risks and uncertainties that may arise during the project execution3. Option C is incorrect because notifying the project sponsor that the project manager cannot be involved in the agreement negotiation process is not a proactive or collaborative approach, and may result in a poor or unsuitable agreement for the project. Option D is incorrect because asking the project sponsor to involve the legal department in the negotiation for the project agreement is not the responsibility of the project manager, and may not address the issue of the project manager’s participation in the procurement process. References: 1: PMBOK Guide, 6th edition, section 12.1.3.1, p. 465 2: PMBOK Guide, 6th edition, section 4.1.3.1, p. 89 3: PMBOK Guide, 6th edition, section 5.6.3.1, p. 161 : PMBOK Guide, 6th edition, section 12.2.3.1, p. 473 : PMBOK Guide, 6th edition, section 12.2.3.2, p. 474