PMP Exam Dumps - Project Management Professional (2025 Version)

According to the PMBOK Guide, 7th edition, an agile project manager is a person who leads and facilitates an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. An agile project manager should use the following tools to estimate the time lines for delivery of the initial release:

Backlog grooming: This is a technique used to refine and prioritize the product backlog, which is a list of features and requirements that need to be delivered by the project team. Backlog grooming helps to ensure that the product backlog items are clear, concise, and ready for development. It also helps to estimate the effort and value of each item, and to align them with the product vision and customer needs.

Product backlog: This is the primary source of information for the project team and the product owner, who represents the voice of the customer and defines the product value. The product backlog contains the features and requirements that the project team will deliver in the form of product increments, which are potentially releasable outcomes that provide value to the customer. The product backlog is dynamic and changes as the project progresses and new information emerges.

Minimum viable product (MVP): This is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. The MVP is the first product increment that the project team delivers to the customer, and it represents the minimum scope that the project must achieve. The MVP helps to validate the assumptions and hypotheses about the product value and customer satisfaction, and to guide the subsequent iterations and releases.

By using these tools, the agile project manager can estimate the time lines for delivery of the initial release based on the following factors:

The size and complexity of the product backlog items

The effort and value of each product backlog item

The capacity and velocity of the project team

The feedback and expectations of the customer

The dependencies and risks of the project

According to the PMBOK Guide, 6th edition, page 341, cross-training and mentoring are two of the techniques for developing the project team. Cross-training allows team members to acquire new skills and knowledge from other team members, while mentoring provides guidance and support from experienced team members. These techniques can help the new team member to integrate into the project team, learn the project processes and procedures, and improve their performance and productivity. They can also reduce the impact of the loss of the highly skilled team resource and maintain the project performance. References: PMBOK Guide, 6th edition, page 341; Free PMP Practice Exam Questions - 120 Sample Test Questions

According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to manage conflicts among project stakeholders. One of the techniques is collaborating/problem-solving, which involves finding a mutually beneficial solution that satisfies all parties. This technique requires a high level of trust and cooperation, and may involve a face-to-face meeting to discuss the issues and options. The other options are either too passive, too formal, or too premature for resolving the conflict. References: PMBOK Guide, 7th edition, page 157-158, section 8.3.2.2.

According to the PMBOK Guide, the project management plan is a formal, approved document that defines how the project is executed, monitored, and controlled1. It integrates and consolidates all of the subsidiary plans and baselines from the project management processes1. One of the subsidiary plans is the procurement management plan, which describes how the project will acquire goods and services from outside the performing organization2. The procurement management plan should include the procurement strategy, the types of contracts, the procurement documents, the source selection criteria, the roles and responsibilities, the make-or-buy decisions, and the assumptions and constraints2. Therefore, the project manager should have communicated the project management plan, including the procurement management plan, to the procurement division earlier in the project to ensure the purchase of the specific equipment. The other options are not the best actions for the project manager to have done earlier in the project. Communicating the project charter to the procurement division may not be sufficient, as the project charter only provides the high-level description of the project and its boundaries, not the details of the procurement activities3. Including a procurement division member on the project team may not be necessary or feasible, as the project team may have limited authority or influence over the procurement division’s policies and procedures. Reminding the project sponsor about the procurement division’s reputation is not a constructive or professional way to deal with the issue, as it may create conflict or resentment between the parties. References:

1: PMBOK Guide, 6th edition, page 89

2: PMBOK Guide, 6th edition, page 463

3: PMBOK Guide, 6th edition, page 77

: PMBOK Guide, 6th edition, page 33

: PMBOK Guide, 6th edition, page 558

 According to the PMBOK® Guide, a hybrid project is a project that uses a combination of predictive and adaptive (or agile) approaches to deliver the project objectives1. A hybrid project requires the project manager to balance the different needs and expectations of the stakeholders, as well as the different methods and practices of the project teams2.

In this scenario, the project manager is facing a challenge of managing a hybrid project, where the self-organizing teams are using an agile approach, but the steering committee is expecting a predictive approach. The project manager should apply the agile principle of delivering working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale3. This means that the project manager should suggest to the teams to limit the scope of work per iteration (or sprint) so that they can deliver more reliably and demonstrate value to the steering committee. This can also help improve the team’s morale, as they can see their progress and achievements more clearly.

Option A is not the best answer because it does not address the root cause of why the teams are late in delivering their demos. Emphasizing the importance of deadlines and value may increase the pressure and stress on the teams, rather than motivate them. Option B is not the best answer because it does not provide a specific action or solution to the problem. Requesting to coach the team may be helpful, but it does not guarantee that the team will improve their performance or deliver on time. Option C is not the best answer because it does not align with the agile value of responding to change over following a plan4. Updating the project schedule with a buffer may create a false sense of security and encourage the team to procrastinate or delay their work further. References: 1 PMBOK® Guide, 6th edition, page 192 PMBOK® Guide, 6th edition, page 213 Agile Manifesto, Principle 34 Agile Manifesto, Value 4.

The project manager should review the terms and conditions of the contract to determine if the maintenance manual was part of the agreed scope and deliverables. If the manual was not included in the contract, the project manager should inform the customer and negotiate a change request to add the manual as a new deliverable. If the manual was included in the contract, the project manager should apologize to the customer and expedite the delivery of the manual as soon as possible. The project manager should also update the risk log to capture the potential impact of this issue on the customer satisfaction, project schedule, and budget. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 12.2.1.1, “Procurement Documentation”

PMBOK® Guide, 6th edition, Section 12.3.3.1, “Change Requests”

PMBOK® Guide, 6th edition, Section 11.6.1.1, “Risk Register”

 This is the best option because it addresses the root cause of the problem, which is the unclear product requirements. By analyzing the problem with both teams, the project leader can facilitate communication, collaboration, and alignment between them. This can help to clarify the product vision, prioritize the backlog, and identify any gaps or errors in the work done so far. This can also help to improve the quality of the product and the satisfaction of the stakeholders.

The other options are not as effective because they do not address the underlying issue or they may create more problems. For example:

B. Selecting new team members may disrupt the existing team dynamics and introduce more uncertainty and confusion. It may also delay the project and increase the cost.

C. Demanding that the business team define final requirements may create conflict and resentment between the teams. It may also be unrealistic or impractical to expect final requirements in a complex and changing environment.

D. Telling the teams to continue following the initial plan may result in wasted time and resources, as well as low-quality outcomes. It may also ignore the feedback and learning from the previous sprints.