PMP Exam Dumps - Project Management Professional (2025 Version)

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

The project manager should take two actions to deal with the situation of the neighbors resisting the project and threatening legal action. One action is to publish information on the city’s website about the benefits that the new tram station will bring, such as improved transportation, reduced traffic, increased safety, and enhanced economic development. This action can help to inform and educate the public about the project’s value proposition and address any misconceptions or concerns that the neighbors may have. The project manager can also use other communication channels, such as social media, newsletters, or press releases, to reach a wider audience and increase awareness and support for the project12.

Another action is to register this situation as a risk and develop a mitigation plan. A risk is an uncertain event or condition that can have a positive or negative effect on the project’s objectives. The situation of the neighbors opposing the project and threatening legal action is a negative risk that can potentially cause delays, cost overruns, reputation damage, or even project cancellation. The project manager should identify and document this risk in the risk register, along with its probability, impact, and priority. The project manager should also develop a mitigation plan to reduce the likelihood or severity of the risk. The mitigation plan may include actions such as engaging with the neighbors, negotiating with them, offering them compensation, or seeking legal advice34. References: = PMBOK® Guide, Sixth Edition, pages 376-377, 414-415; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOK® Guide, Sixth Edition, pages 395-396, 443-444; Project Risk Management - A Quick Guide, Step 3: Plan Risk Responses.

Net Present Value (NPV) is the most appropriate financial metric for comparing long-term project investments such as build vs. buy options. It helps assess which option provides greater value over time after considering costs and future benefits discounted to present value.

PMI recommends NPV as a key tool in investment decision-making during project selection and early planning stages.

EMV is best used in risk-based decision-making.

EV measures performance during execution.

Impact value is not a recognized PMI metric.

Inconsistent velocity is often a sign of underlying issues in how user stories are estimated or delivered. The Scrum Master should first engage the team to explore why velocity is fluctuating. Reviewing data from the past three sprints allows for identifying patterns or estimation inconsistencies. Velocity is owned by the team, not the product owner.

According to the Agile Practice Guide, the Scrum Master facilitates inspection and adaptation by enabling transparency and review.

Option A is dismissive and deflects the concern.

Option B and C involve the product owner in estimation, which is team-owned.

Option D correctly starts with team-led reflection and analysis.

 The project manager should focus on determining and aligning performance indicators that will help in assessing successful delivery of the product revamp. Performance indicators are measurable values that demonstrate how effectively a project is achieving its objectives and delivering value to the stakeholders. By defining and aligning these indicators with the marketing team and the executive, the project manager can ensure that the project scope, schedule, cost, quality, and benefits are aligned with the expectations and needs of the customer and the organization. This will also help to monitor and control the project performance, identify and address any issues or risks, and communicate the project status and progress to the relevant stakeholders. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, section 4.1.3.2, page 77

PMP Exam Prep, 10th edition, Rita Mulcahy, page 76

PMP Practice Questions #67 - iZenBridge1