PMP Exam Dumps - Project Management Professional (2025 Version)

According to the PMBOK Guide, risk management is an iterative process that should be performed throughout the project life cycle1. Agile projects also follow this principle, as they use frequent iterations to deliver value and respond to changes2. Therefore, the project manager should follow the risk management process while ensuring that risks are identified, analyzed, and managed during each iteration. This will help the project manager to monitor and control the project risks effectively and proactively. The other options are incorrect because:

A. There is no such thing as an agile risk manifesto. The Agile Manifesto is a set of values and principles that guide agile software development, but it does not specifically address risk management3.

B. Asking the product owner to act as a risk manager is not a good practice, as it may create role confusion and conflict of interest. The product owner is responsible for defining and prioritizing the product requirements, not for managing the project risks4. The project manager should collaborate with the product owner and other stakeholders to identify and manage the project risks, but not delegate this responsibility to them.

C. Implementing the role of an agile risk manager is not necessary, as the project manager already has the responsibility and authority to manage the project risks. Creating a separate role for risk management may create duplication of work and communication barriers. The project manager should leverage the skills and knowledge of the project team and other stakeholders to perform risk management activities, but not create a new role for this purpose. References:

1: PMBOK Guide, 6th edition, Chapter 11, Section 11.1, page 397

2: PMBOK Guide, 6th edition, Chapter 3, Section 3.8, page 52

3: Agile Manifesto

4: PMBOK Guide, 6th edition, Chapter 9, Section 9.3.2.2, page 286

: PMBOK Guide, 6th edition, Chapter 9, Section 9.1.2.1, page 273

According to the Project Management Professional (PMP) guidelines, when a team member is struggling with a new system or technology, it’s beneficial to provide support to help them understand and adapt. Assigning an experienced resource to support the team member can facilitate knowledge transfer and help the team member deliver their tasks effectively. This approach not only addresses the immediate issue but also contributes to the team member’s professional development. References: PMBOK Guide, Human Resource Management, Team Development. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.

According to the Project Management Professional (PMP) guidelines, the project manager should keep project artifacts up-to-date and accessible to all stakeholders. This includes project performance data, which can be used as a reference for similar projects in the future. By doing so, the project manager ensures that the knowledge and experience gained from the current project can be leveraged to improve the efficiency and effectiveness of future projects.

PMBOK® Guide, 6th Edition, Project Management Institute, Inc., 2017, Page 102

In an agile environment, when a team encounters a technical problem, it is essential to engage the team in a problem-solving session to collaboratively find a solution. This approach aligns with the agile principle of self-organizing teams that are empowered to address challenges and adapt their work accordingly. Organizing a retrospective could be beneficial, but it is typically done after a sprint is completed to reflect on what went well and what could be improved. In this case, addressing the problem promptly within the sprint is crucial to maintain the momentum and ensure the team can move forward without delay.

When a quality issue that requires a change to the quality standard is encountered in a project, and there is currently no budget available for the required changes, the project manager should check the change management plan. The change management plan is a part of the project management plan and it documents how changes will be monitored and controlled throughout the lifecycle of the project. It provides a process for managing changes and their impact on the project’s objectives. In this case, the change management plan would provide guidance on how to handle a situation where a change to the quality standard is required but there is no budget available for the changes. References: Project Management

In an agile project environment, especially one that involves complex products requiring continual customer feedback, it is essential to deliver value incrementally. This approach aligns with the Agile philosophy of iterative development, which emphasizes frequent delivery of workable product features to get quick feedback from customers and adapt to changes swiftly123. Regular releases allow the project team to refine the product continually based on real user feedback, ensuring that the product evolves to meet customer needs effectively45. This method also helps in managing the complexity of the product by breaking down the delivery into smaller, manageable increments, which can be more easily controlled and adjusted as needed.

In a highly politicized organizational environment, it is essential for the project manager to actively engage stakeholders to align them with the collective project goal. The PMI standards suggest that promoting a collaborative culture, inspiring stakeholders by setting a positive example, and diligently following the stakeholder engagement process are effective strategies for managing conflicting interests and driving the project towards success. This approach helps in navigating the political landscape by fostering an environment of cooperation and shared objectives. References: = The PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” and “Business Analysis for Practitioners: A Practice Guide” both emphasize the importance of stakeholder engagement in project management, particularly in complex and politicized contexts12.

When data breaches continue to occur despite training, it indicates that there may be underlying issues that are not being addressed by the current measures. In such cases, the project manager should apply a root-cause analysis to identify the underlying causes of the data breaches. This could involve engaging a team of forensic experts to conduct a thorough analysis of the incidents12. The root-cause analysis will help to identify whether the breaches are due to technical vulnerabilities, procedural issues, or human factors. Once the root causes are identified, appropriate measures can be taken to address them. This could involve changes to systems, processes, or further training1234. References: What Should Companies Do After a Data Breach? | UpGuard1; 6 Steps to Developing a Data Breach Response Plan - Spectral2; Data Breach Response: A Guide for Business - Federal Trade Commission3; What Is a Data Breach? Best Practices and Fixes for Businesses - G2