PMP Exam Dumps - Project Management Professional (2025 Version)

When a project involves team members from different countries and time zones, individual performance may not translate into effective group performance. The project manager should focus on facilitating communication and team building to enhance group activities12. This includes establishing clear communication channels, respecting cultural and time zone differences, and fostering an environment where team members can build relationships and work collaboratively despite the distance2. Such measures are essential for improving the team’s performance as a whole, as they encourage a sense of unity and shared purpose among dispersed team members1.

The project manager should review the lessons learned registers from the previous projects to identify the root causes of the failures, the best practices that worked, and the recommendations for improvement. This will help the project manager to avoid repeating the same mistakes, to apply the proven methods, and to enhance the project performance. The lessons learned registers are part of the organizational process assets that can be used as inputs for planning and executing the project12. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.4.3.1, page 112

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 7, page 10

According to the PMBOK Guide, pull communication is a type of communication that is used when the information is large, complex, or requires a high level of detail, and the recipients can access it at their own discretion. Examples of pull communication include websites, intranets, e-learning, databases, and knowledge repositories. By using pull communication, the project manager can reduce the amount of emails sent to the team and allow them to access the project-related information when they need it. This can also improve the efficiency and effectiveness of the communication process. References: PMBOK Guide, 7th edition, page 286; Business Acumen for the PMP Exam

According to the PMBOK Guide, 6th edition, section 11.6.1.1, the project manager is responsible for monitoring and controlling the project risks and ensuring that the project objectives are met. The project manager should also identify and analyze any new or emerging risks that may affect the project performance or scope. In this scenario, the project manager should first work with the team and others in the network to assess and prioritize the obstacles. This will help to determine the impact and probability of each obstacle and decide on the best course of action to address them. The other options are either premature or inappropriate, as they do not address the root cause of the problem or respect the authority and responsibility of the project manager. References: PMBOK Guide, 6th edition, section 11.6.1.1, page 442.

According to the PMBOK Guide, stakeholder engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The project manager should engage with the town’s authorities to understand the root cause of their resistance, address their concerns, and negotiate a mutually acceptable solution that aligns with the project objectives and scope. This is also consistent with the PMI Code of Ethics and Professional Conduct, which states that project managers should respect the legitimate interests of others and seek to resolve conflicts constructively. Changing the project scope, moving to the next town, or sending the minutes of stakeholder engagements are not effective ways of dealing with stakeholder resistance, as they may create more problems, risks, or dissatisfaction for the project and its stakeholders. References:

PMBOK Guide, 7th edition, pages 156-157, 161-162, 166-167

PMI Code of Ethics and Professional Conduct, pages 4-5

PMI-PBA Guide, 2nd edition, pages 75-76, 80-81, 85-86

According to the PMBOK Guide, 6th edition, section 13.2.2.4, stakeholder engagement assessment matrix is a tool that can be used to identify the current and desired levels of engagement for each stakeholder or stakeholder group. The project manager should use this matrix to plan and implement appropriate strategies to increase the support and minimize the resistance of the stakeholders. One of the strategies is to meet with the stakeholder and discuss the impact of the project deliverable on their interests, needs, and expectations. The project manager should also explain the benefits of the deliverable for the organization and the stakeholder, and address any concerns or issues that the stakeholder may have. By doing so, the project manager can increase the stakeholder’s awareness, understanding, and involvement in the project, and foster a positive relationship with them. References: PMBOK Guide, 6th edition, section 13.2.2.4; PMI website

According to the PMBOK Guide, a project manager should plan to execute the procurement tasks in a virtual environment, when faced with the situation of local vendors being unavailable and having the option to hire the same services from companies in other countries. This is part of the plan procurement management process, which involves determining the project procurement strategy, the types of contracts, the procurement documents, the source selection criteria, and the procurement management plan. A virtual environment is one where the project team and the vendors communicate and collaborate using technology, such as online platforms, video conferencing, cloud computing, etc. A virtual environment can enable the project manager to access a wider pool of potential vendors, reduce travel costs and time, and increase flexibility and efficiency. However, a virtual environment also poses some challenges, such as cultural differences, legal issues, security risks, communication barriers, and quality control. Therefore, the project manager should plan the procurement tasks carefully, considering the project objectives, the stakeholder expectations, the project risks, and the best practices for managing virtual teams and vendors. References: PMBOK Guide, 6th edition, pages 459-460, 471-472.

A minimum viable product (MVP) is the most basic version of a new product with enough functionality and features to appeal to early adopters and validate the concept early in the product development cycle. The concept of an MVP comes from the Lean Startup methodology, which encourages learning and building with scalability in mind. According to its author, Eric Ries, an MVP is the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least amount of effort. Building an MVP plays a central role in agile product development. It aligns with agile principles of releasing updates consistently, learning along the way, and prioritizing features based on user feedback. The benefits of focusing on an MVP and scaling it up may vary, but ultimately the purpose is to provide a low-risk testing ground before you invest thousands (or millions!) of dollars into a product before it’s ready to sell. MVP testing can provide cost savings, insights into user-centered design, fast business launches, and even getting early investor buy-in. The insights and investment you’ll reap early on will help you build the dream product you and your customers have been looking for. Therefore, the project manager should support the team to find and execute the MVP, as this will help them deliver value to the customers, test their assumptions, and make iterative improvements based on feedback. This will also reduce the risk of wasting time and resources on features that are not needed or desired by the customers. The other options are not as effective as the MVP approach. Encouraging and motivating the team with project incentives may boost their morale, but it does not address the root cause of the problem, which is the scope and complexity of the project. Subdividing the team to handle different aspects of the project may improve the division of labor, but it does not ensure that the team is working on the right features or that they are aligned with the customer needs. Organizing project execution to satisfy the project sponsor’s request may seem like a good way to meet the expectations of the stakeholder, but it may also lead to over-engineering the product and delivering a solution that is not validated by the market. References:

Understanding the Minimum Viable Product (MVP) in Agile Project Management

MVPs and MBIs - Project Management Institute

Minimum Viable Product (MVP): What is it & Why it Matters - Atlassian