PMP Exam Dumps - Project Management Professional (2025 Version)

 According to the PMBOK Guide, a project manager should manage stakeholder expectations and ensure that the project aligns with the organizational strategy and governance framework1. The project manager should also communicate effectively with the PMO and follow the organizational policies and procedures for reporting2. Therefore, the best option is to meet with the project stakeholders and explain the need to comply with the PMO standards and update the status report format accordingly. This way, the project manager can balance the stakeholder needs and preferences with the organizational requirements and expectations. References:

1: PMBOK Guide, 6th edition, Chapter 13: Stakeholder Management, p. 513-514

2: PMBOK Guide, 6th edition, Chapter 2: The Environment in Which Projects Operate, p. 38-39

According to the PMBOK® Guide, the project manager is responsible for leading and directing the project team and ensuring that the project objectives are met. Therefore, the project manager should not delegate the decision-making authority to the team or the sponsor without analyzing the impacts and creating a plan for team decision making. The project manager should also consider the risks, issues, and stakeholder expectations that may arise during their absence and communicate the plan to the relevant parties. Postponing the vacation to a different time may not be feasible or desirable for the project manager, and it may also affect their work-life balance. Allowing the team to make decisions to stay on schedule may result in scope creep, quality issues, or conflicts among team members. Asking the project sponsor to make any necessary decisions may undermine the project manager’s authority and credibility, and it may also burden the sponsor with additional work. References: PMBOK® Guide, Sixth Edition, Chapter 9, Section 9.4.2.3 (Team Decision Making) and Chapter 13, Section 13.3.2.4 (Project Manager)

According to the Agile Practice Guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables. References: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)

According to the PMBOK Guide, a strengths-based team is a team that knows and understands the strengths of each individual and they work alongside each other with a deep knowledge of how each person plays their role in the team1. A strengths-based team can enhance team performance, collaboration, innovation, and engagement2. Positive psychology is a branch of psychology that focuses on the positive aspects of human experience, such as happiness, well-being, resilience, and flourishing3. Positive psychology can help team members discover and leverage their strengths, appreciate and support each other, and cultivate a positive mindset and attitude4. Therefore, the project manager should explain the benefits of the strengths-based approach and the effects of positive psychology to the team members who are not actively participating. This can help them understand the purpose and value of the workshops, motivate them to engage and contribute, and foster a positive team culture5.

The other options are not the best ways to deal with the situation. Having a one-on-one discussion with each team member (A) may be helpful, but it is time-consuming and may not address the root cause of the lack of participation. Documenting the behavior of the team members and highlighting it during their performance reviews (B) may be punitive and demoralizing, and it does not provide any constructive feedback or guidance. Identifying the team members who are not participating and reprimanding them © may be harsh and counterproductive, and it may create resentment and conflict within the team.

The RFP is a document that solicits proposals from potential suppliers by describing the project scope, requirements, and evaluation criteria. It is important to ensure that the RFP is clear, accurate, and legally sound to avoid misunderstandings, conflicts, and disputes with the suppliers. Asking the legal team to review the RFP can help the project manager mitigate this risk by ensuring that the RFP complies with the relevant laws, regulations, and contractual terms, and that it protects the interests and rights of both parties12.

The other options are not as effective or relevant for mitigating this risk:

B. Ask the project team to submit the RFP: The project team may not have the necessary expertise or authority to prepare or approve the RFP. Asking the project team to submit the RFP may result in delays, errors, or inconsistencies in the RFP, which could increase the risk of disputes with the suppliers3.

C. Request approval of the RFP from the project sponsor: The project sponsor is the person or group who provides the financial resources and support for the project. The project sponsor may not be directly involved in the procurement process or have the legal knowledge to review the RFP. Requesting approval of the RFP from the project sponsor may not address the risk of disputes with the suppliers, and may also create unnecessary bureaucracy or dependency.

D. Request approval of the RFP from management: Management is the group of individuals who direct and control the organization. Management may not have the time, interest, or expertise to review the RFP. Requesting approval of the RFP from management may not mitigate the risk of disputes with the suppliers, and may also cause delays, conflicts, or micromanagement.

 According to the PMBOK Guide, a hybrid delivery approach is a combination of predictive, iterative, incremental, and agile methods that best suit the project context and objectives. A hybrid delivery approach may require a phased structure, where each phase has a review gate to ensure alignment and quality. To ensure consistency for this hybrid delivery, the project manager should get agreement from stakeholders on high-level deliverables and requirements. This will help to define the scope and objectives of each phase, as well as the acceptance criteria and success factors. The project manager should also involve the stakeholders in the planning and execution of each phase, and solicit their feedback and approval at the review gates. The project manager should not ask SMEs to provide a detailed plan for each phase, as this may not reflect the stakeholder needs and expectations. The project manager should not commit to a detailed global plan from the initiation phase, as this may not accommodate changes and uncertainties in a hybrid environment. The project manager should not request the PMO to review the initial plan, as this may not ensure the stakeholder buy-in and satisfaction. References:

PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

The change management plan is a document that describes how changes to the project will be managed, monitored, and controlled12. It defines the roles and responsibilities of the change control board, the change request process, the criteria for approving or rejecting changes, the impact analysis, and the communication plan for changes34. The change management plan is part of the project management plan, which is the primary source of information for how the project is planned, executed, monitored, controlled, and closed.

The project manager should refer to the change management plan first because it provides the guidelines and procedures for handling changes to the project scope, schedule, cost, quality, or any other aspect of the project. The project manager should follow the change request process to document the proposed change, assess its impact, and submit it to the change control board for approval or rejection. The change management plan also helps the project manager communicate the change to the relevant stakeholders and update the project baselines and plans accordingly.

The schedule management plan, the scope management plan, and the cost management plan are also important documents for managing the project, but they are not the first ones to refer to when a change is requested. These documents describe how the project schedule, scope, and cost will be planned, defined, monitored, controlled, and reported . They are used to establish the project baselines and measure the project performance against them. However, they do not provide the specific steps and criteria for dealing with changes to the project. The project manager should refer to these documents after the change request is approved, to update the project schedule, scope, and cost accordingly and ensure alignment with the project objectives and stakeholder expectations. References: 1: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. 2: Project Management Institute. (2020). Project Management Professional (PMP)® Examination Content Outline. 3: Teamwork. (2021). 10 project management best practices you MUST know. 4: Salapatas, J. N. (2000). Best practices—the nine elements to success. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.