PMP Exam Dumps - Project Management Professional (2025 Version)

A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should ensure that the team receives continuous feedback from customers users to validate the alignment of the deliverables with the expectations. This is a key practice of agile and adaptive methods, which aim to maximize customer satisfaction and value delivery. Updating the project management plan, submitting a change request, or ensuring the team understands all additional project requirements are not steps that would prevent the misalignment of the deliverables with the expectations, but rather actions that could be taken after the problem has occurred. References: [PMI Agile Practice Guide], page 14; [PMBOK® Guide 6th Edition], page 19.

 The project manager should conduct a kick-off meeting to ensure that all team members have a clear and common understanding of the project vision, goals, objectives, scope, deliverables, and roles and responsibilities. This is especially important for agile projects, where the team is expected to self-organize and collaborate effectively. A kick-off meeting can also help to establish trust, rapport, and alignment among team members who are working remotely or across different time zones and cultures. Scheduling team-building activities, coaching the team members, or continuing the meetings may be helpful, but they are not sufficient to address the gaps in understanding that exist at the beginning of the project. References:

PMBOK® Guide, 6th edition, page 123: “The project kick-off meeting is usually the first time that the project team and key stakeholders meet together. The purpose of the kick-off meeting is to communicate the project vision, objectives, and scope; confirm initial roles and responsibilities; and provide an opportunity for team members to get to know each other.”

PMI-PBA® Guide, 1st edition, page 39: “The business analyst should participate in the project kick-off meeting to ensure that the business needs, objectives, and benefits are clearly articulated and understood by the project team and stakeholders.

According to the PMBOK Guide, one of the key activities in the closing process group is to ensure that the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors1. Knowledge transfer is an important part of this activity, as it involves sharing the lessons learned, best practices, and project outcomes with relevant stakeholders and other projects. Knowledge transfer helps to improve organizational performance, enhance customer satisfaction, and enable continuous learning2. Therefore, ensuring that knowledge transfer activities are executed as planned should be considered as a priority for the project manager in the closing process group. The other options are not as important or relevant as knowledge transfer. Marking the product backlog completion status and updating the communications management plan are part of the monitoring and controlling process group, not the closing process group1. Releasing the resources and planning for a project completion celebration are also part of the closing process group, but they are not as critical as knowledge transfer for the project success and organizational benefit1. Holding a steering committee meeting to inform them of the project completion is a good practice, but it is not a priority activity, as it can be done after the knowledge transfer is completed3. References: PMBOK Guide, 6th edition, Chapter 4.7, Knowledge Transfer in Project Management - PMI, How to Close a Project - ProjectManager.com

According to the PMBOK Guide, a stakeholder engagement plan is a document that identifies the current and desired levels of stakeholder engagement, and the strategies and actions to increase or maintain stakeholder support throughout the project. A stakeholder engagement plan is an essential tool for managing stakeholder expectations, addressing stakeholder concerns, and resolving stakeholder conflicts. Conflicts between project stakeholders can result in delays, rework, scope changes, or even project failure. Therefore, the project manager should focus on revisiting the stakeholder engagement plan, focusing on specific overlooked stakeholders, to identify the root causes of the conflicts and the best ways to engage them. By doing so, the project manager can improve the stakeholder relationships, align the stakeholder interests, and facilitate the deliverable and output approval process. References:

PMBOK Guide, 7th edition, Chapter 8: Communications, Section 8.3: Manage Communications, pp. 126-1271

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.2: Plan Stakeholder Engagement, pp. 141-1431

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 2: Planning, Task 2.4: Develop a stakeholder engagement plan, pp. 22-232

 Schedule reserves are the amount of time allocated for unforeseen risks or delays in a project. They are usually calculated based on the level of uncertainty and complexity of the project. In a hybrid project, where both agile and predictive approaches are used, the project manager should reconsider the necessary schedule reserves based on the progress and performance of each module. By doing so, the project manager can identify the critical path, prioritize the work, and adjust the schedule accordingly. This can help to take the schedule back and accelerate the ROI of the project. References: PMBOK Guide 7th Edition, Chapter 8.3.3.2; Agile Practice Guide, Section 3.2.2.

According to the PMBOK Guide, the project closing process group consists of two processes: close project or phase and close procurements. The close project or phase process involves confirming that the project or phase scope and requirements have been met, obtaining formal acceptance of the final product, service, or result from the customer, and transferring the ownership and responsibility of the deliverables to the assigned stakeholders. The close procurements process involves completing and settling each contract, including resolving any open items, and closing each contract applicable to the project or phase. Therefore, the project manager should review the deliverable requirements, check the customer approval criteria, and proceed accordingly to close the project or phase. Asking the customer to issue a change request, meeting with the customer to reach agreement on the scope, or contacting the project sponsor for help are not appropriate actions during the closing process, as they imply that the project scope is not finalized or agreed upon, which should have been done during the planning and executing processes. References: PMBOK Guide, Sixth Edition, pages 123-124, 377-378; PMI-PBA Guide, First Edition, pages 209-210.

According to the PBA Guide, the project manager should facilitate the resolution of issues and conflicts that arise during the project, such as interruptions and requests for help from other teams1. This involves identifying the root causes of the problem, such as unclear roles and responsibilities, competing priorities, or lack of communication2. The project manager should then define the ground rules with all project team members to minimize interferences, such as setting boundaries for availability, delegating tasks, or using technology to avoid distractions34. This is also consistent with the PMBOK Guide, which states that the project manager should establish the team ground rules as part of the team development process5. By identifying the problem’s root causes and defining the ground rules, the project manager can help the project team members avoid interruptions and requests for help from other teams, and focus on completing their tasks during the iterations. References:

1: PBA Guide, Chapter 3, Section 3.4.3, Page 66

2: PBA Guide, Chapter 3, Section 3.4.3.1, Page 67

3: A Plan for Managing (Constant) Interruptions at Work

4: 6 Secrets for Avoiding Interruptions at Work

5: PMBOK Guide, Chapter 9, Section 9.3.2.3, Page 318