PMP Exam Dumps - Project Management Professional (2025 Version)

Servant leadership is a style of leadership that focuses on serving the needs and interests of the team members, rather than imposing authority or control over them. Servant leaders empower, coach, and facilitate their teams to achieve the project goals, while fostering a culture of trust, collaboration, and innovation. According to the Professional in Business Analysis Reference Materials1, servant leadership is one of the key competencies for project managers, especially in agile environments, where teams are expected to be self-organizing, adaptive, and customer-centric.

In this scenario, the project team evaluated the product’s feasibility of functionality and accelerated testing, which implies that they are following an agile approach to deliver the product incrementally and iteratively, based on customer feedback and value. A minimum viable product (MVP) is a version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. Finding the MVP is a common practice in agile projects, as it helps to reduce waste, optimize resources, and validate assumptions.

Therefore, the best option for the project manager as a servant leader is to support the team as necessary to find the MVP. This means that the project manager should:

Provide the team with the necessary tools, resources, and guidance to conduct the feasibility and testing activities.

Remove any impediments or obstacles that might hinder the team’s progress or performance.

Encourage the team to collaborate and communicate effectively with each other and with the customer.

Facilitate the team’s learning and improvement through feedback, reflection, and experimentation.

Recognize and appreciate the team’s efforts and achievements.

By supporting the team as necessary to find the MVP, the project manager can demonstrate servant leadership, and help the team to deliver a valuable and quality product to the customer, while meeting the project constraints and expectations.

The other options are not the best choices, because:

Amend the project budget to include MVP testing: This option implies that the project manager is not following the approved schedule management plan, and is making changes to the project scope, cost, and baseline without proper justification or authorization. This could create confusion, conflict, or resistance among the project stakeholders, and jeopardize the project success. Moreover, this option does not reflect servant leadership, as it does not address the needs or interests of the team or the customer.

Submit a change request to the project sponsor for accelerated testing: This option implies that the project manager is not following the agile principles and practices, and is relying on a formal and bureaucratic process to manage changes in the project. This could slow down the project delivery, reduce the team’s autonomy and flexibility, and undermine the customer’s satisfaction and trust. Moreover, this option does not reflect servant leadership, as it does not empower or facilitate the team to find the MVP.

Develop the product as per the schedule to perform integration and testing: This option implies that the project manager is ignoring the team’s evaluation and feedback, and is sticking to a rigid and predetermined plan to deliver the product. This could result in a product that does not meet the customer’s needs or expectations, or that has unnecessary or unwanted features. Moreover, this option does not reflect servant leadership, as it does not support or involve the team in finding the MVP.

The project manager should take these two actions because they are aligned with the hybrid project management approach, which combines the waterfall and agile methodologies. A hybrid project management approach allows the project manager to plan the high-level project phases using the waterfall method, but execute the work within each phase using the agile method1. This means that the project manager can adapt to changing customer needs and expectations, while still delivering the agreed deliverables within the contract.

By going back to the development team and discussing which second milestone requirements can be performed in the first quarter, the project manager can use the agile method to prioritize and deliver the most valuable features to the customer in an incremental and iterative way. This can help the project manager to show the customer a tangible outcome in the first quarter, while still maintaining the quality and scope of the second milestone.

By asking the customer for their priorities regarding the requirements for the second milestone, the project manager can use the waterfall method to manage the contract and the expectations of the customer. This can help the project manager to negotiate and agree on the changes to the requirements, schedule, and budget of the second milestone, while still meeting the contractual obligations and the customer satisfaction.

The other options are not the best actions to take in this situation. Convince the customer to leave the second milestone in place and not change it may not be possible or desirable, as the customer may have valid reasons to change their expectations and may not be satisfied with the original plan. Escalate the issue to upper management to resolve the problem and suggest a plan may not be necessary or effective, as the project manager should be able to handle the issue with the customer and the development team directly, without involving the senior management. Tell the customer that moving the milestone has a very high impact on the cost of the project may not be enough to persuade the customer to keep the milestone as it is, as the customer may be more concerned about the value and the outcome of the project than the cost.

 1: Hybrid Project Management: What is it, Methodology & Software - Teamhood

Stakeholder engagement is the process of identifying, analyzing, planning, and implementing actions to communicate with, influence, and involve stakeholders throughout the project lifecycle. Stakeholder engagement aims to ensure that stakeholders are satisfied with the project outcomes, and that their expectations and needs are met. According to the Professional in Business Analysis Reference Materials1, stakeholder engagement involves the following steps:

Identify stakeholders: Determine who are the individuals or groups that have an interest or influence in the project, and what are their roles, responsibilities, expectations, and power.

Analyze stakeholders: Assess the level of interest and influence of each stakeholder, and their potential impact on the project objectives, scope, schedule, cost, quality, and risks. Use tools such as stakeholder analysis matrix, power/interest grid, or salience model to categorize stakeholders based on their attributes.

Plan stakeholder engagement: Develop strategies and actions to effectively communicate with, involve, and manage stakeholders throughout the project. Use tools such as stakeholder engagement plan, communication plan, or RACI matrix to define the frequency, mode, content, and responsibility of stakeholder interactions.

Implement stakeholder engagement: Execute the planned activities to engage stakeholders, and monitor and measure their feedback, satisfaction, and performance. Use tools such as stakeholder register, issue log, change log, or performance reports to track and document stakeholder engagement.

Evaluate stakeholder engagement: Review and analyze the effectiveness and outcomes of stakeholder engagement, and identify areas for improvement or adjustment. Use tools such as lessons learned, surveys, or interviews to collect and analyze stakeholder feedback and recommendations.

In this scenario, the project manager realizes that a standard stakeholder engagement approach will not suffice, because one of the client representatives, who is not a key decision maker, is extremely opinionated and could become a roadblock to progress due to their perceived level of authority during meetings. This stakeholder could be classified as a high-interest, low-influence stakeholder, who needs to be kept informed and consulted, but not allowed to dominate or derail the project decisions. Therefore, the best option for the project manager is to allocate time to gain buy-in from the stakeholder prior to key decision meetings. This way, the project manager can:

Understand the stakeholder’s perspective, concerns, and expectations, and address them proactively and respectfully.

Build trust and rapport with the stakeholder, and demonstrate the value and benefits of the project for them and their organization.

Involve the stakeholder in the project planning and design process, and solicit their input and feedback on the project scope, objectives, deliverables, and requirements.

Negotiate and compromise with the stakeholder on any conflicting or unrealistic demands, and seek their support and agreement on the project decisions.

Acknowledge and appreciate the stakeholder’s contribution and participation, and recognize their role and authority within their organization.

By allocating time to gain buy-in from the stakeholder prior to key decision meetings, the project manager can enhance the stakeholder engagement, satisfaction, and collaboration, and reduce the risk of resistance, conflict, or delay in the project.

The other options are not the best choices, because:

Asking that only key decision makers attend the project meetings could alienate and offend the stakeholder, and damage the relationship and trust with them and their organization. It could also create a communication gap and a lack of transparency and accountability in the project.

Updating the project schedule to cater to this particular stakeholder could disrupt the project workflow and priorities, and create inefficiencies and delays in the project. It could also cause resentment and frustration among other stakeholders, who may feel that their needs and expectations are not being met or respected.

Updating the risk register to consider the possible project impacts could be a useful step, but it is not sufficient to address the root cause of the problem, which is the stakeholder’s opinionated and authoritative behavior. It could also imply that the project manager is avoiding or ignoring the stakeholder, rather than engaging and influencing them.

 A cross-functional team is a group of people with different skills and expertise who work together to achieve a common goal. A cross-functional team is beneficial for agile projects, as it enables the team to deliver value faster, collaborate better, and adapt to changing requirements and customer feedback. When a planned activity becomes more complex, the best approach is to have the cross-functional team work together to complete the activity, as this allows the team to leverage their diverse skills and knowledge, share ideas and solutions, and overcome challenges and risks. The team can also communicate and coordinate more effectively, and ensure that the quality and scope of the activity are met. This is part of the Execute Project Work process, which aims to perform the activities that produce the project deliverables. The other options are not the best choices because they do not utilize the full potential and capacity of the cross-functional team. The team facilitator gets support from external team members (option A) may introduce more complexity and dependency, as the external team members may not be familiar with the project context, objectives, and processes. The team members bring in a specialist to help them (option B) may be helpful, but it may also create a bottleneck and dependency, as the specialist may not be available or accessible when needed. The product owner moves it to the product backlog (option C) may delay the delivery and value of the activity, as the product backlog is a prioritized list of features and requirements that the team will work on in future iterations. It may also create dissatisfaction and frustration among the team and the customer. References:

Project Management Professional (PMP) Reference Materials:

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, pp. 71-123

Agile Certified Practitioner | PMI

Professional in Business Analysis (PBA) Reference Materials:

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Elicitation and Analysis, pp. 79-80

The Benefits of Cross-Functional Teams on Your Projects

An iterative delivery approach is a method of project management that breaks down large projects into smaller cycles or iterations, each delivering a usable and potentially releasable product increment12. An iterative delivery approach is suitable for projects that have a high degree of uncertainty, complexity, or change, such as the transformation of operational processes and the main system of a transportation company3. In order to help the team understand the work that needs to be done, the project manager needs to work with the team to decompose the scope into a work breakdown structure (WBS) and work packages. A WBS is a hierarchical decomposition of the project scope into smaller and more manageable components, each with a unique identifier and a clear definition of what is included and excluded4. A work package is the lowest level of the WBS, which represents a unit of work that can be assigned, executed, monitored, and controlled by a single person or a small group. By creating a WBS and work packages, the project manager can help the team to:

Clarify the project scope and objectives

Identify the deliverables and outcomes of each iteration

Estimate the resources, time, and cost of each work package

Define the roles and responsibilities of each team member

Establish the dependencies and sequence of work packages

Monitor and control the progress and quality of each iteration

Communicate and collaborate effectively with stakeholders References:

Incremental Delivery and the Principles of the Agile Manifesto

What is Iterative, Incremental Delivery? The Hunt for the Perfect …

An iterative and incremental approach to planning ERP projects

Work Breakdown Structure (WBS) | Project Management Institute

[Work Package - Project Management Knowledge]

Expert judgment is a technique that uses the knowledge and experience of experts to identify risks in a project. Experts can be internal or external to the project team, and they can provide insights on the sources, causes, and effects of potential risks. Expert judgment can also help to assess the probability and impact of risks, as well as the appropriate responses to them. According to the PMBOK Guide, expert judgment is one of the tools and techniques for the Identify Risks process, which is part of the Project Risk Management knowledge area. The other tools and techniques are data gathering, data analysis, interpersonal and team skills, and prompt lists. The other options are not tools and techniques for the Identify Risks process, although they may be used in other risk management processes or activities. An analysis of shared risks between parties is a way of identifying common risks that affect multiple stakeholders or projects. A SWOT analysis is a strategic planning tool that evaluates the strengths, weaknesses, opportunities, and threats of a project or organization. A risk value assessment is a method of prioritizing risks based on their expected value, which is the product of their probability and impact. References:

PMBOK Guide, 6th edition, pages 397-398, 419-420

Project Management Professional (PMP) Certification Handbook, page 9

Risk Identification in Project Management, section “PMP® Risk Identification Lifecycle”

According to the PMBOK Guide, 7th edition, one of the key activities in the monitoring and controlling phase of a project is to control quality by verifying that the project deliverables conform to the quality standards and requirements. This involves inspecting and testing the deliverables, reviewing the quality documentation, and requesting corrective actions if needed. The other options are either inefficient, ineffective, or not aligned with the quality management principles. References: PMBOK Guide, 7th edition, page 123-124, section 3.5.2.1.

According to the PMBOK Guide, 7th edition, one of the project manager’s responsibilities is to develop the project team, which includes enhancing their competencies and interactions1. This can be done through various methods, such as training, coaching, mentoring, knowledge sharing, and feedback1. In this scenario, the project manager notices that only one team member has a technical skill that is essential for the product quality and schedule. This creates a risk of dependency, delay, and error. To prevent the team from being unqualified, the project manager should take two actions:

Encourage working in pairs and knowledge sharing: This is a form of informal training that allows the team members to learn from each other and transfer the technical skill. It also fosters collaboration, communication, and trust among the team members12.

Facilitate a training event with an external trainer: This is a form of formal training that provides the team members with a structured and standardized learning experience. It also ensures that the team members acquire the technical skill from a qualified and experienced source13.

These two actions will help the project manager develop the project team’s competencies and performance, as well as mitigate the risk of quality and schedule issues.