PMP Exam Dumps - Project Management Professional (2025 Version)

According to the PMBOK Guide, a servant leader is a leadership style that focuses on serving the needs of the team, empowering them, and creating a culture of trust, collaboration, and ownership. A servant leader should also motivate and inspire the team, especially when they face challenges or fatigue. If some team members are starting to complain about the length of the project, creating a risk for lack of performance at this critical stage, the project manager should schedule a team event with the project sponsor to highlight the importance of the project and recognize the work of the team. This will help the project manager to mitigate the risk by showing appreciation and gratitude to the team, reinforcing the project vision and value, and boosting the team morale and engagement. Scheduling a team event with the project sponsor is also a way of celebrating the team’s achievements and rewarding them for their efforts. Meeting with the team to reinforce their responsibilities and the consequences if the project deliverables are not completed on time is not a servant leader approach, as it may demotivate and pressure the team, and create a negative atmosphere. Applying additional controls to the project deliverables to ensure that all milestones are achieved on time is not a servant leader approach, as it may micromanage and constrain the team, and reduce their autonomy and creativity. Contacting the functional manager to ensure that team motivation remains high until the end of the project is not a servant leader approach, as it may delegate the responsibility and authority of the project manager, and undermine the relationship and trust between the project manager and the team. References: PMBOK Guide, 6th edition, pages 56-57, 686-687, 723-724.

According to the PMBOK Guide, the project manager should consider the culture of the organization when choosing a leadership style for a project. The culture of the organization includes its values, norms, beliefs, and expectations that influence how people behave and interact. Different cultures may have different preferences and expectations for leadership styles, such as autocratic, democratic, participative, or laissez-faire. The project manager should adapt their leadership style to the culture of the organization to ensure effective communication, collaboration, and motivation of the project team and stakeholders. References: PMBOK Guide, 6th edition, page 53.

 According to the Project Management Professional (PMP)® Examination Content Outline1, one of the tasks under the domain of executing is to “assess and prioritize impact of changes to project scope, schedule, cost, quality, resources, and risks”. This implies that before implementing any change request, the project manager should first evaluate how the change will affect the project objectives and deliverables, and whether the change is aligned with the business case and the stakeholder expectations. The business case is the document that justifies the initiation of a project by providing the expected benefits, costs, risks, and strategic alignment of the project2. Therefore, the project manager should identify how the proposed changes will benefit the project in relation to the business case, and communicate the results of the assessment to the senior management and other relevant stakeholders. This can help to ensure that the changes are necessary, feasible, and beneficial, and that they do not compromise the project scope, quality, or value. References:

1: Project Management Professional (PMP)® Examination Content Outline, page 10

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, page 29

When a vendor reports a delay due to resource constraints, it is essential for the project manager to document this in the issue log and collaborate with the vendor to find a solution that minimizes the impact on the project schedule. This approach is proactive and focuses on problem-solving to get the project back on track.

The answer is verified by the best practices in project management, which emphasize the importance of maintaining an up-to-date issue log and working collaboratively with vendors to resolve issues1. Additionally, the PMBOK® Guide highlights the role of the issue log in tracking and managing project issues2.

When a delay occurs, it is essential for the project manager to engage with the team to understand the reasons behind the delay. This approach aligns with the principles of both Project Management and Business Analysis, where communication and problem-solving are key to addressing project challenges. By discussing the issue with the team, the project manager can gather insights into the root causes of the delay and work collaboratively to find a solution that minimizes the impact on the project milestone. This method is preferred over immediately seeking assistance from senior management or reallocating resources, which may be more disruptive and less informed actions at this stage.

= The approach of discussing delays with the team is supported by the PMI’s guidance on dealing with project delays, which emphasizes the importance of understanding the causes of delays and working with the team to resolve them1. Additionally, the Professional in Business Analysis materials highlight the significance of stakeholder engagement and communication in managing project challenges2.

Given the situation where the project manager has spent $80,000 to complete only two actions in three days, it is clear that both the budget and schedule are not on track as planned. The cost performance index (CPI) and schedule performance index (SPI) are both less than 1.0, indicating that the project is over budget and behind schedule. The CPI is calculated as the earned value (EV) divided by the actual cost (AC), and the SPI is the EV divided by the planned value (PV). In this case, the EV is lower than expected because fewer actions have been completed than planned, and the AC is higher than the EV, leading to a CPI of less than 1.0. Similarly, the SPI is less than 1.0 because the project is behind schedule. Therefore, the project manager should reevaluate and prioritize the remaining actions to maximize the use of the remaining budget and time. This may involve identifying which of the remaining actions are most critical to the project’s objectives and finding ways to complete them within the constraints or seeking additional resources or time if necessary.

PMBOK Guide and standards foundational documents; Professional in Business Analysis (PMI-PBA) reference materials123.

 When a new regulatory feature is introduced that exceeds the capacity of the remaining iteration, it is essential to engage stakeholders in a discussion to reprioritize the work. This aligns with agile principles, which emphasize collaboration, customer feedback, and responding to change. The project lead should facilitate a meeting with stakeholders to determine the most valuable features and adjust the scope of the final iteration accordingly. This may involve deferring less critical features to a later release or finding other ways to accommodate the new requirement within the project constraints.

 Defining a minimum viable product (MVP) is a core concept in delivering value early and continuously, which aligns with the agile principles of project management. An MVP allows the project manager and stakeholders to understand the product’s vision more clearly by focusing on the core functionalities that will meet the customer’s needs and provide immediate value. This approach also facilitates early feedback, which is crucial for iterative development and continuous improvement.

The answer is verified using the PMP Examination Content Outline, which emphasizes the importance of delivering value and involving stakeholders1. Additionally, the PMBOK Guide standards highlight the need for project managers to engage stakeholders and meet project objectives2. The Professional in Business Analysis Reference Materials also support the use of an MVP as part of the business analysis process to maximize value delivery and stakeholder engagement3.