PMP Exam Dumps - Project Management Professional (2025 Version)

When there is a conflict between the project team and organizational standards (represented by the PMO), the project manager should initiate a discussion among relevant subject matter experts to resolve the disagreement collaboratively. This approach ensures alignment between technical validity and compliance with organizational processes.

Option A escalates prematurely.

Option B bypasses the PMO’s input.

Option C assumes external help is needed before internal resolution attempts.

According to The Scrum Guide (2020), there is only one Product Owner per Scrum Team. The Product Owner is responsible for maximizing the value of the product and is accountable for managing the product backlog. Having more than one Product Owner creates confusion, conflicts in prioritization, and reduces clarity for the team.

Option B reinforces a key Scrum value: clear accountability. This response upholds Scrum principles and prevents role duplication.

Option A assumes both POs will stay, which violates Scrum roles.

Option C bypasses the underlying issue of role conflict.

Option D introduces a hierarchy not present in standard Scrum roles.

According to the PMBOK Guide, the project management plan is a formal, approved document that defines how the project is executed, monitored, and controlled1. It integrates and consolidates all of the subsidiary plans and baselines from the project management processes1. One of the inputs to the process of developing the project management plan is the project charter, which provides the high-level description of the project and its boundaries, as well as the high-level requirements, risks, assumptions, and constraints2. Therefore, the project manager should clarify the high-level business requirements with the event organizer as a basis for forming the deliverables list, which is part of the project scope management plan, a component of the project management plan3. The other options are not the best actions for the project manager to complete the task of developing the project management plan. Benchmarking other similar exhibitions’ deliverable lists and final outcomes is a technique that can be used to collect requirements, but it is not sufficient to form the deliverables list without clarifying the high-level business requirements first. Initiating a survey to solicit end-customer opinions and prioritize exhibition contents is also a technique to collect requirements, but it is not the first step in developing the project management plan. Initiating an additional services agreement in case the key deliverables list was not clearly stated in the contract is a risk response strategy that can be used to deal with potential scope changes, but it is not a necessary action to develop the project management plan. References:

1: PMBOK Guide, 6th edition, page 89

2: PMBOK Guide, 6th edition, page 77

3: PMBOK Guide, 6th edition, page 131

: PMBOK Guide, 6th edition, page 148

: PMBOK Guide, 6th edition, page 443

 According to the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, one of the tasks under the domain of planning is to “Identify and engage stakeholders to establish and maintain relationships and to ensure continuous and appropriate stakeholder involvement throughout the project life cycle” 1. This implies that the project manager should communicate effectively with the stakeholders, especially the senior managers, to address their concerns and expectations about the project approach and deliverables. In this case, the project manager should send documentation to the senior manager about the advantages of the new framework, such as increased flexibility, faster feedback, improved quality, and reduced risk. The documentation should also explain how the new framework aligns with the project objectives, scope, and constraints. The project manager should also invite the senior manager to provide feedback and suggestions on the documentation and the framework.

The other options are not the first steps that the project manager should take. Organizing individual sessions with the stakeholders to build awareness and trust in the new framework (A) is a good practice, but it should be done after sending the documentation and getting the senior manager’s approval. Looking for external training on the new framework to eliminate the risk of low engagement from stakeholders (B) is not necessary, as the project manager should leverage the PMO’s resources and expertise on the new framework. Escalating the senior manager’s concern to the project sponsor and distributing the status to the team (D) is not appropriate, as it could create unnecessary conflict and confusion. The project manager should try to resolve the concern directly with the senior manager first, before involving other parties. References: 1 Professional in Business Analysis (PMI-PBA)® Examination Content Outline, June 2018, p. 92 How To Address Management Issues at Work: 6 Steps To Take 3 15 Effective Ways To Strengthen Senior Leadership’s Management Skills 4 How To Write a Letter to Your Boss About Concerns (With Template)

The project manager should have established ground rules for the team at the beginning of the project, which would include guidelines for communication, decision making, conflict resolution, and stakeholder engagement. Ground rules help the team to work effectively and collaboratively, and to avoid misunderstandings and disagreements. Providing copies of the stakeholder engagement plan (A) is not enough, as it does not specify how the team should interact with the stakeholders. Defining the roles and responsibilities of the team members (B) is also important, but it does not address the issue of who should attend the meeting with the local council authority. Updating the communications management plan © is not relevant, as it does not prevent the conflict from occurring in the first place. References: PMBOK Guide, 7th edition, page 91; Agile Practice Guide, page 14.