PMP Exam Dumps - Project Management Professional (2025 Version)

 An issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. An issue log is a project document that provides a mechanism for recording and communicating issues that arise during a project. It also helps to monitor their resolution. According to the PMBOK Guide, the first step in managing issues is to identify and document them in the issue log. The issue log should include information such as issue description, type, priority, owner, due date, status, and resolution. Updating the issue log will help the project manager to track and resolve the issue of the government-owned area, and communicate it to the relevant stakeholders. Identifying an alternative site, issuing a change request, or updating the risk register are possible actions that may be taken after the issue is documented and analyzed, depending on the impact and urgency of the issue. References: : PMBOK Guide, 6th edition, page 89 : PMBOK Guide, 6th edition, page 558 : PMP Sample Test Questions

According to the PMBOK® Guide, integrated change control is the process of reviewing all change requests, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan. It also involves communicating the decisions on the change requests to the relevant stakeholders. The project manager should evaluate the proposed change with integrated change control to determine its impact on the project objectives, scope, schedule, cost, quality, risk, and benefits. The project manager should also discuss the change with the project sponsor, who is the person or group that provides resources and support for the project and is accountable for enabling success. The project sponsor can help the project manager to obtain approval for the change, resolve conflicts, and align the change with the strategic objectives of the organization. References:

PMBOK® Guide, Seventh Edition, Section 8.2.2.1, “Integrated Change Control”

PMBOK® Guide, Seventh Edition, Section 4.4.3.2, “Project Sponsor”

According to the PMBOK Guide, the project manager should identify the project stakeholders by using various sources of information, such as historical records, organizational charts, stakeholder registers, and lessons learned from previous projects. Lessons learned from previous projects can provide valuable insights into the stakeholder’s expectations, needs, interests, influence, and potential impact on the project. By using lessons learned from the previous project as a guide, the project manager can create a more accurate and comprehensive stakeholder register for the current project, which will help in planning and managing stakeholder engagement. References: PMBOK Guide, 6th edition, page 511-512, section 13.1.1.2 Identify Stakeholders: Data Gathering.

According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to monitor and evaluate the project performance and outcomes, and to use the data and information collected to support decision making and adaptation. This is especially important for projects that operate in a dynamic and uncertain environment, where agility, market adaptation, and a quick response to market offerings are critical success factors. The project manager should conduct periodical reviews of the project plans, objectives, and deliverables to ensure that they are aligned with the changing needs and expectations of the stakeholders, and to identify and address any issues or risks that may affect the project value delivery. Option C is the best answer for this question.

Option A is not the best answer because reviewing the project objectives with the project sponsor is not a key activity that the project manager should undertake to ensure company success. It is a good practice to have a clear and shared understanding of the project objectives with the project sponsor, but it is not sufficient to ensure the project’s agility, market adaptation, and responsiveness. The project manager should also engage other stakeholders, such as the customers, users, and team members, and review the project objectives with them as well.

Option B is not the best answer because requesting more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome is not a key activity that the project manager should undertake to ensure company success. It is a possible action that the project manager may take if the project scope, schedule, or quality are affected by the changes in the market or the stakeholder needs, but it is not a proactive or adaptive activity that the project manager should perform regularly. Moreover, requesting more funding may not always be feasible or desirable, as it may increase the project costs and risks, and may not guarantee the project value delivery.

Option D is not the best answer because creating a business case after performing a market review, and then submitting it to the sponsor to modify the project deliverable to meet the newly defined objectives is not a key activity that the project manager should undertake to ensure company success. It is a possible activity that the project manager may perform if the project deliverable is no longer aligned with the business needs or the market opportunities, but it is not a frequent or iterative activity that the project manager should do to ensure the project’s agility, market adaptation, and responsiveness. Moreover, creating a business case may not always be necessary or appropriate, as it may delay the project delivery and may not reflect the current or future state of the market or the stakeholder needs. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50.

When a project manager identifies that the response action for an issue is insufficient, it is crucial to take immediate action to prevent further complications. The best course of action in this scenario is to meet with the project team to find another solution1. This approach ensures that all team members are aware of the issue and can contribute their expertise and ideas to resolving it. It also promotes transparency and collaboration within the team1. The other options (A, B, C) are also important steps in issue management, but they are not the immediate next steps when a response action has proven to be insufficient2. References: 12

According to the PMP Exam Content Outline, one of the tasks under the domain of Stakeholder Management is to manage stakeholder engagement, which includes communicating and interfacing with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. Stakeholder engagement is the process of involving stakeholders in the project decisions and activities, and ensuring that their interests and concerns are considered and addressed. Stakeholder engagement is crucial for project success, as it can increase stakeholder satisfaction, commitment, support, and trust, as well as reduce conflicts, risks, and resistance to change12.

One of the tools and techniques for managing stakeholder engagement is the stakeholder engagement plan, which is a component of the project management plan. It describes the strategies and actions that will be used to promote productive involvement of stakeholders in decision making and project execution3. The stakeholder engagement plan should include the following elements:

Stakeholder identification and analysis: This involves identifying the key stakeholders of the project, their roles, interests, expectations, influence, and impact on the project, and their current and desired levels of engagement.

Stakeholder engagement assessment matrix: This is a table that shows the changes in the level of engagement of each stakeholder or stakeholder group over time, and the gaps between the current and desired levels of engagement.

Stakeholder engagement strategies: These are the approaches and methods that will be used to increase the level of engagement of stakeholders, such as communication, negotiation, collaboration, consultation, education, etc.

Stakeholder communication plan: This is a document that specifies the information needs and preferences of each stakeholder or stakeholder group, the frequency and mode of communication, the communication channels and methods, the communication roles and responsibilities, and the communication feedback and evaluation mechanisms.

Stakeholder engagement action plan: This is a list of specific actions and activities that will be performed to implement the stakeholder engagement strategies and the stakeholder communication plan, such as conducting meetings, workshops, surveys, interviews, presentations, reports, etc.

One of the best practices for stakeholder engagement is to set clear meeting expectations by sharing agendas in advance. This can help the project manager to obtain participation from key stakeholders who do not usually attend project meetings, by:

Showing respect for the stakeholders’ time and availability, and inviting them to attend only the meetings that are relevant and important for them.

Providing them with the purpose, objectives, topics, and outcomes of the meeting, and how their input and feedback will be valued and used.

Encouraging them to prepare for the meeting, and to raise any questions, issues, or concerns beforehand or during the meeting.

Creating a positive and collaborative atmosphere for the meeting, and facilitating the discussion and interaction among the participants.

Following up with the stakeholders after the meeting, and sharing the meeting minutes, action items, and decisions.

The other options are not correct because they do not address the root cause of the lack of stakeholder participation, which is the low level of engagement. Distributing the communications management plan may not be effective, as the stakeholders may not read it or find it relevant. Rescheduling meetings to align with the stakeholders’ availability may not be feasible, as the stakeholders may have conflicting schedules or priorities. Escalating the issue to senior management may not be appropriate, as the stakeholders may perceive it as a threat or a sign of disrespect. Therefore, the best option is to set clear meeting expectations by sharing agendas in advance, as this can increase the stakeholder engagement and participation in the project meetings. References:

PMP Exam Content Outline

Stakeholder analysis4

Stakeholder engagement plan3

7 Benefits of Stakeholder Participation1

Project Stakeholder Management According to the PMBOK2

According to the PMBOK Guide, the project manager should be involved in the procurement process to ensure that the project requirements are clearly defined and communicated to the potential suppliers1. The project manager should also verify that the project objectives are aligned with the business needs and the expectations of the stakeholders before approving an agreement2. Therefore, the best option is to ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement. Option B is incorrect because informing the project sponsor that there cannot be any changes to the scope of the project is unrealistic and may not account for the possible risks and uncertainties that may arise during the project execution3. Option C is incorrect because notifying the project sponsor that the project manager cannot be involved in the agreement negotiation process is not a proactive or collaborative approach, and may result in a poor or unsuitable agreement for the project. Option D is incorrect because asking the project sponsor to involve the legal department in the negotiation for the project agreement is not the responsibility of the project manager, and may not address the issue of the project manager’s participation in the procurement process. References: 1: PMBOK Guide, 6th edition, section 12.1.3.1, p. 465 2: PMBOK Guide, 6th edition, section 4.1.3.1, p. 89 3: PMBOK Guide, 6th edition, section 5.6.3.1, p. 161 : PMBOK Guide, 6th edition, section 12.2.3.1, p. 473 : PMBOK Guide, 6th edition, section 12.2.3.2, p. 474

The project manager should first meet with the stakeholder to better understand their expectations and update the stakeholder engagement plan. The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution1. By meeting with the stakeholder, the project manager can identify the stakeholder’s information needs, communication preferences, and level of interest and influence on the project. This will help the project manager to tailor the periodic reports and other communication methods to meet the stakeholder’s expectations and increase their satisfaction and support for the project2.

Option A is not the best answer because adding the stakeholder details into the periodic reports and updating the project management plan is a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option B is not the best answer because inviting the stakeholder to all future project review meetings and updating the project management plan is also a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option C is not the best answer because updating the project management plan with the new information and informing all of the relevant stakeholders is a general and vague action that does not address the specific issue of the stakeholder’s complaint. It is not the first thing to do. References: 1: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 2: PMBOK Guide, 7th Edition, Section 13.2.2.4, Communication Requirements Analysis