PMP Exam Dumps - Project Management Professional (2025 Version)

 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Stakeholder Management knowledge area is Manage Stakeholder Engagement, which involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. One of the inputs for this process is the stakeholder engagement plan, which identifies the strategies and actions to promote productive involvement of stakeholders in project decisions and activities. By reviewing the stakeholder engagement plan, the project manager can assess the current level of stakeholder engagement and identify the gaps or issues that need to be addressed to overcome the resistance and gain acceptance of the change. References: PMBOK Guide, 6th edition, pages 513-514, 518.

 The project manager should work with the team to analyze which processes are suitable to use and define them in the ground rules. This will help to resolve the conflict by creating a common understanding of the project processes, expectations, and norms among the team members from different companies. The project manager should also facilitate communication and collaboration among the team members and foster a positive team culture. Avoiding the conflict, reviewing the historical information, and asking the team to use company B’s processes are not effective ways to resolve the conflict, as they do not address the root cause of the problem or involve the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 48-49, 343-344, 368-369; PMP Exam Content Outline, 2020, pages 6-7.

 The forming phase of a project team is when team members are uncertain about the team’s purpose, their roles, and how to work together1. The project manager’s job is to help the team overcome this uncertainty by clarifying the team goals, expectations, and norms2. One of the tools that can help the project manager in this stage is to assess and analyze the personality indicators of the team members, such as the Myers-Briggs Type Indicator (MBTI) or the DiSC profile. These tools can help the project manager understand the preferences, strengths, and weaknesses of each team member, and how they interact with others3. By doing so, the project manager can tailor the team-building activities to suit the needs and preferences of the team, and avoid activities that might cause discomfort, frustration, or conflict among the team members. For example, improvisation theater activities might be fun for some team members who enjoy spontaneity, creativity, and humor, but they might be stressful or awkward for others who prefer structure, planning, and logic. Therefore, the project manager should have assessed and analyzed the personality indicators of the team before choosing such an activity, and consulted with the team members to ensure that they are comfortable and willing to participate. Alternatively, the project manager could have chosen a different team-building activity that is more suitable for the forming stage, such as icebreakers, introductions, or games that help the team members get to know each other better4. References:

1: The 5 Stages of Team Development (Including Examples) | Upwork

2: Forming, Storming, Norming and Performing for Agile teams | Scrum.org

3: Team Development Cycle: From Forming To Performing - Teamhood

4: 45 Team Building Games to Psych Up Your Team [2023] • Asana

 The project manager should share the organization’s decision with the team and make plans to adopt an agile approach in the upcoming project because this is the best way to align the team with the new direction and prepare them for the change. Agile approaches are based on values and principles that emphasize collaboration, flexibility, and customer satisfaction, which may differ from the traditional predictive methods that the team is used to. Therefore, the project manager should communicate the rationale and benefits of the agile approach, and involve the team in planning and executing the project using agile practices and tools. The other options are not the best choices because they do not support the organization’s decision or the project sponsor’s preference. Preparing a risk report that captures the probability and impact of risks, and then sharing it with the project sponsor (option A) may imply that the project manager is resistant or skeptical about the agile approach, and may not address the team’s readiness or capability. Making a request to human resources for new team members who have agile experience (option C) may undermine the existing team’s skills and motivation, and may not be feasible or necessary. Asking the project sponsor to change the approach back to predictive as that is the team’s strength (option D) may contradict the organization’s strategy and the project sponsor’s authority, and may not reflect the project manager’s willingness to learn and adapt. References: PMBOK Guide, 6th edition, pages 18-19, 686-687. Exam PMP topic 1 question 434 discussion. Episode 434: The PMP® Exam is Changing on 1 July 2020.

 According to the PMBOK Guide, risk management is the process of identifying, analyzing, and responding to project risks. Project risks can be either threats or opportunities. A threat is a negative event or condition that may adversely affect the project objectives, while an opportunity is a positive event or condition that may enhance the project objectives. In this question, the new law is an external risk that poses a threat to the current production processes, but also an opportunity to introduce new products that can meet the customer needs and increase the market share. The project manager should inform the management of this risk and opportunity, and share the proposed products that can take advantage of the situation. This way, the project manager can align the project objectives with the organizational strategy, and seek the support and approval of the management for the changes. This is also consistent with the stakeholder management process, which involves identifying, analyzing, and engaging the stakeholders throughout the project life cycle. The management is a key stakeholder that has high power and interest in the project outcome, and should be kept informed and satisfied. Therefore, option C is the best answer. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 11: Project Risk Management, pages 397-455

PMBOK Guide, 6th edition, Chapter 13: Project Stakeholder Management, pages 513-542

Free PMP Questions and Answers – Are You Ready for PMP Exam?

Comprehensive and Detailed Explanation:

The PMO typically maintains standard templates and documentation requirements, especially for steering committees. Engaging the PMO ensures alignment with organizational standards and expectations.

A may result in inconsistent or outdated artifacts.

C may provide insight but not ensure consistency.

D may waste time if templates already exist.

In Agile, backlog refinement and prioritization are continuous and collaborative activities. If user stories (especially those fixing demo issues) are left unprioritized, the team and product owner must work together to reassess and reorder the backlog for upcoming sprints.

Option B is the most proactive, aligned with Agile practices, and focused on collaboration.

Option A may help scope understanding but doesn’t address prioritization.

Option C misuses “spikes” (intended for research, not unplanned work).

Option D is reactive and extends scope rather than adjusting priorities.

According to the PMBOK Guide, acceptance criteria are the standards by which the project deliverables are measured and verified to meet the stakeholder’s expectations and requirements1. They are defined during the project planning process and agreed upon by the project team and the client2. By highlighting how the acceptance criteria were met in the project closure report, the project manager can demonstrate that the project outputs have fulfilled the client’s business needs and have been formally accepted by them3. This can also help to resolve any doubts or disputes that the client may have about the quality or value of the project deliverables4. How the quality, scope, and stakeholders were managed are also important aspects of the project closure report, but they are not directly related to the stakeholder’s concern about the project outputs. The project manager should focus on showing how the project deliverables met the acceptance criteria, which are the basis for the stakeholder’s satisfaction and sign-off. References:

1: PMBOK Guide, 6th edition, page 161

2: Project Management Acceptance Criteria with Examples, KnowledgeHut, page 1

3: A Guide to Project Closure: 12 Essential Things To Do, Rebel’s Guide to Project Management, page 2

4: Project Client Acceptance and Sign-Off Form, ProjectManagement.com, page 1