PMP Exam Dumps - Project Management Professional (2025 Version)

A hybrid approach in project management is a technique that combines elements from different project management frameworks, such as waterfall and agile, to tailor the methodology to best suit the project at hand12. By merging various methods, organizations can capitalize on the strengths of each approach while mitigating their weaknesses3. A hybrid approach allows for a more detailed and nuanced approach to the work, and requires the project manager to facilitate the collaboration and communication among the team members45. Therefore, the best option for the project manager in this scenario is to facilitate the discussion so that the team members can reach a consensus on the comparative size of the backlog items and if they would fit into the next sprint. This way, the project manager can ensure that the team is aligned on the approach, the customer needs are met, and the project goals are achieved.

Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization1. They can help the junior project manager to follow the best practices and standards of the organization and the industry. Lesson learned registers from past projects are the documented information that captures the knowledge, experience, and lessons learned throughout or at the end of a project2. They can help the junior project manager to avoid repeating the same mistakes and to apply the successful strategies from previous projects. Project management plan is the document that describes how the project will be executed, monitored, and controlled3. It can help the junior project manager to define, coordinate, and integrate all the subsidiary plans and baselines, such as scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement4. References: 1: PMBOK Guide, 7th edition, page 34 2: PMBOK Guide, 7th edition, page 36 3: PMBOK Guide, 7th edition, page 37 4: PMBOK Guide, 7th edition, page 38

A project manager who is managing two integrated projects in a program should use effective communication and conflict management skills to resolve issues that arise from misalignment or integration points. The project manager should first meet with both integration leads to understand the root cause of the problem and facilitate a collaborative solution that satisfies both parties and aligns with the program objectives. Assigning the resolution of the issue to either one of the integration leads, or escalating the issue to the program architect, are not the best options as they may create more conflict or undermine the authority of the project manager. References:

PMBOK Guide, 7th edition, page 65

Standard for Program Management, 4th edition, page 67

PMI-PBA Exam Content Outline, page 10

[PMI-PBA Handbook], page 11

A hybrid approach in project management is a technique that combines elements from different project management frameworks, such as waterfall and agile, to tailor the methodology to best suit the project at hand12. By merging various methods, organizations can capitalize on the strengths of each approach while mitigating their weaknesses3. A hybrid approach allows for a more detailed and nuanced approach to the work, and requires the project manager to facilitate the collaboration and communication among the team members45. Therefore, the best option for the project manager in this scenario is to facilitate the discussion so that the team members can reach a consensus on the comparative size of the backlog items and if they would fit into the next sprint. This way, the project manager can ensure that the team is aligned on the approach, the customer needs are met, and the project goals are achieved.

One of the core values of agile is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. This means that the project manager should seek ways to show the customer the value of the software as early and often as possible, rather than waiting for the final deliverables or a major milestone. By evaluating various delivery options, such as demos, prototypes, beta versions, or minimum viable products (MVPs), the project manager can get feedback from the customer and validate their needs and expectations. This will also help the project manager to prioritize the features that deliver the most value to the customer and align the team’s efforts accordingly. The other options are not as effective as evaluating various delivery options. Asking the internal sales team to keep the customer informed of the delivered value may not be sufficient, as the customer may not be able to see or experience the software for themselves. Informing the customer about the progress and updating them on the final deliverables may not be enough, as the customer may not be satisfied with the outcome or may have changed their requirements. Waiting for an important milestone to complete and then informing the customer of the progress may be too late, as the customer may have missed the opportunity to provide feedback or suggest changes. References:

The 12 Agile Project Management Principles: Key Pillars of Agile

Focusing on Customer Value with Agile Program Management

What is Value-Driven Delivery in the agile world? - Whizlabs

According to the PMBOK Guide, a project manager should recommend to the sponsor to review the results of the team’s supplier evaluation, when faced with the situation of the sponsor requesting to add another supplier who has lower costs but does not always fulfill the project requirements. This is part of the conduct procurements process, which involves obtaining seller responses, selecting a seller, and awarding a contract. The project team should evaluate the potential suppliers based on the source selection criteria, which are the factors used to rate or score seller proposals. The source selection criteria may include cost, quality, technical capability, schedule, risk, references, etc. The project manager should communicate the results of the supplier evaluation to the sponsor and other relevant stakeholders, and explain the rationale behind the team’s preferred suppliers. The project manager should also highlight the risks and trade-offs of choosing a lower-cost supplier who may not meet the project requirements. The project manager should seek the sponsor’s approval and support for the team’s decision, and address any concerns or objections that the sponsor may have. This approach ensures a transparent and objective process for selecting a supplier, and avoids potential conflicts or misunderstandings between the team and the sponsor. References: PMBOK Guide, 6th edition, pages 479-480, 485-486.

When unexpected changes occur that impact the project costs, such as government accounting requirements leading to increased testing costs, the project manager should submit a change request to the cost baseline. This is done through the governance process, which involves documenting the change, analyzing its impact, and seeking approval from the Change Control Board (CCB). This ensures that the project remains aligned with its financial objectives while accommodating necessary changes12.

Estimating using historical data from past similar projects (analogous estimating) is a best practice to prevent errors and improve accuracy in cost planning. It helps identify items or tasks that may be overlooked if only current project documentation is used.

According to the PMBOK® Guide – Seventh Edition, past project records and lessons learned are valuable tools for improving cost and scope planning.

Option A is a governance step but doesn’t improve estimation accuracy.

Option B addresses when to update but not how to improve the original estimate.

Option C (padding) is not best practice and may not be acceptable in cost-constrained projects.