PMP Exam Dumps - Project Management Professional (2025 Version)

 A risk register is a tool to identify, document, monitor and resolve project risks. It is an essential part of the risk management process and should involve the participation of relevant stakeholders. Stakeholder engagement is a process of identifying, understanding and involving people who have a stake in the outcome of the project. Effective stakeholder engagement requires ongoing communication, consultation, and collaboration. Therefore, the best option for the project manager is to run the meeting with the available stakeholders and then follow up with each one of the absent stakeholders to get their input. This way, the project manager can ensure that the risk register is comprehensive, accurate and reflects the views and concerns of all stakeholders. Canceling the meeting and creating the risk register using the project documents (option A) is not a good option because it does not involve the stakeholders and may miss some important risks or perspectives. Continuing the meeting and sending the updated risk register to all stakeholders (option B) is also not a good option because it does not allow the absent stakeholders to provide their input or feedback on the risk register. Escalating the issue of stakeholders not attending the meeting to the project sponsor (option D) is not a good option either because it does not address the root cause of the problem and may create unnecessary conflict or resentment among the stakeholders. References:

1: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana

2: 10 Principles Of Stakeholder Engagement | APM

3: What is Stakeholder Engagement, and Why is it Important for Strategic Planning?

 According to the PMBOK Guide, project artifacts are any documents or information that are produced or consumed by a project, such as plans, reports, contracts, deliverables, etc. Project artifacts should be archived at the end of the project or phase for future reference, lessons learned, audits, or legal purposes. The project management office (PMO) is a centralized entity that oversees the management of projects, programs, and portfolios, and provides guidance, standards, policies, and procedures for project management. The project manager should consult with the PMO for guidance on how to archive the project artifacts for the cancelled project, as the PMO may have specific requirements or best practices for this process. The project manager should not comply with the project sponsor’s request to not archive the project artifacts, as this may violate organizational policies, contractual obligations, or ethical principles. The project manager should not archive the project artifacts on his or her local computer, as this may compromise the security, accessibility, or quality of the information. The project manager should not document the project sponsor’s instructions as the archived project artifacts, as this may not capture the full scope, history, or outcome of the project. References:

PMBOK Guide, 6th edition, pages 33, 89, 123, 126, 129, 686

PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

The stakeholder engagement plan should include all stakeholders who have been identified as having needs and a potential impact on the project. This includes both supporters and those who may oppose the project, as understanding and addressing the concerns of all stakeholders is crucial for the success of the project. The PMBOK Guide emphasizes the importance of identifying all relevant stakeholders and managing their engagement throughout the project life cycle12. This approach ensures that the project manager has a comprehensive understanding of the stakeholder landscape and can develop strategies to engage with them effectively, which is essential for navigating complex projects such as the construction of a nuclear power plant.

According to the PMBOK Guide, when using an agile approach, the project manager needs to have a clear understanding of the product vision, the product roadmap, and the product backlog1. The product vision is a brief statement that describes the desired outcome of the project and the value it will deliver to the customers and stakeholders2. The product roadmap is a high-level overview of the product features and deliverables, along with the planned timeline and milestones3. The product backlog is a prioritized list of the product requirements, user stories, and other work items that need to be completed by the project team. These three factors help the project manager to align the project objectives with the customer needs, plan and execute the project iteratively and incrementally, and deliver value early and often1. The other options are not relevant for an agile approach, as they are more suitable for a predictive or waterfall approach. Key performance indicators (KPIs) are metrics that measure the performance of the project against the project objectives. Schedule performance index (SPI) is a ratio of the earned value to the planned value, indicating how well the project is progressing according to the schedule. These factors are not essential for delivering a product using an agile approach, as they focus more on the adherence to the plan rather than the delivery of value. References:

1: PMBOK Guide, 6th edition, page 18

2: PMBOK Guide, 6th edition, page 156

3: PMBOK Guide, 6th edition, page 157

: PMBOK Guide, 6th edition, page 158

: PMBOK Guide, 6th edition, page 33

: PMBOK Guide, 6th edition, page 267

The project manager should take proactive steps to restore the team morale and trust after an incident that affects the team dynamics. Hosting a special meeting to talk about what happened is a way to facilitate open communication, address the root causes of the conflict, and resolve any issues or grievances among the team members. Conducting a team-building workshop is a way to enhance the team cohesion, collaboration, and performance by engaging the team in fun and interactive activities that foster positive relationships and mutual respect. These two actions are consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle®. References:

PMBOK Guide 7th Edition, page 133

Agile Practice Guide, page 48

PMI Talent Triangle® 1

 According to the PMBOK Guide, the project manager is responsible for managing the project information and ensuring that it is appropriately distributed, stored, and protected. The project manager should also adhere to the policies and procedures regarding the confidentiality and security of the project information. If the project sponsor requests technical specifications for a project-related component that he or she does not have the authorization to see, the project manager should first meet with the project sponsor as soon as possible to discuss the matter further and understand the reason behind the request. The project manager should also explain the implications of disclosing the specifications without proper authorization and try to resolve the issue amicably. Updating the issue log, creating a stakeholder engagement plan, or providing the specifications with some information removed are possible actions that the project manager can take after meeting with the project sponsor, depending on the outcome of the discussion. However, they are not the first actions that the project manager should take in this situation. References: PMBOK Guide, 6th edition, pages 376-377, 395-396.

According to the PMBOK Guide, one of the tools and techniques for developing the project management plan is expert judgement1. This involves obtaining guidance and advice from knowledgeable and experienced individuals or groups, such as subject matter experts, consultants, industry associations, or professional and technical organizations. By consulting a senior project manager within the organization, the project manager can leverage their expert judgement to understand the interdependencies of the work items, the industry standards and best practices, and the organizational processes and policies that may affect the project planning. The other options are not appropriate, as they do not address the issue of the project manager’s lack of familiarity with the industry and the work items. Consulting the project sponsor, the product owner, or the senior developer may provide some useful information, but they are not the best sources of expert judgement for the project manager in this situation. References:

1: PMBOK Guide, 6th edition, page 89

In an agile project, the project manager does not assign tasks to the team members, but rather facilitates the team’s self-organization and empowerment. The team decides how to plan, execute, monitor, and control the work within the sprint, based on the agreed-upon requirements and priorities. The project manager supports the team by removing impediments, providing feedback, and ensuring alignment with the project vision and goals. The daily standup is a short meeting where the team members share their progress, challenges, and plans for the next 24 hours, not a place where the project manager instructs the team what to do. References:

Agile Practice Guide, page 37

PMBOK Guide 7th Edition, page 97