PMP Exam Dumps - Project Management Professional (2025 Version)

According to the PMBOK® Guide, one of the key skills of a project manager is to apply appropriate leadership styles to the needs and demands of various situations1. Leadership styles can range from directive to supportive, depending on the level of authority and involvement of the project manager1. Micromanagement is a type of directive leadership style that involves close supervision and control over the work of the team members2. While micromanagement may be suitable for some situations, such as when the team is new or inexperienced, it can be detrimental for others, such as when the team is senior or skilled2. Micromanagement can cause frustration, demotivation, and resentment among the team members, and hinder their performance and creativity23. Therefore, the project manager should adjust their management style to better fit senior team members, who may prefer more autonomy, trust, and feedback23. The project manager can use various techniques to adapt their management style, such as situational leadership, emotional intelligence, and coaching1 . References:

1: PMBOK® Guide – 4th Edition, Chapter 3: The Role of the Project Manager

2: Micromanager Definition: 25 Signs and How To Deal With One

3: What is micromanaging? 6 warning signs

: 4 Signs You’re a Micromanager in Your Projects

According to the PMBOK Guide, 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 disagreements1. Issues can arise from any aspect of the project, such as scope, schedule, cost, quality, resources, risks, or stakeholders. Issues can affect the performance of the project or the satisfaction of the stakeholders. Therefore, issues need to be identified, analyzed, and resolved in a timely and appropriate manner.

The project manager is responsible for managing issues throughout the project life cycle. One of the tools that the project manager can use to document and track issues is the issue log. The issue log is a project document that provides a structured way of recording and monitoring issues2. The issue log typically contains information such as the issue description, the issue owner, the issue priority, the issue status, the issue resolution, and the issue closure date3.

In this question, the project manager is faced with an issue that can affect the project schedule and the delivery of the product. The vendor’s inability to ship a core component on time is a matter that is not settled and is under discussion with the vendor. The project manager should review and update the issue log to record this issue and its details. The project manager should also determine if any alternative components can be offered by the vendor or another source that can meet the project requirements and minimize the schedule impact. This is part of the issue resolution process, which involves identifying and evaluating possible solutions, selecting the best option, and implementing the agreed-upon action4.

The other options are not the best actions to take next to minimize the impact on the project. Scheduling a meeting with all stakeholders to extend the project deadline is premature and may not be necessary if the issue can be resolved with an alternative component. Replacing the vendor with a new vendor who can offer the component on time is risky and may not be feasible or cost-effective. Adding an item to the next status review to make stakeholders aware of the vendor issue is important, but it does not address the issue resolution or the schedule impact.

According to the Project Management Professional (PMP) Reference Materials, the project manager should perform a stakeholder evaluation in order to realign the project with the sponsor’s expectations. A stakeholder evaluation is a process of identifying and analyzing the needs, interests, expectations, and influence of the project stakeholders, especially the key ones such as the project sponsor1. By performing a stakeholder evaluation, the project manager can understand the root cause of the sponsor’s dissatisfaction, communicate effectively with the sponsor, and address any gaps or issues in the project requirements2. The project manager can also use various tools and techniques, such as interviews, surveys, focus groups, and stakeholder analysis matrices, to gather and document the stakeholder information3. The other options, A, C, and D, are not the best actions that the project manager should take to realign the project with the sponsor’s expectations. Reviewing the project goal diagram with the team may not help to resolve the sponsor’s concerns, and may not reflect the current state of the project requirements. Confirming which templates the team should be using may not improve the quality or clarity of the project requirements, and may not address the sponsor’s needs or expectations. Reviewing the risk management plan may not be relevant or helpful for the project requirements development, and may not involve the sponsor’s feedback or input. References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13.1, "Identify Stakeholders". 2: How to Work Effectively with Your Project Sponsor - BrightWork.com, Section "Understanding the Sponsor’s Strategic Role". 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13.1.2, "Identify Stakeholders: Tools and Techniques".

According to the PMBOK® Guide, the project manager should identify the source of the disagreement among the project stakeholders as the first step to facilitate the approval of project requirements. This is because identifying the source of the disagreement can help the project manager understand the root cause of the conflict, the interests and needs of the stakeholders, and the potential impact of the disagreement on the project objectives and deliverables. By identifying the source of the disagreement, the project manager can then choose an appropriate conflict resolution technique, such as compromising, collaborating, smoothing, forcing, or withdrawing, to resolve the issue and obtain the approval of the project requirements1. The other options are not the first steps to facilitate the approval of project requirements, because:

Reviewing the project charter may help the project manager clarify the project scope, objectives, and high-level requirements, but it does not address the specific source of the disagreement among the stakeholders2.

Performing a stakeholder analysis may help the project manager identify the stakeholders, their roles, expectations, influence, and communication needs, but it does not address the specific source of the disagreement among the stakeholders3.

Holding a team-building event may help the project manager improve the team morale, trust, and collaboration, but it does not address the specific source of the disagreement among the stakeholders4. References: 1: PMBOK® Guide, Sixth Edition, Chapter 9.5.2.1, Conflict Management 2: PMBOK® Guide, Sixth Edition, Chapter 4.1.3.1, Project Charter 3: PMBOK® Guide, Sixth Edition, Chapter 13.1.3.1, Stakeholder Analysis 4: PMBOK® Guide, Sixth Edition, Chapter 9.4.2.4, Team-Building Activities

 The correct answer is C. According to the PMBOK® Guide, project artifacts are any documents or deliverables that are produced as part of the project management processes1. These artifacts can include project plans, reports, baselines, metrics, lessons learned, and other outputs that show the performance and progress of the project and the project team. The project manager should gather these artifacts to provide evidence of the team member’s high performance and contribution to the project success. This will help the project manager to make a strong case for the team member’s promotion to senior management. Compiling key highlights from meeting minutes, asking the team member to write a biography, or calculating the health of the projects are not sufficient or relevant to demonstrate the team member’s skills and competencies as a potential project manager. References: 1: PMBOK® Guide, page 89

According to the PMBOK guide, one of the tools and techniques for managing stakeholder engagement is interpersonal and team skills, which include emotional intelligence, influencing, and negotiation skills (p. 529). Emotional intelligence is “the ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people” (p. 529). Influencing is “the ability to change the opinions, attitudes, or behaviors of others to achieve a desired outcome” (p. 530). Negotiation is “a process of conferring with others to come to terms with them or to reach an agreement” (p. 530). Therefore, the project manager should use these skills to persuade the stakeholder to accept the deliverables based on the project acceptance criteria, and to resolve any conflicts or issues that may arise. The other options are not as effective as persuading the stakeholder, because they either bypass the stakeholder’s authority, create more dependency on the project sponsor, or postpone the problem without solving it. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK guide, pages 529-530

PMI-PBA guide, pages 39-40

The project manager should submit a change request to update the scope of work, the schedule, and the budget to accommodate the missing deliverable. A change request is a formal proposal to modify any aspect of the project, such as the scope, schedule, cost, quality, resources, or risks. A change request must be documented, reviewed, approved, and communicated by following the change control process. The change control process is part of the perform integrated change control process, which is one of the processes in the project integration management knowledge area. By submitting a change request, the project manager can ensure that the missing deliverable is properly identified, analyzed, and integrated into the project plan, and that the impact on the project objectives and constraints is minimized. The other options are not correct. Adding additional resources to the project may not solve the problem of the missing deliverable, and it may also introduce new risks, costs, and communication issues. Updating the scope of work without submitting a change request may lead to scope creep, which is the uncontrolled expansion of the project scope without proper authorization and approval. Reviewing the risk management plan may help to identify and mitigate any potential risks related to the missing deliverable, but it does not address the root cause of the problem or the impact on the project plan. References: PMBOK Guide, 6th edition, Chapter 4.6, 5.6, How to Manage Change Requests on a Project - PMI