PMP Exam Dumps - Project Management Professional (2025 Version)

Before taking any action, the project manager should gather more context and engage the team to assess feasibility. This includes evaluating schedule impacts, resource constraints, regulatory implications, and whether scope trade-offs are required. This approach aligns with the PMBOK® Guide’s recommendation to evaluate change impacts before making decisions.

Option A is misaligned; root cause analysis is more appropriate for problem resolution, not for scope acceleration.

Option B assumes approval and feasibility without review.

Option C applies to Agile backlog reprioritization but this is a regulatory milestone, likely not in a product backlog.

The graph shows that the project is performing below the baseline for both schedule and cost, which means it is behind schedule and under budget. This indicates that the project is not meeting its planned progress and deliverables, and may have some issues with scope, quality, or resources. The project manager should review the project schedule to identify the root causes of the delays, and take corrective actions to bring the project back on track. The project manager should also monitor the project cost to ensure that it does not exceed the budget, and communicate the status and changes to the stakeholders. References:

PMBOK Guide, 7th Edition, Chapter 8: Performance Measurement and Reporting1

The PMI Guide to Business Analysis, Chapter 5: Planning Business Analysis Work2

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Elicitation and Collaboration3

The project manager should initiate the change request to modify the scope and adjust the timelines. This is because the project manager is responsible for managing the project scope and ensuring that the project delivers the agreed outcomes within the approved budget and schedule. When the project manager encounters scope changes and a delay in the delivery of critical tasks, they should follow the change management process as defined in the project management plan. This process involves initiating a change request that describes the proposed changes, their impact, and their justification. The change request should then be submitted to the appropriate authority, such as the change control board or the steering committee, for review and approval. The project manager should also update the project documents, such as the scope baseline, the schedule baseline, and the cost baseline, to reflect the approved changes. The project manager should communicate the changes and their implications to the relevant stakeholders, such as the project team, the PMO, the sponsor, and the customer. References: PMBOK Guide, 6th edition, section 4.6, page 115, PMP Exam Prep, 10th edition, page 180

Skipping project retrospectives can have negative impacts on the project performance, quality, and team morale. Project retrospectives are important for identifying and analyzing the strengths, weaknesses, opportunities, and threats of the project, and for implementing corrective and preventive actions to improve the project outcomes and processes. By reducing the time for preparation and discussion, the project manager could cause the following issues:

A lot of discussions that yield no results or possibly too many results: Without proper preparation, the project manager and the team may not have a clear agenda, objectives, and scope for the retrospective. This could lead to unfocused, irrelevant, or redundant discussions that do not produce any meaningful insights or action items. Alternatively, the project manager and the team may try to cover too many topics or issues in a short time, resulting in superficial, incomplete, or overwhelming analysis and recommendations.

A focus on the negative and a disinterest in further improvements: Without sufficient time for discussion, the project manager and the team may not be able to explore the root causes, impacts, and solutions of the project problems in depth. This could lead to a negative and blame-oriented attitude, where the team members only focus on the failures and faults of the project, and do not appreciate the successes and achievements. This could also lead to a loss of interest and motivation for further improvements, as the team members may feel that the retrospective is a waste of time, or that the project issues are too complex or difficult to resolve.

The project manager should use the alignment of the project with the benefits management plan as an indicator that the project is actually delivering value because this is the best way to measure the project’s contribution to the organization’s strategic objectives and expected outcomes. The benefits management plan defines the benefits that the project is expected to deliver, the metrics and targets to evaluate them, the roles and responsibilities for benefits realization, and the timeline and process for benefits review and transition. By comparing the project’s performance and deliverables with the benefits management plan, the project manager can assess the value of the project and identify any gaps or issues that need to be addressed. The other options are not the best choices because they do not necessarily reflect the value of the project. Stakeholders’ satisfaction with the current status (option A) may be subjective and biased, and may not consider the long-term benefits of the project. The project being under budget and on schedule (option B) may indicate the project’s efficiency and adherence to the plan, but it does not guarantee the project’s effectiveness and alignment with the business needs. The project being aligned with the project charter (option C) may show the project’s compliance with the initial scope, objectives, and assumptions, but it does not account for any changes or updates that may affect the project’s value proposition. References: PMBOK Guide, 6th edition, pages 33-34, 75-76, 129-130. PMP Questions page 457. PMP Practice Exam | Free PMP Practice Questions.

 According to the PMBOK Guide, a change request is a formal petition for change in a project. It’s a document that explains what are the changes to be made and the main reasons why they should be implemented1. Change requests can either be submitted by internal or external project stakeholders. When a project manager realizes that some operational project requirements were not captured in the project scope of work, they should issue a change request to include the additional scope, and track the completion of the work items. This is the best way to ensure that the project deliverables meet the customer’s needs and expectations, and that the project scope is aligned with the project objectives. The other options are not the best actions to take in this situation. Issuing a change request to remove items from the scope of work and keep the project on schedule (option A) may compromise the quality and value of the project deliverables, and may result in customer dissatisfaction or rejection. Documenting the issue in the lessons learned document, and discussing this with the project sponsor (option C) may be helpful for future projects, but it does not address the current issue or resolve the gap in the project scope. Arranging to pass the cost to the operational area since the customer will benefit (option D) may create conflicts and resentment among the project stakeholders, and may violate the project budget and contract terms. References: PMBOK Guide, 6th edition, pages 115-116, 123-124.

Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo1. A team lead who is highly engaged and involved in a project and is operating without a chain of command or authority levels is demonstrating adaptive leadership by anticipating future needs, articulating those needs to build collective support and understanding, adapting their responses based on continuous learning, and demonstrating accountability through transparency in their decision-making process1.

The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead’s behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels. References: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons, Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.

The project manager should engage the team members and guide them to investigate why they hold differing views. Understanding the rationale behind each interpretation promotes root cause analysis and leads to an informed decision.

According to the PMBOK® Guide – Seventh Edition, problem-solving and facilitating collaborative discussions are key leadership competencies. By engaging the individuals first, the project manager avoids making unilateral decisions and promotes team responsibility.

Option B risks propagating incorrect information.

Option C delegates decision-making without proper facilitation.

Option D is premature without understanding the discrepancy sources.