PMP Exam Dumps - Project Management Professional (2025 Version)

The correct answer is C. According to the PMBOK® Guide, the project manager should evaluate the impact of any deviations or defects on the project scope, schedule, cost, quality, and risks, and initiate the change request process to obtain approval for any corrective actions1. The project manager should also communicate the change request to the relevant stakeholders and update the project management plan and other documents accordingly2. Asking the product designer why the deviation was not considered, reporting to the project sponsor that the product is working, or asking the quality team to discard the sample and test again are not appropriate actions, as they do not address the root cause of the problem, nor do they follow the change control procedures. References: 1: PMBOK® Guide, page 112-113; 2: PMBOK® Guide, page 121-122

 The project manager should first meet with the project team to understand the issue and define actions. This is because the project manager needs to analyze the root cause of the problem, identify the impact on the project scope, schedule, cost, and quality, and determine the best course of action to resolve the issue. Raising a change request, escalating the issue, or conducting a quality audit are possible actions that the project manager may take after meeting with the project team, depending on the outcome of the analysis. However, they are not the first steps that the project manager should take in this situation. References: = PMBOK Guide, 6th edition, page 152, section 4.3.1.1 (Work Breakdown Structure); page 121, section 4.2.3.1 (Project Scope Statement); page 115, section 4.1.3.1 (Project Charter); page 112, section 4.1.2.2 (Project Sponsor)

Some of the other options are not appropriate because:

A. Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced. This option may compromise the quality and effectiveness of the reviews, as the stakeholder may miss important information, feedback, or decisions. It may also create a perception of low priority or commitment from the stakeholder, which can affect the trust and relationship with the project team3. The stakeholder engagement plan should reflect the optimal level of engagement for each stakeholder, not the minimum4.

C. Record the issue in the issue log and escalate the conflict to the project sponsor for assistance. This option may be too drastic and premature, as the issue may not be a serious conflict that requires escalation. Escalation should be used as a last resort, when the project manager cannot resolve the issue by themselves or with the stakeholder5. Escalation may also damage the rapport and communication with the stakeholder, as it may imply that the project manager is unable to handle the situation or respect the stakeholder’s perspective.

D. Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews. This option may sound too rigid and authoritative, as it does not acknowledge the stakeholder’s concern or provide any justification for the frequency of the reviews. It may also create a sense of resentment or resistance from the stakeholder, who may feel that they are being forced to comply with a plan that they do not agree with or understand. The stakeholder engagement plan should be a flexible and collaborative tool, not a rigid and imposed one4.

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These two actions can help mitigate the risk of staff turnover during the course of a large multi-year project, because they can increase the satisfaction, motivation, and loyalty of the project team members. A recognition program can show appreciation and gratitude for the team members’ efforts and achievements, and provide positive reinforcement for their desired behavior. Training, mentoring and coaching can improve the skills and performance of the team members, and provide them with opportunities for learning and growth. These actions can also foster a positive and collaborative team culture, and enhance the trust and communication between the project manager and the team members. The other options are not effective actions to mitigate the risk of staff turnover, because they may not address the root causes or consequences of the risk, or they may create more problems or risks. Increasing the trained staff to create back-up for resources may not be feasible or cost-effective, and it may create redundancy, confusion, or conflict among the team members. Meeting with management to discuss dividing the project into smaller projects may not be possible or desirable, and it may affect the scope, quality, or benefits of the project. Convincing senior management to hire third-party staff may not be beneficial or reliable, and it may increase the complexity and risk of the project. References: Positive Reinforcement | PMI - Project Management Institute, [The Mindful Project Manager’s Guide To Team Motivation: 11 … - Planio].

According to the PMBOK Guide, 6th edition, section 4.7, one of the main outputs of the close project or phase process is the final product, service, or result transition. This involves transferring the ownership and responsibility of the project deliverables to the customer or sponsor, and obtaining their formal acceptance and sign-off. The project manager should ensure that the project scope and quality criteria are met, and that the deliverables are aligned with the project objectives and stakeholder expectations. The other options are not appropriate for the end of the project, as they are either part of the planning or monitoring and controlling processes, and do not involve the client’s verification and acceptance. References: PMBOK Guide, 6th edition, section 4.7; PMP Practice Exam, question 86.

An iterative delivery approach is a method of project management that breaks down large projects into smaller cycles or iterations, each delivering a usable and potentially releasable product increment12. An iterative delivery approach is suitable for projects that have a high degree of uncertainty, complexity, or change, such as the transformation of operational processes and the main system of a transportation company3. In order to help the team understand the work that needs to be done, the project manager needs to work with the team to decompose the scope into a work breakdown structure (WBS) and work packages. A WBS is a hierarchical decomposition of the project scope into smaller and more manageable components, each with a unique identifier and a clear definition of what is included and excluded4. A work package is the lowest level of the WBS, which represents a unit of work that can be assigned, executed, monitored, and controlled by a single person or a small group. By creating a WBS and work packages, the project manager can help the team to:

Clarify the project scope and objectives

Identify the deliverables and outcomes of each iteration

Estimate the resources, time, and cost of each work package

Define the roles and responsibilities of each team member

Establish the dependencies and sequence of work packages

Monitor and control the progress and quality of each iteration

Communicate and collaborate effectively with stakeholders References:

Incremental Delivery and the Principles of the Agile Manifesto

What is Iterative, Incremental Delivery? The Hunt for the Perfect …

An iterative and incremental approach to planning ERP projects

Work Breakdown Structure (WBS) | Project Management Institute

[Work Package - Project Management Knowledge]

The project manager should ask an experienced team member to coach the new team member, as this is a strategy for developing the skills and performance of the new team member. According to the PMI website, coaching is one of the interpersonal and team skills that a project manager should have. Coaching is a process of providing guidance, feedback, and support to help someone improve their abilities and achieve their goals. By asking an experienced team member to coach the new team member, the project manager can leverage the knowledge and expertise of the existing team, and foster a culture of learning and collaboration. The project manager can also monitor the progress and results of the coaching, and provide recognition and rewards to both the coach and the coachee.

The other options, asking the new team member to follow the team ground rules, asking an experienced team member to identify a replacement, or asking the new team member to reassess their own capabilities, are not the best ways to deal with a new team member who is not making the expected progress on an assigned task. Asking the new team member to follow the team ground rules may help the new team member to understand the expectations and norms of the team, but it does not address the specific issues or challenges that the new team member is facing. Asking an experienced team member to identify a replacement may be a drastic and demotivating measure, that may not be feasible or fair to the new team member. Asking the new team member to reassess their own capabilities may be a constructive feedback, but it does not provide any support or assistance to the new team member.

According to the PMBOK guide, one of the principles of agile project management is to empower the team to self-organize and make decisions about how to best accomplish their work. Self-organizing teams are more likely to be motivated, creative, and productive, as they have a sense of ownership and autonomy over their work. Self-organizing teams also have the ability to inspect and adapt their processes and practices based on feedback and learning. Therefore, when a team faces recurring issues, the project lead should not intervene or impose solutions, but rather facilitate the team’s reflection and improvement. The project lead can use techniques such as retrospectives, which are meetings where the team reviews their performance and identifies what went well, what did not go well, and what actions they can take to improve. The project lead can also help the team to update their team working agreement, which is a document that defines the team’s norms, values, and expectations. A team working agreement can help the team to align on their goals, roles, responsibilities, and communication methods, as well as to resolve conflicts and issues. The project lead should not notify senior management, challenge the team, or post the agreements, as these actions may undermine the team’s trust, autonomy, and accountability. References:

PMBOK guide, page 18, section 1.2.3, Agile Considerations in Project Management

PMBOK guide, page 437, section 11.2.2.3, Meetings

Creating a Team Working Agreement