PMP Exam Dumps - Project Management Professional (2025 Version)

The project manager should address the personal differences and work styles of the team members by meeting with them and agreeing on expectations from each other. This is a proactive way of managing conflict and fostering collaboration among the team members. It also helps to establish a common vision and goals for the project and clarify the roles and responsibilities of each team member. This approach is consistent with the PMI-PBA Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status, and the PMP Domain 3: People, Task 3.4: Lead a Team. References: (Professional in Business Analysis Reference Materials source and documents)

PMI-PBA Exam Content Outline, Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status1

PMP Exam Content Outline, Domain 3: People, Task 3.4: Lead a Team2

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9: Project Resource Management, Section 9.4: Develop Team

 According to the PMBOK® Guide, a project manager should be able to lead and support the team in achieving the project objectives, as well as manage team conflicts and issues. When a key project team member exhibits a sudden decrease in participation and performance, the project manager should schedule a meeting to discuss recent observations with the team member. This option demonstrates the project manager’s ability to communicate effectively, provide feedback, and address the root cause of the problem. The project manager should also show empathy and respect, and explore possible solutions or support that the team member may need. Reallocating tasks for the team member of concern, organizing a team-building session with all of the team members, or consulting the resource allocation matrix are not effective or appropriate actions to take in this situation. These options may ignore, avoid, or worsen the issue, and may not address the individual needs or concerns of the team member. They may also indicate a lack of leadership, interpersonal, or problem-solving skills on the part of the project manager. References: PMBOK® Guide, 6th edition, pages 52, 335, 349.

The project manager should first perform an impact analysis with SMEs to assess the potential effects of the separate project on the network upgrade. This will help the project manager to determine the magnitude and probability of the risks, as well as the possible responses and contingency plans. The impact analysis is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness1. Informing the government representative, implementing a change request, and updating the risk register are all possible actions that may follow the impact analysis, but they are not the first thing to do. References: 1 PMBOK® Guide, 6th edition, page 452.

A customer who wants to show a tangible outcome faster is likely to have a high value for early and frequent delivery, which is a principle of agile and adaptive approaches. In such a situation, the project manager should review the customer’s priorities regarding the desired requirements for the milestones, and discuss which requirements can be delivered faster with the project team. This is a way to apply the concept of value-driven delivery, which focuses on maximizing the value of the product and satisfying the customer’s needs. Informing the customer that moving the milestone has a very high impact on project cost, escalating the issue to senior management, or convincing the customer to keep the requirements as is are not effective ways to deal with the customer’s request, as they do not address the customer’s value or needs, and may create conflict or dissatisfaction. References: [PMI Agile Practice Guide], page 8; [PMBOK® Guide 6th Edition], page 18.

The best approach in this situation is for the project manager to meet with the team members and the developer individually to understand the underlying issues and perspectives. This aligns with the conflict resolution strategies outlined in the PMBOK Guide, which emphasizes the importance of addressing conflicts proactively and collaboratively12. By meeting with the parties involved separately, the project manager can gather unbiased information, which is crucial for formulating an effective action plan. This approach also allows for a more personalized discussion, where each individual can express their concerns without the pressure of group dynamics. Once the project manager has a clear understanding of the conflict’s root causes, they can work with the team to develop a resolution strategy that addresses the concerns of all parties and supports the project’s goals.

The PMBOK Guide and materials on conflict resolution techniques for project management professionals, as well as best practices for business analysts in managing conflicts123.

According to the PBA Guide, a project manager should use negotiation skills to resolve resource conflicts and obtain the best possible resources for the project. Negotiation involves communication, collaboration, and compromise among the stakeholders involved in the resource allocation. In this case, the project manager should contact the other project manager to request the resource, and try to reach a mutually acceptable agreement that balances the needs and priorities of both projects. This is preferable to asking the procurement department to supply a different resource, which may introduce additional costs, risks, and delays to the project. It is also preferable to changing the schedule according to the availability of the resource, which may affect the project scope, quality, and stakeholder expectations. Asking the sponsor to obtain the resource as originally planned may not be feasible or effective, as the sponsor may not have the authority or influence to resolve the resource conflict, and may perceive the project manager as unable to manage the project resources. References: = PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Negotiating for Resources, page 97. PMP Exam Content Outline, Domain II: Process, Task 4: Acquire and manage project resources, page 9.