PMP Exam Dumps - Project Management Professional (2025 Version)

According to the PMBOK Guide, 7th edition, one of the project manager’s responsibilities is to develop the project team, which includes enhancing their competencies and interactions1. This can be done through various methods, such as training, coaching, mentoring, knowledge sharing, and feedback1. In this scenario, the project manager notices that only one team member has a technical skill that is essential for the product quality and schedule. This creates a risk of dependency, delay, and error. To prevent the team from being unqualified, the project manager should take two actions:

Encourage working in pairs and knowledge sharing: This is a form of informal training that allows the team members to learn from each other and transfer the technical skill. It also fosters collaboration, communication, and trust among the team members12.

Facilitate a training event with an external trainer: This is a form of formal training that provides the team members with a structured and standardized learning experience. It also ensures that the team members acquire the technical skill from a qualified and experienced source13.

These two actions will help the project manager develop the project team’s competencies and performance, as well as mitigate the risk of quality and schedule issues.

Appreciating this team member’s performance throughout the project life cycle is the best way to acknowledge this team member’s commitment, because it shows that the project manager recognizes and values the team member’s continuous improvement, role modeling, and mentoring. Appreciation can be expressed in various ways, such as writing a thank-you note, acknowledging the team member’s contributions in a team meeting, sending an email to the team member’s manager, or giving a reward or recognition. Appreciation can motivate and inspire the team member to keep up the good work, as well as to influence other team members to follow the example. The other options are not the best ways to acknowledge this team member’s commitment, because they may not be appropriate, timely, or effective. Sending this person to a meeting to negotiate the scope with the client may not be relevant to the team member’s role or skills, and it may not be perceived as a positive acknowledgment. Promoting this team member to a coaching role after this project is completed may not be feasible or desirable, and it may not reflect the team member’s current performance. Documenting it in the team member’s end of year performance review may be too late or too formal, and it may not convey the project manager’s genuine appreciation. References: Acknowledge Members of the Project Team - 3 Simple Ways, Power of Acknowledgment -Results on Project Teams, 50 Impactful Phrases for Appreciating Team Members, Positive Reinforcement | PMI - Project Management Institute

According to the Professional in Business Analysis (PMI-PBA)® Guide, an impediment is anything that prevents the team from delivering value or achieving its goals. An impediment can be internal or external, technical or non-technical, and can affect the quality, scope, schedule, cost, or risk of the project. In this scenario, the product owner has presented the backlog to the team, and the team has raised concerns over implementing some of the features due to various impediments. The project manager should suggest that the product owner ensure that the impediments are captured and prioritized based on the highest valued features. This would help the product owner to address the most critical impediments first, and to align the backlog with the project objectives and stakeholder expectations. This would also help the team to focus on delivering the most valuable features, and to overcome the impediments with the support of the product owner and the project manager. Estimating the financial impact of the impediments and requesting additional funding, beginning to remove the impediments starting with the easiest ones first, or capturing the impediments and informing management that their assistance is needed are actions that should be taken after the impediments are captured and prioritized, not before. These actions do not address the root cause of the situation, which is the misalignment between the backlog and the team’s capabilities. References: (Professional in Business Analysis Reference Materials source and documents)

Professional in Business Analysis (PMI-PBA)® Guide, Chapter 6, Section 6.3.1.2

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.2.2.2

The Standard for Project Management – Seventh Edition, Chapter 3, Section 3.2.2.2

 According to the PMBOK Guide, the resource calendar is a component of the resource management plan that identifies the availability, capability, and skills of human resources, as well as the availability of physical resources. The resource calendar may be affected by various factors, such as organizational policies, holidays, vacations, and work shifts. If the project team members enroll in the work-from-home policy, the project manager should update the resource calendar to reflect their availability and working hours, as well as any potential impact on the project schedule, budget, quality, and risk. The project manager should not update the communication styles, roles and responsibilities, or stakeholder engagement plan, as these are not directly related to the change in the resource availability. References: PMBOK Guide, 7th edition, pages 309-310, 313-314.

According to the PMBOK Guide, 7th edition, project governance is the oversight function that aligns the project with the organization’s governance model and encompasses the project life cycle. Project governance provides a framework for making decisions, resolving issues, and escalating risks among the project stakeholders. When a project is facing delays due to conflicting views between senior management and external stakeholders, the project manager should review the adequacy of the project’s governance and ensure that an appropriate structure is in place to facilitate effective communication, collaboration, and decision making. The project manager should also consult the project charter, the stakeholder engagement plan, and the project management plan to identify the roles, responsibilities, and authority levels of the project stakeholders and the escalation process for resolving issues. The other options are incorrect because they do not address the root cause of the problem, which is the lack of clear and consistent project governance. References: PMBOK Guide, 7th edition, page 23; Project governance - Project Management Institute

According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to tailor the project delivery approach based on the project characteristics, context, and environment. This means that the project manager should select the appropriate tools, techniques, methods, and artifacts that best suit the project needs and objectives. If the project manager realizes that the project will benefit from using adaptive tools, such as agile or hybrid methods, then the project manager should update the project documents accordingly and plan the first iterative session. This will enable the project team to deliver value incrementally and iteratively, and to respond to changes and feedback more effectively. Option A is the best answer for this question.

Option B is not the best answer because contacting the project sponsor and requesting new team members who are familiar with adaptive projects is not the first thing that the project manager should do. It is a possible action that the project manager may take if the current team lacks the skills or experience to work with adaptive tools, but it is not a necessary or immediate action. Moreover, requesting new team members may not always be feasible or desirable, as it may increase the project costs and risks, and may disrupt the team dynamics and performance.

Option C is not the best answer because confirming team capabilities before introducing adaptive tools and artifacts to the project is not the first thing that the project manager should do. It is a good practice to assess the team’s readiness and ability to work with adaptive tools, but it is not a prerequisite or a determinant for tailoring the project delivery approach. The project manager should base the decision on the project characteristics, context, and environment, not on the team capabilities. Moreover, confirming team capabilities may not always be accurate or reliable, as the team may have different levels of familiarity and confidence with adaptive tools.

Option D is not the best answer because freezing the design stage and looking for an external resource to run iterative design at extra cost is not the first thing that the project manager should do. It is a possible action that the project manager may take if the project is too complex or uncertain to be handled by the internal team, but it is not a recommended or proactive action. Freezing the design stage may delay the project delivery and may not reflect the current or future state of the project requirements or stakeholder needs. Looking for an external resource may increase the project costs and risks, and may reduce the project control and quality. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50.

According to the PMBOK Guide, 7th edition, section 2.3.2, “The project management plan is the primary source of information for how the project will be planned, executed, monitored, controlled, and closed. It integrates and consolidates all subsidiary plans and baselines, and other information necessary to manage the project.” Therefore, the project manager should identify the goal of each work product, as this will help align the project activities with the project objectives and benefits. Clarifying project benefits with the sponsor (option A) is important, but not sufficient to ensure that the project management plan reflects those benefits. Performing integration testing of each release (option C) and including the entire project team in testing (option D) are good practices for quality management, but not directly related to developing the project management plan. References:

PMBOK Guide, 7th edition, section 2.3.2

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 179, question 12