PMP Exam Dumps - Project Management Professional (2025 Version)

According to the Agile Practice Guide, one of the principles of agile project management is to “respond to change over following a plan” 1. This means that agile teams should be able to adapt to changing requirements and market conditions, and deliver value to the customer as quickly as possible. Adding the competitor’s functionalities to the product backlog (option A) may not be the best way to respond to change, as it may increase the scope and complexity of the project, and delay the delivery of the product. Asking the sponsor to add more people to the team (option B) may also not be effective, as it may disrupt the team dynamics and communication, and cause the Brooks’ law effect, which states that “adding manpower to a late software project makes it later”. Asking the team to increase the velocity to launch the product as soon as possible (option D) may compromise the quality and sustainability of the product, and put undue pressure on the team. Therefore, the best option is to help the team to find a new approach to launch the product as soon as possible (option C), which may involve prioritizing the most valuable features, reducing the technical debt, applying lean principles, and collaborating with the customer and other stakeholders. References: 1: Agile Practice Guide, Chapter 2: An Introduction to Agile, page 13 2: The Mythical Man-Month: Essays on Software Engineering, by Frederick P. Brooks Jr., page 25

 According to the Agile Practice Guide, a prioritized backlog is a list of features, functions, requirements, enhancements, and fixes that are prioritized according to the value they deliver to the customer and the amount of work required to complete them. A prioritized backlog helps the project team to manage changing scope and expectations in an agile environment, where new knowledge and feedback are continuously incorporated into the project. By defining iteration review sessions with stakeholders, the project manager can ensure that the project outcomes are aligned with the business goals and that the stakeholders are satisfied with the deliverables. Iteration review sessions are meetings where the project team demonstrates the work completed in an iteration and solicits feedback from the stakeholders. Iteration review sessions help to validate the value of the deliverables, identify any defects or issues, and adjust the backlog for the next iteration. References: Agile Practice Guide, pages 37-38, 5.1.1 Prioritized Backlog, 5.2.2 Iteration Review.

 Checking the risk register for a prepared response to a resource being suddenly unavailable is a proactive action that the project manager should take to deal with the situation. The risk register is a document that records the identified risks, their causes, impacts, probabilities, and responses. By consulting the risk register, the project manager can see if there is a contingency plan or a fallback plan for the loss of a key resource, and implement it accordingly. Checking if the team member’s activities are sufficiently documented to facilitate handover is another important action that the project manager should take to ensure the continuity and quality of the project work. The team member’s activities may include tasks, deliverables, dependencies, assumptions, constraints, and other information that are relevant to the project scope, schedule, and cost. By reviewing the documentation, the project manager can identify the gaps, risks, and issues that may arise from the absence of the team member, and take appropriate measures to address them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, Seventh Edition, Section 11.4.3, “Risk Register”

PMBOK Guide, Seventh Edition, Section 4.3.3, “Project Management Plan”

Professional in Business Analysis (PMI-PBA) Guide, Section 4.2.2, “Documentation”

 According to the PMBOK Guide, iterative tools are techniques that enable project managers to plan and execute projects in an iterative and flexible way. Iterative tools are part of an adaptive or agile approach, where the project scope, schedule, and cost are responsive to changes and uncertainties. Iterative tools allow project managers to deliver value incrementally, rather than in one go, by breaking down the project into smaller cycles or iterations. Each iteration produces a deliverable or output that can be tested, reviewed, and improved. By using iterative tools, project managers can reduce risks, increase quality, and enhance customer satisfaction. To determine the benefits of using iterative tools in a project, the project manager should conduct reviews with stakeholders to discuss the potential benefits the approach may have to the project. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By conducting reviews with stakeholders, the project manager can solicit their feedback, address their concerns, and align their expectations. The reviews can also help the project manager to communicate the value and benefits of using iterative tools, such as faster delivery, higher quality, lower costs, and better customer satisfaction. The reviews can also help the project manager to identify the challenges and lessons learned from using iterative tools, such as managing changes, ensuring collaboration, and maintaining documentation. By conducting reviews with stakeholders, the project manager can evaluate the effectiveness and efficiency of using iterative tools, and report the results to the PMO and the steering committee. References:

PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.1: Project Delivery Approach, pp. 23-251

PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421

PMBOK Guide, 7th edition, Chapter 4: Tailoring, Section 4.2: Tailoring Considerations, pp. 51-531

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451

Iterative Process in Development & Design | project-management.com2

 According to the PMP Exam Study Guide, a subject matter expert (SME) is a person who has specialized knowledge or skills in a particular domain or area. A SME can provide valuable input and guidance on technical, functional, or business aspects of a project. In this scenario, the project manager should consult with a SME to see if the proposed change is acceptable, as it may affect the quality, performance, or functionality of the product or service. The SME can help the project manager to assess the impact of the change, evaluate the alternatives, and make an informed decision. The project manager should not accept, insist, or instruct the vendor without consulting with a SME, as this may lead to poor quality, customer dissatisfaction, or contractual issues. References:

PMP Exam Study Guide, Chapter 9: Project Resource Management, Section 9.1: Plan Resource Management, p. 443

PMP Exam Study Guide, Chapter 12: Project Procurement Management, Section 12.2: Conduct Procurements, p. 535-536

PMP Exam Study Guide, Chapter 13: Project Stakeholder Management, Section 13.3: Manage Stakeholder Engagement, p. 573-574

A minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development12. An MVP is a common strategy in agile project management, where the project team delivers working functionality in short iterations or sprints, and continuously improves the product based on customer feedback and changing requirements34.

Identifying the minimum functionality required for the product can help the project manager meet the management’s expectation of delivering a product prototype that can be presented to potential customers in the first iteration. By focusing on the core features that provide the most value to the customers, the project manager can reduce the scope, cost, and time of the project, and increase the quality and satisfaction of the product5 .

Identifying the minimum functionality required for the product also involves collaborating with the project sponsor, the marketing team, and the customers to understand their needs, preferences, and expectations. The project manager should use various techniques, such as interviews, surveys, focus groups, prototyping, and testing, to gather and validate the requirements and feedback of the stakeholders .

Identifying the minimum functionality required for the product is not the same as splitting the backlog into phases, increasing the details of the WBS, or asking the sponsor to prioritize some functionalities. These are all possible actions that the project manager can take after identifying the MVP, but they are not the first step in ensuring that the deliverable of the first iteration helps the marketing team present the product prototype to potential customers.

 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