PMP Exam Dumps - Project Management Professional (2025 Version)

 Force/direct is a conflict resolution technique in which one party imposes their solution on the other party, without considering their views or interests. This technique is often used when there is a need for quick action, or when the issue is not important enough to warrant a more collaborative approach. In this situation, the project manager used force/direct to resolve the conflict with the new team member, by telling them what to do and expecting compliance, without discussing the reasons or consequences of their behavior. References: = Conflict Resolution Techniques in Project Management, Managing conflict - project environment - Resolution Strategies

The project manager should discuss the issue with the team members at fault and find out the root cause of why they did not fill out the status reports. The project manager should also remind them of the importance and urgency of the status reports for the project sponsor and the project success. The project manager should also work with the team members to establish a clear and consistent process for reporting the project status and ensure that they follow it. Reprimanding the team members, justifying their behavior, or quickly putting together a report are not effective ways to address the situation, as they may create resentment, mistrust, or inaccurate information. References:

PMP Exam Content Outline, Domain II: Process, Task 4: Provide performance feedback and recognition to team members and other stakeholders.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Team Performance, Page 77.

Professional in Business Analysis (PBA) Certification Exam Outline, Domain IV: Evaluation, Task 4: Communicate Solution Performance, Page 16.

 This is the best option because it addresses the root cause of the problem, which is the unclear product requirements. By analyzing the problem with both teams, the project leader can facilitate communication, collaboration, and alignment between them. This can help to clarify the product vision, prioritize the backlog, and identify any gaps or errors in the work done so far. This can also help to improve the quality of the product and the satisfaction of the stakeholders.

The other options are not as effective because they do not address the underlying issue or they may create more problems. For example:

B. Selecting new team members may disrupt the existing team dynamics and introduce more uncertainty and confusion. It may also delay the project and increase the cost.

C. Demanding that the business team define final requirements may create conflict and resentment between the teams. It may also be unrealistic or impractical to expect final requirements in a complex and changing environment.

D. Telling the teams to continue following the initial plan may result in wasted time and resources, as well as low-quality outcomes. It may also ignore the feedback and learning from the previous sprints.

The project manager should use the collaborate/problem solve technique to resolve this issue, as it involves finding a mutually beneficial solution that satisfies the interests of both the senior and junior team members. This technique is also known as confronting or integrating, and it is the preferred technique for managing conflicts on a project. The project manager should facilitate a constructive dialogue between the two team members, identify the root cause of the conflict, and help them reach a common understanding and agreement. This way, the project manager can maintain a positive team environment and foster collaboration and trust among the team members. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide 6th Edition, page 368, section 9.5.2.1

PMI Practice Standard for Project Risk Management, page 37, section 3.5.2.1

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 13, section 3.2.1.1

The project manager should first meet with the stakeholder to better understand their expectations and update the stakeholder engagement plan. The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution1. By meeting with the stakeholder, the project manager can identify the stakeholder’s information needs, communication preferences, and level of interest and influence on the project. This will help the project manager to tailor the periodic reports and other communication methods to meet the stakeholder’s expectations and increase their satisfaction and support for the project2.

Option A is not the best answer because adding the stakeholder details into the periodic reports and updating the project management plan is a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option B is not the best answer because inviting the stakeholder to all future project review meetings and updating the project management plan is also a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option C is not the best answer because updating the project management plan with the new information and informing all of the relevant stakeholders is a general and vague action that does not address the specific issue of the stakeholder’s complaint. It is not the first thing to do. References: 1: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 2: PMBOK Guide, 7th Edition, Section 13.2.2.4, Communication Requirements Analysis

The project manager should conduct a customer demonstration at the end of each build cycle to help the client understand the value delivered during project execution. This is a common practice in agile projects, where the team showcases the working product increment to the customer and solicits feedback. This way, the customer can see the tangible results of each iteration, validate the alignment with their expectations, and provide input for future improvements. This option aligns with the PMI-PBA practice guide, which states that “demonstrations are a key technique for validating requirements and obtaining feedback from stakeholders” (p. 67). The other options are not the best choices because they do not effectively communicate the value of the product to the customer. Including a planned value (PV) calculation in the sprint report for each build cycle (option A) may provide a quantitative measure of the project performance, but it does not show the actual functionality or quality of the product. Providing the customer with the refined specification during each build cycle (option C) may reflect the changes or clarifications made to the technical requirements, but it does not demonstrate the working product or its benefits. Showing the customer a sprint burndown chart for each build cycle (option D) may indicate the progress and velocity of the team, but it does not reveal the features or value of the product. References:

PMI-PBA Practice Guide, p. 67 1

PMBOK Guide, 6th edition, p. 189 2

 According to the PMBOK® Guide, stakeholder engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement in project activities throughout the project life cycle1. The project manager should proactively engage with stakeholders to understand their interests, needs, expectations, and influence on the project, and to manage any conflicts or issues that may arise2.

In this scenario, the project manager is facing a situation where an important stakeholder is dissatisfied with the way the project is being executed and threatens to withdraw support for the project. This could have a negative impact on the project’s success, as the stakeholder may have a high level of power, interest, or influence on the project. The best way to handle this situation is to approach the stakeholder to address the concerns and resolve the issue. The project manager should use effective communication skills, such as active listening, empathy, and feedback, to understand the stakeholder’s perspective and expectations, and to explain the project’s status, progress, and performance. The project manager should also use negotiation and problem-solving techniques to reach a mutually acceptable agreement with the stakeholder and to restore trust and confidence in the project.

Option B is not the best answer because it does not directly address the stakeholder’s concerns or the root cause of the issue. Consulting the risk management plan may help the project manager identify and analyze the potential risks and responses related to stakeholder engagement, but it does not provide a solution or improvement to the current situation. Option C is not the best answer because it does not demonstrate the project manager’s responsibility or accountability for the project. Escalating the issue to the project management office (PMO) may help the project manager obtain guidance or support from the PMO, but it does not ensure that the stakeholder’s concerns are adequately addressed or resolved. Option D is not the best answer because it does not show respect or empathy for the stakeholder. Referring the stakeholder to the project sponsor may help the project manager leverage the sponsor’s authority or influence, but it does not foster a positive relationship or collaboration with the stakeholder. References: 1 PMBOK® Guide, 6th edition, page 5132 PMBOK® Guide, 6th edition, page 515.

 Cross-training is a technique that allows team members to share and learn skills from each other. It can enhance team performance, increase flexibility, and reduce risks related to staff turnover or unavailability. It can also improve team cohesion and collaboration. In this scenario, the project manager should allow the engineer and designer to cross-train with each other, as this would benefit both the project and the individuals. The engineer would learn a new skill that is required for the tasks, and the designer would reinforce their existing skill by teaching it. This would also save time and money compared to external training options. Escalating the situation to the engineer’s manager, requesting external training for the engineer, or requesting external training for both the engineer and the designer are not the best choices, as they would not leverage the existing resources and expertise within the team. References: PMBOK Guide, 6th edition, page 339; Professional in Business Analysis (PMI-PBA)® Handbook, page 16.