PMP Exam Dumps - Project Management Professional (2025 Version)

The project manager should determine the critical requirements to bridge the gap and ensure the project delivers the expected business value. This is because the project manager is dealing with a new and innovative solution that may have unclear or ambiguous scope and expectations. The project manager should review the RFP and identify the key terms and conditions that define the project objectives, deliverables, and constraints. The project manager should also engage with the customer and other stakeholders to elicit, analyze, and prioritize the requirements that are essential for the project success. The project manager should ensure that the critical requirements are aligned with the project vision, scope, and business value, and that they address the compliance issues that may arise in the project context. The project manager should not document the risks and mitigations, as this would be a subsequent step after determining the critical requirements. The project manager should not define the project schedule, as this would be a premature and risky action without having a clear understanding of the project scope and requirements. The project manager should not create a project scope statement, as this would be a formal document that requires the approval of the customer and other stakeholders, and that may not be feasible or appropriate for a new and innovative solution. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 5.2, “Collect Requirements”

PMBOK® Guide, 6th edition, Section 5.3, “Define Scope”

PMBOK® Guide, 6th edition, Section 5.4, “Create WBS”

PMBOK® Guide, 6th edition, Section 5.6, “Control Scope”

According to the PMBOK Guide, 6th edition, section 11.6.1.1, the project manager is responsible for monitoring and controlling the project risks and ensuring that the project objectives are met. The project manager should also identify and analyze any new or emerging risks that may affect the project performance or scope. In this scenario, the project manager should first work with the team and others in the network to assess and prioritize the obstacles. This will help to determine the impact and probability of each obstacle and decide on the best course of action to address them. The other options are either premature or inappropriate, as they do not address the root cause of the problem or respect the authority and responsibility of the project manager. References: PMBOK Guide, 6th edition, section 11.6.1.1, page 442.

According to the PMBOK Guide 7th edition, a reserve analysis is a technique used to determine the amount of contingency and management reserves needed for a project. Contingency reserves are used to address known risks, while management reserves are used to address unknown risks. The risk management plan is a component of the project management plan that describes how risk management activities will be planned, structured, and performed. The project manager should request a reserve analysis and update the risk management plan to account for the critical element and the reserves needed in the next phase of the project. This will help the project manager to manage the uncertainties and potential impacts of the risks on the project objectives. References: PMBOK Guide 7th edition, pages 215-216, 223-224, 228-229. PMBOK Guide 7th Edition and PMP Exam Prep

According to the PMBOK Guide, closing a project or phase is the process of finalizing all activities across all of the project management process groups to formally complete the project or phase1 One of the main outputs of this process is the final product, service, or result transition, which involves transferring the ownership and accountability of the project deliverables to the customer, sponsor, or other designated entity1 Another important output is the project documents updates, which involves archiving all the project documents following the organization’s accepted practices so that they can be used in other future projects1 Archiving the project documents ensures that the project information is properly stored, organized, and accessible for future reference, lessons learned, audits, or legal purposes2 Some examples of project documents that should be archived are the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the risk register, the issue log, the change log, the stakeholder register, the lessons learned register, and the project closure report12

In the given scenario, the project manager is instructed by the project sponsor to immediately close the project and to move on to another project. The project manager should complete the critical task of archiving all the project documents before closing the project. This will ensure that the project information is preserved and available for future use, and that the project closure is done in a systematic and consistent manner2

The other options are not the best choices for the following reasons:

Option A: Ensure that the whole team is appropriately recognized and organize a project farewell party to celebrate the project success and closure. This option suggests recognizing the project team and celebrating the project success and closure. While this is a good practice to motivate and appreciate the project team, it is not the most critical task that the project manager should complete before closing the project. The project manager should first ensure that the project deliverables are transferred to the customer or sponsor, and that the project documents are archived, before organizing any recognition or celebration events2

Option B: Update and close both the risk register and issue log with the latest updates, and save them in the organization’s project management information system (PMIS). This option suggests updating and closing the risk register and issue log, and saving them in the PMIS. While this is a necessary task to document and communicate the status and resolution of the project risks and issues, it is not the only task that the project manager should complete before closing the project. The project manager should also update and archive other project documents, such as the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the change log, the stakeholder register, the lessons learned register, and the project closure report12

Option D: Meet with the project sponsor and advise that the new project might be difficult to undertake because the current project is not yet complete. This option suggests meeting with the project sponsor and advising that the new project might be difficult to undertake because the current project is not yet complete. While this is a valid concern that the project manager should raise with the project sponsor, it is not the most critical task that the project manager should complete before closing the project. The project manager should first finalize all the activities and deliverables of the current project, and archive all the project documents, before moving on to another project2

 1: PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.6: Close the Project or Phase, pp. 80-81 2: PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.6.2: Close the Project or Phase: Outputs, pp. 82-83

According to the Professional in Business Analysis Reference Materials, the project manager should manage the team members’ expectations and ensure that they adhere to the agreements made during the meetings. The project manager should also communicate clearly and respectfully with the team member who is complaining and explain the rationale behind the agreement and the consequences of not following it. The project manager should not arrange or schedule another meeting to revisit the agreement, as this would waste time and resources and undermine the authority of the project manager. The project manager should also not ignore the team member’s behavior, as this could lead to further conflicts and dissatisfaction1 References: 1 Free PMP Questions and Answers – Are You Ready for PMP Exam1

 The project manager should facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress. A Scrum of Scrums is a technique to coordinate multiple agile teams working on a large-scale project. It involves a representative from each team meeting regularly to share information, resolve issues, and align their work. This way, the project manager can ensure that the teams are collaborating effectively, managing interdependencies, and delivering value to the customer. A project newsletter, combining all the projects into one, or aligning the schedules may not be sufficient or feasible to address the complexity and uncertainty of a digital transformation project with a hard deadline and a new product. References: Agile Practice Guide, 2017, page 37; PMP Exam Content Outline, 2021, page 13.

The project manager should first meet with the sales and marketing teams to identify the requirements that were collected during the interview sessions with potential customers. This is because the project manager needs to understand the customer needs and expectations before proceeding with the design phase. The project manager can then use the requirements as the basis for developing the test cases and acceptance criteria for the equipment. Meeting with the sales and marketing teams is also consistent with the agile and hybrid methodologies, which emphasize customer collaboration and feedback. References:

PMP Examination Content Outline, page 8, task 1 under People domain: “Manage conflict among project stakeholders by analyzing the source and level of conflict and applying appropriate conflict resolution techniques.”

PMBOK Guide, page 141, section 5.2 Collect Requirements: “Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.”

PMI-PBA Examination Content Outline, page 9, task 1 under Needs Assessment domain: “Assess proposed solutions to determine which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes to the solution.”

[Business Analysis for Practitioners: A Practice Guide], page 31, section 3.2.1 Elicitation Techniques: “Interviews are one of the most commonly used elicitation techniques. Interviews are used to obtain information on the current state, the desired future state, and any recognized gaps between the two states from the perspective of the interviewee.”

 According to the PBA Guide, one of the key activities of the project manager is to ensure that all project information is captured, stored, and shared appropriately throughout the project life cycle1. This includes creating and maintaining a project repository or a document management system that can store all project deliverables, such as test reports, in a secure and accessible way2. By doing so, the project manager can prevent the loss of valuable information and facilitate knowledge transfer among the project team and stakeholders. The other options are not relevant or effective for this issue, as they do not address the root cause of the missing test reports. References:

1: PBA Guide, Chapter 3, Section 3.3.1, Page 63

2: PBA Guide, Chapter 3, Section 3.3.2, Page 64