PMP Exam Dumps - Project Management Professional (2025 Version)

An agile approach is suitable for projects with unstable or changing requirements, as it allows for frequent feedback and adaptation. By refining and prioritizing the requirements according to the project objectives, the project manager can ensure that the most valuable features are delivered to the customer in an iterative and incremental manner. This can also increase the stakeholder satisfaction and engagement with the project. References:

PMBOK Guide, 6th edition, section 4.2.2.3, page 141

PMI Agile Practice Guide, section 2.1, page 9

Free PMP Practice Exam Questions - 120 Sample Test Questions, question 18

According to the PMBOK Guide, 7th edition, section 2.2.1, organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. OPAs include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to execute or govern the project. OPAs also include historical information and lessons learned from previous projects. Therefore, the project manager’s notes should be stored as OPAs, so that they can be accessed and utilized by other project managers in the future. OPAs are inputs to many project management processes and outputs of some project management processes. References:

PMBOK Guide, 7th edition, section 2.2.1, page 37-38

PMBOK Guide, 7th edition

PMP Exam Content Outline

According to the PMBOK Guide, a strengths-based team is a team that knows and understands the strengths of each individual and they work alongside each other with a deep knowledge of how each person plays their role in the team1. A strengths-based team can enhance team performance, collaboration, innovation, and engagement2. Positive psychology is a branch of psychology that focuses on the positive aspects of human experience, such as happiness, well-being, resilience, and flourishing3. Positive psychology can help team members discover and leverage their strengths, appreciate and support each other, and cultivate a positive mindset and attitude4. Therefore, the project manager should explain the benefits of the strengths-based approach and the effects of positive psychology to the team members who are not actively participating. This can help them understand the purpose and value of the workshops, motivate them to engage and contribute, and foster a positive team culture5.

The other options are not the best ways to deal with the situation. Having a one-on-one discussion with each team member (A) may be helpful, but it is time-consuming and may not address the root cause of the lack of participation. Documenting the behavior of the team members and highlighting it during their performance reviews (B) may be punitive and demoralizing, and it does not provide any constructive feedback or guidance. Identifying the team members who are not participating and reprimanding them © may be harsh and counterproductive, and it may create resentment and conflict within the team.

The Work Breakdown Structure (WBS) is a key project deliverable that organizes the team’s work into manageable sections. The Project Management Body of Knowledge (PMBOK) defines the work breakdown structure as a “deliverable oriented hierarchical decomposition of the work to be executed by the project team.” This option is the most effective way to manage large and complex deliverables that cannot be assigned to a single person. References: PMBOK Guide, 6th Edition, Section 5.4: Create WBS

 According to the PMBOK® Guide, a hybrid project is a project that uses a combination of predictive and adaptive (or agile) approaches to deliver the project objectives1. A hybrid project requires the project manager to balance the different needs and expectations of the stakeholders, as well as the different methods and practices of the project teams2.

In this scenario, the project manager is facing a challenge of managing a hybrid project, where the self-organizing teams are using an agile approach, but the steering committee is expecting a predictive approach. The project manager should apply the agile principle of delivering working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale3. This means that the project manager should suggest to the teams to limit the scope of work per iteration (or sprint) so that they can deliver more reliably and demonstrate value to the steering committee. This can also help improve the team’s morale, as they can see their progress and achievements more clearly.

Option A is not the best answer because it does not address the root cause of why the teams are late in delivering their demos. Emphasizing the importance of deadlines and value may increase the pressure and stress on the teams, rather than motivate them. Option B is not the best answer because it does not provide a specific action or solution to the problem. Requesting to coach the team may be helpful, but it does not guarantee that the team will improve their performance or deliver on time. Option C is not the best answer because it does not align with the agile value of responding to change over following a plan4. Updating the project schedule with a buffer may create a false sense of security and encourage the team to procrastinate or delay their work further. References: 1 PMBOK® Guide, 6th edition, page 192 PMBOK® Guide, 6th edition, page 213 Agile Manifesto, Principle 34 Agile Manifesto, Value 4.