PMP Exam Dumps - Project Management Professional (PMBOK 7th Version)

 The project manager should invite the stakeholder to the regular “show and tell” sessions, also known as sprint reviews or demonstrations, where the team showcases the features that have been completed in the current iteration. This way, the stakeholder can be aware of the project progress, provide feedback, and validate the value and quality of the features. This can improve the communication and collaboration between the team and the stakeholder, and reduce the risk of deploying the wrong features. Assessing the stakeholder’s needs and communication style and proposing a tailored approach may not be enough, as it does not address the issue of missing critical information about the features. Conducting stakeholder remapping and evaluating stakeholders by their level of influence and interest may not be necessary or effective, as it does not involve the stakeholder in the project delivery. Including the stakeholder on regular project communications may not be sufficient, as it does not provide the opportunity for the stakeholder to see and interact with the features. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement

Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.3: Implementing Agile: Delivering in an Agile Environment

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 9: Validate Requirements

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 4: Analysis, Task 9: Validate Requirements

The project manager should review the operations manager’s concerns and ensure these concerns are addressed, as this is part of managing stakeholder engagement. Stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By reviewing and addressing the concerns, the project manager can increase the stakeholder satisfaction and support for the project, as well as avoid potential conflicts and delays. The other options are not the best ways to handle this situation, as they either ignore, escalate, or document the concerns without resolving them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 13, Section 13.3

PMP Exam Content Outline, June 2019, Domain II, Task 9

PMP Sample Test Questions, Question 163

Answer steps

According to the PMBOK Guide, project team management involves the processes of leading, motivating, developing, and managing the project team. One of the key aspects of project team management is team integration, which is the process of ensuring that the team members work together effectively and harmoniously. Team integration is especially important when new team members join the team, as they may face challenges such as unfamiliarity with the project, lack of trust, role ambiguity, or cultural differences. Therefore, the project manager should approach the new team member to identify any issues and then plan a resolution accordingly. By doing so, the project manager can:

Establish rapport and trust with the new team member

Understand the new team member’s expectations, needs, and concerns

Provide feedback, guidance, and support to the new team member

Clarify the new team member’s roles and responsibilities

Facilitate the new team member’s orientation and training

Encourage the new team member’s participation and contribution

Integrate the new team member with the rest of the team

Monitor and evaluate the new team member’s performance and satisfaction

By approaching the new team member to identify any issues and then plan a resolution accordingly, the project manager can help the new team member integrate effectively and improve the team’s performance and cohesion.

The other options are not the best choices, because:

Giving the new team member time to contribute until they ask for help and support would be passive and ineffective, as the new team member may feel isolated, overwhelmed, or frustrated, and may not seek help or support when needed.

Assigning the new team member tasks so that the team member knows on what to focus would be directive and restrictive, as the new team member may not have the skills, knowledge, or confidence to perform the tasks, and may not have the opportunity to learn, grow, or collaborate with the team.

Reviewing the project with the team member to ensure the project scope is understood would be informative and helpful, but not sufficient, as the new team member may have other issues besides the project scope, such as team dynamics, communication, or culture. References:

Project Team Management | PMI

Project Team Integration - Project Management Knowledge

3 Best Practices for New Team Integration - BRODYpro

Best practices for managing and developing virtual project teams

Velocity is a measure of the amount of work a team can complete in a given iteration. It is calculated by dividing the total number of story points completed by the team by the duration of the iteration. Velocity can vary from iteration to iteration due to various factors such as team size, complexity of work, technical issues, etc. Therefore, it is not advisable to use a single iteration’s velocity as a baseline for future planning. Instead, the project manager should ask the product owner to look at a minimum of four to eight iterations and use the average or median velocity as a more reliable indicator of the team’s performance. This way, the product owner can replan the velocity for the next iteration based on the team’s current performance and adjust the scope and schedule accordingly. This is consistent with the agile principle of responding to change over following a plan and the PMI-PBA practice of planning and monitoring the business analysis approach. References:

PMBOK Guide, 6th edition, page 18, section 1.2.3.2

Agile Practice Guide, page 36, section 3.3.2

PMI-PBA Exam Content Outline, page 9, task 1.1

PMI-PBA Certification Exam Prep Guide, page 63, section 3.2.1

According to the PMI-PBA guide, one of the key competencies of a business analyst is to facilitate collaboration and negotiation among stakeholders1. This is especially important in agile projects, where the business analyst may also act as the project manager or product owner2. The PMBOK guide also states that the project manager should foster a collaborative project team environment that enhances individual and team performance3. Therefore, the best way for the project manager to influence the agile team is to express trust in their ability to deliver value and meet the project objectives, rather than imposing authority, control, or additional resources. References:

1: PMI-PBA guide, page 16

2: PMI-PBA guide, page 23

3: PMBOK guide, page 59

According to the PMBOK® Guide, the project manager is responsible for managing the project scope and ensuring that the project delivers the agreed-upon features and functionality (Section 5.1). If a stakeholder tells the project manager that the main requested feature in the contract is not applicable, this means that there is a significant change in the project scope, which may affect the project cost, schedule, quality, and customer satisfaction. The project manager should not ignore this information, nor should they ask the sponsor to close the project or pay the penalty, as this may damage the relationship with the customer and the reputation of the organization. Instead, the project manager should check with the team to learn what can be done, and consult an expert if needed, to find out the impact of the scope change and the possible alternatives. The project manager should also communicate with the stakeholder and the sponsor to understand the reason for the scope change, and to negotiate a mutually acceptable solution. This is also consistent with the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, which states that one of the tasks of a business analyst is to “assess the impact of a proposed change or solution on the business need, requirements, and stakeholder expectations” (Task 3.4). References:

PMBOK® Guide, 6th Edition, Section 5.1

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task 3.4

According to the PMBOK® Guide Seventh Edition, one of the agile practices that can be used in a predictive environment is incremental delivery. This means that the project delivers value to the customer or end user in small increments throughout the project life cycle, rather than waiting until the end of the project to deliver the final product. Incremental delivery allows the project to respond to changing requirements, reduce risks, and increase customer satisfaction. To support incremental delivery, the project manager should also perform frequent backlog refinement, which is the process of reviewing, prioritizing, and updating the list of features or requirements that the project team will work on. Backlog refinement helps the project manager and the team to align their work with the customer’s needs and expectations, and to adjust the scope and schedule accordingly. References:

PMBOK® Guide Seventh Edition, page 29

Agile Practice Guide, page 13