PMP Exam Dumps - Project Management Professional (2025 Version)

According to The Scrum Guide (2020), there is only one Product Owner per Scrum Team. The Product Owner is responsible for maximizing the value of the product and is accountable for managing the product backlog. Having more than one Product Owner creates confusion, conflicts in prioritization, and reduces clarity for the team.

Option B reinforces a key Scrum value: clear accountability. This response upholds Scrum principles and prevents role duplication.

Option A assumes both POs will stay, which violates Scrum roles.

Option C bypasses the underlying issue of role conflict.

Option D introduces a hierarchy not present in standard Scrum roles.

The project manager should review the lessons learned registers from the previous projects to identify the root causes of the failures, the best practices that worked, and the recommendations for improvement. This will help the project manager to avoid repeating the same mistakes, to apply the proven methods, and to enhance the project performance. The lessons learned registers are part of the organizational process assets that can be used as inputs for planning and executing the project12. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.4.3.1, page 112

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 7, page 10

The key Agile principle is early and continuous delivery of valuable software, coupled with constant customer collaboration and feedback. If deliverables are not meeting customer expectations, the root cause is likely a breakdown in feedback loops. Establishing a continuous feedback environment ensures stakeholder input is captured early and often, allowing teams to course-correct before features are completed and delivered.

According to the Agile Practice Guide: “Customer engagement and continuous feedback loops help ensure that the solution meets business needs and expectations.”

Option D (retrospective) is important but retrospective happens after the sprint; Option A (continuous feedback) is more proactive and prevents dissatisfaction before it grows.

To define the MVP in an agile project, it's essential to identify the highest-value features and gather input from stakeholders. MVP refers to the smallest functional product that delivers value to users.

Option D (Conducting an information-gathering session) aligns with MVP development since the value delivered is the priority in Agile.

Option E (Referring to the stakeholder register) ensures that the right stakeholders are consulted to define what "minimum" means from their perspective.

Option A (Creating a WBS) is traditional/predictive and not suitable for MVP-focused, value-driven development.

Option B (RACI) is useful for role clarity but not directly relevant to defining an MVP.

Option C (Developing a PM Plan) is broader and not MVP-specific.

According to the PMBOK Guide, the project manager should plan the communication to the stakeholders based on the stakeholder communication requirements, the available organizational assets, and the project communication methods1. The project manager should also follow the project communication management plan, which defines how project communications will be planned, executed, and monitored2. In this scenario, the project manager is facing a major risk that could affect the project objectives and the expectations of the stakeholders, especially the local farmers who rely on the water for irrigation. The project manager should not ignore or hide this risk, but rather communicate it to the stakeholders in a timely and transparent manner, with the assistance of the PMO. The PMO can provide guidance, support, and resources to help the project manager deliver the information effectively and address any concerns or issues that may arise. The PMO can also help the project manager coordinate with other stakeholders, such as the project sponsor, the customer, the suppliers, and the regulatory authorities, to ensure a consistent and aligned message. By delivering the information to the stakeholders with the PMO’s assistance, the project manager can demonstrate accountability, honesty, and professionalism, and maintain the trust and confidence of the stakeholders. References:

1: PMBOK Guide, 6th edition, page 367

2: PMBOK Guide, 6th edition, page 376