PMP Exam Dumps - Project Management Professional (2025 Version)

When a client requests a scope change, such as extending the project radius by 1 km, the project manager should first obtain formal acceptance for the work that has been completed within the original scope. Following this, the project manager should submit a change request to address the new requirement. This process is in line with the PMBOK Guide’s Change Management Process, which includes identifying the change, analyzing its impact, documenting it, and presenting it to the Change Control Board (CCB) for approval1.

Before taking any action, the project manager should gather more context and engage the team to assess feasibility. This includes evaluating schedule impacts, resource constraints, regulatory implications, and whether scope trade-offs are required. This approach aligns with the PMBOK® Guide’s recommendation to evaluate change impacts before making decisions.

Option A is misaligned; root cause analysis is more appropriate for problem resolution, not for scope acceleration.

Option B assumes approval and feasibility without review.

Option C applies to Agile backlog reprioritization but this is a regulatory milestone, likely not in a product backlog.

 Compliance with local government regulations is crucial for the ethical operation of businesses and to avoid legal issues, reputational damage, and financial losses12. The project manager should engage in a proactive approach to understand and align the project with regulatory requirements, which may include seeking guidance from legal professionals or compliance consultants, and developing a robust compliance framework tailored to the specific needs of the project34. Bypassing regulations is not advisable as it can lead to significant fines or prosecution5. References: = Project Management and Regulatory Compliance2; Ensuring Compliance with Laws and Regulations4; Business Analysts: Do You Understand Your Regulatory Environment?5.

According to the PMBOK® Guide 6th Edition, the project manager should provide the failed test results along with the agreed-upon acceptance criteria to support their claim to the vendor. This is because the acceptance criteria are the measurable and verifiable standards that define the quality requirements of the project deliverables. The project manager and the vendor should have agreed on the acceptance criteria before signing the contract. Therefore, providing the failed test results along with the acceptance criteria will show the vendor that they have not met their contractual obligations and that they need to take corrective actions to improve the system quality. References: PMBOK® Guide 6th Edition, page 161, section 5.5.2.1; page 287, section 8.2.2.1; page 375, section 12.1.2.1.

 According to the PMBOK Guide, a change request is a formal petition for change in a project. It’s a document that explains what are the changes to be made and the main reasons why they should be implemented1. Change requests can either be submitted by internal or external project stakeholders. When a project manager realizes that some operational project requirements were not captured in the project scope of work, they should issue a change request to include the additional scope, and track the completion of the work items. This is the best way to ensure that the project deliverables meet the customer’s needs and expectations, and that the project scope is aligned with the project objectives. The other options are not the best actions to take in this situation. Issuing a change request to remove items from the scope of work and keep the project on schedule (option A) may compromise the quality and value of the project deliverables, and may result in customer dissatisfaction or rejection. Documenting the issue in the lessons learned document, and discussing this with the project sponsor (option C) may be helpful for future projects, but it does not address the current issue or resolve the gap in the project scope. Arranging to pass the cost to the operational area since the customer will benefit (option D) may create conflicts and resentment among the project stakeholders, and may violate the project budget and contract terms. References: PMBOK Guide, 6th edition, pages 115-116, 123-124.

According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. One of the processes in the project management process group is Monitor and Control Project Work, which involves tracking, reviewing, and reporting the progress and performance of the project, as well as identifying and resolving issues. The project manager should use the issue log, a project document that records and tracks the issues that arise during the project, to document the issue of the missing notification and assign it to the appropriate project team member(s) for resolution. The project manager should also communicate the issue to the relevant stakeholders and update the project management plan and other project documents as needed. The project manager should not close out the project until the issue is resolved and the system migration is completed for all departments, as this would compromise the quality and scope of the project deliverables. The project manager should also not escalate the issue to the project sponsor and upper management, as this would indicate a lack of control and responsibility for the project. The project manager should also not report the issue during the next status meeting at the end of the week, as this would delay the resolution and potentially cause more problems for the project. The project manager should act promptly and proactively to address the issue and ensure the project is closed successfully. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, p. 123-127

PMBOK Guide, 6th edition, Appendix X1: Agile, Iterative, Adaptive, and Hybrid Project Environments, Section X1.5.2: Issue Log, p. 715

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Traceability and Monitoring, Section 5.3: Monitoring the Performance of Business Analysis Work, p. 143-144

The PMI Guide to Business Analysis, Chapter 7: Solution Evaluation, Section 7.3: Assess Solution Limitations, p. 373-374

 Managing a virtual team across different countries requires a project manager to have strong interpersonal skills. These skills are crucial for building relationships, facilitating communication, and fostering collaboration in a virtual environment. The ability to inspire, guide, and nurture the team, while understanding cultural differences and managing time zone challenges, is essential for the success of a virtual project team12.

When a stakeholder identifies compliance-related gaps and issues and provides suggestions, it is crucial for the project manager to engage directly with the staff responsible for compliance. This allows for a detailed understanding of the issues, evaluation of the suggestions’ feasibility, and collaborative development of solutions to address the compliance gaps. It is a proactive approach that prioritizes resolving the issues promptly, which is essential given the legal and regulatory implications of compliance matters.