PMP Exam Dumps - Project Management Professional (2023 Version)

According to the PMBOK Guide 7th Edition, a hybrid approach is a combination of two or more project management approaches, such as predictive, adaptive, iterative, incremental, or agile. A hybrid approach can be used when different parts of the project have different levels of uncertainty, complexity, or stakeholder involvement. In this case, the hardware part has detailed specifications and a sample machine, which means that the scope is well defined and stable, and a predictive approach can be used to plan and execute the hardware deliveries. On the other hand, the user interface software has only a basic specification and a requirement for a user experience design approach, which means that the scope is vague and dynamic, and an agile approach can be used to deliver the software incrementally and iteratively, based on customer feedback and changing needs. Therefore, a hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries, as this will allow the project manager to balance the different characteristics and expectations of the two main deliveries. References: PMBOK Guide 7th Edition, page 19-20.

e communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness1. It also defines the communication methods, formats, frequency, and stakeholders for each type of communication2. If the key stakeholder is not satisfied with the current communication practices, the project manager should update the communications management plan to align with the stakeholder’s needs and preferences3. This will help to improve the stakeholder’s engagement and satisfaction with the project. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 4, Section 4.1.3.3
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 4, Section 4.2.3.1
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 4, Section 4.3.3.2
• : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.3.3.2

According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The communications management plan should include the stakeholder communication requirements, the information to be communicated, the communication methods and technologies, the frequency and timing of communication, the roles and responsibilities of the communication participants, and the escalation process for resolving issues. The communications management plan should also align with the stakeholder engagement plan, which describes the strategies and actions to increase the support and minimize the resistance of the stakeholders throughout the project life cycle. By promoting the adoption of the communications management plan with the project team, the project manager can ensure that the project communications are consistent, clear, and effective, and that the stakeholders are kept informed and engaged. This can also help to prevent or resolve any conflicts or misunderstandings that may arise from the direct interaction between the stakeholders and the programmers or system analysts. Promoting the adoption of the communications management plan with the project team (option A) is the best solution to the issue, as it demonstrates proactive and collaborative project communication and stakeholder management. Requesting a meeting with senior management to escalate the situation (option B) may not be necessary or appropriate, as it may imply that the project manager is unable to handle the issue and may damage the trust and relationship with the stakeholders. Hosting a team-building event to develop team cohesion and improve communication (option C) may also be ineffective or irrelevant, as it does not address the root cause of the issue or provide a clear guidance on how to communicate with the stakeholders. Proposing implementing a new projectmanagement information system (PMIS) (option D) may also be unrealistic or costly, as it may require additional resources and time to acquire and deploy the new system, and may not guarantee the improvement of the project communication or stakeholder engagement. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1

According to the Agile Practice Guide, the product owner is responsible for managing the product backlog, which includes adding, removing, or updating product backlog items as needed. However, the product owner should not change the scope of the sprint once it has started, as this would disrupt the team’s commitment and velocity. Therefore, the best option for the project manager is to create a new product backlog item for the next sprint planning, where the team can review and estimate it. This way, the change request is properly documented and prioritized, and the team can deliver the agreed-upon functionality for the current sprint. References:

• : Agile Practice Guide, page 35
• : Agile Practice Guide, page 37

 In a hybrid project, the project manager needs to balance the customer’s expectations and the team’s capabilities, while following the contract terms and the project management plan. The project manager should ask the customer for their priorities regarding the requirements for the second milestone, as this can help to identify the most important features or functionalities that the customer wants to deliver in the first quarter. This can also help to manage the scope and avoid scope creep. The project manager should also go back to the development team and discuss which second milestone requirements can be performed in the first quarter, as this can help to assess the feasibility and the impact of the change request on the schedule, cost, quality, and resources. The project manager should then communicate the results of the analysis to the customer and negotiate a mutually acceptable solution.

The other options are not appropriate actions for the project manager to take. Option B is not customer-oriented and does not address the customer’s need for a tangible outcome. Option C is not constructive and does not offer any alternatives or solutions. Option E is not proactive and does not involve the customer or the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 134-135, 176-177, 444-445; PMP Exam Content Outline, 2021, pages 9-10, 14-15

This option is effective for several reasons:

It provides formal recognition of the team member's achievements and communicates this to higher management, which can be beneficial for the team member's career progression and motivation.

Such a communication can be documented and stored in the project records, serving as a formal acknowledgment of the individual's contributions to the project.

This approach goes beyond internal project documentation and ensures that the recognition has a broader impact within the organization, potentially contributing to a positive work culture.

While attaching a note to the project management plan or recording in the RAM are options for internal documentation, they are more focused on project management processes and might not provide the level of recognition and visibility that a direct communication to management would achieve. Holding a team meeting is also a good way to acknowledge contributions, but it lacks the formality and permanence of a written communication to management.

= The project manager should follow the issue management process and log the issue in the issue log. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project. The project manager should also assign the issue to the appropriate project team member(s) who can resolve it. Closing out the project without ensuring that all stakeholders are satisfied is not a good practice and may lead to customer dissatisfaction, scope creep, or rework. Reporting the issue during the next status meeting or escalating it to the project sponsor and upper management are not the best options, as they may delay the resolution of the issue and increase the risk of project failure. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8: Project Performance, Section 8.2.3: Issue Log
• [PMP Exam Content Outline], Domain II: Process, Task 6: Manage project issues.

 In an agile team, the project manager should foster a culture of self-organization and empowerment, where the team members are given the authority and responsibility to make decisions that affect their work. This can increase the team’s motivation, creativity, and productivity, as well as reduce the need for micromanagement and bureaucracy. Discouraging the team members from asking for more autonomy, or delegating the decision-making to the team lead or the management team, can undermine the agile principles and values, and create dissatisfaction, confusion, or conflict among the team members. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.3.1: Agile Principles and Values
• Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.2: Empowerment and Collaboration
• [PMP Exam Content Outline], Domain III: People, Task 8: Support team performance.

= According to the PMBOK Guide, 7th edition, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. Issues can arise from any source, such as risks, changes, quality problems, conflicts, etc. Issues can have a negative impact on the project objectives if not resolved in a timely and appropriate manner2. Therefore, the project manager should proactively manage issues by following a predefined issue management process that includes identifying, analyzing, prioritizing, resolving, and monitoring issues3. One of the best practices for issue management is to involve the project team and relevant stakeholders in the process, as theymay have valuable insights, suggestions, or solutions for the issue. Holding a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue (option A) is the most effective option for the project manager, as it can help to address the issue collaboratively, transparently, and efficiently. Informing the sponsor that the issue has arisen and that the project’s success may be uncertain (option B) may not be sufficient, as the sponsor may expect the project manager to take action and propose a solution for the issue. Avoiding managing the issue as it was not registered as a risk for the project and there is no planned response to it (option C) is not a good option, as it can lead to more problems and complications for the project. Delaying the project until the issue is addressed and no longer presents as a risk to the project (option D) may not be feasible, as it can affect the project schedule, budget, and scope. References: 1: PMBOK Guide, 7th edition, page 175 2: PMBOK Guide, 7th edition, page 176 3: PMBOK Guide, 7th edition, page 177 : PMBOK Guide, 7th edition, page 178

= The project manager should assess a mechanism for knowledge transfer among the team members, as this is the best way to ensure that the project continuity and quality are not compromised when the core team member leaves. The project manager should identify the critical knowledge and skills that the team member possesses, and plan how to share them with the rest of the team. The project manager should also monitor and support the knowledge transfer process, and evaluate its effectiveness. The other options are not the best actions to take in this situation, as they do not address the root cause of the problem or seek to mitigate the risk. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 6: Project Team, Section 6.3: Develop Team, Page 163-164.

According to the PMBOK Guide, the project manager should develop the project team by improving the competencies, interaction, and environment of the team members. The project manager should also use various methods and techniques to enhance the team performance and satisfaction, such as coaching, mentoring, training, feedback, recognition, and rewards. In this scenario, the project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully. This is a human resource risk that may affect the quality and delivery of the project. The best course of action is to provide team members with the necessary coaching and mentoring to help them acquire the skills and knowledge needed for the project, and to guide them through the challenges and issues that may arise. Providing team members with the necessary coaching and mentoring (option C) is the best solution to the issue, as it demonstrates proactive and effective project human resource management. Asking the sponsor to add experienced professionals to the team (option A) may not be feasible or desirable, as it may incur additional costs and time to onboard and integrate the new resources, and may disrupt the existing team dynamics and morale. Approving the appropriate training program for team members (option B) may also be helpful, but it is not the only or most comprehensive approach. Training is a formal and structured way of imparting knowledge and skills to the team members, but it may not address the specific needs and issues of the project or the team. Coaching and mentoring are more personalized and interactive ways of developing the team members, as they involve providing advice, feedback, support, and encouragement to the team members throughout the project. Assigning a dedicated resource to check the quality of each deliverable (option D) may also be ineffective or inefficient, as it may create a bottleneck and dependency on the resource, and may undermine the trust and responsibility of the team members. The project manager should empower the team members to perform quality assurance and control activities, and to ensure that the deliverables meet the quality standards and expectations of the project. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Professional (PMP)® Certification | PMI 2 : What Counts as Project Management Experience? - CBT Nuggets 3 : PMP® Certification Info Summary | PMI - Project Management Institute 4 : PMP Certification Requirements | Are you eligible for PMP5

 According to the PMBOK Guide 7th Edition, one of the principles of project management is to collaborate with stakeholders. This means that the project manager should engage the team and other stakeholders in the planning, execution, and monitoring of the project, and seek their input and feedback. When a new request to integrate more features to a product arises, the project manager should discuss the problem with the team and decide how to do the work together, as this will help to find the best solution that meets the stakeholder expectations and the project constraints. Asking the team to accelerate the iterations, verifying the team performance, or recommending an increase in the budget are not collaborative strategies, as they do not involve the team in the decision-making process, and they may not address the root cause of the problem or the impact of the new request on the project scope, schedule, quality, and risks. References: PMBOK Guide 7th Edition, page 11-12.

The project manager should discuss with the client alternative approaches to deliver the minimal viable product (MVP) in 4 months and the rest later. The MVP is a version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development1. This approach can help to meet the client’s urgency and budget, while also allowing the project manager to manage the scope and quality of the product. Calling a meeting with the client to explain that 4 months is not enough time (A) may not be effective or satisfactory, as the client may not accept the project manager’s estimation or rationale. Motivating the team to work more efficiently and approve overtime (B) may not be feasible or desirable, as it may lead to burnout, stress, and reduced quality of the product. Seeking additional resources from subcontractors and other sources (D) may not be possible or beneficial, as it may introduce new risks, costs, and coordination issues to the project. References: 1: Minimum Viable Product (MVP) - Definition and Examples | Aha!

According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “focus on value” (p. 10). This principle implies that the project manager should measure the project performance based on the value delivered to the customer and the stakeholders, rather than the output produced or the effort expended. The team that completes the most stories selected from the sprint backlog is performing better, as this indicates that they are delivering the highest priority and most valuable features to the customer. Story points are a relative measure of complexity or size of a user story, and they are not comparable across different teams or projects. The team with the least amount of defects or the team with fewer story points are not necessarily performing better, as they may be delivering low-value or low-quality features, or working on easier or smaller stories. References: PMBOK Guide, 7th edition, p. 10; PMP Exam Content Outline, Domain I: People, Task 2.

= The service desk team is responsible for providing technical support and assistance to the end-users of the product. They are also involved in the testing and deployment of the product. Therefore, they should be invited to the meeting to provide their input and feedback on the product migration project. They can also help identify any potential issues or risks that may affect the product performance or user satisfaction. The provisioning team, the network team, and the reimbursement team are not directly related to the product migration project and may not have any significant contribution to the meeting. References: PMBOK Guide, PMP Question Bank

PMBOK Guide, 7th edition, pages 54-55, 62-63 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

 According to the PMBOK® Guide, stakeholder engagement is the systematic identification, analysis, planning and implementation of actions designed to influence stakeholders. It is a key practice of project management that helps to achieve the project’s business needs and goals. Stakeholder engagement helps organizations to proactively consider the needs and desires of anyone who has a stake in their organization, which can foster connections, trust, confidence, and buy-in for the organization’s key initiatives. When done well, stakeholder engagement can mitigate potential risks and conflicts with stakeholder groups, including uncertainty, dissatisfaction, misalignment, disengagement, and resistance to change. In a highly politicized organizational environment, the stakeholders are driven by their own operational or business goals, which results in conflicting interests regarding the project. To steer the stakeholders toward the collective project goal, the project manager should promote, inspire, and follow the stakeholder engagement process. This involves identifying, mapping and prioritizing stakeholders to determine the best tactics for effective communication while making the best use of available resources. The project manager should also use various techniques to engage stakeholders, such as brainstorming, workshops, surveys, interviews, focus groups, and feedback mechanisms. The project manager should monitor and control the stakeholder engagement throughout the project life cycle, and adjust the engagement strategies as needed to ensure stakeholder satisfaction and alignment. References: PMBOK® Guide, Sixth Edition, pages 513-536. Asana. SME Strategy. APM.

According to the PMBOK Guide 7th Edition, the project charter is a document that authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and key stakeholders. The project charter should be approved by the project sponsor and communicated to all relevant stakeholders, including senior managers, to ensure their alignment and commitment to the project. If some of the senior managers claim not to know about the deliverable, it indicates that they may not have been properly informed or involved in the project charter development or approval process. Therefore, the project manager should meetwith these stakeholders to review the project charter and clarify their roles, responsibilities, expectations, and interests in the project. This will help to resolve any confusion or conflict and to gain their support and buy-in for the project. Checking if these stakeholders attend regular project meetings, reviewing the project charter, or validating if the project charter changed are not sufficient actions, as they do not address the root cause of the communication gap or the stakeholder engagement issue, and they may not improve the relationship or trust between the project manager and the senior managers. References: PMBOK Guide 7th Edition, page 45-46.

 According to the PMBOK Guide, a project manager should empower team members and stakeholders to enhance their engagement, commitment, and performance on the project1. Empowerment means giving team members and stakeholders the authority, autonomy, and resources to make decisions and take actions that are aligned with the project objectives and scope2. Empowerment also means supporting team members and stakeholders to develop their skills, knowledge, and confidence to perform their roles and responsibilities effectively3.

In this scenario, the project manager is managing a business transformation project that has a four-phase delivery plan. The project team has successfully delivered one phase ofthe project. To further enhance team performance and empower team members, the project manager should take the following two actions:

• Support team members to make decisions in their areas of strength. This means encouraging team members to use their expertise, experience, and judgment to make informed and appropriate decisions that will benefit the project. This also means trusting team members to handle the consequences and risks of their decisions, and providing them with feedback and recognition for their achievements. Supporting team members to make decisions in their areas of strength can increase their motivation, ownership, and accountability for the project outcomes4.
• Organize and assign team members to tasks where they have strengths. This means identifying and leveraging the strengths, talents, and preferences of each team member, and assigning them to tasks that match their capabilities and interests. This also means providing team members with opportunities to learn, grow, and excel in their areas of strength, and helping them overcome their weaknesses and challenges. Organizing and assigning team members to tasks where they have strengths can enhance their productivity, quality, and satisfaction on the project5.

The project manager should not encourage team members to cross-check decisions with the project manager, as this may undermine their empowerment and confidence. The project manager should not allow team members to make limited decisions, as this may restrict their creativity and innovation. The project manager should not vet all of the decisions before execution, as this may create bottlenecks and delays in the project.

References: 1: PMBOK Guide, 6th edition, page 513. 2: How to Empower Your Team 3: How To Empower Team In Your Workplace 4: Motivation : How to Increase Project Team Performance 5: 1.4. Empower team members and stakeholders

According to the PMBOK Guide, the project manager should monitor and control the project work, including identifying and responding to risks, issues, and changes that may affect the project objectives. The project manager should also communicate relevant information to the project stakeholders in a timely and appropriate manner. In this scenario, the project manager faces a resource risk that may impact the project deliverable and schedule. The best course of action is to perform an impact analysis to assess the severity and probability of the risk, and then readjust the schedule as needed to accommodate the resource gap. The project manager should also communicate the changes to the customer and other stakeholders, and seek their feedback and approval. This option demonstrates proactive and transparent project management, and aligns with the agile values of customer collaboration and responding to change. Asking the product owner to stretch the delivery team further to complete the final product in the original timeline (option B) may not be feasible or desirable, as it may compromise the quality and scope of the product, and increase the stress and workload of the team. Requesting additional funding from the sponsor to obtain a new resource to fill in the gap (option C) may also be unrealistic or unnecessary, as it may incur additional costs and time to onboard and train the new resource, and may disrupt the existing team dynamics and performance. Informing the customer of the impact immediately and preparing for escalation (option D) may also be premature and counterproductive, as it may create unnecessary panic and conflict, and may undermine the trust and confidence of the customer and other stakeholders. The project manager should first analyze the impact and propose a solution before informing the customer and escalating the issue. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author2

= The project manager should have facilitated cross-functional knowledge transfer during the project to prevent the situation where a single team member’s absence would jeopardize the project progress. Cross-functional knowledge transfer is a way of sharing skills, expertise, and information among team members to enhance collaboration, innovation, and performance. It also reduces the risk of knowledge loss or dependency on a single resource. Requesting robust documentation, outsourcing development, or acquiring more resources are not the best ways to prevent this situation, as they may not be feasible, cost-effective, or timely. References:

• PMBOK® Guide 7th Edition, Chapter 7: Team Performance, Section 7.2: Enable Team Performance, Page 181
• PMBOK® Guide 6th Edition, Chapter 9: Resource Management, Section 9.3: Develop Team, Page 336
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.4: Delivery Practices, Page 40

According to the PMBOK® Guide, agile is an iterative, incremental, and adaptive approach to project management that values customer collaboration, feedback, and responsiveness to change. Agile projects deliver working software in small increments called iterations or sprints, and involve frequent communication and collaboration among the project team and the stakeholders. Agile projects also emphasize the importance of delivering value to the customer and meeting their needs and expectations.

In this question, the project manager is working on an agile project that is approaching its first release date, and the product will be supported by the operations team. The operations team is responsible for maintaining and operating the product after it is delivered to the customer, and ensuring its availability, reliability, and performance. To ensure proper support for the product, the project manager should take the following action:

• Ensure the operations team has representation in the planning and review meetings and that there are support requirements in the backlog. The project manager should involve the operations team as a key stakeholder in the agile project, and ensure that they have a voice and a role in the planning and review meetings. The planning meetings are used to define and prioritize the product backlog, which is a list of features and requirements that the product should deliver. The review meetings are used to inspect and evaluate the product increment, which is the sum of all the product backlog items completed during a sprint. The project manager should ensure that the operations team has representation in these meetings, and that they can provide their input, feedback, and expectations for the product. The project manager should also ensure that there are support requirements in the product backlog, such as documentation, training, testing, deployment, etc., and that they are prioritized and delivered along with the product features. This will help to ensure the quality and usability of the product, and to facilitate the knowledge transfer and handover to the operations team.

The other options are not correct because they do not provide a valid way to ensure proper support for the product. Option A is wrong because it suggests that the projectmanager should engage an external consultancy to assemble supporting documents and coordinate the knowledge transfer, without involving the operations team in the agile project. This would be costly, inefficient, and ineffective, as it may not reflect the actual needs and expectations of the operations team, and may create a gap or a delay in the communication and collaboration. Option B is wrong because it implies that the project manager should create and prioritize a support manual on the product backlog, without ensuring the representation of the operations team in the planning and review meetings. This would be incomplete, inaccurate, and insufficient, as it may not capture the full scope and depth of the support requirements, and may not allow the operations team to inspect and evaluate the product increment. Option D is wrong because it assumes that the project manager should propose a workshop with the operations team to outline all requirements of the new software and how to properly support it, without ensuring that there are support requirements in the product backlog. This would be inconsistent, redundant, and risky, as it may not align with the agile principles and practices, and may not ensure the delivery and validation of the support requirements along with the product features. References:

• PMBOK® Guide, 6th edition, pages 206-207, 540-541
• Agile Project Management Course (Google) | Coursera
• Agile Certified Practitioner | PMI - Project Management Institute
• Agile Certifications | PMI - Project Management Institute

= This answer is based on the agile principle of self-organizing teams, which means that the team members collaborate and decide how to best accomplish their work, rather than being directed by others outside the team. By having a discussion with the team on the approach and coming to a decision on when the daily standups should be, the project lead ensures that the team is involved in the planning and execution of their work, and that they respect each other’s preferences and constraints. This will also foster trust, communication, and collaboration among the team members, which are essential for agile practices. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Enabling Change, Section 14.2: Leading the Team, page 333.
• Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.2: Agile Manifesto and Principles, page 12.

= According to the PMBOK Guide, 7th edition, communication is one of the key enablers of project performance, and it should be planned, managed, and monitored throughout the project life cycle1. For remote project teams, communication is evenmore critical, as they face challenges such as cultural differences, time zone differences, lack of face-to-face interactions, and potential misunderstandings2. Therefore, the project manager should plan a communication method that suits the needs and preferences of the remote project team members, such as email, phone, video conferencing, instant messaging, or collaboration tools3. The project manager should also allow the project team members to virtually interact with each other, to build trust, rapport, and teamwork4. This will help to ensure good collaboration and coordination among the remote project team members, and to achieve the project deliverables. References:

• 1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 69-70
• 2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 72
• 3: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 74-75
• 4: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 76

= The project manager should meet with the stakeholder to understand what is causing the delays in approving the project deliverables. This is the best way to address the stakeholder’s concerns, expectations, and needs, and to build trust and rapport with them. The project manager should also communicate the impact of the delays on the project progress and seek the stakeholder’s feedback and support. The other options are not the best actions to take in this situation, as they do not involve direct communication with the stakeholder or attempt to resolve the underlying issue. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 3: Stakeholder Performance, Section 3.2: Engage Stakeholders, Page 77-78.

The project manager should establish common ground through collaboration and understanding the team members’ needs in order to negotiate between them and reach an agreement that will advance the project. This is a technique of conflict resolution that involves finding a mutually acceptable solution that partially satisfies both parties1. The project manager should facilitate a constructive dialogue between the team members, listen to their perspectives and concerns, and help them identify areas of agreement and compromise2. Encouraging a positive ongoing relationship between the team members (A) may be a good outcome of the negotiation, but it is not a technique to achieve it. Coaching and mentoring the team members to build consensus and resolve the conflict (B) may be a useful approach, but it is not a direct way of negotiating between them. Organizing a team-building event to improve the morale among team members © may be a beneficial activity, but it does not address the specific issue of the misunderstanding between the two team members. References: 1: PMBOK Guide, 6th Edition, p. 5042: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

According to the PMBOK Guide, the project manager is responsible for planning, managing, and monitoring communications among project stakeholders, ensuring that information needs are met, and addressing issues that may arise during project execution. One of the tools and techniques for managing communications is communication methods, which include interactive, push, and pull communication techniques. Interactive communication is the most effective way of ensuring a common understanding among stakeholders, as it involves multidirectional exchange of information in real time. Push communication is used to send or distribute information to specific recipients who need to receive it. Pull communication is used when the information is large or complex, and the recipients can access it at their own discretion. In this scenario, the project manager assigned team members to work in pairs on a large amount of technical reports, which required a high level of coordination and collaboration among the team. However, the project manager noticed that important information was not shared properly among the team, which caused delivery delays and the failure to complete the project. This indicates that the project manager applied incorrect communication techniques during implementation, such as using push or pull communication when interactive communication was needed. This is the root cause of the issue, as it resulted in poor communication, misunderstanding, and lack of alignment among the team members. Lack of team member training on documentation planning, team cohesiveness loss, or improper assignment of tasksare not the root causes of the issue, as they do not directly explain why the information was not shared properly among the team. References: PMBOK Guide, 7th edition, pages 209-210, 10.1 Plan Communications Management; pages 211-212, 10.3 Monitor Communications.

= According to the PMBOK Guide, 7th edition, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. An issue log is a tool that records and tracks issues that arise during the project and require resolution2. The project manager should review and update the issue log regularly, and determine the appropriate actions to resolve the issues, such as finding alternative solutions, escalating to higher authority, or negotiating with stakeholders3. Therefore, the project manager should review and update the issue log and determine if any alternative components can be offered, to minimize the impact of the vendor delay on the project schedule. This is also consistent with the project management principle of being proactive and responsive. References:

• 1: PMBOK Guide, 7th edition, Glossary, p. 309
• 2: PMBOK Guide, 7th edition, Chapter 5: Monitor and Control Project Work, p. 97
• 3: PMBOK Guide, 7th edition, Chapter 5: Monitor and Control Project Work, p. 98-99
• : PMBOK Guide, 7th edition, Chapter 1: Introduction, p. 9

The project manager should review the compliance strategy and version history first to ensure the project is compliant, because this will help the project manager understand the current state of the project, the compliance requirements and standards that apply to the project, and the changes that have been made to the compliance strategy throughout the project life cycle. The compliance strategy is a document that describes how the project team will manage compliance with all applicable rules, regulations, contracts, and policies governing the project. The version history is a record of the revisions and updates that have been made to the compliance strategy, including the date, author, and reason for each change. Reviewing the compliance strategy and version history will enable the project manager to identify any gaps, issues, or risks related tocompliance, and to plan and execute the appropriate actions to address them. The project manager should also communicate with the project sponsor, the project team, and other stakeholders to ensure alignment and collaboration on compliance matters, but this should be done after reviewing the compliance strategy and version history. The project manager should also review the organizational process assets (OPAs) for compliance topics, such as policies, procedures, templates, and lessons learned, but this should be done in conjunction with the compliance strategy and version history, not before them. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Project Management Compliance Process, How to Successfully Manage Construction Compliance

 According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. The communications management plan should include information such as the communication requirements, methods, formats, frequency, and channels for different stakeholders, as well as the time zones, languages, and cultural factors that may affect the communication process. The communications management plan should also define the escalation process, the feedback mechanism, and the communication roles and responsibilities. Therefore, the project manager should refer to the communications management plan to determine the best way to receive feedback from stakeholders located in different time zones, taking into account their preferences, expectations, and availability. References: PMBOK Guide, 6th edition, pages 29, 376, 377, 378.

In agile projects, the customer is an integral part of the project team and should be involved in the planning, execution, and review of each iteration. By educating the customer on the agile principles and practices, the project manager can ensure that the customer understands the value of frequent feedback, collaboration, and adaptation. By having the customer participate in daily standup meetings, the project manager can facilitate direct communication between the customer and the development team, and enable quick resolution of any issues or ambiguities regarding the requirements. This will help the project team to deliver the most valuable features to the customer in each sprint. References: PMBOK Guide, 7th edition, pages 55, 56, 57, 58, 59, 60, 61, 62, 63, 64, and 65. World of Project Management.

The project manager should meet with the team to review internal actions to resolve the situation, because this is a common practice in agile project management. In agile projects, the team is empowered to self-organize and adapt to changing requirements and circumstances1. The iteration retrospective is a meeting where the team reflects on what went well and what can be improved in the next iteration2. If the team realizes that the complexity of the work was underestimated, they should discuss how to adjust their planning, estimation, and delivery processes to avoid this issue in the future3. The project manager should facilitate this discussion and support the team’s decisions. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.2.3
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.5
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.6
• : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.7

The project manager should choose emotional intelligence training for their team to help them deal with the difficult stakeholder. Emotional intelligence is the ability to recognize and manage one’s own emotions and the emotions of others1. It can help the team to cope with stress, communicate effectively, empathize with others, overcome challenges, and resolve conflicts2. By improving their emotional intelligence, the team can reduce the negative impact of the stakeholder’s behavior and enhance their performance and satisfaction. References: = PMBOK Guide 7th Edition, Chapter 4: Team Performance, Section 4.2.2: Develop Team Members and Stakeholders; PMBOK Guide 6th Edition, Chapter 9: Project Resource Management, Section 9.5.2.1: Interpersonal and Team Skills.

 = According to the PMBOK Guide, the project sponsor is the person or group who provides resources and support for the project, and who is accountable for enabling the success of the project. The project sponsor plays a key role in defining the project scope, approving the project charter, authorizing changes, resolving issues, and supporting the project manager and the project team. In this scenario, the project manager should meet with the new project sponsor to review the current project scope and the requested changes, as this can help to establish a clear and mutual understanding of the project objectives, requirements, deliverables, and constraints, as well as to assess the feasibility, impact, and value of the proposed changes. Informing the new project sponsor that the new aspects will not be included, inviting the project sponsor to a briefing with the project team, or rebaselining the project are not the best options, as they may not address the new project sponsor’s expectations, needs, or concerns, or may lead to unnecessary scope creep, schedule delays, or cost overruns. References: = PMBOK Guide, 7th edition, pages 48-49, 54-55, 60-61.

According to the PMBOK Guide, the project manager is responsible for managing the project team by tracking team member performance, providing feedback, resolving issues, and managing team changes. One of the tools and techniques for managing the project team is interpersonal and team skills, which include conflict management, negotiation, and emotional intelligence. In this scenario, a key team member informs the project manager that they have been accepted to a master’s degree program, which will coincide with the last phase of the project. This may create a potential conflict between the team member’s personal and professional goals, and affect the project performance. The best way to handle this situation is to assess the team member’s commitment to the master’s program and its impact on project performance, using interpersonal and team skills. This option allows the project manager to understand the team member’s perspective, evaluate the risks and benefits of the situation, and negotiate a mutually acceptable solution that balances the team member’s needs and the project’s objectives. Asking the team member to inform HR, delegate some of their tasks, or postpone their enrollment are not the best options, as they do not address the underlying conflict, or respect the team member’s autonomy and career aspirations. These options may also create resentment, demotivation, or turnover among the team member, which can negatively affect the project performance. References: PMBOK Guide, 7th edition, pages 217-218, 9.6 Manage Team.

According to the PMBOK® Guide 7th Edition, the project manager should monitor and control the project schedule by identifying and analyzing any variances, and by implementing corrective or preventive actions to ensure the timely completion of the project. The project manager should also consider the project environment and the stakeholder needs when managing the schedule, and use appropriate tools and techniques to optimize the schedule performance. Therefore, the project manager should update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage. This would help to respect the cultural differences and the work-life balance of the team members, and to leverage the resources and the capabilities of the different offices. Option A is incorrect because it implies that the project manager is increasing the project cost and the complexity by hiring additional personnel on a temporary basis, which may not be feasible or effective. Option B is incorrect because it suggests that the project manager is imposing an unrealistic and unfair expectation on the offices in overseas locations, which may affect their motivation and productivity. Option C is incorrect because it indicates that the project manager is accepting the schedule delay without exploring any alternatives or solutions, which may compromise the project value and the stakeholder satisfaction. References: PMBOK® Guide 7th Edition, Chapter 4: Keeping the Team on Track, Section 4.1: Monitoring and Controlling the Project, p. 69-70.

= The business should increase the value of the project by quantifying the expected tangible and intangible benefits in the benefits management plan for each phase. This will help to justify the project investment and align the project outcomes with the business objectives. The benefits management plan should also include the benefits owner, the target benefits, the metrics and assumptions, the timeframe, and the roles and responsibilities for benefits realization. Asking the benefits owner to reassess the risks, consulting with experts, or using a fishbone diagram are not the best ways to increase the value of the project, as they may not capture the full range of benefits or address the root cause of the low financial value. References:

• PMBOK® Guide 7th Edition, Chapter 10: Value Delivery, Section 10.2: Plan Value Delivery, Page 263
• PMBOK® Guide 6th Edition, Chapter 4: Integration Management, Section 4.5: Develop Project Management Plan, Page 89
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.5: Benefits Management, Page 43

 According to the PMBOK Guide 7th Edition, the project manager should monitor and control project work and respond to any issues or risks that may affect the project performance. In this case, the project manager should conduct an impact analysis to assess the effect of the scope changes and the delay on the project objectives, scope, schedule, cost, quality, and other factors. The project manager should also present the results of the impact analysis to the steering committee, which is a group of senior stakeholders who provide guidance and oversight to the project, and seek their approval for any changes12. References: PMBOK Guide 7th Edition, Chapter 4: Project Delivery, Section 4.3: Monitor and Control Project Work, Page 97; Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61.

According to the Agile Practice Guide, a burnup chart is a graphical tool that shows the amount of work completed and the total amount of work in a project or sprint. It helps to visualize the progress and scope of the project or sprint, and to identify any changes or deviations that may occur. In this scenario, the burnup chart shows that the team has added new work to the sprint after it has started, as indicated by the upward slope of the total work line. This is a violation of the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software. Adding new work to the sprint after it has started may disrupt the team’s focus and flow, increase the complexity and uncertainty of the sprint, and compromise the quality and value of the deliverable. The project lead should address this issue with the product owner and the team, and remind them of the importance of respecting the sprint commitments and avoiding scope creep. The project lead should also help the product owner and the team to prioritize and refine the product backlog, and to plan and execute the sprints in a consistent and predictable manner. The project lead should also encourage the product owner and the team to communicate and collaborate effectively, and to seek and provide feedback regularly. Creating a burnup chart and mapping assumptions to impediments based on the impact to the project value (option C) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. The team is not meeting the expectations of the product owner (option A) may not be true or fair, as the team may still be able to deliver the expected value and quality within the sprint timebox, despite the addition of new work. However, this option does not address the root cause of the issue or provide a constructive feedback to the product owner and the team. The product owner should not ask the team to change their sprint commitments (option B) may also be partially correct, as the product owner should respect the team’s autonomy and capacity, and should not impose unrealistic or unnecessary changes to the sprint scope. However, this option does not consider the possibility that the team may have added new work to the sprint without the product owner’s request or approval, or that the product owner and the team may have agreed to change the sprint commitments based on new information or feedback. The team should have stopped on day 4 and started a new sprint (option D) may also be impractical or inefficient, as it may waste the time and effort that the team has already invested in the current sprint, and may create unnecessary overhead and disruption to the project flow. Stopping and starting anew sprint may also not guarantee the improvement of the project performance or delivery, unless the product owner and the team address the underlying issue of adding new work to the sprint after it has started. References: : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author1 : What is a Burn Up Chart & How to Create One | Atlassian 2 : What Is a Burn Up Chart In Agile Project Management1 : What Is a Burndown Chart? | Coursera 3

A burndown chart is a graphical tool that shows the amount of work remaining versus time for a sprint or a project. It helps the project team and the product owner to track the progress and identify any deviations from the planned scope, schedule, and budget. By sharing the burndown chart with the product owner, the project manager can provide a clear and transparent view of how many user stories have been completed and how many are still pending within the 2-week sprint. This way, the product owner can also monitor the team’s velocity and adjust the product backlog accordingly. References:

• : Agile Practice Guide, page 61
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, page 211

 = The project manager should discuss the issue with the team member and work on an agreed option, because this is the best way to understand the root cause of the performance deterioration and to find a suitable solution that meets the needs and expectations of both parties. The project manager should use active listening, empathy, and feedback skills to communicate with the team member and to show respect and support. The project manager should also involve the team member in the decision-making process and seek their input and agreement on the action plan. This will help to motivate and enhance the team member’s performance by restoring their confidence, trust, and commitment. The other options are not the best choices, because they do not address the issue directly or collaboratively. Assigning the project team member to more challenging tasks (B) may increase their stress and frustration, and worsen their performance. Mentoring the project team member by providing step-by-step guidance © may be helpful in some cases, but it may also undermine their autonomy and creativity, and make them feel micromanaged. Recognizing the project team member in a leadership forum (D) may boost their morale and recognition, but it may not solve the underlying problem or improve their performance. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, How To Motivate Your Team For Better Performance In Your Project, Top 10 Project Team Motivation Techniques For Better Performance

 = The project manager should determine cross-dependencies and plan a spike in the next sprint to investigate the causes of the delay and find possible solutions. A spike is a time-boxed activity that allows the team to explore a complex problem or learn a new skill1. The project manager should also determine the risks and identify a resolution during the retrospective meeting, which is a regular event that enables the team to reflect on their performance and improve their processes2. These actions will help the project manager to address the issues that are affecting the delivery of the user stories and ensure the quality of the product. References: = PMBOK Guide 7th Edition, Chapter 5: Delivery Performance, Section 5.2.3: Plan and Manage Iterations; PMBOK Guide 6th Edition, Chapter 6: Project Schedule Management, Section 6.2.2.5: Agile Release Planning.

According to the PMBOK Guide, 6th edition, page 123, the project manager is responsible for managing the project schedule and ensuring that the project deliverables are completed within the agreed time frame. If the project manager observes that an approaching deadline is likely to be missed because of some delays on the project due to a lack of resources, the project manager should follow the schedule management process, which involves monitoring and controlling the project progress, identifying and analyzing any variances or issues, and implementing corrective or preventive actions as needed. The project manager should organize a team meeting to discuss the next course of action, as this is a tool and technique for schedule control, which involves engaging the project team members and other stakeholders to review the project status, identify the root causes of the delays, evaluate the impact on the project objectives and constraints, and propose and agree on the best solutions to recover the schedule. The project manager should not escalate the issue to the sponsor, as this may imply that the project manager is unable to handle the situation. The project manager should not review the risk management plan, as this may not address the current issue of the schedule delay. The project manager should not review the milestone list, as this may not provide enough information or guidance on how to resolve the issue. References:

• PMBOK Guide, 6th edition, page 123
• Free PMP Practice Exam Questions - 120 Sample Test Questions

According to the PMBOK Guide, the project manager is responsible for developing the project team by improving their competencies, interactions, and overall performance. One of the tools and techniques for developing the project team is training, which involves providing learning opportunities to acquire new skills or enhance existing ones. Training can be formal or informal, and can be delivered by internal or external sources. In this scenario, the agile project team received an assignment to develop an industrial system that interfaces with robots, which is a new type of work for them. The team members are interested in acquiring such expertise, but it may result in a project delay. The best way to handle this situation is to add an experienced professional to the team to reinforce knowledge sharing and help grow team expertise in the new product. This option provides an informal and internal source of training for the team, as well as a mentor who can guide them through the challenges and complexities of the newtechnology. This can help the team learn faster, improve their performance, and deliver a high-quality product. Creating a separate team, using a robotics vendor company, or hiring a consulting company are not the best options, as they do not address the team’s interest in acquiring new expertise, or the project manager’s responsibility to develop the team. These options may also introduce additional risks, costs, or coordination issues to the project. References: PMBOK Guide, 7th edition, pages 215-216, 9.5 Develop Team.

 According to the PMBOK® Guide, one of the tools and techniques for managing project communications is meeting management. This involves planning, conducting, and following up on project meetings. One of the inputs for meeting management is the meeting agenda, which is a document that lists the topics to be discussed, the objectives of the meeting, the roles and responsibilities of the participants, and the time allocated for each topic. A well-defined meeting agenda can help the project manager to manage the project deliverables by ensuring that the meeting is focused, productive, and relevant to the project objectives. It can also help to address the concerns of the team members who question the need for the project meeting, by showing them the value and purpose of the meeting. A meeting agenda can also facilitate the participation and engagement of the team members who are unable to attend the meeting regularly, by allowing them to prepare in advance, provide feedback, or delegate their tasks to others. References: PMBOK® Guide, Sixth Edition, pages 377-378. PMP Exam Prep Coursebook, page 287. PMP Exam Strategy Guide, page 25.

 According to the PMBOK Guide 7th Edition, the project manager should balance the creation and maintenance of project artifacts with the delivery of project outcomes. Project artifacts are useful for planning, monitoring, controlling, and communicating project work, but they are not the primary goal of the project. The project manager should advise the team that focusing too much on artifacts may result in losing sight of the customer needs, stakeholder expectations,and project value. The project manager should also help the team to prioritize and streamline the project artifacts based on their relevance, usefulness, and necessity for the project success1. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.1: Plan, Page 55.

According to the Project Management Professional (PMP) Reference Materials, the project manager should speak with the team member directly to reinforce the ground rules when one of the team members is always late to the daily standup meeting. This is because the daily standup meeting is a crucial tool for agile teams to synchronize their work, share progress, identify impediments, and collaborate effectively. The daily standup meeting requires the participation and commitment of all team members, and it should be held at the same time every day. If a team member is consistently late to the meeting, it can disrupt the flow of the meeting, affect the morale of the team, and reduce the value of the meeting. Therefore, the project manager should address the issue with the team member individually, and remind them of the importance and expectations of the daily standup meeting. The project manager should also try to understand the reasons for the team member’s tardiness, and offer support or solutions if needed. The project manager should avoid blaming or shaming the team member, and instead focus on the positive outcomes of attending the meeting on time. By speaking with the team member directly, the project manager can resolve the issue in a respectful andconstructive way, and improve the team’s performance and satisfaction. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Daily Standup Meetings: Everything You Should Know, [Is Your Coworker Always Late to Meetings? What To Do].

According to the PMBOK® Guide, a project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Positive risks are referred to as opportunities, and negative risks are referred to as threats. A project team can use different strategies to respond to positive risks or opportunities, such as exploit, enhance, share, or accept. Accepting a positive risk means acknowledging the opportunity and being willing to take advantage of it if it occurs, but not actively pursuing it. A project team may accept a positive risk if it has low probability or low impact, or if the cost of pursuing it outweighs the potential benefit.

In this question, the project team has identified a positive risk that could allow them to finish the project earlier than planned, and they want to accept it. However, the project sponsor is risk averse, meaning that they prefer to avoid taking risks, even if they are positive. The project manager needs to communicate with the sponsor and convince them that accepting the risk is a reasonable and beneficial decision. To do that, the project manager should use a quantitative risk analysis technique, such as Monte Carlo analysis, to determine the probability and impact of the risk, and how it will affect the project schedule. Monte Carlo analysis is a simulation technique that uses random variables to model the uncertainty and variability of the project. It generates multiple scenarios of possible outcomes and calculates the probability distribution of the project completion time. By using Monte Carlo analysis, the project manager can show the sponsor the expected value and range of the project duration, and the likelihood of completing the project early. This will help the sponsor understand the potential benefit of accepting the risk, and make an informed decision based on data and facts.

The other options are not correct because they do not provide a valid way to communicate with the sponsor and justify the risk acceptance strategy. Option A is wrong because it assumes that the sponsor’s main concern is the cost and profit of the project, which may not be true. Moreover, it does not explain how the risk will affect the project schedule or the probability of finishing early. Option B is wrong because it downplays the risk and does not address the sponsor’s risk aversion. It also does not provide any evidence or analysis to support the claim that the risk is a nonevent type. Option D is wrong because it contradicts the risk acceptance strategy. Creating a contingency reserve is a way of preparing for negative risks or threats, not positive risks or opportunities. It implies that the project manager is trying to avoid or mitigate the risk, rather than accept it. References:

• PMBOK® Guide, 6th edition, pages 431-432, 444-445
• Risk Acceptance as a Risk Response Strategy
• PMP Exam Strategies for Risk Response: Mitigate Risk, Avoid, or Transfer
• Understand Risk Acceptance in Project Management

 The project manager should meet with the team member and search for the root cause of their behavior. This will help the project manager to understand why the team member is complaining about the agreement, and to address any issues or concerns that the team member may have. The project manager should also remind the team member of the importance of the agreement for the project success, and the need to respect the decisions made by the team. The other options are not effective or appropriate, as they may create more conflict, confusion, or resentment among the team members, or undermine the team’s authority or commitment. References: PMBOK Guide, 7th edition, page 76, 78, 255.

 The project manager should discuss the issue with the virtual team members and revise the communications management plan as an immediate corrective action. This is because the project manager needs to understand the reasons why the virtual team members are unable to join the regular project update meetings and find a solution that works for them. The project manager should also update the communications management plan to reflect the changes in the communication requirements, methods, frequency, and tools for the virtual team members. The project manager should ensure that the communication plan is aligned with the project objectives, stakeholder expectations, and organizational culture.

• Option B is not a good action, as escalating this issue to the virtual team members’ supervisors may not be appropriate or effective. It may also create conflict, resentment, and distrust among the team members. The project manager should try to resolve the issue directly with the virtual team members and not involve their supervisors without their consent or agreement.
• Option C is not a good action, as adding this issue to the risk management plan and taking action if it persists is a passive and delayed approach. The project manager should try to prevent or mitigate the issue as soon as possible and not wait until it becomes a risk that affects the project performance. The project manager should also not treat the issue as a risk, but as a problem that needs to be solved.
• Option D is not a good action, as discussing the issue with the project sponsors and adding this as an issue in the issue log is a reactive and formal approach. The project manager should try to solve the issue informally and collaboratively with the virtual team members and not escalate it to the project sponsors unless necessary. The project manager should also not document the issue in the issue log, but in the communication plan. References:
• [PMBOK Guide], 6th edition, page 368, section 10.1
• [PMP Exam Content Outline], page 10, task 5 under domain 2

The resource management plan is a component of the project management plan that describes how the project resources are acquired, allocated, monitored, and controlled. It also defines the roles and responsibilities of the project team members and the reporting structure. The resource management plan is an important input for managing project resources and resolving resource conflicts. If the project manager faces a situation where some key resources are not available for the project, he or she should consult the resource management plan and escalate the issue to the sponsor or other appropriate stakeholders. The sponsor can help the project manager negotiate with the functional managers or other resource providers to secure the required resources for the project. The sponsor can also authorize changes to the project scope,schedule, or budget to accommodate the resource constraints. The other options are not appropriate because they do not address the root cause of the problem and may lead to further delays or risks for the project. References: PMBOK Guide, 7th edition, section 9.1.3.1, page 309; PMI, PMP Exam Content Outline, 2021, Domain II: Process, Task 5.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to create a collaborative project team culture. This means that the project manager should foster a positive and supportive team environment, where team members can communicate openly, trust each other, and share their ideas and concerns. To create a collaborative project team culture, the project manager should organize team building activities that help the team members to get to know each other, to develop their interpersonal skills, and to enhance their team performance. If the sponsor does not approve an offsite team building activity due to budget constraints, the project manager should use the office facilities and support to organize an interactive event for the team members in-house. This will help to achieve the same objectives of the team building activity, without incurring additional costs or compromising the project scope, schedule, or quality. Explaining the financial constraint and asking each team member to pay their own share, telling the team that the event will be handled at the end of the project, or bypassing the event are not the best actions, as they do not address the need to build trust and cohesion among the team members, and they may affect the team morale and motivation. References: PMBOK Guide 7th Edition, page 11-12.

= The project manager should take a proactive and collaborative approach to deal with the neighborhood resistance, which is a potential risk to the project. The project manager should analyze the situation and find out the root cause of the negative attitude, such as noise, pollution, traffic, safety, or other concerns. The project manager should also set up a meeting with the neighborhood representatives to win their cooperation and support, by addressing their issues, providing information, offering benefits, or negotiating solutions. Asking the customer to extend the deadline, asking the mayor to intervene, or sending letters to the neighbors are not effective actions, as they may escalate the conflict, damage the relationship, or ignore the problem. References:

• PMBOK® Guide 7th Edition, Chapter 8: Stakeholder Performance, Section 8.2: Engage Stakeholders, Page 205
• PMBOK® Guide 6th Edition, Chapter 13: Stakeholder Management, Section 13.3: Manage Stakeholder Engagement, Page 523
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Customer Engagement Practices, Page 37

 A stakeholder engagement plan is a document that describes how the project manager and the project team will communicate and interact with the stakeholders throughout the project. The stakeholder engagement plan should include all the stakeholders who have been identified and who have needs and a potential impact on the project, regardless of their level of support or opposition. This is because the project manager needs to understand the expectations, interests, and concerns of all the stakeholders, and to manage them effectively. By including all thestakeholders in the stakeholder engagement plan, the project manager can also identify and address any issues or risks that may arise from the stakeholder relationships, and to enhance the stakeholder satisfaction and support for the project. References: PMBOK Guide, 6th edition, pages 513-514; 5 steps to creating a stakeholder engagement plan (with template)

According to the PMBOK® Guide, the project manager is responsible for conducting the procurements, which includes planning, conducting, controlling, and closing the procurement activities1. One of the key processes in conducting procurements is source selection, which involves evaluating the proposals or bids from potential suppliers and selecting the most qualified one2. The project manager should use fair and transparent criteria to evaluate the suppliers, such as their experience, skills, technical approach, quality, cost, schedule, and risk3. The project manager should not prioritize or favor any supplier based on the sponsor’s recommendation, the previous relationship with the company, or the contracting area’s preference. The project manager should act ethically and professionally in the procurement process and ensure that the best interests of the project and the organization are met4. References: 1: PMBOK® Guide, 6th edition, p. 459 2: PMBOK® Guide, 6th edition, p. 476 3: PMBOK® Guide, 6th edition, p. 477 4: PMI Code of Ethics and Professional Conduct, Section 2.2.1

 According to the PMBOK® Guide, a stakeholder analysis is a process used to identify and assess the importance of key stakeholders in a project. It is a tool to help project managers plan and execute their projects in a way that will optimize results and minimize the negative impact on key stakeholders. A stakeholder analysis involves the following steps:

• Identification of potential stakeholders including their roles, departments, interests, knowledge, expectations, and influence levels.
• Analysis of the potential impact each stakeholder could generate, and the potential impact of the project on each stakeholder.
• Classification of the stakeholders based on logical categories of potential impact, such as power, interest, influence, attitude, etc.
• Development of appropriate strategies to engage each stakeholder group, such as communication, participation, negotiation, etc.

A stakeholder analysis helps the project manager to understand the needs and expectations of the stakeholders, and to tailor the project activities and communication accordingly. It also helps to identify and manage the risks and opportunities associated with the stakeholders, and to enhance their support and involvement in the project. A stakeholder analysis is an essential step to minimize the number of interactions with all stakeholders, while keeping a collaborative spirit. By performing a stakeholder analysis, the project manager can prioritize the stakeholders based on their level of engagement, and focus on the most critical ones. The project manager can also determine the best way to communicate with each stakeholder group, and avoid unnecessary or redundant interactions.

The other options are not correct because they do not provide a valid way to minimize the number of interactions with all stakeholders, while keeping a collaborative spirit. Option A is wrong because it suggests that the project manager should host regular meetings with all stakeholders, regardless of their level of engagement, interest, or influence. This would be inefficient, time-consuming, and potentially counterproductive, as it may create confusion, conflict, or dissatisfaction among the stakeholders. Option B is wrong because it implies that the project manager should meet with all of the stakeholders separately, without performing a stakeholder analysis first. This would be impractical, costly, and ineffective, as it may not address the specific needs and expectations of each stakeholder. Option C is wrong because it assumes that the project manager can meet with the stakeholders and document their needs, without performing a stakeholder analysis first. This would be risky, incomplete, and inaccurate, as it may not capture the full range and depth of the stakeholder’s requirements, concerns, and preferences. References:

• PMBOK® Guide, 6th edition, pages 513-514, 518-519
• Stakeholder analysis - Project Management Institute
• Stakeholder Analysis 101 (Example & Template Included) - ProjectManager
• Stakeholder Management Overview | Project Management Professional (PMP)
• Stakeholder Analysis Process - Institute of Project Management

 According to the PMBOK Guide, 7th edition, one of the key practices for stakeholder engagement is to “engage stakeholders to understand their needs, expectations, and interests, and to obtain their support and commitment for the project” (p. 121). This practice involves identifying and analyzing stakeholders, developing and implementing stakeholder engagement plans, and monitoring and adjusting stakeholder engagement activities. The project manager should allocate time to gain buy-in from the stakeholder prior to key decision meetings, as this will help to reduce resistance, increase collaboration, and enhance the quality of decisions. Updating the project schedule, asking that only key decision makers attend the meetings, or updating the risk register are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the stakeholder’s lack of alignment with the project objectives and approach. References: PMBOK Guide, 7th edition, p. 121-122; PMP Exam Content Outline, Domain II: Process, Task 4.

According to the PMBOK Guide, 6th edition, page 349, the project manager is responsible for managing the project team and ensuring a positive team environment. One of the tools and techniques for managing the project team is conflict management, which involves identifying, addressing, and resolving conflicts among the project team members and other stakeholders. The project manager should use a collaborative or problem-solving approach to conflict management, which involves discussing the issues openly, listening to different perspectives, and finding a mutually acceptable solution that satisfies the needs and interests of all parties involved. By discussing the team members’ concern with the construction manager and seeking solutions, the project manager can help to resolve the cultural differences, improve the communication and cooperation, and enhance the team performance and morale. References:

• PMBOK Guide, 6th edition, page 349
• Free PMP Practice Exam Questions - 120 Sample Test Questions

According to the Agile Practice Guide, kanban is an agile framework that uses a visual board to display the flow of work and limit the amount of work in progress (WIP) at each stage of the process. The WIP limit is a key element of kanban, as it helps to optimize the throughput and efficiency of the team, and to identify and resolve any bottlenecks or impediments. The agile project manager should change the WIP limit to reflect the team’s capacity, based on the data from the kanban board and the burndown chart. This will help the team to focus on completing the most important tasks, reduce multitasking and waste, and improve the quality and delivery of the work. Changing the WIP limit is also consistent with the agile principle of responding to change over following a plan, as it allows the team to adapt to the current situation and customer needs. References:

• Agile Practice Guide, Chapter 5: Implementing Agile: Creating an Agile Environment, pp. 77-97.
• PMBOK® Guide, Sixth Edition, Chapter 6: Project Schedule Management, pp. 215-264.
• PMP Exam Prep Coursebook, Chapter 6: Project Schedule Management, pp. 6-1 - 6-22.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to “embrace adaptability and resiliency”. This means that the project manager should anticipate and respond to changes that may affect the project objectives, scope, schedule, cost, quality, or risks. The project manager should also use appropriate change management processes and tools to evaluate and implement changes in a controlled manner. The PMBOK Guide 7th Edition also states that “changes are inevitable and may originate from any source at any time during the project life cycle”. The project manager should assess the change’s overall impact to the project before submission to the change control board (CCB), which is the authorized body to approve or reject changes. The project manager should also communicate with the stakeholders who are affected by or involved in the change, and manage their expectations and feedback. Therefore, the best answer is D. References: PMBOK Guide 7th Edition, pages 11, 12, 49, 50, 51.

According to the PMI Code of Ethics and Professional Conduct, project managers have a responsibility to respect the confidentiality and privacy of their stakeholders1. If they inadvertently disclose confidential information, they should promptly inform the affected parties and take corrective actions2. In this scenario, the project manager should inform the client and their supervisor about the mistake and apologize for the breach of confidentiality. They should also ask the other manager to delete the email and confirm that they have done so. This would demonstrate honesty, respect, and professionalism. References: 1: PMI Code of Ethics and Professional Conduct, Section 2.2.4 2: PMI Code of Ethics and Professional Conduct, Section 5.3.2

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 According to the PMBOK® Guide, project monitoring and controlling involves the processes of tracking, reviewing, and regulating the progress and performance of the project. One of the tools and techniques for monitoring and controlling project work is data analysis, which includes methods such as performance reviews, trend analysis, and variance analysis. The project lead should use data analysis to collect and evaluate the operational usage data of the software system, which reflects the actual behavior andpreferences of the users. This will help the project lead to measure the delivered value of the project and identify any gaps or improvement opportunities. Building the functionality in the software to collect the operational usage data is the most accurate and reliable evaluation practice, as it avoids the biases or errors that might arise from other methods such as questionnaires, feedback forms, or interviews. References:

• PMBOK® Guide, Sixth Edition, Chapter 4: Project Integration Management, pp. 111-158.
• PMP Exam Prep Coursebook, Chapter 4: Project Integration Management, pp. 4-1 - 4-24.
• Project Evaluation Process: Definition, Methods & Steps by Peter Landau

 According to the PMBOK Guide, risk prioritization is the process of ranking the identified risks based on their potential effect on project objectives. Risk prioritization helps the project manager and the project team to focus their attention and resources on the most significant risks. Risk prioritization can be done using various parameters, such as probability, impact, urgency, proximity, detectability, and controllability. These parameters can be used to assess and compare the risks in an iterative manner, as the project progresses and new information becomes available. The project manager can also define additional parameters that are relevant to the project context and goals. In this scenario, the project manager has determined four additional parameters that can help to prioritize the project risks more effectively:

• Assess how quickly the risk response needs to be implemented in order to be effective: This parameter evaluates the urgency of the risk, or how soon the risk must be addressed before it becomes unmanageable or irreversible. The project manager can use this parameter to identify the risks that need immediate attention or monitoring, and to plan the risk responses accordingly.
• Assess the amount of time before the risk can impact one or more project objectives: This parameter measures the proximity of the risk, or how close the risk is to affecting the project outcomes. The project manager can use this parameter to determine the risks that have the most impact on the project objectives, and to prioritize them accordingly.
• Assess if the risk is related to other individual project risks: This parameter analyzes the interrelationships among the project risks, or how the occurrence or outcome of one risk can influence or trigger another risk. The project manager can use this parameter to understand the complexity and interdependency of the project risks, and to develop risk responses that address the root causes and effects of the risks.
• Assess how long after a risk has occurred before its impact is discovered: This parameter evaluates the detectability of the risk, or how easy or difficult it is to notice or measure the risk occurrence and consequences. The project manager can use this parameter to measure the uncertainty of the risk occurrence and detection, and to implement risk responses that enhance the risk awareness and visibility.

References: = PMBOK Guide, 7th edition, pages 230-231, 236-237.

According to the web search results, a subject matter expert (SME) is a professional with in-depth knowledge of a specific subject or area1. They collaborate with project managers, teams and stakeholders to provide technical expertise and input in their area1. When an SME leaves a project, it can have a significant impact on the project’s quality, scope, schedule and budget2.

One of the possible actions that a project manager can take when an SME leaves a project is to refer to the resource management plan3. The resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, managed and released4. It may also include a contingency plan for dealing with resource changes or risks4. By referring to the resource management plan, the project manager can identify the best way to replace the SME or adjust the project accordingly3.

Another possible action that a project manager can take when an SME leaves a project is to consult the project sponsor. The project sponsor is a person or group who provides resources and support for the project and is accountable for enabling success4. The project sponsor can help the project manager to secure a new SME, approve changes to the project scope or budget, or resolve any issues or conflicts that may arise due to the SME’s departure.

The other two options, updating the stakeholder register and modifying the statement of work (SOW), may not be the best actions to take when an SME leaves a project. The stakeholder register is a project document that identifies the people, groups or organizations that have an interest in or may affect or be affected by the project4. The statement of work (SOW) is a narrative description of the products, services or results to be delivered by the project4. Updating the stakeholder register or modifying the SOW may not be necessary or appropriate unless the project scope, objectives or deliverables have changed significantly due to the SME’s departure.

Therefore, based on the web search results, the most likely answer to the question is either C or B, but you will have to verify the answer yourself using the official sources.

References: 2: Employment Downsizing and its Alternatives - SHRM 1: SMEs in Project Management: Definition and Importance | Indeed.com 3: The Subject Matter Expert (A Misunderstood Product Owner Stance) 4: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition : Why And How You Should Develop In-House Subject Matter Experts … - Forbes : Project Management Professional (PMP)® Examination Content Outline

According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to minimize the negative effects of conflict and enhance project performance. The project manager should also consider the emotional and interpersonal aspects of conflict and facilitate constructive dialogue between the parties involved. Sending both team members to the HR department (option A) may not be the best solution, as it may imply that the project manager is unable to handle the conflict and may damage the trust and morale of the team. Understanding each team member’s argument and selecting the one that results in less risk to the project (option B) may also be problematic, as it may create a win-lose situation and increase the resentment and frustration of the losing party. Offering a compromise that is acceptable to both team members, even if it may not be the best solution (option D) may also be suboptimal, as it may result in a lose-lose situation and reduce the quality and effectiveness of the project outcome. Helping the team members to resolve the conflict in a way that results in the best team performance (option C) is the most desirable option, as it may lead to a win-win situation and foster collaboration and innovation among the team members. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author.

 In an agile project, the project manager should collaborate with the customer and the team to deliver value and satisfy the customer’s needs. One of the ways to do this is to provide user training materials as part of the project deliverables, so that the users can learn how to use the system and reduce the dependency on the system architect. This will also help the system architect focus on their core tasks and avoid interruptions from the users. Option B is the best answer because it addresses the root cause of the problem and provides a long-term solution. Option A is not a good answer because it does not solve the problem of the users’ lack of knowledge and may affect the quality of the system design. Option C is not a good answer because it adds more work to the system architect and does not involve the customer or the team. Option D is not a good answer because it does not address the problem of the users’ lack of knowledge and may delay the feedback and communication between the users and the system architect. References: [Agile Practice Guide], page 28; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 18.

According to the PMBOK Guide 7th Edition, an agile project is a project that uses an adaptive, iterative, incremental, or agile approach to deliver value to the customer in a fast and flexible way. An agile project typically consists of several iterations, which are short cycles of work that produce a potentially releasable product increment. An agile project also uses key indicators, such as velocity, burnup, burndown, or cumulative flow, to measure and monitor the progress and performance of the project by iteration. Therefore, the project lead should explain to the stakeholder that the key indicators are by iteration, and provide the stakeholder with the relevant information that shows the current status and trends of the project. This will help to communicate the project information clearly and transparently, to align the stakeholder expectations and feedback, and to demonstrate the value delivered by the project. Telling the stakeholder that a new report will be produced, asking the product owner to develop the new report, or developing the requested report are not the best actions, as they may not suit the preferences, availability, or influence of the stakeholder, and they may not reflect the agile principles and practices of the project. References: PMBOK Guide 7th Edition, page 19-20.

According to the PMBOK Guide, a change management process is the mechanism used to initiate, record, assess, approve, and resolve project changes1. Project changes are needed when it is deemed necessary to change the scope, time, or cost of one or more previously approved project deliverables. Most changes will affect the budget and/or schedule of the project. A change management process should include the following steps2:

• First, identify opportunities for improvement and secure approval from stakeholders.
• Then, make a plan and evaluate your processes.
• Communicate the changes, monitor progress, and continue to assess any risks.

In this scenario, the project manager received a request to add features and functions to the project after the scope had already been established. This means that the request is a proposed change to the project scope statement, which is a formally controlled document that describes the project’s deliverables and the work required to create them3. The project manager should follow the change management process to handle the request, which involves:

• Documenting the request by completing a change request form, which contains the description, justification, and impact analysis of the change.
• Submitting the request to the change control board (CCB), which is a formal group that reviews, evaluates, and approves or rejects changes.
• Implementing the approved changes and updating the project management plan, the project documents, and the project baselines accordingly.
• Communicating the status and outcome of the change request to the relevant stakeholders.

The project manager should not follow the stakeholder engagement process, as this is not directly related to the change request. The stakeholder engagement process is the process of identifying, analyzing, planning, and managing the expectations and involvement of the project stakeholders4. The project manager should not follow the risk management process, as this is not sufficient to deal with the change request. The risk management process is the process of identifying, analyzing, planning, and controllingthe uncertainties that may affect the project objectives. The project manager should not follow the requirements management process, as this is not applicable to the change request. The requirements management process is the process of eliciting, documenting, analyzing, validating, and managing the needs and expectations of the project stakeholders.

References: 1: PMBOK Guide, 6th edition, page 115. 2: 8 Steps for an Effective Change Management Process 3: PMBOK Guide, 6th edition, page 154. 4: PMBOK Guide, 6th edition, page 513. : PMBOK Guide, 6th edition, page 397. : PMBOK Guide, 6th edition, page 139.

According to the PMBOK Guide, the project manager should manage the project scope, including the planning, validation, and control of the scope. The project manager should also manage the project changes, including the initiation, evaluation, approval, and implementationof the changes. In this scenario, the project manager received a request to add additional changes 1 day before the planned change date. This is a potential change to the project scope that may also impact the project time, cost, quality, and other aspects. The best course of action is to review the additional changes and perform integrated change control. This can help the project manager to assess the feasibility and desirability of the change request, and to determine the appropriate response and approval. Reviewing the additional changes and performing integrated change control (option C) is the best solution to the issue, as it demonstrates proactive and effective project scope and change management. Rejecting the changes as the lead time is too short (option A) may not be feasible or ethical, as it may violate the customer’s expectations and satisfaction, and may damage the trust and relationship with the customer. Determining whether the project team is capable of making the changes (option B) may not be sufficient or realistic, as it may ignore or overlook the impact and value of the change request, and may create a conflict or resentment among the project team. Checking if the changes are covered in the statement of work (SOW) (option D) may not be relevant or helpful, as it may not address the change request itself, nor does it account for the possible deviations or changes that may occur during the project execution. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Change Request - Project Management Knowledge2 : Managing Change Requests in Project Management [Template]3 : Which Project Documents Need A Change Request For Updates?4

 According to the PMBOK Guide 7th Edition, a change request is any request to modify the agreed-upon project scope, schedule, cost, quality, or other project baselines. A change request can be initiated by any stakeholder at any stage of the project, and it should be evaluated for its impact on the project objectives and constraints. Therefore, the project manager should perform a detailed assessment to analyze the impact of the change request on the product feature, the critical path, and other project aspects, such as risk, quality, and stakeholder satisfaction. This will help the project manager to determine the feasibility, desirability, and priority of the change request, and to propose the best course of action to the change control board. Rejecting the change request, using schedule compression methods, or initiating a risk response strategy are not appropriate actions, as they do not address the root cause of the change request, the needs and expectations of the key stakeholder, or the potential benefits or drawbacks of the change request for the project outcome. References: PMBOK Guide 7th Edition, page 141-142.

According to the PMBOK Guide 7th Edition, the project charter is a document that authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and key stakeholders. The project charter should be approved by the project sponsor and communicated to all relevant stakeholders, including senior managers, to ensure their alignment and commitment to the project. If some of the senior managers claim not to know about the deliverable, it indicates that they may not have been properly informed or involved in the project charter development or approval process. Therefore, the project manager should meet with these stakeholders to review the project charter and clarify their roles, responsibilities, expectations, and interests in the project. This will help to resolve any confusion or conflict and to gain their support and buy-in for the project. Checking if these stakeholders attend regular project meetings, reviewing the project charter, or validating if the project charter changed are not sufficient actions, as they do not address the root cause of the communication gap or the stakeholder engagement issue, and they may not improve the relationship or trust between the project manager and the senior managers. References: PMBOK Guide 7th Edition, page 45-46.

 When a project is affected by external factors, such as changes in regulations, laws, or standards, the project manager should not ignore or delay the implementation of the new requirements, as this could result in non-compliance, penalties, or rework1. The project manager should also not add the new requirements to the project scope without following the change control process, as this could cause scope creep, increased costs, or schedule delays2. The best course of action is to review the new requirements with the compliance department, who are responsible for ensuring that the project adheres to the applicable rules and regulations3. The compliance department can help the project manager assess the impact of the new requirements on the project scope, schedule, cost, quality, and risk, and determine if a change request is needed4. A change request is a formal proposal to modify any aspect of the project, and it must be approved by the change control board before it can be implemented. References: 1: PMBOK Guide, 6th edition, p. 26 2: PMBOK Guide, 6th edition, p. 134 3: PMBOK Guide, 6th edition, p. 29 4: PMBOK Guide, 6th edition, p. 115 : PMBOK Guide, 6th edition, p. 119

According to the PMBOK® Guide, project communication management involves the processes of planning, managing, and monitoring project communications. The project manager is responsible for ensuring that the communication needs of the project stakeholders are met and that the information is timely, clear, and consistent. One of the tools and techniques for managing communications is communication methods, which include interactive, push, and pull communication. The project manager should inform the relevant stakeholders about the delay in the installation of the internet service, using the appropriate communication method for each stakeholder group. The relevant stakeholders include the call center agents, their functional managers, the carrier, and any other parties that are affected byor interested in the project. Informing the relevant stakeholders will help the project manager to manage their expectations, avoid confusion or conflict, and maintain good relationships. References:

• PMBOK® Guide, Sixth Edition, Chapter 10: Project Communication Management, pp. 361-395.
• PMP Exam Prep Coursebook, Chapter 10: Project Communication Management, pp. 10-1 - 10-14.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should socialize with the stakeholders to better understand their needs and reset expectations, especially when the project is off track or facing challenges. This will help to build trust, rapport, and collaboration among the project manager and the stakeholders, and to address any issues or concerns that may affect the project outcome or stakeholder satisfaction. Escalating the stakeholder issue, continuing to work on the project, or meeting with the stakeholders are not the best actions, as they do not demonstrate the project manager’s commitment, empathy, or proactivity to engage the stakeholders, and they may not resolve the underlying causes of the stakeholder dissatisfaction or the project deviation. References: PMBOK Guide 7th Edition, page 12-13.

 In an agile project, the project manager should work with the product owner and the team to prioritize the backlog items based on their value, risk, and dependencies. This way, the most important and urgent items can be delivered first, and the scope can be adjusted according to the feedback and changes in the environment. Prioritizing the backlog also helps to manage the expectations of the stakeholders and align them with the project vision and goals. Assigning an owner for each backlog activity and tracking progress (A) is not the best option, as it does not address the issue of having too many items in the backlog and how to select the ones that should be done. Asking for more resources to clear the backlog activities (B) is not feasible, as the project has a fixed budget and adding more resources may not improve the productivity or quality of the project. Working on the backlog activities with fewer story points (D) is not a good strategy, as it may lead to ignoring the items that have higher value or risk, and may not deliver the expected outcomes or benefits to the customer or the business. References: PMBOK Guide, 6th edition, pages 18-19, 176-177; Agile Practice Guide, pages 37-38, 77-78.

 According to the PMBOK Guide 7th Edition, the project manager should identify and engage stakeholders throughout the project life cycle and collect their requirements using various techniques such as interviews, surveys, focus groups, workshops, observation, prototyping, etc. The project manager should also analyze the interests and influence of stakeholders and prioritize their requirements based on the project objectives, scope, and value. The project manager should not exclude or ignore any stakeholder requirements, as this may lead to dissatisfaction, conflicts, or scope changes later in the project12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.

The project manager should use the issue log to update the details and communicate to relevant stakeholders about the supplier’s inability to deliver the materials due to a large-scale labor problem. An issue log is a document that records and tracks any issues that arise during the project and require resolution. The issue log can help the project manager to identify, analyze, prioritize, assign, monitor, and close the issues. The issue log can also facilitate communication and transparency among the project team and stakeholders. The projectmanager should not use a change request, a project schedule, or a risk register, as these documents are not suitable for capturing and reporting the current issues that affect the project. References: PMBOK Guide, 6th edition, page 89, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

 The product backlog is a prioritized list of features and requirements that the project team needs to deliver. The iteration backlog is a subset of the product backlog that the team commits to complete in a given iteration. Adding a feature that is not part of the MVP to the iteration backlog can disrupt the team’s workflow and compromise the quality of the deliverables. Therefore, the project manager should ensure that the feature is added to the product backlog, explain to the sponsor the impact of the request on the team’s performance and the project schedule, and ask the team to include the feature’s tasks in the next iteration, after they have completed the current iteration’s tasks. This way, the project manager can balance the sponsor’s expectations and the team’s capacity, while maintaining the project’s scope and quality. References: PMBOK Guide, PMI Study Hall, PMP Question Bank

PMBOK Guide, 7th edition, pages 128-129, 132-133 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

 According to the PMBOK Guide, 7th edition, communication management is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information. Communication management involves planning, managing, and monitoring communications throughout the project life cycle. Communication management also involves considering the communication needs, preferences, and cultural differences of the project stakeholders. In this question, the project team consists of members based in country A and subject matter experts (SMEs) based in country B with a 12-hour time difference. The question asks what the project manager can do to improve interactions between the team members in both countries.

Based on this information, the best answer is option C, which is to identify virtual communication methods and arrange for regular team meetings accordingly. This is because identifying virtual communication methods and arranging for regular team meetings is a communication management practice that can help the project manager to facilitate effective and efficient communication and collaboration among geographically dispersed team members. Virtual communication methods are tools and techniques that enable remote communication and interaction, such as email, phone, video conferencing, instant messaging, online forums, and social media. Regular team meetings are sessions that allow the team members to share information, provide updates, resolve issues, make decisions, and give feedback. Identifying virtual communication methods and arranging for regular team meetings can help the project manager to overcome the challenges posed by the time difference, as well as to build trust, rapport, and teamwork among the team members in both countries.

Option A, which is to ensure full participation of both the product owner and business SMEs in scope planning sessions, is not a good answer. This is because ensuring full participation of both the product owner and business SMEs in scope planning sessions may not be relevant or sufficient to improve interactions between the team members in both countries. Scope planning sessions are sessions that involve defining and documenting the project scope, deliverables, assumptions, and constraints. Scope planning sessions may not require the participation of all team members, as some team members may not be involved in the scope definition or validation. Scope planningsessions may not address the communication and collaboration issues that may arise from the time difference, as they may not occur frequently or regularly.

Option B, which is to explore the opportunity to have both teams colocated, is not a good answer. This is because exploring the opportunity to have both teams colocated may not be feasible or cost-effective, as it may involve additional expenses, logistics, and risks. Colocating both teams may also disrupt their work environment, productivity, and motivation. Colocating both teams may not be necessary, as virtual communication methods and regular team meetings can provide a similar level of interaction and collaboration.

Option D, which is to plan for frequent face-to-face meetings, is not a good answer. This is because planning for frequent face-to-face meetings may not be possible or practical, as it may involve travel, time, and budget constraints. Face-to-face meetings may also expose the team members to health and safety risks, especially during the COVID-19 pandemic. Face-to-face meetings may not be preferable, as some team members may prefer virtual communication methods or have personal or professional commitments that prevent them from traveling. Face-to-face meetings may not be superior, as virtual communication methods and regular team meetings can offer comparable benefits and outcomes. References: PMBOK Guide, 7th edition, Chapter 8: Communication1; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 10: Plan and manage project/phase communications.

= The minimum viable product (MVP) is a version of a product that has just enough features to satisfy early customers and provide feedback for future development. If the customer does not perceive business value in the products delivered, the project manager should review the definition of the MVP to ensure that it aligns with the customer’s expectations and needs. Changing the delivery project approach, performing a cost-benefit analysis, or reviewing the risk analysis are not likely to address the root cause of the customer’s dissatisfaction. References: PMI Study Hall, [PMBOK Guide]

PMBOK Guide, 6th edition, page 176 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

The project manager should review the project’s environment to understand the organizational culture, because this is part of the plan stakeholder engagement process, which involves identifying the stakeholders, their needs, expectations, interests, and potential impact on the project, and developing appropriate strategies to effectively engage them. The project manager should also use the manage stakeholder engagement process to communicate and collaborate with the stakeholders, and address their issues and concerns.

The other options are not correct because:

• A. Conduct a backlog refinement and identify the key activity to start with. This is not the next step, because the project manager should first review the project’s environment and the stakeholder’s expectations before refining the backlog and prioritizing the activities. Moreover, the backlog refinement is an agile technique that may not be applicable to all projects.
• B. Compare the team’s expertise against the project requirements. This is not the next step, because the project manager should first review the project’s environment and the stakeholder’s expectations before assessing the team’s expertise and identifying any gaps or risks. Moreover, the team’s expertise should have been considered during the acquire resources process, which involves obtaining the necessary human and physical resources for the project.
• C. Perform integration management activities to consolidate the plans. This is not the next step, because the project manager should first review the project’s environment and the stakeholder’s expectations before performing integration management activities, which involve developing, directing, and managing the project work, and ensuring alignment and consistency among the project plans.

The references are:

1: PMP Examination Content Outline - June 2019 - Project Management Institute 2: 180 PMP Practice Questions (2021 Edition) - Academia.edu : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13: Project Stakeholder Management : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4: Project Integration Management : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9: Project Resource Management

The stakeholder register is a document that identifies and analyzes the project stakeholders, their roles, interests, expectations, influence, and communication requirements1. It is an output of the identify stakeholders process, which is performed during the early phase of a project2. If the leader of a user party was not included in any of the requirements collection communications, it means that the stakeholder register was likely missed or outdated, and the stakeholder analysis was not performed properly. This could lead to unmet stakeholder needs, conflicts, delays, or rework3. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.3.1
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.1
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.2

 According to the Agile Practice Guide, one of the agile principles is to “maximize value”. This means that the project team should deliver the highest value features or products to the customer as early and frequently as possible. The Agile Practice Guide also states that “prioritization is a key activity for agile teams and their stakeholders”. The project team should use various techniques and criteria to prioritize the backlog items, such as value, urgency, dependencies, and feedback. The Agile Practice Guide also suggests that “business value is a common prioritization factor”. The project team should collaborate with the product owner and other stakeholders to determine the business value of each backlog item, and rank them accordingly. Therefore, the best answer is D. References: Agile Practice Guide, pages 9, 10, 35, 36, 37.

The requirements traceability matrix is a tool that links the project requirements to the project scope, deliverables, quality criteria, and verification methods. It helps to ensure that the project meets the stakeholder expectations and the quality standards. By reviewing the matrix and conducting inspections, the project manager can identify any gaps or discrepancies between the quality specifications and the deliverables, and take corrective actions if needed. The other options are not appropriate in thissituation, as they do not address the root cause of the stakeholder’s dissatisfaction or the quality issue. References: PMBOK Guide, 7th edition, page 101, 103, 108.

= The project manager should use iterative life cycles involving stakeholders to ensure that the needs of stakeholders are consistently met. This is the best way to cope with the rapidly changing business environment and to deliver value incrementally. By involving stakeholders in each iteration, the project manager can obtain their feedback, validate their requirements, and incorporate their changes. This also helps to improve the stakeholder satisfaction and engagement, and to reduce the risks and uncertainties. The other options are not the best actions to take in this situation, as they do not address the dynamic nature of the project or the stakeholder needs. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 1: Introduction, Section 1.4: Project Life Cycle, Page 19-20.

project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get the project back on track.

The other three options are not the best actions for a servant leader to take, because:

• Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the first thing to do. The project manager should first try to address the root causes of the team’s low performance, and explore other ways to improve the schedule, such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and confidence of the team members and the sponsor.
• Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.
• Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered and demotivated. It may also increase the workload and stress of the project manager, and hinder the team’s collaboration and learning.

References:

• Leadership Styles - BrainBOK
• 7 Traits of Servant Leadership in Agile Project Management - Project Management Academy
• Servant Leadership in PMO Management: A Path to Success - IIL Blog
• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.

= The project manager should take the following actions to fulfill the scenario without adding costs for the customer:

• Create a change request with the scope of the new internal projects. This is necessary to document and communicate the changes in the project scope and obtain approval from the relevant stakeholders. The change request should also include the impact analysis of the new scope on the project schedule, cost, quality, and risk.
• Manage the quality of the delivery. This is important to ensure that the new internal projects meet the quality standards and expectations of the customer and the project sponsor. The project manager should implement quality assurance and quality control processes to monitor and measure the quality performance of the project deliverables and processes.
• Create a work breakdown structure (WBS) of the new scope with the internal projects. This is a useful tool to decompose the project scope into manageable components and define the work packages and activities required to complete the project. The WBS also helps to assign responsibilities, estimate resources, and create the project schedule and budget.
• Option A is not a good action, as it may not be feasible or desirable for the client to initiate a new project. It may also create additional risks and issues for the project manager and the project team.
• Option C is not a good action, as it may not be sufficient or appropriate to use the project’s contingency budget for the new internal projects. The contingency budget is intended to cover the costs of unforeseen events or risks that may affect the project. The new internal projects are not unforeseen, but planned changes that should have their own budget allocation.

= According to the PMBOK Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. A change request can be initiated by any stakeholder involved with the project, and it must be reviewed and approved by the CCB. The CCB is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. In this scenario, the project manager should submit a change request to the CCB as soon as possible, as the delay in the delivery of the key component will affect the project schedule and scope. The project manager should also update the project management plan and other relevant documents to reflect the impact of the change. Asking the vendor for the minimally sufficient materials, performing market research for other vendors, or involving the legal department are not the best options, as they may not resolve the issue in time, incur additional costs, or escalate the conflict with the vendor. References: = PMBOK Guide, 6th edition, pages 112-114, 123-124, 140-141.

According to the PMBOK Guide, 7th edition, project planning is the process of establishing the scope, objectives, and course of action for the project. Project planning involves developing the project management plan, which is a document that describes how the project will be executed, monitored, and controlled. Project planning also involves engaging the project stakeholders, identifying the project requirements, defining the project scope, estimating the project resources, creating the project schedule, determining the project budget, assessing the project risks, and establishing the project governance. Project planning is essential for the project success, as it provides the basis for project performance measurement and control. In this question, the project manager has been assigned to a project that involves building 100 wells for a small community that is urgently in need of access to water. The question asks what the project manager should do next.

Based on this information, the best answer is option B, which is to start project planning and develop the project management plan. This is because starting project planning and developing the project management plan is the logical and necessary next step for the project manager after being assigned to the project. Starting project planning and developing the project management plan can help the project manager to define the project scope, objectives, and course of action, as well as to align the project with thestakeholder needs and expectations. Starting project planning and developing the project management plan can also help the project manager to address the project urgency, as it can enable the project manager to prioritize the project activities, allocate the project resources, and manage the project risks.

Option A, which is to hire local contractors who are familiar with the environment, is not a good answer. This is because hiring local contractors who are familiar with the environment may not be the next step for the project manager, as it may require some prior planning and analysis. Hiring local contractors who are familiar with the environment may involve defining the project procurement strategy, conducting market research, preparing the procurement documents, soliciting bids or proposals, evaluating and selecting vendors, and negotiating and signing contracts. Hiring local contractors who are familiar with the environment may also depend on the availability, suitability, and affordability of the local contractors, as well as the legal and ethical implications of the procurement process.

Option C, which is to face the challenge immediately and start sending relief to the town, is not a good answer. This is because facing the challenge immediately and starting sending relief to the town may not be the next step for the project manager, as it may not be part of the project scope or objectives. Facing the challenge immediately and starting sending relief to the town may involve providing humanitarian aid, such as food, water, medicine, or shelter, to the affected community. Facing the challenge immediately and starting sending relief to the town may also require coordination and collaboration with other organizations, such as government agencies, non-governmental organizations, or international bodies, that are involved in the relief efforts. Facing the challenge immediately and starting sending relief to the town may also entail additional risks and challenges, such as security, logistics, or cultural issues, that may affect the project delivery.

Option D, which is to process a change request for additional funding due to project urgency, is not a good answer. This is because processing a change request for additional funding due to project urgency may not be the next step for the project manager, as it may not be justified or approved. Processing a change request for additional funding due to project urgency may involve documenting the rationale, impact, and benefits of the change, as well as submitting the change request to the appropriate authority for review and approval. Processing a change request for additional funding due to project urgency may also depend on the availability, allocation, and distribution of the project funds, as well as the alignment of the change with the project scope, schedule, quality, and risks. References: PMBOK Guide, 7th edition, Chapter 5: Planning1; Chapter 6: Project Management Plan2; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 2: Plan and manage project/phase scope3.

According to the Project Management Professional (PMP) Reference Materials, a stakeholder register is a tool that the project manager should have used to prevent this situation. A stakeholder register is a document that identifies and analyzes the project stakeholders, their roles, interests, expectations, influence, and communication needs. A stakeholder register helps the project manager to plan and manage stakeholder engagement, and ensure that the project meets the stakeholder requirements and expectations. A stakeholder register also helps the project manager to identify and address any potential conflicts, risks, or issues that may arise from the stakeholder involvement. By using a stakeholder register, the project manager could have avoided the situation where a key stakeholder did not receive the functionality test status reports, and noticed that an important functionality for their area was not tested. The project manager could have ensured that the stakeholder was properly informed and involved in the testing process, and that their feedback and approval were obtained before moving to the next phase of the project. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Stakeholder Register.

 According to the PMBOK® Guide 7th Edition, the project manager should ensure that the project processes are aligned with the organizational processes and standards, and that they deliver value to the stakeholders. The project manager should also communicate and collaborate with the project team and the senior management to address any issues or concerns that may affect the project quality or performance. Therefore, the project manager should schedule a review of the process steps with the team and the COO to clarify the purpose and importance of each step, and to seek their input and feedback on how to improve the process efficiency and effectiveness. Option A is incorrect because it implies that the project manager is bypassing the COO and escalating the issue to the other executive leadership members, which could create conflict or distrust. Option B is incorrect because it suggests that the project manager is imposing a directive approach on the team, which could demotivate or discourage them. Option D is incorrect because it assumes that the project manager can redesign the process without consulting the team or the COO, which could result in misalignment or resistance. References: PMBOK® Guide 7th Edition, Chapter 3: Doing the Work, Section 3.1: Executing the Project, p. 47-48.

According to the PMBOK Guide 7th Edition, the project manager should first assess the impact of any issue or risk on the project objectives before taking any action. In this case, the project manager should evaluate the impact of nonrenewal of the license on the project scope, schedule, cost, quality, and other factors. This will help the project manager to determine the best course of action, such as renewing the license, finding an alternative solution, or accepting the risk. References: PMBOK Guide 7th Edition, Chapter 4: Project Delivery, Section 4.3: Monitor and Control Project Work, Page 97.

According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “enable team members and stakeholders to align their efforts and work as a team” (p. 13). Thisprinciple implies that the project manager should support the team members in developing their skills, knowledge, and capabilities, and provide them with the necessary resources, tools, and guidance. The project manager should have allocated additional time for mentoring the intern, as this would have helped the intern to learn from the senior engineer, gain confidence, and contribute effectively to the project. Requesting an experienced resource, convincing the critical resource, or negotiating additional time are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the lack of adequate training and support for the intern. References: PMBOK Guide, 7th edition, p. 13; PMP Exam Content Outline, Domain II: Process, Task 6.

According to the Agile Practice Guide, a hybrid project is a project that combines elements of predictive and adaptive project management methodologies. A hybrid project may use different methodologies for different phases or deliverables of the project, or it may blend the practices and techniques of different methodologies within the same phase or deliverable. A hybrid project may also use different tools and techniques to support the project management and delivery, such as software applications, templates, documents, or artifacts. In this scenario, the project manager is managing a hybrid project that uses software to access the repository of project artifacts. However, a few stakeholders are reporting that they are unable to find the latest project schedule. This is a communication issue that may affect the stakeholder engagement and satisfaction, as well as the project performance and delivery. The best course of action is to make sure all stakeholders have access to the system and know where to find project artifacts. This can help the project manager to ensure that the project communication is consistent, clear, and effective, and that the stakeholders are kept informed and updated on the project progress and status. Making sure all stakeholders have access to the system and know where to find project artifacts (option B) is the best solution to the issue, as it demonstratesproactive and respectful project communication and stakeholder management. Sending the project schedule via email to the stakeholders who need that information (option A) may not be sufficient or efficient, as it may create inconsistency and confusion among the stakeholders, and may increase the workload and overhead of the project manager. Escalating the issue to the steering committee and asking them to deal with the stakeholders’ lack of training (option C) may also be unnecessary or inappropriate, as it may imply that the project manager is unable to handle the issue and may damage the trust and relationship with the stakeholders. Advising the project management office (PMO) that there is a resource gap for sharing project artifacts effectively (option D) may also be unrealistic or irrelevant, as it may not address the root cause of the issue or provide a clear guidance on how to improve the project communication or stakeholder engagement. References: : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author1 : Ultimate Guide To Hybrid Project Methodologies & How To Make Them 2 : A Little Bit of Both - Project Management Institute 3

= According to the PMBOK Guide, data analysis is the process of applying analytical techniques to transform, aggregate, or organize data into meaningful information. Data analysis can help the project manager and the project team to monitor and control the project performance, identify and resolve issues, support decision making, and communicate effectively with the stakeholders. In this scenario, the project manager should instruct the team to analyze and interpret the data before including it in the report, as this can help to provide relevant, accurate, and timely information to the stakeholders, and to highlight the key findings, trends, variances, and recommendations. Ensuring the team follows SOP, instructing the team to make only a graphical representation, or instructing the team to conduct a meeting with the stakeholders are not the best options, as they may not ensure the quality, clarity, or usefulness of the report, or may delay the delivery of the report. References: = PMBOK Guide, 7th edition, pages 176-177, 182-183.

According to the Project Management Professional (PMP) Reference Materials, the next thing that the project manager should do when a client’s company announces a reorganization, which includes changes in the senior management involved in the project, and the new project sponsor is asking to put the project on hold until they review the scope, is to discuss the requirements and update the project management plan with the new sponsor. This is because the project sponsor is the person who provides the vision, direction, and resources for the project, and has the authority to approve or reject changes to the project scope, schedule, budget, and quality. By discussing the requirements with the new sponsor, the project manager can ensure that the project aligns with the sponsor’s expectations, goals, and priorities, and that the project scope is clearly defined and agreed upon. By updating the project management plan with the new sponsor, the project manager can reflect any changes or adjustments that may result from the reorganization or the scope review, and obtain the sponsor’s approval and support for the project execution. Discussing the requirements and updating the project management plan with the new sponsor can help the project manager to establish a good relationship with the new sponsor, and ensure that the project delivers value to the client and meets the project objectives. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, How to Create a Reorganization Plan in 4 Simple Steps, Steps in Managing a Reorganization.

The project manager should schedule a meeting with the product owner, discuss priorities, and decide if anything from the backlog can be eliminated, based on current constraints, due to the sudden slump in the economy and the need to implement cost-reduction measures. This way, the project manager can align the project scope and deliverables with the changed business environment and stakeholder expectations, while minimizing the impact on the project valueand quality. The project manager can also use agile techniques, such as MoSCoW prioritization, to determine what features are must-haves, should-haves, could-haves, and won’t-haves for the project. The project manager should not continue the current sprint without interruption, allow the project team to decide on the best path forward, or meet with the sponsor for guidance, as these options may not address the urgency and importance of the situation and may lead to wasted resources, misaligned goals, or delayed decisions. References: PMBOK Guide, 6th edition, page 177, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

This question is about managing an agile team when a team member leaves the project temporarily due to some urgent personal issues. In such a situation, the project manager should follow the agile principles and values, such as collaboration, self-organization, and customer satisfaction. Therefore, the best option is to reach an agreement with the team on how to handle the situation. The project manager should communicate with the team and the team member who is leaving, and facilitate a discussion on how to redistribute the tasks, adjust the scope, or reprioritize the backlog. The project manager should also support the team in finding the best solutions, such as cross-training, mentoring, or pairing. The project manager should also monitor and control the project performance and the team morale, as well as communicate the progress and the issues to the relevant stakeholders. The other options are not consistent with the agile principles and values, as they may compromise the quality, functionality, or value of the product, or the trust, respect, or empowerment of the team. Convincing the team member not to leave until the project is completed may not be realistic or ethical, as the team member may have a valid reason to leave, or it may affect their personal or professional well-being. Reaching out to the procurement team to hire a substitute for the team member may not be feasible or beneficial, as it may increase the cost, risk, or complexity of the project, or it may disrupt the team dynamics or the sprint rhythm. Allowing senior management to decide how to proceed with the project may not be necessary or effective, as the senior management may not have the authority or the expertise to make the best decisions for the project, or it may undermine the team’s autonomy or accountability. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 487.
• What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave), Project Management Stack Exchange, 2018, pp. 1-2.
• Are You Handling a Team Member Leaving Your Project Properly?, Online PM Courses, 2017, pp. 1-2, 4-5.
• Four things you should do whenever someone leaves your project, Planview Blog, 2018, p. 1.
• How to save your project when a key team member leaves, Futuramo Blog, 2017, p. 1.

 = The project manager should proactively communicate with the client to resolve any disputes or misunderstandings regarding the invoices and the payment terms. This is part of managing stakeholder expectations and ensuring customer satisfaction. The project manager should also document the issue and its resolution in the project records. Reviewing past projects, updating the procurement plan, or adding nonpayment to the issue log are not sufficient actions to deal with the problem and may delay the project or damage the relationship with the client. References:

• PMBOK® Guide 7th Edition, Chapter 8: Stakeholder Performance, Section 8.2: Engage Stakeholders, Page 205
• PMBOK® Guide 6th Edition, Chapter 12: Procurement Management, Section 12.3: Control Procurements, Page 507
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Customer Engagement Practices, Page 37

According to the Agile Alliance1, the definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers. It is a shared understanding among the team members of when a product increment is ready for release, even when the increment is large and consists of many items. By clearly defining what “done” means to the project, an agile team can focus on delivering value with every sprint and minimizing rework. It is important to note that one person does not create the Definition of Done.Instead, it is agreed upon by the entire project team, including developers, testers, product owners, and other stakeholders. This ensures a smoother process during sprints since everyone is using the DoD as a guide alongside any checklists before marking an item as complete.

The PMBOK® Guide – Seventh Edition2 also mentions the DoD as a key concept in agile development. It states that the DoD helps to ensure that tasks are thoroughly planned and thought through and that the final product meets the required standards of quality. The PMBOK® Guide – Seventh Edition will now be a reference to inform the development of the exam items. However, before any validated exam item is added to the exam, there is a very rigorous and thorough review and field test cycle3.

Therefore, the best option for the project manager to do in this scenario is to help the team create the DoD to improve delivery quality. This will help the team to identify and address the issues that are affecting the code quality and prevent future rework. Comparing the cost of improving quality against the cost of failure and adjusting the budget (option A) may not be feasible or effective in an agile environment, where changes are frequent and unpredictable. Adding testing items to the backlog to assess quality periodically (option C) may not solve the root cause of the problem and may delay the delivery of value to the customers. Expanding the team in order to improve the quality of the project (option D) may not be a viable solution either, as it may introduce communication and coordination challenges and increase the complexity of the project.

References: 1: What is the Definition of Done? Understanding DOD in Agile - Atlassian 2: PMBOK® Guide – Seventh Edition | Project Management Institute 3: PMP Exam Prep | PMI - Project Management Institute

 According to the PMBOK Guide, a project manager is responsible for ensuring that the project complies with the relevant laws, regulations, policies, standards, and ethical codes that apply to the project context and environment1. A project manager should also ensure that the project deliverables meet the quality requirements and expectations of the project stakeholders2. A project manager should also ensure that the project documentation is complete, accurate, and updated throughout the project life cycle3.

In this scenario, the project manager has been managing a highly complex project and has ensured that all of the required tasks have been completed. However, during a recent external audit, the project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented. This implies that the project manager did not ensure that the project complied with the applicable laws, regulations, or standards that govern the project domain or industry. The project manager should have ensured that all the required approvals were received per the organizational procedures before implementing the module, as this would have prevented the liability and the penalty. The organizational procedures may include obtaining legal, regulatory, contractual, or internal approvals from the appropriate authorities or parties4.

The project manager should not have ensured that all defects identified during testing were resolved before implementation, as this is not relevant to the liability issue. The project manager should have done this as part of the quality management process, but this would not have guaranteed compliance with the external laws, regulations, or standards. The project manager should not have ensured that all of the required tasks identified in the scope were completed successfully, as this is not sufficient to avoid theliability issue. The project manager should have done this as part of the scope management process, but this would not have ensured compliance with the external laws, regulations, or standards. The project manager should not have ensured that all documentation was completed post implementation before closing the project, as this is too late to prevent the liability issue. The project manager should have done this as part of the closure process, but this would not have avoided the penalty for the non-compliant module.

References: 1: PMBOK Guide, 6th edition, page 39. 2: PMBOK Guide, 6th edition, page 286. 3: PMBOK Guide, 6th edition, page 123. 4: PMBOK Guide, 6th edition, page 377.