PMI PMP - Project Management Professional (2025 Version)

The first step the project manager should take to gather customer requirements for an information security project is to conduct a stakeholder analysis. A stakeholder analysis is a technique that helps identify the key stakeholders, their needs, expectations, interests, and influence on the project. By conducting a stakeholder analysis, the project manager can understand how regional policies may affect the customer requirements, such as legal, regulatory, cultural, or ethical factors. A stakeholder analysis can also help the project manager prioritize the requirements and plan the communication and engagement strategies with the stakeholders. References: = PMBOK® Guide, Sixth Edition, pages 513-515; A 6-step guide to requirements gathering for project success, Step 1: Assign roles.

 According to the Project Management Professional (PMP) Reference Materials, the norming stage of team development is when the team members start to respect each other, collaborate effectively, and work towards a common vision1. One of the ways to facilitate this stage is to plan social activities that can help the team members bond, build trust, and appreciate their diversity2. By engaging in social activities, the team can also identify shared goals and values that can motivate them to perform better on the project3. The other options, B, C, and D, are not effective ways to move the team to the norming stage. Speaking with the project sponsor about changing the team composition may disrupt the team dynamics and cause more conflicts4. Figuring out who is behind the issues and applying progressive disciplinary techniques may create resentment and fear among the team members and damage their morale5. Showing the team the schedule impact of their communication issues and encouraging them to put their differences aside may not address the root causes of the problems and may lead to further misunderstandings and frustrations. References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.2.2, "Team Development Stages". 2: The Five Stages of Team Development and the Role of the Project Manager, Section "Norming". 3: Manager’s Guide to Navigating The Four Stages of Team Development, Section "Norming Stage". 4: Climbing to Performance : Four Stages of Team Development, Section "Storming". 5: Project Human Resource Management, Section "Managing Project Teams". : How To Move The Team Through The Stages Of Team Development, Section "Storming".

According to the Project Management Professional (PMP) Reference Materials, two actions that a project manager should consider while launching a new virtual team are:

Evaluate the project manager’s own strengths and weaknesses as a virtual team leader to identify avoidable pitfalls. This can help the project manager to develop the necessary skills and competencies to effectively lead, guide, and nurture a virtual team, such as communication, collaboration, motivation, trust, and cultural awareness12. The project manager can also seek feedback, coaching, or mentoring from other experienced virtual team leaders to improve their performance and avoid common mistakes3.

Establish in the beginning, how progress will be monitored and the best means for communicating progress. This can help the project manager to set clear expectations, goals, and standards for the virtual team, and to ensure that the team members are aligned, accountable, and informed throughout the project4 . The project manager can also use various communication and collaboration tools, such as video conferencing, chat, email, project management software, and online dashboards, to facilitate regular and effective communication and reporting among the virtual team members and stakeholders .

The other options, A, C, and E, are not actions that a project manager should consider while launching a new virtual team, but rather actions that a project manager should consider while planning or executing a project with a virtual team. Recruiting the best resources within the organization to be part of the virtual team is a human resource planning activity that involves identifying and acquiring the project team members. Identifying the types and quantities of resources required for each work package or activity is a resource management activity that involves estimating and allocating the resources needed to complete the project work. Verifying if team members are on more than one team and cannot devote enough time to this team is a performance management activity that involves monitoring and controlling the team members’ availability, workload, and productivity. References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.2.2, "Team Development Stages". 2: Agile Practice Guide, Chapter 2.2, "Agile Principles". 3: Best practices for managing and developing virtual project teams, Section "Preparing for success — the project manager’s role". 4: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.3.1, "Team Performance Assessment". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 10.2.2.1, "Communication Requirements Analysis". : 10 Tips to Manage Virtual Project Teams - Ganttic, Section "Communication tools". : Project and resource planning tools - Ganttic, Section "Project and resource planning tools". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.1.3.1, "Project Team". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.2.3.1, "Resource Requirements". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.6.3.1, "Work Performance Data".

 Working with the stakeholders to determine which measurable benefits can be tracked and assigning an accountable person to monitor and report them is the first step to ensure that the value delivered by the hybrid framework is aligned with the business objectives and expectations. The project manager should collaborate with the stakeholders to identify the key performance indicators (KPIs) and metrics that reflect the value of the project outcomes and outputs. The project manager should also assign a responsible person to collect, analyze, and report the data on the benefits realization. Creating a report based on the work breakdown structure (WBS) and updating it on a regular basis is not a sufficient way to track the value delivered by the hybrid framework, as the WBS only shows the scope of the project, not the benefits. Using the same benefits tracking process from the last predictive project and adding this to the monthly status report is not a suitable option, as the hybrid framework may require different methods and measures to track the value delivered. Researching which templates of reports were used the most for this framework and incorporating them into the project is not a proactive approach, as it does not involve the stakeholders’ input and feedback on the value delivered by the hybrid framework. References: Project Management Professional Sample Questions, page 13, question 109. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 33, section 1.2.3. [Agile Practice Guide], page 25, section 3.1.1.

According to the PMI Guide to Business Analysis, one of the key competencies of a business analyst is to facilitate collaboration and teamwork among stakeholders. This includes building trust, rapport, and respect among team members, as well as fostering a positive and supportive work environment. The guide also states that “team morale is influenced by the business analyst’s ability to communicate effectively, manage conflict, and motivate others” (p. 41).

One of the ways to build team connections and emotional bonds is to use emotional intelligence, which is defined as “the ability to perceive, understand, and manage one’s own emotions and the emotions of others” (p. 42). Emotional intelligence can help the business analyst to:

Recognize and acknowledge the feelings and perspectives of team members, especially when they are affected by a change or a loss

Express appreciation and gratitude for the contributions and achievements of team members

Provide constructive feedback and coaching to help team members improve their performance and skills

Encourage team members to share their ideas, opinions, and concerns, and listen actively and empathetically

Resolve conflicts and disagreements in a respectful and collaborative manner

Celebrate successes and milestones, and recognize the efforts and challenges of the team

By building team connections and emotional bonds, the business analyst can help to improve team morale and teamwork, as well as increase team engagement, commitment, and productivity.

Servant leadership is a style of leadership that focuses on serving the needs and interests of the team members, rather than imposing authority or control over them. Servant leaders empower, coach, and facilitate their teams to achieve the project goals, while fostering a culture of trust, collaboration, and innovation. According to the Professional in Business Analysis Reference Materials1, servant leadership is one of the key competencies for project managers, especially in agile environments, where teams are expected to be self-organizing, adaptive, and customer-centric.

In this scenario, the project team evaluated the product’s feasibility of functionality and accelerated testing, which implies that they are following an agile approach to deliver the product incrementally and iteratively, based on customer feedback and value. A minimum viable product (MVP) is a version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. Finding the MVP is a common practice in agile projects, as it helps to reduce waste, optimize resources, and validate assumptions.

Therefore, the best option for the project manager as a servant leader is to support the team as necessary to find the MVP. This means that the project manager should:

Provide the team with the necessary tools, resources, and guidance to conduct the feasibility and testing activities.

Remove any impediments or obstacles that might hinder the team’s progress or performance.

Encourage the team to collaborate and communicate effectively with each other and with the customer.

Facilitate the team’s learning and improvement through feedback, reflection, and experimentation.

Recognize and appreciate the team’s efforts and achievements.

By supporting the team as necessary to find the MVP, the project manager can demonstrate servant leadership, and help the team to deliver a valuable and quality product to the customer, while meeting the project constraints and expectations.

The other options are not the best choices, because:

Amend the project budget to include MVP testing: This option implies that the project manager is not following the approved schedule management plan, and is making changes to the project scope, cost, and baseline without proper justification or authorization. This could create confusion, conflict, or resistance among the project stakeholders, and jeopardize the project success. Moreover, this option does not reflect servant leadership, as it does not address the needs or interests of the team or the customer.

Submit a change request to the project sponsor for accelerated testing: This option implies that the project manager is not following the agile principles and practices, and is relying on a formal and bureaucratic process to manage changes in the project. This could slow down the project delivery, reduce the team’s autonomy and flexibility, and undermine the customer’s satisfaction and trust. Moreover, this option does not reflect servant leadership, as it does not empower or facilitate the team to find the MVP.

Develop the product as per the schedule to perform integration and testing: This option implies that the project manager is ignoring the team’s evaluation and feedback, and is sticking to a rigid and predetermined plan to deliver the product. This could result in a product that does not meet the customer’s needs or expectations, or that has unnecessary or unwanted features. Moreover, this option does not reflect servant leadership, as it does not support or involve the team in finding the MVP.

 According to the PMI Guide to Business Analysis, a change request is a formal proposal to modify any document, deliverable, or baseline. It is used to request changes to the project scope, schedule, cost, quality, or any other aspect of the project. A change request should include the following information: the reason for the change, the impact of the change, the alternatives considered, the recommendation, and the approval status. A change request should be initiated whenever there is a deviation from the agreed-upon project scope or plan, or when there is a need to accommodate new or modified requirements. A change request should be submitted to the appropriate authority for review and approval, such as the project sponsor, the change control board, or the steering committee. A change request should also be communicated to the relevant stakeholders, such as the project team, the customer, the PMO, or the operations function. A change request should be aligned with the project objectives, the business needs, and the stakeholder expectations. A change request should be evaluated based on the criteria established by the project governance, such as the business value, the feasibility, the risk, the urgency, and the alignment with the project charter. A change request should be implemented only after it has been approved and authorized by the appropriate authority. A change request should be monitored and controlled throughout the project life cycle to ensure that the expected benefits and outcomes are achieved.

In this situation, the project manager should initiate a change request to modify the scope and adjust the timelines, because there are scope changes and a delay in the delivery of critical tasks that affect the project performance and the stakeholder satisfaction. The project manager should document the rationale and the impact of the change request, and submit it to the appropriate authority for approval. The project manager should also communicate the change request to the relevant stakeholders, and update the project plan and the project baselines accordingly. This way, the project manager can ensure that the project is aligned with the business needs and the stakeholder expectations, and that the project delivers the expected value and benefits. References:

The PMI Guide to Business Analysis, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements

Business Analysis for Practitioners: A Practice Guide, Chapter 7: Traceability and Monitoring, Section 7.4: Manage Changes to Requirements

The project manager should actively listen to the team member and identify ways to support their needs in completing the tasks. This is because active listening is a key skill for effective communication and stakeholder engagement. By actively listening to the team member, the project manager can show empathy, respect, and understanding, and can also identify the root causes of the team member’s dissatisfaction and frustration. The project manager can then work with the team member to find solutions that can help them cope with the complexity of the tasks, such as providing training, coaching, mentoring, feedback, or additional resources. The project manager can also help the team member align their personal goals with the project objectives and recognize their contributions and value to the project. By doing so, the project manager can improve the team member’s motivation, performance, and satisfaction, and also prevent potential schedule delays, conflicts, or turnover. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 9.4.2.3, p. 339

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain I: Needs Assessment, Task 4, p. 8

Business Analysis for Practitioners: A Practice Guide, Section 3.3.1, p. 63

 According to the PMP Exam Study Guide, a subject matter expert (SME) is a person who has specialized knowledge or skills in a particular domain or area. A SME can provide valuable input and guidance on technical, functional, or business aspects of a project. In this scenario, the project manager should consult with a SME to see if the proposed change is acceptable, as it may affect the quality, performance, or functionality of the product or service. The SME can help the project manager to assess the impact of the change, evaluate the alternatives, and make an informed decision. The project manager should not accept, insist, or instruct the vendor without consulting with a SME, as this may lead to poor quality, customer dissatisfaction, or contractual issues. References:

PMP Exam Study Guide, Chapter 9: Project Resource Management, Section 9.1: Plan Resource Management, p. 443

PMP Exam Study Guide, Chapter 12: Project Procurement Management, Section 12.2: Conduct Procurements, p. 535-536

PMP Exam Study Guide, Chapter 13: Project Stakeholder Management, Section 13.3: Manage Stakeholder Engagement, p. 573-574

According to the PMBOK Guide, one of the tools and techniques for planning project resources is responsibility assignment matrix (RAM). RAM is a grid that shows the project resources assigned to each work package. It helps to clarify the roles and responsibilities of each team member and ensure that all the work is accounted for. A common type of RAM is the RACI chart, which stands for responsible, accountable, consult, and inform. A RACI chart indicates the level of involvement and authority of each team member for each project activity. Asking the functional manager to create a specific RACI chart for the team member who is unclear about their role and responsibilities is an example of applying this technique to address the situation and improve the team member’s understanding and performance. Developing a work plan, advising to review the resource management plan, or telling to review the project charter are not the best options, as they may not provide enough detail or clarity for the team member, or may be redundant or irrelevant. References: PMBOK Guide, 6th edition, page 314.

According to the PMBOK Guide, a root cause analysis is a technique that involves identifying the underlying causes of problems or issues in a project. A root cause analysis can help the project manager and the team to understand the factors that contribute to the negative group behaviors and the lack of motivation and productivity. By conducting a root cause analysis session, the project manager can facilitate a collaborative problem-solving process that involves asking why the problem occurred, finding the root causes, and developing corrective actions to address them. A root cause analysis can also help to improve the team’s communication, trust, and morale, as well as the project’s quality, risk, and stakeholder management. Defining and analyzing performance metrics, escalating poor performance to functional managers, or updating the stakeholder engagement plan are not effective actions for improving the project team’s performance, as they do not address the root causes of the problem, and may create more resentment, frustration, or conflict among the team members. References: PMBOK Guide, Sixth Edition, pages 176, 558; PMI-PBA Guide, First Edition, pages 87, 102.

The project manager should take these two actions because they are aligned with the hybrid project management approach, which combines the waterfall and agile methodologies. A hybrid project management approach allows the project manager to plan the high-level project phases using the waterfall method, but execute the work within each phase using the agile method1. This means that the project manager can adapt to changing customer needs and expectations, while still delivering the agreed deliverables within the contract.

By going back to the development team and discussing which second milestone requirements can be performed in the first quarter, the project manager can use the agile method to prioritize and deliver the most valuable features to the customer in an incremental and iterative way. This can help the project manager to show the customer a tangible outcome in the first quarter, while still maintaining the quality and scope of the second milestone.

By asking the customer for their priorities regarding the requirements for the second milestone, the project manager can use the waterfall method to manage the contract and the expectations of the customer. This can help the project manager to negotiate and agree on the changes to the requirements, schedule, and budget of the second milestone, while still meeting the contractual obligations and the customer satisfaction.

The other options are not the best actions to take in this situation. Convince the customer to leave the second milestone in place and not change it may not be possible or desirable, as the customer may have valid reasons to change their expectations and may not be satisfied with the original plan. Escalate the issue to upper management to resolve the problem and suggest a plan may not be necessary or effective, as the project manager should be able to handle the issue with the customer and the development team directly, without involving the senior management. Tell the customer that moving the milestone has a very high impact on the cost of the project may not be enough to persuade the customer to keep the milestone as it is, as the customer may be more concerned about the value and the outcome of the project than the cost.

The project manager should inform the sponsor and document the request in the stakeholder engagement plan, as this is the best way to handle the situation without compromising the project scope, budget, or schedule. The sponsor can then decide how to deal with the key stakeholder’s request, and the project manager can update the stakeholder engagement plan accordingly. This will also help the project manager to maintain a positive relationship with the key stakeholder and avoid any potential conflicts or misunderstandings.

According to the PBA Guide, the project manager should employ collaborative discussions as the primary tool to gain an understanding of the risks for an agile project1. Collaborative discussions are interactive sessions that involve the project team and other relevant stakeholders to identify, analyze, prioritize, and respond to project risks1. Collaborative discussions can take various forms, such as brainstorming, interviews, focus groups, surveys, or retrospectives1. Collaborative discussions enable the project manager to leverage the collective knowledge and experience of the participants, foster a shared understanding of the project risks, and promote a risk-aware culture within the project team1. Collaborative discussions are especially suitable for agile projects, as they support the agile principles of communication, collaboration, feedback, and adaptation2. Collaborative discussions can be conducted throughout the project life cycle, as part of the agile events such as sprint planning, daily scrum, sprint review, or sprint retrospective3. Collaborative discussions can also be integrated with other risk management tools, such as probability assessments, risk avoidance workshops, or interviews with the project champion, to enhance the quality and effectiveness of the risk management process1. References:

1: PBA Guide, Chapter 4, Section 4.3.2.1, Page 88

2: Agile Manifesto

3: Making Risk Management for Agile Projects Effective

The project manager should meet with the subject matter experts (SMEs) to assess the impact of the new regulation on the project objectives, scope, schedule, cost, quality, and risk. The SMEs are the ones who have the knowledge and expertise to understand the implications of the new regulation and how it affects the project deliverables. The project manager should also involve the stakeholders, especially the project sponsor and the customer, in the assessment process to ensure their expectations and requirements are met. The project manager should then use the assessment results to determine the best course of action to address the change, such as modifying the project plan, requesting a change request, or escalating the issue to the appropriate authority. The project manager should follow the change management process as defined in the project management plan and the business analysis plan, and document the changes and their impacts in the project documents and the traceability matrix. The project manager should also communicate the changes and their impacts to the project team and the stakeholders, and obtain their buy-in and support.

The other options are not the best actions to take next, because they do not address the impact of the new regulation on the project objectives and deliverables. Consulting with the project sponsor to discuss a cost increase (option A) may be premature, as the cost impact may not be known until the assessment is done. Acquiring approval for an exception to the implementation of the new regulation (option B) may not be feasible or desirable, as it may compromise the compliance and quality of the project deliverables. Getting approval for the additional budget from the steering committee (option C) may also be premature, as the budget impact may not be known until the assessment is done. Moreover, the budget approval may not be sufficient to address the other impacts of the new regulation, such as scope, schedule, quality, and risk. References:

The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 5: Solution Evaluation, Section 5.3.3: Assess Solution Limitations

Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.3: Assess Solution Limitations

Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section 5.13: Impact Analysis

Seven Steps to Mastering Business Analysis, Chapter 9: Solution Assessment and Validation

According to the PMBOK Guide, 6th edition, section 4.7, one of the main outputs of the close project or phase process is the final product, service, or result transition. This involves transferring the ownership and responsibility of the project deliverables to the customer or sponsor, and obtaining their formal acceptance and sign-off. The project manager should ensure that the project scope and quality criteria are met, and that the deliverables are aligned with the project objectives and stakeholder expectations. The other options are not appropriate for the end of the project, as they are either part of the planning or monitoring and controlling processes, and do not involve the client’s verification and acceptance. References: PMBOK Guide, 6th edition, section 4.7; PMP Practice Exam, question 86.

The project manager should ask an experienced team member to coach the new team member, as this is a strategy for developing the skills and performance of the new team member. According to the PMI website, coaching is one of the interpersonal and team skills that a project manager should have. Coaching is a process of providing guidance, feedback, and support to help someone improve their abilities and achieve their goals. By asking an experienced team member to coach the new team member, the project manager can leverage the knowledge and expertise of the existing team, and foster a culture of learning and collaboration. The project manager can also monitor the progress and results of the coaching, and provide recognition and rewards to both the coach and the coachee.

The other options, asking the new team member to follow the team ground rules, asking an experienced team member to identify a replacement, or asking the new team member to reassess their own capabilities, are not the best ways to deal with a new team member who is not making the expected progress on an assigned task. Asking the new team member to follow the team ground rules may help the new team member to understand the expectations and norms of the team, but it does not address the specific issues or challenges that the new team member is facing. Asking an experienced team member to identify a replacement may be a drastic and demotivating measure, that may not be feasible or fair to the new team member. Asking the new team member to reassess their own capabilities may be a constructive feedback, but it does not provide any support or assistance to the new team member.

The project manager should follow the project escalation policy and communications management plan to address the situation of reduced cost and shortened schedule due to changes in EEFs. EEFs are external factors that can influence the project performance and outcomes, such as market conditions, government regulations, organizational culture, etc. When EEFs change, the project manager should assess the impact of the change on the project objectives, scope, schedule, cost, quality, risk, and stakeholder expectations. The project manager should then communicate the change and its implications to the appropriate stakeholders, such as the sponsor, customer, senior management, team members, etc., following the project escalation policy and communications management plan. The project escalation policy defines the process and criteria for escalating issues and decisions to higher levels of authority within the organization. The communications management plan describes how, when, and by whom information will be distributed, received, and stored throughout the project. By following these plans, the project manager can ensure that the change is properly reported, documented, approved, and implemented, and that the project stakeholders are kept informed and engaged. References: PMBOK Guide, 6th edition, section 2.1.4; PMP Exam Prep, 10th edition, page 111

According to the PMBOK Guide, project collaboration is the shared effort to achieve a common goal. It involves effective communication, consistent processes, and the right project collaboration tools. One of the best practices for project collaboration is to organize regular meetings with all of the stakeholders to share information, feedback, and solutions. This helps to avoid duplication of work, resolve conflicts, and improve efficiency. By meeting regularly with the deployment teams, the project manager can ensure more collaboration and alignment among them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, Sixth Edition, Chapter 3: The Role of the Project Manager, Section 3.7: Project Manager Competencies, Subsection 3.7.2: Leadership Skills, Page 62

Project Collaboration: 6 Tips for Success | The Workstream, Atlassian, Accessed on January 29, 2024

9 Tips and Best Practices for Effective Project Collaboration | ClickUp, ClickUp, Accessed on January 29, 2024

These two actions can help mitigate the risk of staff turnover during the course of a large multi-year project, because they can increase the satisfaction, motivation, and loyalty of the project team members. A recognition program can show appreciation and gratitude for the team members’ efforts and achievements, and provide positive reinforcement for their desired behavior. Training, mentoring and coaching can improve the skills and performance of the team members, and provide them with opportunities for learning and growth. These actions can also foster a positive and collaborative team culture, and enhance the trust and communication between the project manager and the team members. The other options are not effective actions to mitigate the risk of staff turnover, because they may not address the root causes or consequences of the risk, or they may create more problems or risks. Increasing the trained staff to create back-up for resources may not be feasible or cost-effective, and it may create redundancy, confusion, or conflict among the team members. Meeting with management to discuss dividing the project into smaller projects may not be possible or desirable, and it may affect the scope, quality, or benefits of the project. Convincing senior management to hire third-party staff may not be beneficial or reliable, and it may increase the complexity and risk of the project. References: Positive Reinforcement | PMI - Project Management Institute, [The Mindful Project Manager’s Guide To Team Motivation: 11 … - Planio].

The project manager should initiate the change request to modify the scope and adjust the timelines. This is because the project manager is responsible for managing the project scope and ensuring that the project delivers the agreed outcomes within the approved budget and schedule. When the project manager encounters scope changes and a delay in the delivery of critical tasks, they should follow the change management process as defined in the project management plan. This process involves initiating a change request that describes the proposed changes, their impact, and their justification. The change request should then be submitted to the appropriate authority, such as the change control board or the steering committee, for review and approval. The project manager should also update the project documents, such as the scope baseline, the schedule baseline, and the cost baseline, to reflect the approved changes. The project manager should communicate the changes and their implications to the relevant stakeholders, such as the project team, the PMO, the sponsor, and the customer. References: PMBOK Guide, 6th edition, section 4.6, page 115, PMP Exam Prep, 10th edition, page 180

According to the PMBOK Guide, project managers need to adapt their approach and style to the changing environment and needs of the project1. When a project management office (PMO) is incorporating more adaptive technologies, such as agile or hybrid methods, the project manager and the project team need to acquire the necessary knowledge and skills to apply them effectively2. One of the ways to do this is to set up a training session for all project team members, where they can learn the principles, practices, and tools of the new methodology, and how to update the project artifacts accordingly3. This would help to improve the team’s performance, as well as their engagement and collaboration. The other options are not as effective as providing training, as they do not address the root cause of the problem, which is the lack of understanding and adoption of the new methodology. References:

1: PMBOK Guide, 6th edition, p. 18

2: PMBOK Guide, 6th edition, p. 27

3: PMBOK Guide, 6th edition, p. 52

According to the PMBOK Guide, the project scope is the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions1. The project scope statement defines the project scope and documents the project deliverables, acceptance criteria, assumptions, and constraints2. The project manager is responsible for ensuring that the project scope is managed and controlled throughout the project life cycle3. If the contractor submits an offer for additional work that is already included in the initial project scope, the project manager should refuse the offer as it is not a valid change request and does not add any value to the project. The project manager should also communicate with the contractor to clarify the project scope and avoid any misunderstandings or conflicts. References:

1: PMBOK Guide, 6th edition, p. 154

2: PMBOK Guide, 6th edition, p. 157

3: PMBOK Guide, 6th edition, p. 171

 The project manager should evaluate the impacts of the changes that were made to the project without any approval. This is because any change in the scope can affect the other project constraints, such as time, cost, quality, risk, and stakeholder satisfaction. The project manager should use the change management plan and the integrated change control process to assess the impacts of the changes, determine the appropriate actions, and obtain the necessary approvals. The project manager should also communicate with the project team member who made the changes and explain the importance of following the change control procedures. The project manager should not remove the changes without evaluating them, as they may have some value or benefit for the project. The project manager should not add team members to the project without analyzing the resource requirements and availability. The project manager should not update the project documentation with the new scope without validating and approving the changes. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6, pp. 129-131

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV: Traceability and Monitoring, Task 3, p. 13

Business Analysis for Practitioners: A Practice Guide, Section 5.4.2, p. 118

According to the PBA Guide, one of the techniques for managing stakeholder engagement is recognition and rewards, which can be used to motivate and appreciate the team members for their contributions and achievements1. The PMP Exam Content Outline also lists recognition and rewards as one of the tools and techniques for leading a team2. Awarding certificates of appreciation is an example of recognition and rewards that can boost the team’s morale and performance. Informing the team about the delivery pressure from the project sponsor may increase their stress and anxiety, which can negatively affect their performance. Sending a formal notice to team members instructing them to maintain performance may be perceived as a threat or a punishment, which can also demotivate the team. Hiring a few temporary team members to help with the additional work may introduce new risks and challenges, such as communication issues, learning curves, and integration problems, which can delay the project further. References:

1: PBA Guide, Chapter 6, Section 6.4.3.5 Recognition and Rewards

2: PMP Exam Content Outline, Domain II: People, Task 8: Lead a team

According to the Agile Practice Guide, the product backlog prioritization is a continuous process that involves evaluating the relative value and urgency of the features or user stories that are planned for the next iteration or release. The product backlog prioritization should consider various factors, such as the customer needs, the stakeholder expectations, the market conditions, the technical dependencies, the risk exposure, and the feedback from previous iterations. Two of the most important factors that should be taken into account first are the cost of delaying some features against the business value they deliver, and the length of time each feature has been on the backlog. The cost of delay is a measure of how much value is lost or foregone by postponing the delivery of a feature. The longer a feature stays on the backlog, the more likely it is to lose its relevance, quality, or competitiveness. Therefore, the product backlog prioritization should aim to deliver the most valuable and urgent features as soon as possible, and avoid accumulating technical debt or waste. The complexity and the cost of development, the industry trends and the technical approach, and the reusing of components from another product are also relevant factors, but they are not the first ones to consider when reviewing and updating the product backlog priorities. References: Agile Practice Guide, pages 49-50, 54-55.

 According to the PMBOK Guide, 7th edition, one of the principles of project management is to engage stakeholders proactively. This means that the project manager should communicate effectively with the project sponsor and other key stakeholders about the project status, issues, risks, and changes. When the project manager observes that the project is likely to miss a deadline due to a lack of resources, the best course of action is to escalate the issue to the sponsor and debrief them about the situation. This way, the project manager can seek the sponsor’s support and guidance on how to resolve the resource problem and mitigate the impact on the project schedule. The sponsor may also have the authority and influence to allocate more resources or negotiate a revised deadline with the customer or other stakeholders. By escalating the issue to the sponsor, the project manager demonstrates transparency, accountability, and professionalism. References: PMBOK Guide, 7th edition, page 9, Principle 3: Engage Stakeholders Proactively; page 32, Section 2.3.2.1, Project Sponsor; page 36, Section 2.4.2.1, Project Manager.

According to the PMBOK Guide, 7th edition, section 5.3.1, “The project scope statement is a component of the project management plan that describes, in detail, the project’s deliverables and the work required to create those deliverables. It provides a common understanding of the project scope among project stakeholders and describes the project’s major deliverables, assumptions, and constraints.” Therefore, the project manager should meet with management to explain the potential problems with running a project without a project scope statement, such as scope creep, misalignment of expectations, poor quality, increased risks, and wasted resources. Escalating the issue to the project sponsor and adding it to the risk register (option A) may be done after meeting with management, but not before. Refusing to work on the project because management is not following standard project management practices (option B) is unprofessional and may damage the relationship with the management and the project stakeholders. Starting the project with inputs from the project charter to save time (option D) may not be feasible or effective, as the project charter is a high-level document that does not provide enough details to define and control the project scope. References:

PMBOK Guide, 7th edition, section 5.3.1

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 182, question 18

 The project manager should establish dialogue with stakeholders on the project constraints, assumptions, and critical inputs, as this is a key activity of the Identify Stakeholders process1. By engaging with the stakeholders, the project manager can understand their needs, expectations, interests, and influence levels, as well as identify any potential issues or risks that may affect the project. This will help the project manager to develop an appropriate stakeholder engagement plan and communication strategy, as well as to manage the stakeholder expectations and relationships throughout the project life cycle. Examining the plans, processes, policies, and knowledge that are specific to the organization undertaking the project (option A) is part of the Develop Project Charter process2, which is performed before the Identify Stakeholders process. This activity may help the project manager to understand the organizational context and environment, but it does not address the specific concerns of the external stakeholders. Convincing senior management to close the project since the project lacks sponsorship and is considered to be high risk (option C) is not a viable option, as it contradicts the project manager’s role and responsibility to initiate, plan, execute, monitor, and close the project. Moreover, it does not consider the potential benefits and value of the project, nor the possible ways to mitigate the risks and challenges. Hosting a project team meeting, then updating the risk register and the project management plan (option D) is an activity of the Monitor and Control Project Work process3, which is performed after the project has been planned and executed. This activity may help the project manager to track the project performance and implement corrective actions, but it does not address the specific concerns of the external stakeholders. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 513.

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 77.

3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 95.

According to the PMBOK Guide, the stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution. It also includes the stakeholder register, which is a project document that identifies the stakeholders and their relevant information, such as their interest, influence, expectations, and engagement level. When a new stakeholder is identified, the project manager should update the stakeholder engagement plan and the stakeholder register to reflect the new stakeholder’s information and engagement needs. This will help the project manager to communicate effectively with the new stakeholder and ensure their alignment and support for the project. References: PMBOK Guide, Seventh Edition, Section 13.2.3.1; PMP Sample Test Questions, Question 17

A change request is a formal document that proposes a modification to some aspect of the project, such as the user requirements, the deliverables, the schedule, the budget, or the quality standards123. Change requests can originate from various sources, such as the stakeholders, the project team, the customer, or the environment12. Change requests need to be evaluated and approved before they can be implemented, as they may have significant impacts on the project performance, scope, cost, time, quality, and risk123.

The project scope statement is a document that defines and documents the project objectives, deliverables, requirements, assumptions, constraints, and acceptance criteria12. The project scope statement is the basis for making project decisions and controlling changes12. Therefore, the project manager should evaluate the change request against the project scope statement to determine if the change is necessary, feasible, and beneficial for the project123. The project manager should also consider the impact of the change on the other project components, such as the schedule, the budget, the quality, and the risk123.

The other options are not the best actions for the project manager to take next. Discussing approval of the change request in the next project meeting (A) may delay the decision-making process and cause confusion among the project team and stakeholders. Performing a risk assessment on the required change request (B) is an important step, but it should be done after evaluating the change request against the project scope statement, as the risk assessment may depend on the scope implications of the change. Asking the sponsor for more funds to cover the change request (D) is not appropriate, as the project manager should first determine if the change is justified and aligned with the project scope statement, and then explore alternative ways to accommodate the change within the existing budget or negotiate a trade-off with the sponsor. References: 123

 According to the PMBOK Guide, 7th edition, section 9.1.3, “The resource management plan is a component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be formal or informal, highly detailed or broadly framed, based on the needs of the project.” Therefore, the project manager should have used the resource management plan to identify the impacts of the other projects on the availability and allocation of the shared resources, and to plan for contingencies or alternatives to avoid or mitigate the delay. Updating the risk management plan and registering lessons learned for the project (option A) may be done after the delay is resolved, but not before. Reorganizing the team for the project based on the WBS (option B) may not be feasible or effective, as the shared resources may still have competing priorities or dependencies. Maintaining constant communication with the stakeholders of the other projects (option C) is a good practice, but not sufficient to prevent the delay from happening, as the project manager still needs to monitor and control the resource usage and performance. References:

PMBOK Guide, 7th edition, section 9.1.3

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 181, question 16

A project manager who has team members around the world in different time zones should plan and schedule the tasks and work packages in a way that minimizes the dependency and communication gaps between the offices. This can be done by using techniques such as rolling wave planning, agile methods, or critical chain method, which allow for more flexibility and adaptability in the project schedule. The project manager should also consider the cultural differences, working hours, holidays, and availability of the team members when planning and scheduling the project work. This way, the project manager can avoid delays, conflicts, and misunderstandings caused by the geographical and time zone challenges. References:

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Schedule Performance, pp. 55-56

Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain II: Process, Task 2: Plan and manage project schedule, pp. 15-16

Managing Projects Across Time Zones, by ProjectManager.com, published on July 9, 2019

The project manager should coach the product owner on how to create a product backlog, as this is a key artifact in Scrum and Kanban methodologies. The product backlog is a prioritized list of features, user stories, or requirements that the product owner wants to deliver in the project. The product backlog is dynamic and evolving, and it reflects the value and vision of the product. The product owner is responsible for creating, maintaining, and refining the product backlog, as well as communicating it to the development team and the stakeholders1. The project manager can assist the product owner by providing guidance, feedback, and tools on how to create a product backlog that is clear, concise, and aligned with the project goals and scope. The project manager can also help the product owner to use agile techniques, such as user story mapping, story splitting, and backlog grooming, to break down the functionalities into manageable and testable chunks, and to prioritize them based on value, risk, and dependencies2.

The other options, encouraging the team to subdivide the project tasks, creating a work breakdown structure (WBS), or discussing the product owner’s responsibilities within the project team, are not the best ways to assist the product owner. Encouraging the team to subdivide the project tasks may help the team to plan and execute the work, but it does not address the product owner’s confusion on how to start delivering the functionalities. Creating a WBS may help the project manager to define and organize the project deliverables, but it is not a suitable artifact for agile methodologies, as it is static and rigid, and does not reflect the changing needs and expectations of the customers and stakeholders3. Discussing the product owner’s responsibilities within the project team may help the product owner to understand their role and expectations, but it does not provide practical guidance on how to create a product backlog.

Awarding certificates of appreciation to encourage the team is an action that the project manager can take to motivate the team’s performance, because it shows that the project manager recognizes and values the team’s efforts and achievements. Certificates of appreciation are a form of positive reinforcement, which is a technique that uses rewards or recognition to increase the likelihood of a desired behavior. Positive reinforcement can motivate and inspire the team to continue working hard and delivering quality results, as well as to increase their satisfaction and loyalty. The other options are not actions that the project manager can take to motivate the team’s performance, because they may not address the team’s needs or expectations, or they may have negative consequences. Sending a formal notice to team members instructing them to maintain performance may not be effective, because it may imply a lack of trust, respect, or autonomy for the team. Hiring a few temporary team members to help with the additional work may not be beneficial, because it may create confusion, conflict, or resentment among the team members, as well as increase the complexity and risk of the project. Informing the team about the delivery pressure from the project sponsor may not be helpful, because it may increase the stress and anxiety of the team, and it may not provide any guidance or support for the team to cope with the pressure. References: Positive Reinforcement | PMI - Project Management Institute, The Mindful Project Manager’s Guide To Team Motivation: 11 … - Planio

According to the PMBOK Guide, the project manager should facilitate the removal of impediments that may hinder the team’s progress and performance. The project manager should also encourage the team to collaborate and self-organize to find the best solutions for the project issues. Therefore, the project manager should conduct a brainstorming session with the team to identify the root cause of the technical issue, generate possible alternatives, and select the most suitable one. The project manager should then add the solution to the current sprint backlog and monitor its implementation and effectiveness. References: PMBOK Guide, 6th edition, pages 18, 37, 273, 287.

According to the PMBOK Guide, backlog grooming (also known as backlog refinement) is the process of reviewing, updating, and prioritizing the product backlog items to ensure that the product backlog is ready for the next sprint1. Backlog grooming is an ongoing activity that involves collaboration between the product owner, the development team, and the project manager (or scrum master). Backlog grooming helps to clarify the requirements, remove ambiguity, identify dependencies, estimate effort, and align the product backlog with the product vision and the customer needs2.

In this question, the project manager is faced with a problem that the product owner has uncovered a number of issues that they would like to be addressed before providing approval for the software built to date. These issues may indicate that the product owner is not satisfied with the quality, functionality, or usability of the software, or that the software does not meet the acceptance criteria or the customer expectations. The project manager should approach this problem by planning to address the issues through backlog grooming and incorporating them into the next sprint. This way, the project manager can ensure that the issues are properly documented, analyzed, and prioritized, and that the development team can work on them in the next iteration. This will also help to maintain the agile principles of delivering value, satisfying the customer, and embracing change3.

The other options are not the best ways to approach this problem. Referring the product owner to the change management plan, then escalating to the steering committee is not appropriate for an agile project, as it implies a rigid and formal process that may not be responsive to the customer feedback and the changing requirements. Referring the product owner to the signed business requirement document and explaining that the current plan cannot facilitate these changes is not helpful, as it may create conflict and dissatisfaction with the product owner, and it may also indicate that the project manager is not following the agile value of responding to change over following a plan3. Telling the product owner the issues will be addressed in the second version of the software is not acceptable, as it may delay the delivery of value, compromise the quality of the product, and lose the trust of the product owner.

 The project manager should first meet with the project team to understand the issue and define actions. This is because the project manager needs to analyze the root cause of the problem, identify the impact on the project scope, schedule, cost, and quality, and determine the best course of action to resolve the issue. Raising a change request, escalating the issue, or conducting a quality audit are possible actions that the project manager may take after meeting with the project team, depending on the outcome of the analysis. However, they are not the first steps that the project manager should take in this situation. References: = PMBOK Guide, 6th edition, page 152, section 4.3.1.1 (Work Breakdown Structure); page 121, section 4.2.3.1 (Project Scope Statement); page 115, section 4.1.3.1 (Project Charter); page 112, section 4.1.2.2 (Project Sponsor)

The project manager should first check if the sprint size is appropriate for the iteration duration, meaning that the team can realistically complete the user stories within the timebox. This is a way of applying the agile principle of delivering working software frequently and satisfying the customer. If the sprint size is too large or too small, the project manager should work with the team and the product owner to adjust it accordingly, based on the team’s velocity and capacity. This is also a part of the agile practice of adaptive planning and continuous improvement. The other options are not the best choices, as they do not address the root cause of the issue and may introduce more problems. Changing the iteration duration may disrupt the team’s rhythm and alignment with other teams or stakeholders. Recruiting a highly skilled resource may increase the cost and complexity of the project, and may not guarantee the improvement of the team’s performance. Using a reward system may create a competitive or extrinsic motivation that may undermine the team’s collaboration and intrinsic motivation. References: (Professional in Business Analysis Reference Materials source and documents)

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.3.2: Iterative and Incremental Development

Business Analysis for Practitioners: A Practice Guide, Chapter 6: Requirements Life Cycle Management, Section 6.3.1: Prioritization

Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Team Composition, Roles, and Responsibilities

 According to the PMBOK Guide, 6th edition, section 11.4, one of the tools and techniques for performing qualitative risk analysis is risk categorization. This involves grouping potential risks by common root causes or other criteria, such as project phases, sources, or effects. The project manager should use this technique to identify the most significant risks that are affecting the project performance, and prioritize them for further analysis or action. The project manager should then develop appropriate risk responses to mitigate or avoid the negative impacts of the risks, or exploit or enhance the positive impacts of the opportunities. The project manager should also update the risk register and other project documents accordingly. The other options are not the first steps to take, as they do not address the root causes of the risks, and may not be feasible or effective in the given situation. References: PMBOK Guide, 6th edition, section 11.4; PMP Practice Exam, question 94.

According to the Agile Practice Guide, one of the roles of the project manager in an agile environment is to facilitate collaboration and decision making among the team members1. The project manager should not delegate the decision to the product owner or impose a solution based on a majority vote. Instead, the project manager should help the team evaluate the different ideas and reach a consensus that satisfies everyone. References: 1: Agile Practice Guide, page 27

 A sprint planning meeting is an event in scrum that kicks off the sprint. The purpose of sprint planning is to define what can be delivered in the sprint and how that work will be achieved. Sprint planning is done in collaboration with the whole scrum team1.

Sprint planning addresses the following topics1:

Topic One: Why is this Sprint valuable? The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Sprint Goal must be finalized prior to the end of Sprint Planning.

Topic Two: What can be Done this Sprint? Through discussion with the Product Owner, the Developers select items from the Product Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence. Selecting how much can be completed within a Sprint may be challenging. However, the more the Developers know about their past performance, their upcoming capacity, and their Definition of Done, the more confident they will be in their Sprint forecasts.

Topic Three: How will the chosen work get done? For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less. How this is done is at the sole discretion of the Developers. No one else tells them how to turn Product Backlog items into Increments of value.

The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them are together referred to as the Sprint Backlog1.

Therefore, the two pieces of information that the project manager needs in order to make the sprint planning meeting productive and effective are the Product Backlog and the Sprint Goal. The Product Backlog is the source of the work items that the Developers will select and commit to deliver in the Sprint. The Sprint Goal is the outcome that the Scrum Team wants to achieve in the Sprint and that guides their work.

The other options are not essential for the sprint planning meeting. A Sprint Charter is not a scrum artifact and is not required for sprint planning. A Burndown Chart is a tool to track the progress of the Sprint, but it is not needed for planning the Sprint. The Company Mission and Vision are important for the overall product strategy, but they are not specific enough for the Sprint planning.

 The retrospective meeting is a key practice in agile methodology that allows the team to inspect and adapt their processes and performance after each iteration. The retrospective meeting helps the team to identify what went well, what went wrong, and what can be improved in the next iteration. By using the retrospective meeting, the project manager can facilitate a collaborative and constructive discussion with the team to find out the root cause of the quality issues and devise a plan to fix them. The plan may include actions such as implementing better engineering practices, enhancing communication and collaboration, increasing testing coverage, or applying feedback from customers and stakeholders. The retrospective meeting also helps the team to learn from their mistakes, celebrate their successes, and foster a culture of continuous improvement123. References: = PMBOK® Guide, Sixth Edition, pages 28-29, 50-51; Agile Practice Guide, pages 33-34, 62-63; How to Run an Agile Retrospective Meeting with Examples.

The correct answer is C. According to the PMBOK® Guide, the project manager should evaluate the impact of any deviations or defects on the project scope, schedule, cost, quality, and risks, and initiate the change request process to obtain approval for any corrective actions1. The project manager should also communicate the change request to the relevant stakeholders and update the project management plan and other documents accordingly2. Asking the product designer why the deviation was not considered, reporting to the project sponsor that the product is working, or asking the quality team to discard the sample and test again are not appropriate actions, as they do not address the root cause of the problem, nor do they follow the change control procedures. References: 1: PMBOK® Guide, page 112-113; 2: PMBOK® Guide, page 121-122

Agile project management is a flexible and iterative approach to delivering value to customers and stakeholders. Agile projects are built around motivated individuals who collaborate and communicate effectively, deliver working products frequently, and respond to changing requirements and feedback1. Motivation is a key factor that influences the performance, satisfaction, and retention of agile team members2. According to the agile manifesto, one of the principles of agile project management is to "build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done"3. Therefore, the project manager should implement a reward system that aligns with the agile values and principles, and that recognizes and reinforces the team’s achievements, contributions, and behaviors. A reward system can include both intrinsic and extrinsic rewards, such as feedback, recognition, appreciation, autonomy, mastery, purpose, growth, learning, fun, collaboration, innovation, and compensation45. A reward system should be tailored to the needs, preferences, and goals of each team member, and should be fair, transparent, and consistent. A reward system should also be flexible and adaptable, and should be reviewed and improved regularly based on the team’s feedback and performance. References:

What Is Agile Project Management? | A Comprehensive Guide

Motivation and Drive in Agile Teams - InfoQ

Manifesto for Agile Software Development

Motivation - the Agile Way! - Mind Tools

How can Agile leaders create and motivate effective teams?

[Rewarding Agile Teams, What are the options?]

According to the PMBOK Guide, the project manager should identify the project stakeholders by using various sources of information, such as historical records, organizational charts, stakeholder registers, and lessons learned from previous projects. Lessons learned from previous projects can provide valuable insights into the stakeholder’s expectations, needs, interests, influence, and potential impact on the project. By using lessons learned from the previous project as a guide, the project manager can create a more accurate and comprehensive stakeholder register for the current project, which will help in planning and managing stakeholder engagement. References: PMBOK Guide, 6th edition, page 511-512, section 13.1.1.2 Identify Stakeholders: Data Gathering.

An implementation strategy is a document that describes the necessary steps for the execution of a project1. An implementation strategy enables the project manager to manage the changes required with minimum disruption to the organization and its various stakeholders, also addressing the concerns of stakeholders outside the project team2. Before developing an implementation strategy, the project manager should review the business case and consider the environmental and regulatory factors that may affect the project in the new country, such as political, economic, social, technological, legal, and environmental aspects3. The project manager should also identify the high-level risks and assumptions that may impact the project scope, schedule, cost, quality, and resources4. These factors will help the project manager to define the project objectives, deliverables, scope, and requirements, as well as to select the appropriate project management methodology, tools, and techniques for the project.

Evaluating the environmental and regulatory factors and identifying high-level risks and assumptions should be considered first when developing an implementation strategy, as they provide the foundation for the project planning and execution. Acquiring project resources from the new country, monitoring the risks closely, and ensuring the project sponsors’ agreement are important activities, but they should be done after the initial assessment of the project environment and context.

A scrum master is a facilitator and coach for a scrum team, who ensures that the team follows the scrum process and removes any obstacles that may impede progress12. A scrum master is not a manager or decision-maker, but instead serves the team by helping them to be more effective34.

When a new team member joins the scrum team, especially one with limited mobility, the scrum master should set up a meeting to discuss the accommodations the team will have to make to ensure a smooth and inclusive collaboration. This meeting should involve the new team member, the existing team members, and any other relevant stakeholders, such as the product owner or the sponsor5 .

The purpose of this meeting is to welcome the new team member, understand their needs and preferences, address any concerns or questions, and agree on the best ways to work together. The scrum master should facilitate open discussion and conflict resolution, and ensure that everyone is respectful and supportive of each other .

The meeting should also cover the practical aspects of working as a scrum team, such as the tools, techniques, and processes that the team uses, the roles and responsibilities of each team member, the communication channels and frequency, the sprint goals and deliverables, and the feedback and improvement mechanisms. The scrum master should help the team to adapt and adjust their workflows and practices to accommodate the new team member’s limited mobility, and ensure that they have the necessary resources and support .

By setting up a meeting to discuss accommodations the team will have to make, the scrum master can foster a positive and productive team culture, where everyone feels valued, engaged, and empowered. This can also help to prevent or mitigate any potential issues or risks that may arise from the change in team dynamics, such as misunderstandings, conflicts, delays, or quality problems .

According to the PMBOK Guide, 7th edition, one of the key activities in the monitoring and controlling phase of a project is to control quality by verifying that the project deliverables conform to the quality standards and requirements. This involves inspecting and testing the deliverables, reviewing the quality documentation, and requesting corrective actions if needed. The other options are either inefficient, ineffective, or not aligned with the quality management principles. References: PMBOK Guide, 7th edition, page 123-124, section 3.5.2.1.