PMI PMP - Project Management Professional (2025 Version)

 In a situation where a contractor has not yet confirmed that they can meet the required schedule, the project manager should take proactive steps to manage the potential risk. This includes planning the task delivery with the contractor or vendor, and highlighting the criticality of the current situation1. This approach aligns with the principles of effective project management, which emphasize the importance of communication, risk management, and proactive problem-solving. References: NEC Contract

According to the PMBOK Guide, a business case is a document that provides the justification for undertaking a project or an additional scope, based on the estimated costs, benefits, and risks. A project manager should develop a business case and submit it to the client when they realize that some minor changes could deliver significant benefits to the client early. This will help to communicate the value proposition of the changes, and to seek the client’s approval and support. Developing a business case and submitting it to the client is the best approach that the project manager should take in this situation. Concentrating on the current project milestones (A) may not be optimal or beneficial, as it may miss the opportunity to enhance the client satisfaction and project outcomes. Updating the project management plan for this new work (B) may not be feasible or ethical, as it may violate the project scope, schedule, and budget baselines, and the agreed-upon project objectives and deliverables. Making all the changes and then showing the client the results (D) may not be appropriate or acceptable, as it may create scope creep, increase project risks, and damage the trust and relationship with the client. References: PMBOK Guide, 6th edition, pages 33, 75, 129.

According to the PMBOK Guide, 6th edition, page 341, cross-training and mentoring are two of the techniques for developing the project team. Cross-training allows team members to acquire new skills and knowledge from other team members, while mentoring provides guidance and support from experienced team members. These techniques can help the new team member to integrate into the project team, learn the project processes and procedures, and improve their performance and productivity. They can also reduce the impact of the loss of the highly skilled team resource and maintain the project performance. References: PMBOK Guide, 6th edition, page 341; Free PMP Practice Exam Questions - 120 Sample Test Questions

According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to manage conflicts among project stakeholders. One of the techniques is collaborating/problem-solving, which involves finding a mutually beneficial solution that satisfies all parties. This technique requires a high level of trust and cooperation, and may involve a face-to-face meeting to discuss the issues and options. The other options are either too passive, too formal, or too premature for resolving the conflict. References: PMBOK Guide, 7th edition, page 157-158, section 8.3.2.2.

QU According to the PMBOK Guide, 6th edition, page 18, a project manager should use a combination of leadership styles depending on the situation and the needs of the team. In this case, the project manager should have used a collaborative or facilitative style to engage the team members in the agile development approach, empower them to make decisions, and set clear and measurable goals. This would have helped to create a shared vision, foster trust and commitment, and improve team performance and satisfaction. By contrast, the other options (A, B, and D) are more indicative of a directive or controlling style, which could have increased the resistance and confusion of the team members, reduced their motivation and creativity, and created a blame culture. References: = PMBOK Guide, 6th edition, page 18; Agile Practice Guide, page 13.ESTION NO: 140

A company has an existing contract to maintain and enhance a client's customer database The company's legal department informs the project manager that a new piece of legislature requiring stricter protection of customer information might soon be signed into law. The law will require additional security features to be implemented into the database the project manager is maintaining These features are not included in the scope of the current contract

What should the project manager do?

A. Ask the legal department to raise the issue in the next contract negotiation with the customer

B. Seek the project sponsor's support to influence the client to amend the contract immediately

C. Update the risk register to include this issue and discuss the appropriate risk response plans with the project sponsor and client

D. Wait until the legal requirements are finalized so the change in scope can be concretely defined

Answer: C

According to the PMBOK Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. A risk register is a document that records the identified risks, their analysis, and their response plans. A project manager should update the risk register whenever new risks are identified, analyzed, or resolved. In this case, the potential change in the legal requirements is a risk that could affect the project scope, cost, schedule, and quality. Therefore, the project manager should update the risk register to include this risk and its impact, probability, and priority. The project manager should also discuss the appropriate risk response plans with the project sponsor and the client, such as avoiding, transferring, mitigating, or accepting the risk. This way, the project manager can proactively manage the risk and prepare for any changes that might occur. References:

PMBOK Guide, Seventh Edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, Page 123

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.2: Identify Risks, Page 409

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.3: Perform Qualitative Risk Analysis, Page 415

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.4: Perform Quantitative Risk Analysis, Page 423

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.5: Plan Risk Responses, Page 431

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.6: Implement Risk Responses, Page 439

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.7: Monitor Risks, Page 445

According to the PMBOK Guide, a servant leader is a leadership style that focuses on serving the needs of the team, empowering them, and creating a culture of trust, collaboration, and ownership. A servant leader should also motivate and inspire the team, especially when they face challenges or fatigue. If some team members are starting to complain about the length of the project, creating a risk for lack of performance at this critical stage, the project manager should schedule a team event with the project sponsor to highlight the importance of the project and recognize the work of the team. This will help the project manager to mitigate the risk by showing appreciation and gratitude to the team, reinforcing the project vision and value, and boosting the team morale and engagement. Scheduling a team event with the project sponsor is also a way of celebrating the team’s achievements and rewarding them for their efforts. Meeting with the team to reinforce their responsibilities and the consequences if the project deliverables are not completed on time is not a servant leader approach, as it may demotivate and pressure the team, and create a negative atmosphere. Applying additional controls to the project deliverables to ensure that all milestones are achieved on time is not a servant leader approach, as it may micromanage and constrain the team, and reduce their autonomy and creativity. Contacting the functional manager to ensure that team motivation remains high until the end of the project is not a servant leader approach, as it may delegate the responsibility and authority of the project manager, and undermine the relationship and trust between the project manager and the team. References: PMBOK Guide, 6th edition, pages 56-57, 686-687, 723-724.

 According to the PMBOK Guide, the primary objective of any project is to deliver value to the customer and satisfy their needs and expectations1. The project manager should tell the team members to focus on delivering value to the customer by ensuring that the project deliverables meet the quality standards, the requirements, and the acceptance criteria2. Therefore, the best option is to deliver value to the customer. Option A is incorrect because reducing cost for the customer may not be the main focus of the project, as it may compromise the quality or the scope of the project. Option C is incorrect because working together as a team is important, but it is not the ultimate goal of the project. Option D is incorrect because finishing the project on schedule may not be enough to deliver value to the customer, as it may not reflect the quality or the functionality of the project deliverables. References: 1: PMBOK Guide, 6th edition, section 1.2.2, p. 7 2: PMBOK Guide, 6th edition, section 5.1.3.1, p. 149

 The project manager should refer to the requirements traceability matrix to verify whether the customer’s claims are valid or not. The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them1. It helps to ensure that each requirement adds business value by linking it to the business and project objectives2. It also provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the project scope statement are delivered at the end of the project3. Revising the project scope baseline (B) is not a good option since it would imply accepting the change requests without verifying their validity. Escalating the change request to the project sponsor © is also not advisable since the project manager should first analyze the situation and propose a solution. Reviewing the approved project charter (D) is not relevant since the project charter does not contain the detailed product requirements. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Glossary, page 717

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5, Section 5.2.3.1

3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5, Section 5.6.3.1

 According to the PMBOK® Guide, the project manager is responsible for closing the project or phase, which includes verifying that all the project deliverables are completed and accepted, updating the project records and documents, releasing the project resources, and communicating the project closure to the stakeholders. Performing administrative closure of the project ensures that the project is formally completed and closed, and that the project budget is finalized and closed as well. This will prevent any confusion or issues with the accounting manager or other parties in the future. Conveying task completion information to accounting may be part of the project closure process, but it is not sufficient to close the project budget. The project manager should also update the project status, financial records, and lessons learned. Closing the procurement process properly is necessary for projects that involve contracts or agreements with external vendors or suppliers, but it is not the only aspect of closing the project. The project manager should also close the internal aspects of the project, such as deliverables, resources, and stakeholder satisfaction. Completing the transition process is relevant for projects that produce products, services, or results that need to be transferred to the operations or maintenance teams, but it is not the only activity for closing the project. The project manager should also ensure that the project objectives are met, the project scope is verified, and the project performance is evaluated. References: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.7 (Close Project or Phase) and Appendix X3, Table X3-1 (Project Closure Checklist)

The project manager plays the role of a mediator in this situation, as this is part of managing stakeholder engagement. Managing stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By scheduling a meeting with the two stakeholders, the project manager acts as a neutral third party who facilitates the discussion and helps them reach a mutually acceptable solution. The other options are not the best ways to describe the project manager’s role, as they either imply a biased, authoritative, or passive approach to conflict resolution. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 13, Section 13.3.2.4

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

PMP Sample Test Questions, Question 393

According to the PMBOK Guide, a retrospective meeting is a process of reviewing and analyzing the past performance of a project team, especially in an agile or hybrid environment. The purpose of the retrospective meeting is to identify the strengths and weaknesses of the team, the lessons learned, and the improvement actions for the future. The project manager should facilitate the retrospective meeting and encourage the team to share their feedback, opinions, and suggestions. If the project team’s performance has declined for the last three iterations, the project manager should focus on remediation not merely on correcting symptoms. This means that the project manager should help the team to find the root causes of the performance issues, and implement effective solutions that address the underlying problems, not just the superficial symptoms. For example, if the team is facing communication challenges, the project manager should not just provide more communication tools, but also improve the communication processes, protocols, and skills of the team. Focusing on remediation not merely on correcting symptoms will help the team to improve their performance and prevent recurrence of the same issues. Comparing the team’s performance against other project teams is not a good option, as it may demoralize the team, create unhealthy competition, and ignore the unique context and challenges of each project. Identifying potential failure points based on the iteration workload is a useful technique, but it is not enough to improve the team’s performance. The project manager should also analyze the actual failure points and the reasons behind them, and take corrective and preventive actions accordingly. Motivating the team to perform better is a desirable outcome, but it is not a specific action that the project manager should do. The project manager should use various motivational techniques, such as recognition, rewards, empowerment, and feedback, to inspire the team and enhance their morale and engagement. References: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.

According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Manage project team members by negotiating and influencing their assignments, providing feedback, resolving and escalating issues, and managing team development” (Task 9, Domain II: Process). This implies that the project manager should protect the project team from any external interference or distraction that could affect their performance or availability. The project manager should also respect the contractual agreements and scope boundaries of the project, and avoid any unauthorized work or scope creep. Therefore, the project manager should decline the request politely since the issue is unrelated to the project and is not the responsibility of the project team. The project manager should also direct the customer to the appropriate channel or department to handle their request, such as the sales manager or the customer service team. References:

PMP Exam Content Outline, Domain II: Process, Task 9, page 101

PBA Exam Content Outline, Domain III: Analysis, Task 7, page 132

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9: Project Resource Management, Section 9.4: Manage Team, page 3413

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Life Cycle Management, Section 5.3: Manage Requirements Traceability, page 97

 The project manager should have allocated additional time for mentoring the intern, as this would have helped the intern to learn faster and perform better. Mentoring is a key practice in agile projects, as it helps to transfer knowledge, skills, and experience from senior to junior team members. It also fosters collaboration, trust, and feedback within the team. By allocating more time for mentoring, the project manager could have ensured that the intern was adequately supported and prepared to take over the critical role. This would have reduced the risk of delays and quality issues in the project. References:

Role of Agile Mentor - PM Majik

Mentoring | Scrum.org

Agile Team Roles: The 7 Most Important People in Agile Project

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

PMBOK® Guide, 6th Edition, Section 5.1

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

According to the PMBOK® Guide, 7th edition, one of the principles of project management is to collaborate with stakeholders and team members1. This principle emphasizes the importance of establishing and maintaining a shared understanding of the project vision, objectives, and expectations among all project participants. It also suggests that project managers should foster a team culture that supports collaboration, trust, learning, and adaptation1.

In an agile project, the team rules are a set of agreements that define how the team will work together, communicate, and deliver value2. The team rules should be established at the beginning of the project and reviewed periodically to ensure they are still relevant and effective2. The team rules should also be aligned with the agile values and principles, such as responding to change over following a plan and individuals and interactions over processes and tools3.

In this scenario, the project manager observes that the team is having problems meeting their goals in the second iteration. This could indicate that the team rules are not clear, not followed, or not suitable for the current situation. Therefore, the best course of action for the project manager is to provide feedback to the team and conduct a meeting to review the team rules. This will help the team to identify and resolve any issues or conflicts that are affecting their performance, and to update or modify the team rules as needed. This will also help the new team member who does not have agile experience to understand and adapt to the team’s way of working.

The other options are not as effective as option A. Option B, conducting a retrospective meeting to find a root cause, is a good practice for agile teams, but it is usually done at the end of each iteration, not in the middle. A retrospective meeting is also focused on evaluating the past iteration and identifying improvement actions for the next one, not on reviewing the team rules. Option C, requesting agile training for the new member, may be helpful, but it does not address the immediate problem of the team’s performance. It also assumes that the new member is the only source of the problem, which may not be true. Option D, coaching the new team member in agile methodology, is also a good practice, but it is not the primary responsibility of the project manager. The project manager should delegate the coaching task to a more experienced team member or a mentor, and focus on facilitating the team’s collaboration and alignment.

The project manager should determine the communication needs, environment, and tools to get the message across to the remote development team. This is part of the Plan Communications Management process, which involves identifying and documenting the approach to communicate most effectively and efficiently with stakeholders1. Evaluating and reassigning the developing tasks to a local vendor who has worked on previous projects (A) is not a viable option since it would disrupt the project schedule, budget, and scope. Documenting the risk in the risk management plan and using contingency reserves to hire a local vendor (B) is also not appropriate since the communication issue is not a risk but a problem that needs to be resolved. Reviewing lessons learned from previous projects and organizational process assets (OPAs) © is a good practice, but it is not sufficient to address the current situation. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 10, Section 10.1.3.1

The project manager should address the communication needs of all stakeholders and ensure that they are satisfied with the level and frequency of information they receive. The best way to do this is to discuss the issue with all stakeholders and work on a communications management plan that defines the communication requirements, methods, formats, frequency, and responsibilities for each stakeholder group. This will help to avoid misunderstandings, conflicts, and complaints in the future. Recording the meeting and sharing it with the stakeholders who missed it (option C) is a good practice, but it does not solve the root cause of the problem. Ensuring that the stakeholders who are complaining are present for the next meeting (option B) or changing the meeting time to their time zone (option D) are not feasible or fair solutions, as they may create inconvenience or dissatisfaction for other stakeholders. The project manager should consider the time zones of all stakeholders and try to find a suitable time that works for most of them, or use alternative communication methods such as email, video, or audio recordings. References:

PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications Management

PMP Exam Prep, 10th edition, page 405, question 405, answer and explanation

 In a hybrid project, the project manager is responsible for managing the expectations and requirements of all the stakeholders, both internal and external. The project manager also has the authority to approve or reject changes to the project scope, schedule, budget, and quality. Therefore, the team member should inform the stakeholder that the correct procedure for new requirements is to provide it directly to the project manager, who will then evaluate the impact of the change and decide whether to accept or reject it. This way, the team member can avoid being distracted from their work and maintain the productivity of the project. References:

Hybrid Project Management: What is it, Methodology & Software - Teamhood

What Is Stakeholder Management? - ProjectManager

A burndown chart is a graphical tool that shows the amount of work remaining versus the time available for a release or iteration. It helps the agile project manager and the team to monitor the progress and velocity of the work, identify any deviations or impediments, and adjust the plan accordingly. A burndown chart can provide a deeper look into the team’s progress than a release plan, a product roadmap, or a Kanban board, which are more high-level and strategic tools that show the scope, vision, and priorities of the project. 123 References:

https://www.pmi.org/learning/library/agile-metrics-progress-tracking-status-6564

https://www.forbes.com/advisor/business/what-is-agile-project-management/

According to the PMBOK Guide, 6th edition, page 141, the project manager should engage with stakeholders throughout the project life cycle to ensure that their needs and expectations are met. When there are changes in the stakeholder environment, such as new or replaced stakeholders, the project manager should identify them and assess their impact on the project. The project manager should also review and prioritize the new requirements with the stakeholders and analyze how they affect the project scope, schedule, cost, quality, and risk. The project manager should then follow the change control process to submit, evaluate, approve, and implement the change requests that are needed to accommodate the new requirements. This approach ensures that the project manager maintains effective communication, collaboration, and alignment with the stakeholders, and delivers a product, service, or result that meets their needs and expectations.

The other options are not the best choices because they do not address the new requirements in a proactive and collaborative manner. Option B is not the best choice because it implies that the project manager is trying to avoid the new requirements and resist the change, which could create conflict and dissatisfaction among the stakeholders. Option C is not the best choice because it implies that the project manager is accepting all the new requirements without analyzing their impact and feasibility, which could lead to scope creep, unrealistic expectations, and poor quality. Option D is not the best choice because it implies that the project manager is imposing a rigid and inflexible approach to the project, which could alienate the new stakeholders and jeopardize their support and engagement.

The project manager should evaluate the impact the new regulations will have on the project and submit a change request, as this is part of performing integrated change control. Performing integrated change control involves reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan. By evaluating the impact of the new regulations, the project manager can determine how the project scope, schedule, cost, quality, and risks will be affected, and propose the necessary changes to align the project with the new standards. The other options are not the best ways to handle this situation, as they either ignore, delay, or bypass the change control process. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 4, Section 4.6

PMP Exam Content Outline, June 2019, Domain II, Task 7

PMP Sample Test Questions, Question 372

According to the PMBOK Guide, the project manager is responsible for managing the project resources, including materials, and ensuring that they are available and delivered on time. The project manager should also monitor and control the project risks, and implement appropriate responses when they occur. If one important material is still not on site and the delivery date is approaching, the project manager should engage the project team to look for alternatives to find a solution. This means that the project manager should involve the team members who have the relevant expertise, knowledge, and skills to identify and evaluate possible options to overcome the problem, such as using a substitute material, changing the design or scope, or negotiating with the supplier or the client. Engaging the project team to look for alternatives to find a solution will help the project manager to leverage the collective intelligence and creativity of the team, and to find the best solution that meets the project objectives and satisfies the stakeholders. Recording it in the risk register is not a sufficient action, as it does not address the problem or prevent the delay. The project manager should have identified and recorded this risk earlier, and developed a contingency plan to deal with it. Asking the client to help solve the problem is not a good option, as it may damage the relationship and trust between the project manager and the client, and imply that the project manager is not capable of managing the project. The project manager should communicate the problem to the client, but not rely on the client to solve it. Starting procuring this material from another supplier is a risky and costly option, as it may not guarantee the quality, availability, or delivery of the material, and it may incur additional expenses and contractual issues. The project manager should consider this option only after exhausting other alternatives, and with the approval of the relevant stakeholders. References: PMBOK Guide, 6th edition, pages 355-356, 441-442, 456-457.

 According to the PMBOK Guide, the product owner is the person responsible for defining and prioritizing the product backlog, and ensuring that the product delivers value to the customer and stakeholders1. The product owner also collaborates with the project team and the project manager to review the work in progress and provide feedback2. Therefore, if a key agile project team member takes a leave of absence in the middle of an iteration and will not return to work for a while, the project manager should review the work in progress with the product owner to determine the next step regarding the feature on which the team member was working. The product owner may decide to defer, modify, or cancel the feature depending on the value and urgency of the feature. The other options are not the best actions for the project manager to do next. Assigning the feature to another team member may not be feasible or desirable, as it may disrupt the team’s self-organization and velocity3. Reviewing team capacity and reassigning the functionality to additional iterations may not be aligned with the product owner’s vision and expectations4. Determining if the team member can work from home may not be possible or appropriate, as it may depend on the team member’s personal situation and the nature of the work. References:

1: PMBOK Guide, 6th edition, page 49

2: PMBOK Guide, 6th edition, page 50

3: PMBOK Guide, 6th edition, page 52

4: PMBOK Guide, 6th edition, page 53

: PMBOK Guide, 6th edition, page 54

: PMBOK Guide, 6th edition, page 57

The project manager should set clear expectations with the new team member and explain the differences between the agile and predictive approaches, as well as the benefits and challenges of working in a hybrid environment. The project manager should also encourage the new team member to share their agile experience and best practices with the existing team members, and foster a collaborative and learning culture among the team. Training the new team member in the predictive approach (A) is not enough, as it does not address the potential gaps and conflicts that may arise from working in a hybrid environment. Acknowledging that hiring the new employee is a risk (B) is not helpful, as it may create a negative impression and undermine the trust and respect among the team members. Meeting with all team members and explaining the new employee’s position (D) is also not sufficient, as it does not clarify the expectations and roles of the new team member, nor does it leverage their agile experience. References: PMBOK Guide, 7th edition, page 91; Agile Practice Guide, page 14.

The project manager should check with the agile teams to see if their understanding of the Agile Manifesto is correct because the Agile Manifesto values working software over comprehensive documentation. This means that agile teams should produce only the essential documentation that adds value to the project and the customer, and avoid unnecessary or excessive documentation that may slow down the delivery process or become outdated. The project manager should respect the agile teams’ autonomy and self-organization, and not impose any documentation requirements that are not aligned with the agile principles and practices. The project manager should also collaborate with the agile teams to understand their documentation needs and preferences, and support them in creating and maintaining the appropriate documentation for the project. References:

PMBOK® Guide, 6th edition, page 25, section 1.2.4

PMI-PBA Guide, 1st edition, page 14, section 1.3.3

[Agile Manifesto]

PMP Questions page 494, question 494

Free PMP Practice Exam Questions, question 2

PMP Project Management Professional Exam Study Guide, page 494, section 9.1

According to the PMBOK Guide, the project manager should use a collaborative or problem-solving approach to handle conflicts, as it results in a win-win situation and enhances the project performance1. The project manager should also communicate with the team members and involve them in the decision-making process, as it fosters trust and commitment2. Therefore, the best option is to meet the team member and try to plan a course of action together. Option A is incorrect because guiding the team member on how to resolve the conflict may not address the root cause of the conflict or the impact on the project schedule. Option B is incorrect because analyzing the project schedule and looking for alternatives may not consider the team member’s perspective or input. Option C is incorrect because performing crashing and/or fast tracking of the schedule may not resolve the conflict or may introduce new risks or issues to the project. References: 1: PMBOK Guide, 6th edition, section 9.5.2.1, p. 363 2: PMBOK Guide, 6th edition, section 9.4.2.3, p. 356

The project manager should describe to the team members how specific tools and techniques can be used to finish on time, as this will help them understand the rationale behind the rigorous process and how it can benefit the project. This will also demonstrate the project manager’s respect for the team’s expertise and autonomy, and foster a collaborative and supportive environment. The other options are not as effective or appropriate as describing the tools and techniques to the team. Crashing the project schedule and asking the team to work overtime may increase the risk of errors, burnout, and resentment. Motivating the team by offering incentives may not address the root cause of the resistance, and may create a sense of coercion or manipulation. Convincing the team to use a specific methodology may not be feasible or suitable for the project, and may undermine the team’s self-organization and creativity. References:

PMBOK Guide, 7th edition, page 249

PMI-PBA Exam Content Outline, 2018, page 11

According to the PMBOK® Guide, the project manager should document the technical reviews with the new change and obtain formal acceptance from the customer before delivering the project. This is part of the Validate Scope process, which ensures that the project deliverables meet the agreed requirements and specifications. By documenting the technical reviews, the project manager can demonstrate the rationale and benefits of the change, as well as the impact on the project scope, schedule, cost, quality, and risk. By obtaining formal acceptance, the project manager can ensure that the customer is satisfied with the project outcome and avoid any disputes or rework later. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Chapter 5, Section 5.5, Validate Scope

PMP Exam Prep, 10th edition, Rita Mulcahy, Page 157, Validate Scope

According to the PMBOK® Guide, integrated change control is the process of reviewing all change requests, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan. It also involves communicating the decisions on the change requests to the relevant stakeholders. The project manager should evaluate the proposed change with integrated change control to determine its impact on the project objectives, scope, schedule, cost, quality, risk, and benefits. The project manager should also discuss the change with the project sponsor, who is the person or group that provides resources and support for the project and is accountable for enabling success. The project sponsor can help the project manager to obtain approval for the change, resolve conflicts, and align the change with the strategic objectives of the organization. References:

PMBOK® Guide, Seventh Edition, Section 8.2.2.1, “Integrated Change Control”

PMBOK® Guide, Seventh Edition, Section 4.4.3.2, “Project Sponsor”

 This is the best answer because it involves engaging the relevant stakeholders in a constructive dialogue about the importance and benefits of following the project management procedures. According to the PMBOK Guide, project management procedures are part of the organizational process assets that help the project manager and the team to perform their work effectively and efficiently. By initiating a review of the procedures, the project manager can identify the gaps, issues, and opportunities for improvement, as well as communicate the value and rationale of the procedures to the CTO and the team. This can also help to build trust, collaboration, and commitment among the project participants. References: PMBOK Guide, 6th edition, pages 38-39, 541-542.

The project manager should first assess the current state process to understand the existing problems, needs, and opportunities for improvement. This will help to define the scope of the digitization project, which is the sum of the products, services, and results to be delivered by the project. Digitizing the current state process exactly as defined, redefining the current state process to scope the supporting software, or developing the software that will support the current state process are all actions that should be done after defining the project scope, not before. References: PMBOK Guide 7th Edition, page 71; Agile Practice Guide, page 37.

The project manager should address the issue between the two team members by scheduling a meeting with them and using conflict resolution techniques to find a mutually acceptable solution. This way, the project manager can prevent the issue from escalating and affecting the project performance and team morale. This approach is consistent with the agile principle of fostering collaboration and trust among the team members12. References: 1: PMBOK Guide, 6th Edition, Chapter 9: Project Resource Management 2: Agile Practice Guide, Chapter 2: An Agile Mindset

According to the PMBOK Guide, the project manager should manage stakeholder expectations and communicate any changes that affect the project scope, schedule, cost, or quality. The project manager should also collaborate with the product owner, who is responsible for defining and prioritizing the product backlog, to ensure that the stakeholder’s needs are met. The product owner can assess the value and urgency of the new requirement and decide whether it should be added to the current sprint or deferred to a later release. The other options are either too passive, too risky, or too disruptive for the project. References: PMBOK Guide, 6th edition, page 49-50, section 2.1.3; page 135-136, section 4.2.3.1; page 540-541, section 13.3.2.4.

The project manager should have assessed the organizational culture at the beginning of the project to understand the readiness and willingness of the functional groups to adopt agile approaches. Organizational culture is the set of shared values, beliefs, and norms that influence the way people think, feel, and behave in an organization. It affects the project management style, communication, stakeholder engagement, and change management. By assessing the organizational culture, the project manager can identify the potential barriers and enablers for agile transformation, and plan appropriate strategies to address them. For example, the project manager can provide training, coaching, mentoring, and feedback to the functional groups to help them understand and embrace the agile values and principles. Circulating the project charter (option A) is a good practice, but it does not ensure that the functional groups are prepared and supportive of the agile approaches. Determining the level of maturity of the employees (option C) is a useful input, but it does not capture the whole picture of the organizational culture. Communicating the project schedule (option D) is also important, but it does not address the underlying reasons for the pushback from the functional groups. References:

PMBOK Guide, 6th edition, page 30-31, section 2.2.2 Organizational Culture

[Agile Practice Guide], page 16-17, section 2.1.2 Organizational Culture

PMP Exam Prep, 10th edition, page 435, question 435, answer and explanation

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Communications Management knowledge area is Plan Communications Management, which involves determining the information and communication needs of the project stakeholders. One of the tools and techniques for this process is communication requirements analysis, which considers factors such as the availability, frequency, format, and level of detail of the information. By asking the project sponsor what sort of information is needed and agreeing on a frequency for the communication, the project manager is performing communication requirements analysis, which will help to tailor the communications management plan to the specific needs and preferences of the project sponsor. References: PMBOK Guide, 6th edition, pages 361-362, 367.

 The project manager should plan for incremental and iterative delivery based on feedback from the marketing and sales team because this is an example of adaptive development approach, which is suitable for projects with high uncertainty and changing requirements. By delivering value in increments and iterations, the project manager can validate the assumptions and benefits of the project, and adjust the scope and direction as needed. This way, the project manager can address the stakeholders’ concerns and ensure that the project delivers the most efficient and effective sales channels for the organization. References:

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

PMI-PBA Guide, 1st edition, page 13, section 1.3.2.2

PMP Sample Test Questions, question 1

Free PMP Practice Exam Questions, question 1

PMP Questions page 484, question 484

Retrospective results are the outputs of the retrospective meeting, which is a ceremony that is performed at the end of every sprint or iteration in an agile project. The retrospective meeting is an opportunity for the team to reflect on what went well, what could be improved, and how to implement the improvement actions in the next sprint or iteration. The retrospective results can help the project manager to identify the risks and opportunities for the event planning, and to update the risk register accordingly. 12345 References:

1: ProjectManagement.com - Retrospectives

2: A Guide To Effective Retrospectives By Project Managers

3: Retrospective - BrainBOK

4: Retrospective - Lovepmp

5: Retrospective - InLoox

The project manager should address this concern with the functional managers to ensure there will be no further delays in the project. The functional managers are the managers who have authority over the team members in their respective functional areas, such as engineering, marketing, finance, etc. The functional managers are responsible for assigning and releasing the team members to the project, as well as providing them with the necessary training, support, and feedback. The project manager should communicate and coordinate with the functional managers to ensure that the team members are available and committed to the project, and that they are not distracted or overloaded by other nonproject-related tasks. The project manager should also explain to the functional managers the impact of their emails on the team’s productivity and morale, and request them to respect the team’s priorities and schedules. The project manager should also seek the support and intervention of the project sponsor or the senior management, if needed, to resolve any resource conflicts or issues.

The other options are not the best actions for the project manager to take in this situation. Asking the product owner to speak with the functional managers to ensure future requirements come through the product owner is not relevant or effective, as it does not address the current problem of the team members receiving emails from their functional managers to support other nonproject-related tasks. The product owner is the person who represents the customer’s voice and defines and prioritizes the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner is not involved in the resource management or allocation of the project, and may not have the authority or influence to negotiate with the functional managers. Logging this as a risk in the risk register and continuing to monitor the issue at subsequent meetings is not proactive or sufficient, as it does not prevent or mitigate the negative impact of the team members receiving emails from their functional managers to support other nonproject-related tasks. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, and owners. The project manager should not just document and monitor the issue, but also take action to resolve it as soon as possible. Scheduling a meeting with all of the functional managers to resolve the resource conflicts may be too time-consuming and complicated, as it may involve multiple parties and perspectives. The project manager should not wait for a meeting to address the issue, but rather contact the functional managers individually and directly, and seek their cooperation and understanding. References:

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.2, “Plan Resource Management”

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.3, “Acquire Resources”

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.5, “Control Resources”

PMBOK® Guide, 6th Edition, Chapter 11, Section 11.4, “Plan Risk Responses”

PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 8, Section 8.2, “Planning Resources” 1

According to the PMBOK Guide, the project manager is responsible for managing the project team and ensuring that the team members perform their roles and responsibilities in an ethical manner1. The project manager should also apply the PMI Code of Ethics and Professional Conduct2, which states that project managers should respect the confidentiality and privacy of others3. If a team member violates the ethical standards, the project manager should address the issue promptly and constructively4. The best way to do this is to speak with the key team member to clarify the situation, understand the reasons behind the breach, and explain the consequences and expectations. This will help to resolve the conflict, restore trust, and prevent further escalation.

The other options are not the best ways to handle the situation, because they do not involve direct communication or problem-solving with the key team member. Option A is too passive and may imply that the project manager is not capable of managing the team. Option C is too collective and may create more tension or resentment among the team members. Option D is too harsh and may violate the due process or the employment contract of the team member. References:

1: PMBOK Guide, 6th Edition, page 335

2: PMBOK Guide, 6th Edition, page 29

3: PMI Code of Ethics and Professional Conduct, page 5

4: PMBOK Guide, 6th Edition, page 343

According to the Project Management Body of Knowledge (PMBOK) Guide, one of the key activities in the project initiation process is to identify the project stakeholders and their requirements1. This includes the documentation requirements for the project, such as the format, content, quality, frequency, and distribution of the project documents2. By confirming the documentation requirements with the stakeholders at the beginning of the project, the project manager can ensure that the project documentation will meet the expectations and needs of the stakeholders, as well as comply with any regulatory or contractual obligations3. This will also help the project manager to plan, execute, monitor, and control the project documentation throughout the project life cycle4. Conducting a document review, updating the project templates, and implementing a new change control policy are all important activities for managing project documentation, but they are not sufficient to ensure that the project documentation will fulfill the regulatory requirements. The project manager needs to confirm the documentation requirements with the stakeholders first, and then use these activities to support the documentation process. References:

1: PMBOK Guide, 6th edition, page 30

2: PMBOK Guide, 6th edition, page 89

3: PMBOK Guide, 6th edition, page 112

4: PMBOK Guide, 6th edition, page 123

According to the PMBOK® Guide, the project manager is responsible for managing the project changes and ensuring that they are aligned with the project objectives and stakeholder expectations. Therefore, the project manager should evaluate the impact of the decision to switch from a cloud-based system to a dial-up service on the project scope, schedule, cost, quality, risk, and communication. The project manager should then communicate the impact analysis and the potential alternatives to the management and seek their approval or guidance. Agreeing with management and continuing working the project management plan may not be the best option, as it may result in poor project performance, stakeholder dissatisfaction, or ethical issues. The project manager should not blindly accept the decision without analyzing its consequences and exploring other options. Meeting with management about their decision and asking them to get another project manager may be unprofessional and irresponsible. The project manager should not abandon the project or escalate the issue without trying to resolve it first. Replacing some of the team members that work virtually to help the company save money may not be feasible or desirable. The project manager should consider the impact of losing valuable team members, the cost and time of hiring and training new ones, and the effect on the team morale and productivity. References: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.6 (Perform Integrated Change Control) and Chapter 13, Section 13.3.2.4 (Project Manager)

A benefits management plan is a document that describes how and when the benefits of the project will be delivered, and how they will be measured and evaluated. It also aligns the benefits with the organization’s strategic objectives and shows how the project contributes to them. A benefits management plan can help the project manager communicate the value and benefits of the project to the stakeholders, especially if the project is in danger of failing or losing support. A benefits management plan is an output of the Identify Stakeholders process in the PMBOK Guide, and it is also covered in the PMI-PBA Exam Content Outline under Domain II: Needs Assessment. References:

PMBOK Guide, 7th edition, page 133

PMI-PBA Exam Content Outline, 2018, page 9

The project manager should try to resolve the conflict between the supervisor and the workers by communicating the company culture and values, and how they affect the project objectives and stakeholder satisfaction. The project manager should also seek to understand the supervisor’s perspective and goals, and find a way to align them with the project team’s needs and expectations. This approach is consistent with the PMBOK Guide’s recommendations on managing stakeholder engagement, conflict management, and leadership skills12. References: 1: PMBOK Guide, 6th Edition, Chapter 13: Stakeholder Management 2: PMBOK Guide, 6th Edition, Appendix X3: Interpersonal and Team Skills

The project manager should recommend the product owner prioritize the missing work higher because it is needed for the initial launch of the new product. The product owner is responsible for defining and prioritizing the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner should ensure that the product backlog reflects the customer’s needs and preferences, as well as the project’s scope and objectives. The project manager should collaborate with the product owner and provide guidance and support on the product backlog management. The project manager should also communicate with the agile team and facilitate their involvement and feedback on the product backlog. The project manager should advise the product owner to prioritize the missing work higher because it is essential for the minimum viable product (MVP), which is a version of the product that has enough features and functionality to satisfy the customer’s needs and expectations. The MVP is the main goal of the initial launch of the new product, as it allows the project team to deliver value to the customer early and often, and to obtain feedback and validation for the product. The project manager should explain to the product owner the importance and benefits of delivering the MVP, and the risks and consequences of delaying or omitting the missing work. The project manager should also help the product owner to balance the competing demands and trade-offs of the product backlog, and to align the product backlog with the project’s vision, goals, and strategy.

The other options are not the best actions for the project manager to take in this situation. Letting the project team pull the recommended work from the bottom of the backlog to maximize value creation may cause confusion and inconsistency in the product backlog, as well as conflict and distrust between the product owner and the agile team. The product owner is the sole authority for defining and prioritizing the product backlog, and the agile team should respect and follow the product owner’s decisions. The project manager should not undermine the product owner’s role or authority, but rather support and facilitate the collaboration and communication between the product owner and the agile team. Analyzing and reprioritizing the backlog and providing the decision to the product owner and team may also undermine the product owner’s role and authority, as well as violate the agile principles and values. The project manager should not impose their own decisions or opinions on the product backlog, but rather advise and assist the product owner in making informed and effective decisions. The project manager should also not act as a intermediary or a gatekeeper between the product owner and the agile team, but rather enable and encourage direct and frequent interaction and feedback among them. Empowering the product owner by supporting the decision and instructing the team to follow the prioritization as provided may ignore the agile team’s input and feedback, as well as jeopardize the project’s success and quality. The project manager should not blindly support the product owner’s decision or instruct the agile team to follow the prioritization as provided, especially if the decision or the prioritization is not aligned with the project’s scope and objectives, or the customer’s needs and expectations. The project manager should challenge and question the product owner’s decision or prioritization if it is not based on valid and relevant criteria or data, or if it does not deliver the maximum value to the customer and the project. The project manager should also listen and consider the agile team’s input and feedback, as they have the technical expertise and experience to perform the work and to deliver the product. References:

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.4, “Prioritized Product Backlog”

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.6, “Minimum Viable Product”

PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2.2.1, “Stakeholder Engagement Plan”

PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1

According to the PMBOK Guide, 6th edition, section 13.1.3.1, the stakeholder register is a project document that identifies the stakeholders who have an interest in the project or may be affected by the project. The stakeholder register should be updated whenever there is a change in the stakeholder community, such as when a new stakeholder is identified or an existing stakeholder leaves the project. The new business unit manager is a new stakeholder who has authority and influence over the project, and therefore should be added to the stakeholder register. The stakeholder engagement plan, which is a subsidiary plan of the project management plan, describes the strategies and actions to engage the stakeholders and manage their expectations throughout the project life cycle. The stakeholder engagement plan should also be updated to reflect the new stakeholder’s current and desired level of engagement, as well as the communication and engagement activities planned for the new stakeholder. The other options are not the best next steps for the project manager, because they do not address the need to formally identify and document the new stakeholder and plan for their engagement. Contacting the previous business unit manager may be helpful, but it is not a formal project document. Sending the new manager a copy of the project charter may be informative, but it does not capture the new stakeholder’s needs and expectations. Scheduling a meeting with the new manager may be beneficial, but it should be done after updating the stakeholder register and the stakeholder engagement plan. References:

PMBOK Guide, 6th edition, section 13.1.3.1, page 513

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 2, page 30

Agile project management welcomes changes in scope, but it also requires a trade-off of other items in the product backlog. The product owner owns the backlog and has to be able to make these decisions regarding trade-offs between stories and features. The project manager should guide the agile team to add the new scope to the product backlog and prioritize it according to the project goals and customer value. The project manager should also conduct regular backlog grooming sessions to assess and update the backlog items. The new scope should not be added to the current sprint, unless it is small enough to be completed by the time the sprint ends and does not affect the sprint goals. Creating a parallel sprint, pausing the sprint, or moderating the expectations for sprint quality are not agile practices and would compromise the project’s agility, quality, and delivery. References:

How Agile Addresses Changing Project Scope

Agile Twists & Turns: How to Handle Scope Changes

How to change your project’s scope (the right way)

Agile Scope Management: Refactor Your PMP

 The project manager should meet with the team member’s functional manager to try to remove the impediment that is preventing the team member from completing their user story. The project manager should explain the impact of the delay on the project scope, schedule, and quality, and negotiate a solution that would allow the team member to resume their work on the user story as soon as possible. This approach is consistent with the agile principle of removing impediments and enabling self-organizing teams12. References: 1: PMBOK Guide, 6th Edition, Chapter 5: Project Scope Management 2: Agile Practice Guide, Chapter 2: An Agile Mindset

According to the PMP Exam Content Outline, one of the tasks of a project manager in the leading domain is to “Communicate roles, responsibilities, and reporting relationships to team members and stakeholders in order to create a project team environment that fosters performance.” This implies that the project manager should reaffirm the required project obligations directly with the team member who failed to communicate the reason for their absence from three team meetings. The project manager should clarify the expectations and consequences of the team member’s behavior, and provide constructive feedback and coaching to help them improve their communication skills and accountability. The project manager should also document the issue and the actions taken to resolve it, and monitor the team member’s performance and attendance. Reaffirming the project obligations directly with the team member can help to prevent further misunderstandings, conflicts, or delays in the project, and enhance the team member’s engagement and commitment. References:

: PMP Exam Content Outline

: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9.4.2.1 and 9.4.3.2

: Business Analysis for Practitioners: A Practice Guide, Chapter 4.4.1 and 4.4.2

: How do project managers deal with unplanned leaves?1

: How to deal with a team member who keeps missing deadlines?2