PMI PMP - Project Management Professional (2025 Version)

In the context of project management, particularly when a project is in the execution phase and the client’s engagement levels have changed, it is crucial to maintain open communication and collaboration. Discussing the requested changes with the client ensures that their needs are understood and considered. This collaborative approach aligns with the PMBOK® Guide’s emphasis on stakeholder engagement as a key aspect of project management. It is important to involve stakeholders, especially clients, in decisions that affect the project scope and outcomes. By jointly reviewing the changes, the project manager can work with the client to assess the impact on the project’s objectives, timeline, and budget, and make informed decisions that align with the project’s goals and the client’s expectations.

The approach of discussing changes with the client is supported by the PMBOK® Guide, which outlines the importance of stakeholder engagement and collaboration in project management1. Additionally, the Professional in Business Analysis Reference Materials emphasize the role of business analysis in understanding stakeholder needs and facilitating effective communication between stakeholders and the project team2.

When faced with a situation where a contractor stops participating in meetings and fails to submit reports, the project manager should take the following steps:

1.Assess the Situation as a Risk: The project manager should view this issue as a risk to the project. Lack of communication and reporting can impact project progress, quality, and stakeholder satisfaction. By identifying it as a risk, the project manager can proactively address it.

2.Reach Out to the Contractor: The project manager should communicate with the contractor to understand the reasons behind their behavior. It’s essential to have an open conversation to uncover any underlying issues or challenges the contractor is facing.

3.Identify the Origin of Resistance: The project manager should inquire about the specific reasons why the contractor finds these activities time-consuming. Is there a valid concern, such as workload or conflicting priorities? Or is it a matter of misunderstanding or misalignment?

4.Explore Solutions: Based on the contractor’s feedback, the project manager can explore potential solutions. This might involve adjusting the reporting frequency, streamlining the reporting process, or clarifying expectations. The goal is to find a balance that ensures project progress while respecting the contractor’s workload.

5.Reinforce Commitments: Remind the contractor of their initial commitment to submitting reports and attending meetings. Emphasize the importance of timely communication and collaboration for project success.

6.Document the Interaction: Regardless of the outcome, document the conversation with the contractor. This documentation can serve as evidence if further actions are needed.

 In a scenario where a company is not yet profitable and is facing project delays with an overwhelmed staff, the project manager should prioritize the projects based on their potential to increase profit. This is in line with the principles of project financial management, which suggest that prioritizing projects that align with the company’s strategic goals, such as financial objectives, is crucial. By focusing on projects that are more likely to contribute to the company’s profitability, the project manager can help ensure that resources are allocated effectively and that the company’s financial position is strengthened. This approach is supported by the PMBOK® Guide, which emphasizes the importance of aligning projects with organizational strategy and business objectives.

The Project Management Professional (PMP) guidelines emphasize the importance of a cost-benefit analysis as a systemic approach to evaluate and compare the costs and benefits of different project proposals. This process is crucial when considering changes that can impact project costs and benefits. It involves determining all direct and indirect cost estimates, defining and calculating all tangible and intangible benefits, and using an appropriate Cost Benefit Analysis (CBA) algorithm to analyze the cost and benefit streams12. Additionally, the PMBOK Guide’s change management process outlines the need for an impact analysis of change requests, which is a key component of the cost-benefit analysis, before presenting the change to the Change Control Board (CCB)3.

Agile and incremental delivery focuses on delivering value early and frequently. Since the prototype is being built incrementally, the project is likely following an adaptive or hybrid lifecycle. In such cases, delivering business value as soon as possible is the key objective. This enables faster feedback, early realization of benefits, and improved customer satisfaction.

According to the PMBOK® Guide – Seventh Edition (Value Delivery System), one of the key goals of a project is to maximize value delivery. The Agile Practice Guide emphasizes iterative delivery and prioritizing features with the highest business value early in development.

Option A (PDCA) is a general continuous improvement method, not specific to value delivery prioritization.

Option C (Kanban) is a scheduling method that may help visualize flow but is not the primary priority here.

Option D (informing the sponsor of the schedule) is good practice but not the highest priority in this context.

When a team member is experiencing personal issues that affect their work, it is important for the project manager to show empathy and provide support. Understanding the team member’s situation can help in finding ways to assist them, whether it’s through offering flexible work arrangements, providing access to counseling services, or temporarily reallocating tasks. This approach not only helps the team member but also maintains the cohesion and productivity of the team.

The PMBOK® Guide highlights the importance of project managers supporting team performance, which includes recognizing and addressing personal issues that may impact work1. Additionally, the Professional in Business Analysis (PMI-PBA) materials emphasize the role of the project manager in understanding and supporting team members to ensure that personal issues do not hinder project progress234.

 The project manager should have conducted periodic reviews with the manager on resource availability. This proactive approach would have allowed the project manager to identify the capacity issue earlier and take measures to mitigate the risk of a delayed equipment installation. Regular reviews can reveal potential conflicts or shortages in resources, allowing for timely interventions such as securing additional resources or adjusting the project schedule accordingly21. References: = Project Management Professional (PMP) Certification, Professional in Business Analysis (PMI-PBA) Handbook.

Daily meeting: Goal for this iteration

Iteration retrospective: Development flow

Iteration planning: Backlog items completed or not

Iteration review: Continue, stop, or start actions

Comprehensive and Detailed Explanation: In agile project management, communication events are structured to facilitate specific discussions:

Daily meetings focus on the immediate goals and what will be accomplished during the current iteration.

Iteration retrospectives are used to reflect on the development flow and identify improvements for future iterations.

Iteration planning involves discussing which backlog items have been completed and which have not, setting the scope for the upcoming iteration.

Iteration reviews provide an opportunity to discuss what should continue, stop, or start in the next iteration based on feedback and results.

These events ensure that the team remains aligned, focused, and continuously improving their process.

Before implementing any new directive, especially during an ongoing project, the project manager must first assess its potential impact on project performance, delivery timeline, and team morale. PMI promotes the use of decision-making based on impact analysis and objective evaluation.

According to the PMBOK® Guide – Seventh Edition (Measurement and Planning Performance Domains), project managers must ensure that metrics align with performance goals and do not create disruptions.

Option B is helpful but premature before understanding the implications.

Option C assumes disruption without validating it.

Option D postpones compliance and could violate governance expectations.

The ratio of earned value (EV) to actual cost (AC), also known as the cost performance index (CPI), is a measure used in earned value management (EVM) to assess the cost efficiency of a project’s budget. A CPI less than 1 indicates that the project is over budget, meaning it is costing more to complete the work than was originally planned. In this case, a CPI of 0.9024 suggests that for every unit of currency spent, the project is only earning 0.9024 units of value, thus earning less value than was planned. This is a critical metric in EVM as it helps project managers understand cost performance and forecast future cost performance issues.

PMBOK® Guide – Sixth Edition; Professional in Business Analysis (PBA) Reference Materials.

 In a situation where the project delivery is based on a fixed price in cryptocurrency, and there is an agreement to adjust the scope according to the value of the cryptocurrency at the end of each iteration, an incremental approach with a minimum viable product (MVP) is most suitable. This approach allows for the delivery of increments of value in alignment with the agreed price and enables both parties to assess and adjust the scope iteratively. It accommodates the volatility of cryptocurrency by allowing scope adjustments that reflect the currency’s value at regular intervals, ensuring that the project does not exceed the financial constraints while still delivering value12.

 In an agile project, collaboration and team input are crucial for success. Before sending details and estimates to the client, the project manager should engage with the team to gather their insights and expertise. This ensures that the project plan reflects a realistic approach, considering the team’s views on dependencies and potential risks. Agile methodologies emphasize the importance of team collaboration and iterative development, which includes regularly revisiting and adjusting plans as the project progresses1234.

Establishing an enterprise governance structure with division leaders is a strategic approach to ensure that policies and procedures are followed across the organization. This aligns with the PMBOK® Guide’s emphasis on the importance of governance in project management, which includes the development of policies and procedures to guide the project’s conduct and ensure its alignment with organizational objectives. It also involves engaging the appropriate stakeholders in decision-making processes, which is a key aspect of effective project management as outlined in the PMP Examination Content Outline1.

When faced with a major process change in HR acquisition, especially one that implies longer processing times, it is essential for the project manager to first assess the impact of this change on the project’s objectives and deliverables. By reviewing the project management plan, the project manager can determine the appropriate adjustments to the project schedule, resources, and strategies to mitigate any negative effects on the project’s timeline and costs. This proactive approach aligns with the principles of effective project management, which include flexibility and responsiveness to changes within the project environment.

= The PMBOK guide emphasizes the importance of continuously monitoring and controlling project work to address changes and implement necessary adjustments1. Additionally, the role of HR in managing changes during mergers and acquisitions, as outlined in professional business analysis resources, supports the approach of assessing impacts and planning accordingly234.

When a project has been formally closed, any additional scope items should be treated with caution. The project manager should evaluate the nature of the request to understand its implications fully. This involves assessing whether the request aligns with the project’s objectives, determining if it introduces risks or requires additional resources, and considering the impact on the project’s stakeholders. The project manager should then plan communication with all relevant stakeholders, including the operational functional manager, to discuss the feasibility of the request and the appropriate course of action. This approach ensures that any action taken is well-informed and agreed upon by all parties involved.

(Based on the PMBOK® Guide and standards from the Project Management Institute12, and the principles of managing change requests as outlined in the Professional in Business Analysis materials3.)

 The declining schedule performance index (SPI) indicates that the project is not progressing as planned. The first step should be to understand the root cause of the deviation and to adjust the project baseline accordingly if necessary. This is in line with the PMBOK guide’s principles, which suggest that when project performance deviates from the plan, the project manager should review and analyze the project schedule to understand the reasons behind the deviation and to manage stakeholder expectations1. Rebaselining the project may involve redefining the schedule, scope, and cost baselines to reflect the current understanding of the project. This approach allows the project manager to set a more realistic path forward and to communicate changes to stakeholders effectively.

The PMBOK® Guide and the PMP Examination Content Outline provide guidance on the project manager’s role in monitoring and controlling project work, which includes managing schedule deviations and rebaselining as necessary2. The Professional in Business Analysis Reference Materials also emphasize the importance of accurate and realistic project planning and the need for continuous monitoring and adjustment3.

When resource constraints conflict with the full scope of stakeholder requirements, the project manager should first facilitate a requirements prioritization workshop. This allows stakeholders to collaboratively identify the most critical features and align scope with available resources.

The PMBOK® Guide – Seventh Edition emphasizes value delivery and stakeholder collaboration in prioritizing scope based on constraints. Requirements workshops are standard tools in scope planning and requirements elicitation.

Option B makes unilateral scope decisions, which could lead to stakeholder dissatisfaction.

Option C is valid, but only after the team jointly prioritizes based on business need.

Option D skips proper prioritization and assumes the budget can be increased, which may not be feasible.

When a project sponsor requests additions to the project scope, it is essential to follow a structured change management process. Creating a change request for the CCB is a critical step in this process. The CCB will review the proposed changes, assess their impact on the project’s objectives, constraints, and overall benefits, and then make an informed decision on whether to approve, reject, or request modifications to the change123. This ensures that all changes are thoroughly evaluated and aligned with the project’s goals and resources.

The best course of action in this scenario is to assess the team member’s development needs and provide the necessary training. This aligns with the PMP’s focus on developing competencies and the PMBOK Guide’s emphasis on project team development as a part of project human resource management. The PMBOK Guide highlights the importance of developing the project team to improve knowledge, skills, and interaction, which contributes to overall project performance. Training can enhance the team member’s skills, making them more effective in their role and contributing to the project’s success.

The stakeholder register is a key input for managing communications. In Agile, frequent communication and stakeholder inclusion are vital. If there’s a failure due to incorrect contact data, the Scrum Master should proactively review and verify the full stakeholder register to ensure it’s accurate and complete, preventing recurrence.

According to the PMBOK® Guide – Seventh Edition (Stakeholder and Communication Performance Domains), it is the responsibility of the project team to maintain accurate stakeholder information. This promotes engagement, transparency, and effective decision-making.

Option A places undue burden on the product owner and is inefficient.

Option B shifts responsibility to the stakeholder.

Option C demonstrates poor accountability.

When an organization is assessing the use of agile delivery approaches and a decision is made to shift from Scrum to a predictive approach, it is essential for the project manager to define a project management plan that reflects this new approach. This involves updating or creating new plans to cover aspects such as scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement to align with the predictive methodology. The project management plan serves as a roadmap for the project and guides the team on how to execute, monitor, and control the project. It is critical to ensure that the plan is comprehensive and integrates all aspects of the project management processes and knowledge areas as outlined in the PMBOK® Guide.

PMBOK® Guide – Sixth Edition, Section 4.2 Develop Project Management Plan; Agile Practice Guide.

 Effective communication is crucial for the success of virtual teams. Regularly collecting feedback from team members can help the project manager understand the effectiveness of current communication methods and identify areas for improvement. This approach aligns with PMI’s emphasis on continuous engagement and iterative improvement in project management processes.

The answer is supported by PMI’s resources on best practices for managing and developing virtual project teams, which suggest that understanding team dynamics and maintaining open lines of communication are essential for virtual team engagement and performance12.

For a complex project with a high degree of change, increasing the active engagement and participation of key stakeholders is crucial. This strategy ensures that stakeholders are involved in the decision-making process, which can help in managing expectations, gaining valuable insights, and fostering a sense of ownership among all parties involved. It also aids in identifying potential risks and changes early on, allowing for a more adaptive and responsive approach to project management.

PMBOK® Guide – Sixth Edition.

The Standard for Business Analysis – PMI-PBA® Guide.

Project Management Institute’s resources on stakeholder engagement and communication.

 In a situation where the project has dependencies on the client’s vendor management system but the vendor management team does not benefit directly from the project, it is crucial to engage and gain the support of the vendor management head. The project manager should collaborate with the project sponsor to develop a communications management plan that addresses the importance of the vendor management head’s support for the success of the project. This plan should outline the criticality of the vendor management system to the project’s requirements and strategize on how to communicate this effectively to the vendor management head, ensuring their understanding and cooperation.

PMBOK® Guide – Sixth Edition

The Standard for Business Analysis – PMI-PBA® Guide

Predictive:

Requirements: are controlled as requirements and constraints emerge.

Changes: are elaborated frequently during delivery.

Risk and Cost: are continuously involved.

Key Stakeholders: are controlled by detailed planning.

Agile:

Requirements: are defined up-front before development team begins.

Changes: are constrained as much as possible.

Risk and Cost: are incorporated in real-time during delivery.

Key Stakeholders: are involved at specific milestones.

The predictive project approach, often referred to as the waterfall model, is characterized by its sequential phase-to-phase development where requirements and planning are done up-front. In contrast, the agile approach is iterative and incremental, with requirements and solutions evolving through collaboration between self-organizing cross-functional teams.

In the predictive approach:

Requirements are detailed early in the project and changes are managed through a formal process.

Changes are not expected to be frequent and are carefully managed.

Risk and Cost are analyzed and assessed as part of the initial planning.

Key Stakeholders are identified and their needs are addressed through detailed planning.

In the agile approach:

Requirements are often co-created with stakeholders and can evolve as the project progresses.

Changes are expected and embraced as part of the methodology to adapt to evolving needs.

Risk and Cost are managed in real-time, allowing for quick responses to change.

Key Stakeholders are engaged continuously, with their feedback incorporated into the project iteratively.

The PMBOK® Guide1 and the Agile Practice Guide provide a framework for understanding these approaches. The PMP Examination Content Outline2 also details the differences between predictive and agile methodologies, emphasizing the importance of choosing the right approach based on the project’s needs and environment.

 In agile project management, the highest priority is to satisfy the customer through early and continuous delivery of valuable software. Conflicts regarding organizational processes that do not add value to the project should be resolved by focusing on the needs of the customer. This approach is in line with the principles of agile methodologies, which emphasize customer collaboration over contract negotiation and responding to change over following a plan.

 When a customer requirement change is identified, the project manager should first validate the change with the product owner and the development team. This ensures that the change is feasible and assesses its impact on the project. The PMBOK Guide outlines the importance of involving stakeholders in decision-making processes and the need for integrated change control to manage changes effectively.

The response is based on general project management principles as outlined in the PMBOK Guide and the standard practices of stakeholder engagement and integrated change control that are part of the PMP’s body of knowledge

This option is most aligned with the principles of project management as outlined in the PMBOK® Guide, which emphasizes the importance of collaborative planning and goal setting. Engaging the team in defining the overall objective ensures that all members are on the same page and committed to the project’s success. This approach leverages the expertise of the team members and fosters a sense of ownership and accountability.

= The PMBOK® Guide1, which details the collaborative nature of project management, and the Professional in Business Analysis Reference Materials2, which support the involvement of team members in the definition and realization of project objectives.

To address the lack of trust in agile within an organization, it is often effective to start with a pilot project. This allows the organization to see the benefits of agile in action without fully committing to a large-scale transformation. A pilot project can serve as a proof of concept, demonstrating the value of agile delivery and helping to build trust among skeptical business units. It provides an opportunity for the organization to learn and adapt the agile framework in a controlled environment, which can then be scaled up based on the success of the pilot12.

In multi-project environments with shared resources, delays in one project can impact the performance of another. The best approach is to assess the resource constraints and develop a plan to mitigate the risk. This may involve optimizing current resources, negotiating priorities, or acquiring additional resources (internal or external) based on impact assessment.

The PMBOK® Guide – Seventh Edition emphasizes adaptive planning and issue resolution. Resource management is a key domain, and addressing interdependencies with actionable planning is a critical project management responsibility.

Option A attempts to shift responsibility and may not resolve the bottleneck.

Option B is a reactive procurement step without prior analysis.

Option D is passive and does not offer a solution.

When a project manager returns from an absence to find a nearly complete project schedule developed by the team, the priority should be to ensure that the schedule aligns with the project’s vision and objectives. This is crucial because the project scope statement, which includes the project’s vision, objectives, and work breakdown structure, guides all project activities. The project manager must review the developed schedule against the approved project scope statement to ensure that all project work aligns with the documented objectives and deliverables. If discrepancies are found, the project manager should work with the team to make necessary adjustments. This approach helps maintain the project’s integrity and ensures that the final deliverables will meet the stakeholders’ expectations.

(Based on the Project Management Professional (PMP) guidelines and standards from PMI’s resources123

Probabilistic analysis is a technique that involves considering various possible scenarios and their associated probabilities to develop a budget that accounts for future uncertainties. This method is a common practice in project management to address the inherent risks and uncertainties in project budgets. It allows for a more comprehensive and realistic approach to budgeting, particularly in the face of uncertainties1.

 The Stakeholder Register is a critical document in project management that lists all stakeholders involved in a project, including their roles, requirements, expectations, and influence on the project. The fact that the leader of a user party was not included in the requirements collection communications suggests that the Stakeholder Register was either missed or outdated. This document should have been used to identify all parties with a vested interest in the project, ensuring their needs and expectations are considered during the requirements collection phase. An up-to-date Stakeholder Register is essential for effective communication and project success12.

1- Self Protection

2-Dropped Baton

3- Student Syndrome

4-Pankinsons law

A Kanban board is a visual management tool that helps teams visualize work, identify bottlenecks, and track progress in real time. It promotes transparency and fosters collaboration by allowing all team members and stakeholders to understand the current status of work items at a glance.

According to the Agile Practice Guide (Chapter 5), the Kanban board is instrumental in enhancing collaboration, especially in teams using Scrum or hybrid models. It supports continuous delivery and helps visualize workflow, making it ideal for monitoring sprint progress and optimizing teamwork.

Option A (Retrospective) improves future performance but doesn't show real-time progress.

Option B (Daily meetings) help with communication but do not visualize progress.

Option D (Gantt chart) is more aligned with predictive models and doesn't serve collaboration well in Agile.

 To enhance the budget estimations for a software project, especially for a major recurring customer, it is essential to review budget-related lessons learned from similar projects. This approach allows the project manager to utilize historical data and experiences to inform the current project’s budget estimation. By analyzing past projects, the project manager can identify trends, anticipate potential issues, and adjust the budget accordingly to avoid previous pitfalls. This method aligns with the best practices of project cost management as outlined in the Project Management Body of Knowledge (PMBOK® Guide), which emphasizes the importance of historical information and lessons learned for accurate budget planning.

(Project Management Institute’s PMBOK® Guide and Professional in Business Analysis Reference Materials)

Transitioning from a predictive to an agile approach requires a cultural shift and an organizational commitment1. Engaging operation teams in retrospectives and demo sessions allows for direct feedback on the product, which can lead to improvements in the transition to operations and minimize support issues2. This engagement is crucial as it fosters a collaborative environment where operational insights can directly influence the development process, ensuring that the product is aligned with operational needs and reducing the likelihood of issues post-deployment3. References:

Transitioning to agile - Project Management Institute1.

How to Handle Production Support When Using Scrum2.

Engaging Your Team to Greater Project Performance3.

Engaging with team members individually to understand their perspectives is a crucial step in addressing issues of disengagement and lack of commitment. This approach allows the project manager to identify any underlying problems and work collaboratively with the team to find solutions. It is consistent with the PMBOK® Guide’s emphasis on leadership and team management, which includes promoting team engagement and managing conflict. Bringing the team together to discuss solutions promotes a collaborative environment and ensures that all voices are heard, fostering a sense of ownership and commitment to the project’s success.

In situations where there are uncertainties about customer acceptance, it is advisable to focus on creating a Minimum Viable Product (MVP). An MVP is a version of a product that includes just enough features to be usable by early customers who can then provide feedback for future product development1. This approach allows the project manager to validate the product requirements with actual customer feedback, which is crucial when the full set of product requirements has not been established2. By focusing on an MVP, the project team can prioritize the core functionalities that meet customer needs and address uncertainties more effectively3.

The PMBOK Guide suggests that conflicts should be addressed early and directly among the affected parties using a collaborative approach. This involves open communication and problem-solving techniques to find a mutually acceptable solution. It is recommended to resolve disputes privately and collaboratively, ensuring that the project manager and team members work together to reach a satisfactory resolution1. References: = PMBOK Guide 7th edition; Conflict Resolution Strategies In Project Management (PMP)1.

The first step for a new project manager—especially one taking over midstream—is to understand the business objectives and rationale for the project. The business case outlines the expected benefits, strategic alignment, and value proposition, which are essential for understanding how success is defined.

According to the PMBOK® Guide – Seventh Edition, the business case is a key input to initiating and monitoring a project’s continued alignment with organizational strategy.

Option B is premature without understanding the current baseline and project justification.

Option C is detailed-level work; business context is needed first.

Option D is helpful but comes after understanding the foundational documentation.

For an agile team developing a new content management system, it’s important to foster a collaborative environment where knowledge can be shared effectively. When team members struggle with unfamiliar features, holding a knowledge-sharing session in each iteration can be highly beneficial. This approach allows team members to learn from one another, share experiences, and collectively improve their understanding of the system. It promotes continuous learning and adaptability, which are key principles of agile methodologies123. References:

How to Promote Team Learning and Sharing in Agile - LinkedIn1.

How to Integrate Team Learning and Knowledge Sharing in PM - LinkedIn2.

Exam PMP topic 1 question 223 discussion - ExamTopics3.

After a change request is approved by the Change Control Board (CCB), the project manager should communicate the decision to the stakeholder who requested the change. This is an important step in the change management process as it ensures transparency and maintains trust with stakeholders. It also allows the stakeholder to understand that their request has been considered and integrated into the project, which is crucial for stakeholder engagement and satisfaction.

= The information is aligned with the PMBOK Guide’s Change Management Process, which emphasizes the importance of communication with stakeholders after a decision has been made on a change request1. Additionally, the role of Business Analysts in change management includes ensuring that changes align with the organization’s goals and objectives, which involves communicating approved changes to relevant stakeholders2.

The PMBOK® Guide suggests that when a project team recognizes an underestimation of work complexity, it is essential for the project manager to engage with the team to review and adjust the project’s approach. This includes reassessing the iteration’s work and complexity, updating the project management plan as necessary, and ensuring that the team has a clear understanding of the revised objectives and tasks12. References: = “Protecting software development projects against underestimation” from PMI1; “Practice: Iteration Planning Meeting” from PMI2.

Project framework selection should always be based on a tailoring approach, considering the project’s complexity, uncertainty, team capability, and delivery cadence—not just the preferences of a single stakeholder.

According to the PMBOK® Guide – Seventh Edition (Tailoring and Development Approach Domain), the project manager should assess the project's characteristics, team maturity, delivery requirements, and organizational culture before choosing between predictive, agile, or hybrid models.

Option A (agreeing with the sponsor) neglects tailoring.

Option B (market evaluation) is not relevant to internal framework decisions.

Option D assumes hybrid is the solution without evaluating project fit.

When faced with a tight deadline and the need to comply with new laws, the project manager should first review organizational process assets (OPAs) and perform analogous estimating. This is because OPAs can provide valuable historical information on how similar projects were executed, which can inform the current project’s planning and execution. Analogous estimating, in particular, uses data from previous, similar projects to estimate project duration and cost. Given that a similar project was completed recently, this information can be used to make more accurate predictions for the current project. This approach is recommended by the PMBOK® Guide as a valid method of estimation when there is limited information available and time is of the essence123.

The recommendation to review OPAs and perform analogous estimating is supported by the PMBOK® Guide and the principles of project estimation as outlined in PMI’s resources12345. Additionally, the importance of leveraging historical data for project estimation is emphasized in the Professional in Business Analysis reference materials678910.

The Hybrid approach is suitable for projects that require both a structured plan and the flexibility to adapt to changes as the project progresses. This approach combines elements of both traditional (predictive) and Agile (adaptive) methodologies. For the phases that must be completely planned in advance due to strict regulations, the traditional project management practices can be applied. For other phases that allow more flexibility, Agile practices can be incorporated to accommodate new information and changes. This ensures that while the project adheres to necessary regulations, it also remains responsive to evolving project requirements.

= The information aligns with the principles outlined by the Project Management Institute (PMI) regarding hybrid project management approaches, which advocate for the integration of both predictive and adaptive project management practices to suit the varying needs of different project phases1234.

 According to the PMBOK Guide, 6th edition, risk mitigation is one of the strategies for responding to positive or negative risks. It involves reducing the probability or impact of a risk to an acceptable level. In this case, the project manager should mitigate the risk of the partner’s system being unavailable by developing alternative plans to deliver the solution without relying on the full integration. This will help the project achieve its objectives and satisfy the customer’s needs. The other options are not the best choices because they either do not address the risk, transfer the risk to the partner, or accept the risk without taking any action. References:

PMBOK Guide, 6th edition, page 4361

Free PMP Practice Exam Questions - 120 Sample Test Questions, Question 692

According to the PMBOK Guide, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. Issues can arise from any aspect of the project, such as scope, schedule, cost, quality, resources, risks, or stakeholders. Issues can affect the performance of the project or the satisfaction of the stakeholders. Therefore, issues need to be identified, analyzed, and resolved in a timely and appropriate manner.

The project manager is responsible for managing issues throughout the project life cycle. One of the tools that the project manager can use to document and track issues is the issue log. The issue log is a project document that provides a structured way of recording and monitoring issues2. The issue log typically contains information such as the issue description, the issue owner, the issue priority, the issue status, the issue resolution, and the issue closure date3.

In this question, the project manager is faced with an issue that can affect the project schedule and the delivery of the product. The vendor’s inability to ship a core component on time is a matter that is not settled and is under discussion with the vendor. The project manager should review and update the issue log to record this issue and its details. The project manager should also determine if any alternative components can be offered by the vendor or another source that can meet the project requirements and minimize the schedule impact. This is part of the issue resolution process, which involves identifying and evaluating possible solutions, selecting the best option, and implementing the agreed-upon action4.

The other options are not the best actions to take next to minimize the impact on the project. Scheduling a meeting with all stakeholders to extend the project deadline is premature and may not be necessary if the issue can be resolved with an alternative component. Replacing the vendor with a new vendor who can offer the component on time is risky and may not be feasible or cost-effective. Adding an item to the next status review to make stakeholders aware of the vendor issue is important, but it does not address the issue resolution or the schedule impact.

 1: PMBOK Guide, 6th edition, p. 720 2: PMBOK Guide, 6th edition, p. 89 3: PMBOK Guide, 6th edition, p. 374 4: PMBOK Guide, 6th edition, p. 375