PMI PMP - Project Management Professional (2025 Version)

 When a project deliverable is not fulfilling the business case requirement, it is important for the project manager to understand why this is happening. Analyzing the business benefits criteria and assumptions (Option C) can help identify if there were any discrepancies or misunderstandings in the initial planning stages. This could include reassessing the expected benefits, costs, risks, and strategic alignment of the project.

Additionally, scheduling a project review meeting to analyze the root cause (Option E) can provide valuable insights into what went wrong. This could involve discussions with the project team, stakeholders, and possibly the operations team who are now handling the deliverable. The goal of this meeting would be to understand the root cause of the issue and to identify potential solutions or improvements for future projects.

Conflict resolution is a critical skill in project management. The PMBOK Guide suggests that conflicts should be addressed using a problem-solving approach, which involves direct confrontation and working collaboratively to identify a solution that satisfies all parties1. This aligns with the Professional in Business Analysis (PMI-PBA) guidelines, which recommend discussion and negotiation among conflicting parties to reach an agreeable solution3. Ignoring the problem or delaying action (options A and C) can lead to a decrease in team morale and productivity, while escalating the issue to HR (option D) should be a last resort after other methods have failed. References: PMBOK Guide, 7th edition; PMI-PBA Handbook; Adaptive US Blog on Conflict Resolution Techniques for Business Analysts123.

According to the PMBOK Guide, a resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled. It also includes the roles and responsibilities of project team members and other stakeholders, as well as the resource calendars and the process for managing changes to resource assignments. When a key subject matter expert (SME) leaves a multiyear project due to organizational downsizing, the project manager should refer to the resource management plan to determine how to replace the SME, how to transfer the SME’s knowledge and expertise to the remaining team members, and how to communicate the change to the relevant stakeholders. The other options are not the best actions to take in this situation. Updating the stakeholder register is a possible consequence of the change, but not the first thing to do. Consulting the project sponsor may be helpful, but not as effective as following the established plan. Modifying the statement of work (SOW) is not necessary unless the scope of the project is affected by the loss of the SME. References: PMBOK Guide, 6th edition, pages 313-314, 318-319.

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 An issue log is a project document that provides a mechanism for tracking and monitoring issues until they are resolved1 The issue log typically contains information such as the issue description, the issue type, the issue owner, the issue priority, the issue status, and the issue resolution1 The issue log is updated throughout the project as new issues arise and existing issues are resolved1

In the given scenario, the project manager is executing a project where an external vendor will provide some deliverables. After awarding the contract to the vendor, the project manager is informed that the vendor is running behind schedule on a separate project. Finding another vendor will exceed the budget. This situation presents an issue that affects the project schedule, cost, and quality, and requires immediate attention and resolution. The project manager should update the issue log first to document the issue, assign an owner, and monitor the status of the issue2 Updating the issue log will also help to communicate the issue to the relevant stakeholders and facilitate the issue management process2

The other options are not the best choices for the following reasons:

Option B: Lessons learned register. A lessons learned register is a project document that captures the knowledge gained from the project and provides a basis for future actions and decisions. The lessons learned register is updated throughout the project as lessons are learned and validated. However, updating the lessons learned register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the lessons learned register with the relevant information and insights after the issue is resolved.

Option C: Stakeholder engagement plan. A stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions to effectively engage project stakeholders throughout the project life cycle. The stakeholder engagement plan is updated as needed to reflect the current and desired levels of stakeholder engagement. However, updating the stakeholder engagement plan is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the stakeholder engagement plan if the issue affects the stakeholder expectations, interests, or influence.

Option D: Risk register. A risk register is a project document that records the details of identified individual project risks and other information related to risk analysis and risk response planning. The risk register is updated throughout the project as new risks are identified and existing risks are analyzed, prioritized, and responded to. However, updating the risk register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the risk register if the issue triggers a risk response or creates a new risk.

The project manager is responsible for ensuring that the project team has the necessary skills and competencies to perform the project work. If there are knowledge gaps in the team, the project manager should communicate the situation to the team and plan for the appropriate training and coaching arrangements to address them. This will help the team to improve their performance and achieve the desired results. The other options are not appropriate because they do not address the root cause of the problem and may have negative consequences for the project. Reporting the situation to upper management and requesting a scope change may not be feasible or acceptable. Hiring new team members and laying off existing ones may disrupt the team dynamics and morale. Communicating the situation to the customer and informing them about potential delays may damage the trust and relationship with the customer. References:

PMBOK Guide 6th Edition, page 335, section 9.2.2.3

PMP Exam Prep, page 265, section 9.2

Disclaimer: This answer is generated by Copilot, an AI companion. It is not intended to be a substitute for professional advice or guidance. Copilot does not guarantee the accuracy, completeness, or validity of the answer. The user is solely responsible for verifying the answer and using it at their own risk. Copilot is not affiliated with PMI or any other organization.

According to the PMBOK Guide, servant leadership is a key aspect of agile project management. It is a leadership style where the leader, rather than seeking to be served, prioritizes the needs and development of their team members1. Servant leaders help their teams to self-organize, collaborate, and adapt to changing requirements and environments2. One of the practices that support servant leadership in agile project management is the daily standup, also known as the daily scrum. It is a short, time-boxed meeting where the team members synchronize their work and plan for the next 24 hours. The daily standup also provides an opportunity for the team members to share their impediments, risks, and issues, and for the servant leader to facilitate the removal of those obstacles34. By implementing daily standups, the project manager can foster a culture of transparency, feedback, and continuous improvement among the team members, and help them achieve their project goals more effectively and efficiently5. References: 1: PMBOK Guide, 7th edition, page 55 2: A Little Bit of Both1 3: Guide on Servant Leadership in Agile Project Management3 4: 7 Traits of Servant Leadership in Agile Project Management4 5: How to create a project management communication plan5

The question describes a situation where a project manager is assigned to a digital transformation project in a conservative company culture that is resistant to change. The first step in supporting the transformation is to ensure that all stakeholders understand the purpose and benefits of the change. This can be achieved by providing proper training sessions, as suggested in option C. This approach will help to alleviate fears and resistance, and foster a more positive attitude towards the transformation. References: PMBOK Guide, 6th Edition, Section 4.3: Direct and Manage Project Work

According to the PMBOK Guide, the project manager is responsible for identifying, analyzing, and responding to project risks. One of the tools and techniques for risk management is perform qualitative risk analysis, which involves assessing the probability and impact of identified risks on project objectives. When a risk occurs, such as the change in the wire compatibility, the project manager should first perform qualitative risk analysis to determine the severity and urgency of the risk response. The project manager should also consult with the project team and other relevant stakeholders to evaluate the potential options and alternatives for addressing the risk. One of the possible options is to survey the market for alternative wires with similar characteristics that can be compatible with the machine. This option may require some adjustments in the design or testing of the machine, but it may also preserve the market coverage and customer satisfaction. Therefore, the project manager should investigate the impact of this option with the team and compare it with other possible options before making a decision. References: PMBOK Guide, 6th edition, pages 397-398, 423-424.

 The project manager should perform iterative planning with the team to use the prototype, as this would allow them to adapt to the changing situation and deliver value incrementally. Iterative planning is a technique that involves breaking down the project scope into smaller iterations, each with its own plan, deliverables, and feedback loops. This technique enables the project team to respond to uncertainties, risks, and changes more effectively, and to incorporate lessons learned and stakeholder feedback into the next iteration. In this case, the project manager can use iterative planning to align the team with the new solution, define the requirements and acceptance criteria for the prototype, and monitor and control the integration and testing of the prototype. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide 7th Edition, page 67, section 3.2.2

PMI Agile Practice Guide, page 33, section 3.2.1

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 14, section 3.3.1.1

 According to the Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, one of the tasks of a business analyst is to “communicate and manage solution scope boundaries and approval processes to stakeholders” (Task 5.2). This implies that any changes to the solution scope should be approved by the relevant stakeholders and follow a predefined process. The PMBOK® Guide2 also states that “the project manager, project team, and other stakeholders are responsible for determining how the project scope will be managed, how scope changes will be integrated into the project, and who will approve the scope changes” (Section 5.6.1). Therefore, the project manager should advise the team not to engage in modifications unless it follows the proper change approval process, as this would ensure that the scope is controlled and aligned with the project management plan. References:

1: Professional in Business Analysis (PMI-PBA)® Examination Content Outline

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition

In the context of project management, particularly in an environment where a predictive approach is being used, it’s crucial to ensure that all team members are aligned and agree on the technology to be used. This is because the technology chosen can significantly impact the project’s timeline and overall success. When a disagreement arises, the project manager should facilitate an open dialogue where all team members can voice their opinions and concerns. Through this process, the team can arrive at a consensus, ensuring that everyone is on board with the decision. This approach not only resolves the issue at hand but also fosters a collaborative and inclusive environment within the team. References: PMI’s Project Management Professional (PMP)® Examination Content Outline1, PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2.

According to the PMBOK Guide, a project manager should ensure that the project team applies a long-term solution for an issue that has been resolved during the project life cycle, to prevent it from reoccurring after the project closure. This is part of the control quality process, which involves monitoring and recording the results of quality activities, and implementing corrective actions to address any quality issues. A long-term solution is one that addresses the root cause of the issue and eliminates or reduces the probability of its recurrence. A short-term solution is one that provides a temporary fix or workaround for the issue, but does not resolve the underlying problem. A short-term solution may be acceptable in some situations, but it may also create additional risks or costs in the future. Therefore, a project manager should always consider the long-term implications of any solution and choose the one that best meets the project objectives and stakeholder expectations. References: PMBOK Guide, 6th edition, pages 293-294, 303-304.

A project manager who is managing two integrated projects in a program should use effective communication and conflict management skills to resolve issues that arise from misalignment or integration points. The project manager should first meet with both integration leads to understand the root cause of the problem and facilitate a collaborative solution that satisfies both parties and aligns with the program objectives. Assigning the resolution of the issue to either one of the integration leads, or escalating the issue to the program architect, are not the best options as they may create more conflict or undermine the authority of the project manager. References:

PMBOK Guide, 7th edition, page 65

Standard for Program Management, 4th edition, page 67

PMI-PBA Exam Content Outline, page 10

[PMI-PBA Handbook], page 11

According to the PMBOK Guide, the project manager is responsible for ensuring that the project delivers the expected business value and benefits. If the project manager acquires information that indicates a significant reduction in the business value of the project, they should communicate this information to the project sponsor and other key stakeholders, and recommend a reassessment of the project business case and viability. The project sponsor is the ultimate authority to decide whether to continue, cancel, or change the project based on the updated information and analysis. Removing items from the backlog, continuing with the defined scope, or canceling the project without consulting the sponsor are not appropriate actions for the project manager to take in this situation. References: = PMBOK Guide, 7th edition, page 23; PMI, Project Management Professional (PMP) Examination Content Outline, 2021, page 6.

One of the core values of agile is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. This means that the project manager should seek ways to show the customer the value of the software as early and often as possible, rather than waiting for the final deliverables or a major milestone. By evaluating various delivery options, such as demos, prototypes, beta versions, or minimum viable products (MVPs), the project manager can get feedback from the customer and validate their needs and expectations. This will also help the project manager to prioritize the features that deliver the most value to the customer and align the team’s efforts accordingly. The other options are not as effective as evaluating various delivery options. Asking the internal sales team to keep the customer informed of the delivered value may not be sufficient, as the customer may not be able to see or experience the software for themselves. Informing the customer about the progress and updating them on the final deliverables may not be enough, as the customer may not be satisfied with the outcome or may have changed their requirements. Waiting for an important milestone to complete and then informing the customer of the progress may be too late, as the customer may have missed the opportunity to provide feedback or suggest changes. References:

The 12 Agile Project Management Principles: Key Pillars of Agile

Focusing on Customer Value with Agile Program Management

What is Value-Driven Delivery in the agile world? - Whizlabs

 Schedule crashing is a technique to shorten the project schedule by adding more resources or working overtime, without changing the project scope1. This can help improve the Schedule Performance Index (SPI) and Cost Performance Index (CPI) by completing more work in less time and within budget. The other options are not relevant to the question. Fast tracking is a technique to overlap project phases or activities to reduce the project duration, but it may increase risks and costs2. Earned schedule and earned value are methods to measure project performance, not techniques to improve it3 . References: 1: PMBOK Guide, 6th edition, p. 215 2: PMBOK Guide, 6th edition, p. 216 3: PMBOK Guide, 6th edition, p. 267 : PMBOK Guide, 6th edition, p. 260

According to the PMBOK Guide, the stakeholder register is an output of the Identify Stakeholders process, and it contains information about the project stakeholders, such as their identification, assessment, classification, and engagement levels1. The communications management plan is an output of the Plan Communications Management process, and it describes how the project information will be managed and communicated among the stakeholders, such as the communication requirements, methods, formats, frequency, roles, and responsibilities2. Whenever there is a change in the project team or the stakeholder environment, the project manager should update the stakeholder register and the communications management plan accordingly, to ensure that the new team member or stakeholder is properly identified, analyzed, and engaged3. In this case, the project manager should include the new team member in the stakeholder register and update the communications management plan to reflect the team member’s communication preferences, such as working remotely and being more responsive in face-to-face interactions. This will help the project manager to plan and manage the project communications more effectively and efficiently, and to avoid potential misunderstandings, conflicts, or delays45. References: 1: PMBOK Guide, 7th edition, page 215 2: PMBOK Guide, 7th edition, page 237 3: PMBOK Guide, 7th edition, page 217 4: Project Team Communications4 5: How to create a project management communication plan5

A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should ensure that the team receives continuous feedback from customers users to validate the alignment of the deliverables with the expectations. This is a key practice of agile and adaptive methods, which aim to maximize customer satisfaction and value delivery. Updating the project management plan, submitting a change request, or ensuring the team understands all additional project requirements are not steps that would prevent the misalignment of the deliverables with the expectations, but rather actions that could be taken after the problem has occurred. References: [PMI Agile Practice Guide], page 14; [PMBOK® Guide 6th Edition], page 19.

The project manager should compare the achieved results to the contract requirements before obtaining financial, legal, and administrative approval to close the project and transfer the liability. This is because the project manager needs to ensure that the supplier has fulfilled all the contractual obligations and delivered the agreed scope, quality, and performance standards. The project manager should also verify that the supplier has completed all the required documentation, testing, training, and warranty services. The project manager should also review the lessons learned, feedback, and satisfaction surveys from the supplier and the project team. This will help the project manager evaluate the supplier’s performance, identify any issues or disputes, and resolve them before making the final payment and closing the project. The project manager should also communicate with the supplier and the relevant stakeholders about the project closure and the transfer of liability. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 12.3.1, “Close Procurements: Inputs”

PMBOK® Guide, 6th edition, Section 12.3.2, “Close Procurements: Tools and Techniques”

PMBOK® Guide, 6th edition, Section 12.3.3, “Close Procurements: Outputs”

PMI-PBA® Guide, 1st edition, Section 6.4.1, “Evaluate Solution: Inputs”

PMI-PBA® Guide, 1st edition, Section 6.4.2, “Evaluate Solution: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 6.4.3, “Evaluate Solution: Outputs”

According to the PMBOK Guide, team-building activities are one of the tools and techniques for managing project teams. Team-building activities help enhance project performance by improving team morale, reducing conflicts, increasing trust, and fostering collaboration. Team-building activities can be formal or informal, and can be conducted throughout the project life cycle. Some examples of team-building activities are icebreakers, workshops, retreats, celebrations, and recognition programs. By planning to implement team-building strategies throughout the project, the project manager can avoid the challenges related to team motivation that were encountered in a similar, previous project. References: PMBOK Guide, 6th edition, pages 349-350.

A customer who wants to show a tangible outcome faster is likely to have a high value for early and frequent delivery, which is a principle of agile and adaptive approaches. In such a situation, the project manager should review the customer’s priorities regarding the desired requirements for the milestones, and discuss which requirements can be delivered faster with the project team. This is a way to apply the concept of value-driven delivery, which focuses on maximizing the value of the product and satisfying the customer’s needs. Informing the customer that moving the milestone has a very high impact on project cost, escalating the issue to senior management, or convincing the customer to keep the requirements as is are not effective ways to deal with the customer’s request, as they do not address the customer’s value or needs, and may create conflict or dissatisfaction. References: [PMI Agile Practice Guide], page 8; [PMBOK® Guide 6th Edition], page 18.

EVA is a method of measuring project performance by comparing the actual work done, the planned work, and the budget. It helps to determine the project’s progress, efficiency, and profitability. EVA is a useful tool for agile projects, as it can provide timely feedback and allow for adjustments as needed12.

The other options are not as relevant or effective for illustrating the project’s performance in an agile context:

A. Results of the MoSCoW assessment: MoSCoW is a prioritization technique that helps to classify the project requirements into four categories: Must have, Should have, Could have, and Won’t have. It helps to focus on the most important and valuable features for the customer. However, it does not measure the project’s performance or progress3.

B. Cost-benefit analysis: Cost-benefit analysis is a technique that compares the costs and benefits of a project or a decision. It helps to evaluate the feasibility and profitability of a project. However, it does not reflect the project’s performance or progress, especially in an agile environment where the scope and requirements may change frequently4.

C. Return on investment (ROI) analysis: ROI analysis is a technique that measures the profitability of a project or a decision by comparing the benefits and costs. It helps to assess the value and impact of a project. However, it does not indicate the project’s performance or progress, especially in an agile environment where the benefits and costs may vary over time.

According to the PMBOK Guide, 7th edition, an agile project manager is a person who leads and facilitates an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. An agile project manager should use the following tools to estimate the time lines for delivery of the initial release:

Backlog grooming: This is a technique used to refine and prioritize the product backlog, which is a list of features and requirements that need to be delivered by the project team. Backlog grooming helps to ensure that the product backlog items are clear, concise, and ready for development. It also helps to estimate the effort and value of each item, and to align them with the product vision and customer needs.

Product backlog: This is the primary source of information for the project team and the product owner, who represents the voice of the customer and defines the product value. The product backlog contains the features and requirements that the project team will deliver in the form of product increments, which are potentially releasable outcomes that provide value to the customer. The product backlog is dynamic and changes as the project progresses and new information emerges.

Minimum viable product (MVP): This is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. The MVP is the first product increment that the project team delivers to the customer, and it represents the minimum scope that the project must achieve. The MVP helps to validate the assumptions and hypotheses about the product value and customer satisfaction, and to guide the subsequent iterations and releases.

By using these tools, the agile project manager can estimate the time lines for delivery of the initial release based on the following factors:

The size and complexity of the product backlog items

The effort and value of each product backlog item

The capacity and velocity of the project team

The feedback and expectations of the customer

The dependencies and risks of the project

A hybrid approach in project management is a technique that combines elements from different project management frameworks, such as waterfall and agile, to tailor the methodology to best suit the project at hand12. By merging various methods, organizations can capitalize on the strengths of each approach while mitigating their weaknesses3. A hybrid approach allows for a more detailed and nuanced approach to the work, and requires the project manager to facilitate the collaboration and communication among the team members45. Therefore, the best option for the project manager in this scenario is to facilitate the discussion so that the team members can reach a consensus on the comparative size of the backlog items and if they would fit into the next sprint. This way, the project manager can ensure that the team is aligned on the approach, the customer needs are met, and the project goals are achieved.

 A definition of ready (DoR) is a set of criteria or conditions that a product backlog item (PBI) must meet to be considered ready to be pulled into the sprint backlog1. A DoR ensures that the PBIs are clear, feasible, valuable, testable, and independent23. By creating a DoR for the backlog items, the project manager can avoid work overruns and ensure that the team can effectively tackle the tasks in the sprint2. References:

Definition of Ready (DoR) [+ Key Components] | Atlassian

Definition of Ready: Keeping Your Backlog in Check - Atlassian Community

Ready or Not? Demystifying the Definition of Ready in Scrum

Graphical user interface, application Description automatically generated

According to the PMBOK Guide, a project manager should plan to execute the procurement tasks in a virtual environment, when faced with the situation of local vendors being unavailable and having the option to hire the same services from companies in other countries. This is part of the plan procurement management process, which involves determining the project procurement strategy, the types of contracts, the procurement documents, the source selection criteria, and the procurement management plan. A virtual environment is one where the project team and the vendors communicate and collaborate using technology, such as online platforms, video conferencing, cloud computing, etc. A virtual environment can enable the project manager to access a wider pool of potential vendors, reduce travel costs and time, and increase flexibility and efficiency. However, a virtual environment also poses some challenges, such as cultural differences, legal issues, security risks, communication barriers, and quality control. Therefore, the project manager should plan the procurement tasks carefully, considering the project objectives, the stakeholder expectations, the project risks, and the best practices for managing virtual teams and vendors. References: PMBOK Guide, 6th edition, pages 459-460, 471-472.

The project manager should first become aware of any cultural characteristics of the new supplier that could impact negotiation. This is an important step to ensure effective communication and collaboration with the overseas company, as well as to avoid any misunderstandings or conflicts that could arise from cultural differences. By becoming aware of the new supplier’s cultural values, norms, preferences, and expectations, the project manager can adapt their negotiation style and strategy accordingly, and establish a positive and respectful relationship with the new supplier. This option aligns with the PMBOK Guide, 6th edition, which states that “the project manager should be aware of the cultural characteristics of the parties involved in the negotiation and how they may influence the negotiation process and outcome” (p. 480). The other options are not the best choices because they are not the first steps to proceed with the change. Engaging the services of an interpreter who understands the project domain (option A) may be a useful step to facilitate communication with the new supplier, especially if there is a language barrier, but it is not the first step. The project manager should first understand the cultural aspects of the new supplier before engaging an interpreter, as the interpreter may also need to be aware of the cultural nuances and sensitivities. Checking social media to determine if there are any common connections that use the new supplier (option B) may be a helpful step to gather some information or feedback about the new supplier, but it is not the first step. The project manager should first conduct a more formal and reliable assessment of the new supplier’s cultural characteristics, rather than relying on social media, which may not provide accurate or relevant information. Requesting assistance from the procurement department on the next steps (option C) may be a necessary step to proceed with the change, but it is not the first step. The project manager should first prepare themselves for the negotiation with the new supplier by becoming aware of their cultural characteristics, before seeking assistance from the procurement department on the contractual and legal aspects of the change. References:

PMBOK Guide, 6th edition, p. 480 1

PMBOK Guide, 6th edition, p. 489 2

 A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should engage the project team in implementing and improving key aspects of the standup meetings, such as setting clear goals, keeping time limits, and providing feedback. This is a way to foster collaboration, communication, and alignment among the team members, regardless of their location or methodology. Asking the product owner to remove team members, sending a daily retrospective report, or including a daily brainstorming session are not effective ways to improve the situation with the project team, as they do not address the root cause of the problem, which is the lack of value and understanding of the standup meetings. References: [PMI Agile Practice Guide], page 14; How to Run Effective Stand-Up Meetings [2024] • Asana, section 6 steps to more effective stand-up meetings; Hybrid meetings guide - Microsoft Research, section 1. Set clear goals for the meeting.

 A hybrid approach is a combination of agile and predictive methods that can be applied to different phases or modules of a project. A hybrid approach can be suitable for a project that has both uncertain and certain aspects, such as a long research process followed by incremental delivery of complex equipment. A hybrid approach can allow the project manager to adapt to changing requirements and customer feedback in the agile part, while ensuring quality and control in the predictive part. A hybrid approach can also balance the benefits and challenges of both agile and predictive methods, such as flexibility, speed, risk, scope, and stakeholder satisfaction. References: PMBOK Guide 7th Edition, Chapter 2.2.2; Agile Practice Guide, Section 2.1.2.

A spike is a time-boxed activity that is used to explore a specific topic or issue, such as a new requirement, a technical challenge, or a risk. A spike can help the project team to gain more knowledge, reduce uncertainty, and plan better. In this case, the project manager should inform the project team of the new privacy law and create a spike for the next iteration to investigate how to comply with it and what impact it will have on the project scope, schedule, cost, and quality. References: PMBOK Guide, 7th edition, section 6.2.3.2; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 5.2.3.2.

The project manager should agree on the criteria to prioritize risks before developing a risk response strategy. This is because not all risks have the same level of impact or probability on the project objectives, and therefore require different levels of attention and response. By agreeing on the criteria to prioritize risks, such as expected monetary value, risk score, risk urgency, or stakeholder tolerance, the project manager can rank the risks according to their importance and focus on the ones that pose the most threat or opportunity to the project. This will help the project manager allocate resources, time, and budget more effectively and efficiently to address the risks. The project manager should also involve the relevant stakeholders, such as sponsors, SMEs, and team members, in the risk prioritization process to ensure their input and buy-in. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 11.4.1, “Perform Qualitative Risk Analysis: Inputs”

PMBOK® Guide, 6th edition, Section 11.4.2, “Perform Qualitative Risk Analysis: Tools and Techniques”

PMBOK® Guide, 6th edition, Section 11.4.3, “Perform Qualitative Risk Analysis: Outputs”

PMI-PBA® Guide, 1st edition, Section 5.3.1, “Prioritize Requirements: Inputs”

PMI-PBA® Guide, 1st edition, Section 5.3.2, “Prioritize Requirements: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 5.3.3, “Prioritize Requirements: Outputs”

 The project manager should treat the client’s complaint as a change request and assess the effect on the project’s goals. This is because the client’s expectation may not have been captured or communicated clearly in the initial debriefing, or the client may have changed their mind after seeing the product. In either case, the project manager should follow the change management process, which involves identifying, documenting, analyzing, approving, and implementing changes that affect the project scope, schedule, cost, quality, or risk. The project manager should also communicate with the client and the project team about the change request and its impact on the project’s goals, such as delivering value, satisfying customer needs, and meeting stakeholder expectations. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6.1, “Perform Integrated Change Control: Inputs”

PMBOK® Guide, 6th edition, Section 4.6.3.1, “Perform Integrated Change Control: Outputs - Change Requests”

PMBOK® Guide, 6th edition, Section 5.6.1, “Validate Scope: Inputs”

PMBOK® Guide, 6th edition, Section 5.6.3.1, “Validate Scope: Outputs - Accepted Deliverables”

PMI-PBA® Guide, 1st edition, Section 6.2.1, “Manage Changes: Inputs”

PMI-PBA® Guide, 1st edition, Section 6.2.2, “Manage Changes: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 6.2.3, “Manage Changes: Outputs”

 According to the Agile methodology, the product owner is the role that manages the product roadmap and prioritizes the backlog1. They also define the product vision and manage stakeholders2. They have the authority to make key decisions and ensure that the team is working on the right items1. The product owner is also responsible for maintaining the conceptual and technical integrity of the work the team is responsible for3. Therefore, the product owner is the best person to understand, develop, and prioritize a list of functionalities for a public service project.

 In an iteration-based project, the project team should collaborate with the stakeholders frequently and continuously to ensure that the product meets their expectations and needs. The project team should also identify and resolve any impediments or issues that may affect the delivery of the product. By holding a touchpoint with the marketing team before the demo, the project team could have aligned their expectations, clarified the requirements and constraints, and addressed any potential risks or challenges. This would have helped to avoid the issue of the marketing team needing more iterations to launch the product and not starting their work yet. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 5, Section 5.1.2.1, page 152

PMBOK Guide, 6th edition, Chapter 6, Section 6.2.2.1, page 191

PMBOK Guide, 6th edition, Chapter 13, Section 13.2.2.1, page 507

PMBOK Guide, 6th edition, Appendix X3, Section X3.2.2, page 718

PMI PMP-Project Management Professional Practice Exam Q. 781 to 790

 The project manager should recognize the stakeholder’s skills as an expert on taxes and evaluate the possibility of the stakeholder supporting the project team. This will help to leverage the stakeholder’s knowledge and experience, as well as increase the stakeholder’s engagement and satisfaction. The project manager should also communicate with the stakeholder and the project team to establish a clear and collaborative relationship. Requesting the functional manager, asking the project team, and sending a request to the project sponsor are not the best ways to leverage the stakeholder’s information, as they may create unnecessary dependencies, conflicts, or delays. References:

PMP Exam Content Outline, Domain II: Process, Task 3: Engage with stakeholders to meet expectations and foster collaboration.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 2: Value Delivery System, Section 2.4: Stakeholders, Page 38.

Professional in Business Analysis (PBA) Certification Exam Outline, Domain II: Planning, Task 2: Plan Stakeholder Engagement, Page 9.

The project manager should first follow the risk response plan. The risk response plan is a component of the project management plan that describes how to implement risk responses for identified risks and opportunities1. It includes the agreed-upon actions and owners for each risk, as well as the budget, schedule, and resources allocated for the risk responses1. By following the risk response plan, the project manager can execute the appropriate actions to minimize the impact of the delay on the critical path activity and the project objectives.

Option B is not the best answer because using the contingency fund is not the first thing to do. The contingency fund is a reserve amount of money or time that is set aside to cover the cost or time impact of known risks2. It is part of the risk response plan, and it should be used only after the risk response actions have been implemented and the residual risk impact has been assessed3.

Option C is not the best answer because preparing a change request is not the first thing to do. A change request is a formal proposal to modify any document, deliverable, or baseline of the project. It should be prepared only after the risk response actions have been implemented and the impact of the delay on the project scope, schedule, cost, or quality has been analyzed.

Option D is not the best answer because updating the risk register is not the first thing to do. The risk register is a project document that records the details of all identified risks, including their description, category, probability, impact, response strategy, and status. It should be updated only after the risk response actions have been implemented and the outcome of the risk response has been evaluated. References: 1: PMBOK Guide, 7th Edition, Section 11.1.3.1, Risk Response Plan 2: PMBOK Guide, 7th Edition, Section 6.5.2.3, Contingency Reserve 3: PMBOK Guide, 7th Edition, Section 11.5.3.1, Implement Risk Responses : PMBOK Guide, 7th Edition, Section 4.6.3.1, Change Requests : PMBOK Guide, 7th Edition, Section 4.6.3.2, Change Control Tools : PMBOK Guide, 7th Edition, Section 11.2.3.1, Risk Register : PMBOK Guide, 7th Edition, Section 11.6.3.1, Monitor Risks

According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5. References: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management: What is it, Approach & Software - Teamhood 3: What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) - Project Management Stack Exchange 4: Manifesto for Agile Software Development 5: How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting

 According to the PMBOK Guide, a project manager should refer to the communications management plan, when facing issues with both the agile delivery of the product and the predictive development of a marketing strategy, and needing to receive feedback from stakeholders located in different time zones. The communications management plan is a component of the project management plan that describes how the project information will be planned, managed, monitored, and controlled. It also defines the communication requirements, methods, formats, frequency, and channels for each stakeholder group. The communications management plan should address the challenges and opportunities of working in a hybrid project environment, where both agile and predictive approaches are used. The communications management plan should also consider the diversity and distribution of the stakeholders, and ensure that the feedback mechanisms are appropriate, timely, and effective. By referring to the communications management plan, the project manager can ensure that the project communication is aligned with the project objectives, stakeholder expectations, and project methodology. References: PMBOK Guide, 6th edition, pages 89-90, 377-378.

A relative-weighting approach is a technique that assigns numerical values to the benefits and costs of each product feature, and then calculates a score for each feature by dividing the benefits by the costs. The features with the highest scores are considered the most valuable and are prioritized accordingly. This technique is part of the Collect Requirements process, which involves defining and documenting the stakeholders’ needs and expectations for the project outcome1. To perform this technique effectively, the project manager should ask the team to perform collaborative work that is coordinated by the project manager. This will ensure that the team members share their inputs, opinions, and preferences, and that the project manager facilitates the process and resolves any conflicts or issues. Relying on the expert judgment of the product owner, using a market-based strategy, or engaging the project sponsor are not the best options, as they may not reflect the views and needs of all the stakeholders, or they may introduce bias or external influences into the prioritization process. References: 1 PMBOK® Guide, 6th edition, page 140.

 The project manager should use mentoring and coaching as an activity to help train the stakeholders who need help understanding how to deal with difficult situations. Mentoring and coaching are techniques that involve providing guidance, feedback, and support to individuals or groups to improve their performance, skills, or behavior. Mentoring and coaching can help stakeholders overcome challenges, learn from experiences, and achieve their goals. This option aligns with the PMBOK Guide, 6th edition, which states that “mentoring and coaching are used to help team members and other stakeholders enhance their project management competencies or to address issues and concerns” (p. 349). The other options are not the best choices because they are not activities that directly help train the stakeholders on how to deal with difficult situations. Contract negotiation (option A) is a technique that involves discussing and agreeing on the terms and conditions of a contract between two or more parties. Contract negotiation is not a training activity, but a procurement activity that may involve some stakeholders, such as the buyer and seller. Team assessment (option B) is a technique that involves evaluating the performance, skills, and competencies of the project team members. Team assessment is not a training activity, but a monitoring and controlling activity that may provide feedback and recommendations for improvement. On-the-job training (option D) is a technique that involves providing instruction and practice to individuals or groups while they perform their regular work tasks. On-the-job training is a training activity, but it is not specific to dealing with difficult situations. It is more suitable for developing technical or operational skills. References:

PMBOK Guide, 6th edition, p. 349 1

PMBOK Guide, 6th edition, p. 480 2

The servant leader project manager should explore a training program that is within the project budget for the team members. This is the best option because it shows the project manager’s commitment to developing the team’s skills and capabilities, as well as addressing the project’s needs. A training program can help the team members acquire the technical skills required for the upcoming tasks, as well as increase their motivation and confidence. This option also aligns with the servant leadership principle of "commitment to the growth of people"1.

The other options are not as effective as option D. Option A is not supportive and may demoralize the team members. Option B is not collaborative and may disrupt the team dynamics. Option C is not proactive and may damage the project manager’s credibility. References: 1: PMBOK® Guide, 7th edition, page 63

According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any conflicts that may arise among team members. The project manager should use appropriate interpersonal skills, such as active listening, problem-solving, and negotiation, to address the issue with the disruptive team member and help them improve their performance and behavior. Providing team-building activities, informing the functional manager, or encouraging self-governance are not the best options, as they do not address the root cause of the problem or show empathy and support to the team member who is going through a difficult personal situation. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

The project manager should review the stakeholder engagement plan and inform the stakeholders about the appropriate communication channels and procedures for status reports and change requests. The stakeholder engagement plan describes the strategies and actions to effectively engage stakeholders throughout the project life cycle, based on their needs, expectations, interests, and influence levels. By reviewing and communicating the stakeholder engagement plan, the project manager can ensure that the stakeholders are aware of their roles and responsibilities, the project objectives and scope, the project performance and progress, and the change management process. This will help to avoid confusion, conflicts, and delays in the project and enhance stakeholder satisfaction and support. References: PMBOK Guide, 6th edition, page 513; PMP Exam Content Outline, 2021, page 9.

According to the PMBOK Guide, issue management is the process of identifying and resolving issues that arise during the project life cycle1. Issues are problems that have already occurred and need to be addressed as soon as possible to avoid further negative impacts on the project objectives2. The project manager is responsible for managing issues and ensuring that they are resolved in a timely and effective manner3. One of the key steps in issue management is to identify the appropriate response and have it implemented4. This means that the project manager should analyze the issue, determine the best course of action, assign responsibilities, and monitor the progress of the resolution4. By doing so, the project manager can mitigate the impact of the issue on the project schedule and other aspects of the project performance4. The other options are not sufficient to manage the issue effectively. Identifying and reporting the issue (A) is necessary but not enough, as it does not involve taking any action to resolve the issue. Monitoring and controlling the issue (B) is also important but not sufficient, as it assumes that the issue has already been addressed and only needs to be tracked. Communicating any identified action to impacted stakeholders (D) is a good practice but not the primary responsibility of the project manager, as it does not ensure that the action is actually implemented and effective. References:

1: PMBOK Guide, 6th edition, p. 89

2: PMBOK Guide, 6th edition, p. 456

3: PMBOK Guide, 6th edition, p. 457

4: PMBOK Guide, 6th edition, p. 458

According to the PMBOK Guide, the project manager should use interpersonal and team skills to manage the team and resolve conflicts. One of these skills is conflict management, which involves identifying and addressing the root causes of disagreements among team members. In this case, the project manager should try to understand why the team member is absent from the meetings and what are the possible impacts on the project and the team. The project manager should also communicate the benefits of attending the meetings and encourage the team member to participate more actively. This way, the project manager can foster a collaborative and respectful team environment and avoid potential issues such as poor communication, low morale, or missed deadlines. References: PMBOK Guide, 7th edition, pages 282-283, 287-288.

The Work Breakdown Structure (WBS) is a key project deliverable that organizes the team’s work into manageable sections. The Project Management Body of Knowledge (PMBOK) defines the work breakdown structure as a “deliverable oriented hierarchical decomposition of the work to be executed by the project team.” This option is the most effective way to manage large and complex deliverables that cannot be assigned to a single person. References: PMBOK Guide, 6th Edition, Section 5.4: Create WBS

 In a hybrid approach, project managers need to adapt to different project life cycles and methodologies, including agile. Agile teams are self-organizing and empowered, and they value collaboration and feedback over command and control. Therefore, project managers are expected to become coaches or facilitators for agile teams, rather than traditional managers or leaders. They should support the team’s autonomy, alignment, and accountability, and help them overcome impediments and deliver value. The capacity-building activities may not have adequately prepared the project managers for this role shift, which could cause issues in motivating the agile staff. References: PMBOK Guide, 7th edition, section 2.2.3; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 2.2.3.