PMI PMP - Project Management Professional (2025 Version)

 A risk register is a tool to identify, document, monitor and resolve project risks. It is an essential part of the risk management process and should involve the participation of relevant stakeholders. Stakeholder engagement is a process of identifying, understanding and involving people who have a stake in the outcome of the project. Effective stakeholder engagement requires ongoing communication, consultation, and collaboration. Therefore, the best option for the project manager is to run the meeting with the available stakeholders and then follow up with each one of the absent stakeholders to get their input. This way, the project manager can ensure that the risk register is comprehensive, accurate and reflects the views and concerns of all stakeholders. Canceling the meeting and creating the risk register using the project documents (option A) is not a good option because it does not involve the stakeholders and may miss some important risks or perspectives. Continuing the meeting and sending the updated risk register to all stakeholders (option B) is also not a good option because it does not allow the absent stakeholders to provide their input or feedback on the risk register. Escalating the issue of stakeholders not attending the meeting to the project sponsor (option D) is not a good option either because it does not address the root cause of the problem and may create unnecessary conflict or resentment among the stakeholders. References:

1: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana

2: 10 Principles Of Stakeholder Engagement | APM

3: What is Stakeholder Engagement, and Why is it Important for Strategic Planning?

The project manager should use the alignment of the project with the benefits management plan as an indicator that the project is actually delivering value because this is the best way to measure the project’s contribution to the organization’s strategic objectives and expected outcomes. The benefits management plan defines the benefits that the project is expected to deliver, the metrics and targets to evaluate them, the roles and responsibilities for benefits realization, and the timeline and process for benefits review and transition. By comparing the project’s performance and deliverables with the benefits management plan, the project manager can assess the value of the project and identify any gaps or issues that need to be addressed. The other options are not the best choices because they do not necessarily reflect the value of the project. Stakeholders’ satisfaction with the current status (option A) may be subjective and biased, and may not consider the long-term benefits of the project. The project being under budget and on schedule (option B) may indicate the project’s efficiency and adherence to the plan, but it does not guarantee the project’s effectiveness and alignment with the business needs. The project being aligned with the project charter (option C) may show the project’s compliance with the initial scope, objectives, and assumptions, but it does not account for any changes or updates that may affect the project’s value proposition. References: PMBOK Guide, 6th edition, pages 33-34, 75-76, 129-130. PMP Questions page 457. PMP Practice Exam | Free PMP Practice Questions.

 Diversity and inclusion are important for project effectiveness, as they enable diverse perspectives, ideas, and experiences to be shared and valued among the project team and stakeholders. However, diversity and inclusion are not just about demographics, but also about creating a culture of respect, belonging, and empowerment for everyone. To achieve this, the organization needs to provide training and education to the entire workforce, not just to specific teams or departments, to raise awareness, foster understanding, and promote positive behaviors. By doing so, the organization can prevent or reduce potential conflicts, misunderstandings, or biases that may arise from different backgrounds, views, or preferences. Furthermore, the organization can leverage the benefits of diversity and inclusion, such as improved innovation, collaboration, and customer satisfaction. References:

Diversity, Equity, and Inclusion in Project Management

Diversity and Inclusion Are Important for Project Effectiveness

Diversity, Equity, & Inclusion | PMI

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

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

1: PMBOK Guide, 6th Edition, page 335

2: PMBOK Guide, 6th Edition, page 29

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

4: PMBOK Guide, 6th Edition, page 343

 According to the PMBOK Guide, agile project management is an iterative and incremental approach that delivers value to the customer frequently and responds to changes quickly. One of the principles of agile project management is to maximize the amount of work not done, which means eliminating waste and focusing on the most valuable features. The product backlog is a prioritized list of features or requirements that the project team delivers in iterations or sprints. The project manager, in collaboration with the product owner and the stakeholders, should prioritize the product backlog based on the business value and the effort required to deliver each item. By doing so, the project manager can ensure that the project delivers the highest value possible within the budget constraints. The project manager should also adjust the project budget and staffing to account for the prioritized items, and communicate the changes to the project team and the stakeholders. The project manager should not balance the project team, restrict the project scope, or reduce the project staff, as these strategies may compromise the quality, value, or customer satisfaction of the project deliverables. References:

PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

According to the PMBOK® Guide, the project manager is responsible for tailoring the project management processes and practices to suit the project context and environment. Therefore, the project manager should have assessed the organization’s culture, performed a suitability analysis, and determined the future state before adopting an agile methodology. This would have helped to identify the readiness, gaps, and risks of implementing agile in the organization, and to plan for the necessary changes and support. Conducting agile training for all employees may be a good practice, but it is not sufficient to avoid the implementation failure. Training alone does not guarantee the adoption or success of agile, as there may be other factors such as resistance, misalignment, or misunderstanding that hinder the agile transformation. Conducting a postmortem and capturing the learning in OPAs may be a useful activity, but it is not a preventive measure. It is a reactive action that occurs after the implementation failure, and it does not address the root causes or the solutions for the failure. Hired a third-party agile delivery team to do the implementation may not be the best option, as it may create dependency, communication, or integration issues. The project manager should have involved the internal project team and stakeholders in the agile implementation, and ensured that they have the skills, knowledge, and commitment to adopt agile. References: PMBOK® Guide, Sixth Edition, Chapter 1, Section 1.2.4 (Tailoring) and Chapter 3, Section 3.2 (Project Management Process Groups)

 According to the PMP Exam Content Outline, one of the tasks of a project manager in the execution domain is to “Implement approved changes and corrective actions by following the change management plan in order to meet project requirements.” This implies that the project manager should update the assumptions log and change log, and implement the change control process when the assumptions change during the execution phase. The assumptions log is a tool that documents the assumptions and constraints of the project scope, and the change log is a tool that records the changes that occur during the project life cycle. The change control process is a set of procedures that defines how changes are proposed, reviewed, approved, implemented, and communicated. By following these steps, the project manager can ensure that the changes are aligned with the project objectives and stakeholders’ expectations, and that the impact of the changes on the project scope, schedule, cost, quality, risk, and benefits are assessed and managed. References:

: PMP Exam Content Outline

: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4.1.3.2 and 4.6.3.2

: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4.6

: Business Analysis for Practitioners: A Practice Guide, Chapter 5.5.2 and 5.5.3

According to the PMBOK Guide, the project manager is responsible for ensuring that the project deliverables meet the acceptance criteria and obtaining formal acceptance of the deliverables from the customer or sponsor1. The project manager should also involve the relevant stakeholders in the validation and acceptance process to ensure their satisfaction and buy-in2. Therefore, the best option is to set up a meeting with stakeholders to validate and confirm acceptance of the deliverables. Option A is incorrect because the project sponsor is not the only stakeholder who needs to approve the deliverables. Option B is incorrect because updating the project management plan and marking the milestone as completed are actions that should be done after obtaining formal acceptance, not before. Option C is incorrect because asking the vendor to validate the agreement for any deviations is not a sufficient way to ensure the quality and compliance of the deliverables. References: 1: PMBOK Guide, 6th edition, section 4.6.3.2, p. 123 2: PMBOK Guide, 6th edition, section 13.4.2.2, p. 529

The project manager should provide clear and objective feedback to the team member based on the key performance indicators (KPIs) that were established for the project. The KPIs are measurable values that demonstrate how effectively the project is achieving its objectives and delivering value to the stakeholders. The project manager should review the KPIs for this team member and remind them how they are determined, such as by using data from the project management information system (PMIS), the earned value management (EVM) technique, or the agile metrics. The project manager should also explain how the KPIs are linked to the performance review and the rewards or recognition system. This way, the team member can understand the criteria for their evaluation and improve their performance accordingly. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle®. References:

PMBOK Guide 7th Edition, page 133

Agile Practice Guide, page 48

PMI Talent Triangle® 1

The project manager should review the team culture and the personality traits of the individual to address status update gaps. This will help to understand the root cause of the problem and find ways to improve the communication and collaboration within the team. The project manager should also foster a trusting and respectful environment where team members feel comfortable to share their challenges and feedback. Creating a safe space for status updates, reviewing the team status updates more thoroughly, or supporting team inclusion and changing the format of status updates are all possible actions that the project manager can take after reviewing the team culture and the personality traits of the individual, but they are not the first action that the project manager should take to rectify this situation. References: Agile Practice Guide, page 27; PMBOK Guide 7th Edition, page 95.

 The project manager should take these two actions to align customer expectations with the current situation of the project. The sprint velocity is a measure of how much work the agile team can complete in a sprint. By reviewing the updated sprint velocity with the customer, the project manager can show the impact of losing two team members on the project schedule and scope. The customer can then adjust their expectations accordingly and provide feedback on the project progress. The prioritized backlog is a list of features and requirements that the customer wants to have in the product. By asking the product owner to review the prioritized backlog with the customer, the project manager can ensure that the most valuable and important features are delivered first. The customer can also reprioritize the backlog items based on their changing needs and preferences. This way, the project manager can deliver early results that meet the customer’s satisfaction.

The other options are not the best actions to align customer expectations. Asking the agile team to review and update the quality management plan with the customer is not relevant to the budget reduction or the early results. The quality management plan defines the quality standards, criteria, and methods for the project. It is not a tool for communicating the project status or scope with the customer. Reviewing the impediments log with the customer is not a good practice, as it may expose the internal issues and challenges of the agile team. The impediments log is a record of the obstacles and problems that the agile team faces during the project. It is used by the agile team and the scrum master to identify and resolve the impediments. The customer does not need to know the details of the impediments log, as it may affect their trust and confidence in the project team. Sending a detailed project management plan to the customer is not appropriate for an agile project, as it may imply a fixed and rigid approach to the project. The project management plan is a formal document that describes how the project will be executed, monitored, and controlled. It is not suitable for an agile project, as it does not accommodate the changes and uncertainties that occur during the project. An agile project relies on frequent and informal communication, collaboration, and feedback with the customer, rather than a detailed project management plan. References:

PMBOK® Guide, 6th Edition, Chapter 6, Section 6.7, “Control Schedule”

PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2, “Plan Stakeholder Engagement”

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.3, “Sprint Velocity”

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

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.5, “Impediments Log”

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

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

Comprehensive and Detailed Explanation:

In a new team environment, it is important that everyone participates in establishing team norms. A round table approach allows each team member to voice their opinion in a structured way. This improves psychological safety and encourages open participation in future meetings.

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

1: PMBOK Guide, 6th edition, page 49

2: PMBOK Guide, 6th edition, page 50

3: PMBOK Guide, 6th edition, page 52

4: PMBOK Guide, 6th edition, page 53

: PMBOK Guide, 6th edition, page 54

: PMBOK Guide, 6th edition, page 57

According to the PMBOK® Guide, the project manager is responsible for managing the communication among stakeholders, and ensuring that the information needs of the project are met (Section 10.1). The project manager should also establish and enforce the ground rules for communication within the project team, and address any issues that may arise from unauthorized or inappropriate communication (Section 9.3.2.4). By pointing out to the project team and the customer that all information concerning the timeline of the project should be communicated by the project manager, the project manager can prevent confusion, misunderstanding, and conflict among the stakeholders, and maintain control over the project scope and schedule. This is also consistent with the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, which states that one of the tasks of a business analyst is to “communicate requirements information to stakeholders according to the communication plan” (Task 4.3). References:

PMBOK® Guide, 6th Edition, Section 10.1, Section 9.3.2.4

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task 4.3

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

According to the PMBOK® Guide, when a project manager faces a change request that affects the project scope, schedule, cost, or quality, they should first evaluate the impact of the change and then follow the change control process. The change control process involves reviewing the change request, analyzing the options, obtaining approval, and updating the project management plan and other documents. One of the options that the project manager can consider is to negotiate with the team and other stakeholders to find a feasible solution that can accommodate the change request without compromising the project objectives. This option requires effective communication, collaboration, and conflict resolution skills from the project manager and the team. Asking the team to accelerate the iterations and avoid interruptions (option A) is not a realistic or sustainable strategy, as it may lead to burnout, quality issues, and scope creep. Verifying team performance and asking for improvement during daily standup meetings (option C) is not a direct or proactive way to address the change request, as it may imply that the team is not performing well or that the project manager is micromanaging them. Recommending that the project sponsor increases the budget to bring new resources (option D) is not a viable option, as it may not be approved or feasible, and it may also introduce new risks and challenges to the project. References: PMBOK® Guide, 6th edition, pages 112-113, 135-136, 161-162.

 According to the PMBOK Guide, the project manager is responsible for managing the project work according to the project management plan and implementing approved changes1. If the project manager discovers that the blueprints received from the client appear incomplete, the first thing to do is to consult with the client to determine if project execution should be continued or if changes are needed. The client is the source of the project requirements and the ultimate authority on the project scope2. The other options are not the best actions for the project manager to do first. Rescheduling the project execution date is a change that requires a formal change request and approval from the change control board3. Continuing project execution using the current blueprints from the client may result in rework, waste, or defects if the blueprints are not accurate or complete4. Escalating this issue to the project sponsor is not the first step, as the project sponsor is not the owner of the project requirements or scope. References:

1: PMBOK Guide, 6th edition, page 95

2: PMBOK Guide, 6th edition, page 141

3: PMBOK Guide, 6th edition, page 115

4: PMBOK Guide, 6th edition, page 149

: PMBOK Guide, 6th edition, page 33

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Stakeholder Management knowledge area is Identify Stakeholders, which involves identifying the people, groups, or organizations that could impact or be impacted by the project, and analyzing their expectations, interests, and influence. One of the outputs of this process is the stakeholder register, which contains information such as the identification, assessment, and classification of the project stakeholders. By reviewing the stakeholder register, the project manager can gain insight into the expectations of the specific client team member who is requesting trivial information, and understand the possible reasons behind their behavior, such as lack of trust, low engagement, or hidden agenda. This will help the project manager to plan and implement appropriate strategies to manage the stakeholder’s expectations and requests, and avoid unnecessary conflicts or delays in the project. References: PMBOK Guide, 6th edition, pages 509-510, 515.

When a project manager encounters a potential change in the project environment, such as a new law that may affect the project, the first two actions they should perform are to identify the risks and consult the stakeholders. Risk identification is the process of determining the risks that may affect the project and documenting their characteristics. It is an iterative process that should be performed throughout the project life cycle, especially when there are changes or uncertainties. Consulting the stakeholders is also important, as they may have valuable insights, opinions, or expectations regarding the potential impacts of the new law on the project. The project manager should communicate with the stakeholders and seek their feedback and support. Creating a change request, requesting additional budget, or discussing with SMEs are not the first actions to perform, as they require more analysis and evaluation of the situation. A change request should be submitted only after the project manager has assessed the impact of the change and determined the best course of action. Requesting additional budget should be based on a realistic estimate of the cost implications of the change, not on a contingency. Discussing with SMEs may be helpful, but it is not as essential as involving the project team and the stakeholders, who have more direct interest and influence on the project. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 11, Section 11.2

Practice Standard for Project Risk Management, Chapter 3, Section 3.1

The Standard for Project Management, Chapter 4, Section 4.3.2

The project manager should request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project. This is because working on multiple projects at the same time can reduce the team’s focus, productivity, quality, and morale. It can also increase the risk of delays, errors, conflicts, and rework. Agile approaches require dedicated and cross-functional teams that can deliver value in short iterations. Therefore, the project manager should seek the support of the project sponsor to ensure that the team has the necessary resources and time to work on one project at a time. Providing an incentive plan so the team members will work more unaccounted hours on multiple projects (option B) is not a good solution, as it may lead to burnout, stress, and dissatisfaction among the team members. It may also violate the labor laws and ethical standards. Brainstorming with the team members on how they can deliver on multiple projects within the given budget (option C) is a possible option, but it may not be realistic or feasible, as it may compromise the quality and scope of the projects. Instructing the team members to spread evenly across projects so mistakes will not occur within the current budget (option D) is not a good option, as it may create confusion, duplication, and inconsistency among the team members. It may also prevent the team from forming, storming, norming, and performing as a cohesive unit. References:

PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team

[Agile Practice Guide], page 26-27, section 3.1.1 Team Composition

PMP Exam Prep, 10th edition, page 455, question 455, answer and explanation

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Resource Management knowledge area is Develop Team, which involves improving the competencies, interaction, and overall team environment to enhance project performance. One of the tools and techniques for this process is training, which involves providing guidance and instruction to enhance the skills and competencies of the team members. By supporting the team members’ growth and development, the project manager can help them to acquire the necessary knowledge and skills to work effectively in an agile environment, and to adapt to the changes and challenges that may arise during the project. References: PMBOK Guide, 6th edition, pages 336-337, 341.

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

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

In an agile project, the project manager should collaborate with the stakeholders and ensure their active involvement in the project. The project manager should meet with the unhappy stakeholder to understand their concern and the business impact of the delayed delivery. The project manager should also reprioritize the product backlog as necessary to accommodate the stakeholder’s needs and expectations. Finally, the project manager should invite the stakeholder to join the sprint planning session, where the team selects the work to be done in the next iteration based on the stakeholder’s feedback and the product owner’s guidance. This way, the project manager can improve the stakeholder’s satisfaction and engagement, and foster a trusting and collaborative relationship. Directing the product owner to drop other work in progress and work on the stakeholder’s requirement as the top-priority item may not be the best option, as it may disrupt the team’s flow and compromise the value delivery. Sharing the prioritized items that the team is working on with the stakeholder and inviting them to join the sprint planning session may not be sufficient, as it does not address the stakeholder’s concern and business impact. Securing some additional funding to recruit more resources to the project team to enable faster delivery may not be feasible or effective, as it may violate the agile principle of simplicity and increase the complexity and communication overhead of the project. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Team, Section 14.2: Enable Team Performance, Section 14.3: Lead the Team

Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.2: Implementing Agile: Creating an Agile Environment, Section 2.3: Implementing Agile: Delivering in an Agile Environment

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 9: Validate Requirements

[Professional in Business Analysis (PMI-PBA)® Examination Content Outline], Domain 4: Analysis, Task 9: Validate Requirements

 The project manager should meet with the stakeholders to recommend the use of a time and materials (T&M) contract to address the problem, as this type of contract is more suitable for agile projects that have changing requirements and priorities. A T&M contract allows the buyer to pay the seller based on the actual hours of work and the cost of materials, rather than a fixed price. This can provide more flexibility and adaptability for the project, and reduce the risk of budget overrun. The other options are not as effective or appropriate as recommending a T&M contract. Sending a detailed status report may inform the stakeholders of the issue, but it does not propose a solution. Submitting a change request may increase the funding, but it does not address the root cause of the problem, which is the mismatch between the contract type and the project approach. Waiting until the next gate review meeting may delay the resolution of the problem, and increase the likelihood of further deviation from the EAC. References:

PMBOK Guide, 7th edition, page 163

PMI-PBA Exam Content Outline, 2018, page 10

PMP question 391

Answer steps

The agile leader should develop working agreements with the team to address the trouble and disputes they are facing. Working agreements are a set of guidelines or norms that the team agrees to follow to improve their collaboration, communication, and performance. They help to establish a shared understanding of the team’s values, expectations, and behaviors. They also help to resolve conflicts, clarify roles and responsibilities, and foster trust and respect among the team members. Developing working agreements with the team is a participatory and iterative process that involves the input and feedback of all team members. The agile leader should facilitate this process and ensure that the working agreements are aligned with the agile principles and practices. Escalating the issue to the team’s manager (option A) is not a good option, as it may undermine the team’s autonomy and empowerment. Removing some of the team members (option B) is also not a good option, as it may disrupt the team’s dynamics and morale. Reviewing the roles and responsibilities document (option C) is a useful step, but it may not be sufficient or effective to address the root causes of the trouble and disputes. References:

PMBOK Guide, 6th edition, page 52, section 2.4.2 Project Team

[Agile Practice Guide], page 27, section 3.1.2 Working Agreements

PMP Exam Prep, 10th edition, page 465, question 465, answer and explanation

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

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

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

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

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

This is the best option because it allows the project manager to address the current and future needs of the project, while also developing the skills and knowledge of the team. According to Project Management Best Practices for 2024 + Expert Tips, one of the best practices is to “provide your team members with opportunities to learn new skills and grow professionally”. This can increase their motivation, engagement, and productivity, as well as reduce turnover and improve quality.

Option A is not the best option because it may create conflicts or dependencies with another team, and it does not solve the long-term need for an SME in the specific area.

Option C is not the best option because it may incur additional costs and risks, and it does not foster the development of the team.

Option D is not the best option because it does not address the issue at all, and it may delay the project progress and quality.

The agile project leader should explain the new team velocity to the customer and negotiate the scope and schedule of the project accordingly. Team velocity is a measure of the amount of work a team can handle during a single iteration1. It is affected by factors such as team size, skills, experience, and availability2. Since the team has lost two members, the team velocity will likely decrease, which means the team will not be able to deliver the same amount of work as before. The agile project leader should communicate this change to the customer and collaborate with them to prioritize the most valuable features and adjust the release plan3. Updating the restriction log with the new team capacity (A) is not a sufficient action since it does not address the impact on the project scope and schedule. Explaining the new project requirements to the team (B) is also not a good option since it may overload the team and compromise the quality and value of the product. Updating the project budget with the released team members © is not relevant since the budget has already been reduced by the customer. References:

1: Agile Practice Guide, Glossary, page 91

2: Agile Practice Guide, Chapter 2, Section 2.4.2.2

3: Agile Practice Guide, Chapter 2, Section 2.4.2.3

 The project manager should mentor the team member and provide the necessary training because this is the best way to help the team member overcome the difficulty and deliver the expected results. Self-organizing teams are empowered to make decisions and collaborate with each other, so the project manager should act as a facilitator and coach rather than a directive leader. The other options are not the best choices because they do not address the root cause of the problem, which is the lack of knowledge or skills in the new technology. Requesting the team member to move to another team (option A) may demotivate the team member and create resentment. Delegating other team members to complete this team member’s tasks (option B) may overload the other team members and reduce the team cohesion. Including this team member in an improvement program through a human resources request (option D) may imply that the team member is underperforming and needs to be disciplined, which may lower the team member’s morale and confidence. References: PMBOK Guide, 6th edition, pages 18, 52, 273, 335. Free PMP Practice Exam Questions - 120 Sample Test Questions. PMI PMP Quiz:82 Topic:3 Questions:406-410.

The project manager should promote an environment where everybody knows what their contribution means to the project as a whole because this is the best way to have a highly engaged team. Agile projects are based on values and principles that emphasize collaboration, flexibility, and customer satisfaction, which require the team members to be motivated, committed, and empowered. Therefore, the project manager should communicate the vision, goals, and expectations of the project, and help the team members understand how their work adds value to the project and the organization. The project manager should also encourage the team members to share their ideas, feedback, and concerns, and involve them in decision-making and problem-solving. This can help to create a sense of ownership, accountability, and pride within the team, and foster a positive and productive work culture. The other options are not the best choices because they do not support the agile approach or the team engagement. Being clear with directions and assignments so people stay focused and engaged with their work (option A) may imply that the project manager is using a directive or authoritarian style, which may limit the team’s autonomy and creativity. Designing a reward system to get people motivated by recognizing significant individual contributions from the last sprint (option C) may help to acknowledge and appreciate the team members, but it may also create competition and conflict within the team, and may not align with the agile principle of valuing the team’s performance over the individual’s performance. Encouraging continuous rotation of roles among team members to keep people motivated throughout project delivery (option D) may help to diversify and enhance the team’s skills and knowledge, but it may also disrupt the team’s stability and efficiency, and may not consider the team members’ preferences and strengths. References: PMBOK Guide, 6th edition, pages 18-19, 52, 273, 335, 686-687. [PMP Questions page 467]. PMP Practice Exam | Free PMP Practice Questions.

 The project manager should request an architecture review as the first step to address the design flaw that may potentially impact the final quality. An architecture review is a process of evaluating the design of a system or a product against a set of criteria, such as requirements, standards, best practices, and quality attributes. An architecture review can help to identify and resolve design issues, risks, and gaps, as well as to ensure alignment with the project objectives and stakeholder expectations. By requesting an architecture review, the project manager can involve the relevant experts, such as the new architect, the previous architect (if possible), the quality assurance team, and the customer, to assess the impact of the design flaw and to propose and agree on the necessary changes. This will also help to update the project scope, schedule, cost, and quality baselines accordingly. References:

Architecture Reviews - an overview | ScienceDirect Topics

Architecture Review Process - SEBoK

Architecture Review - The Open Group

Design Flaw Attacks - an overview | ScienceDirect Topics

DESIGN FLAWS: FLAWS BY DESIGN? / The Design Society

 The stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution. It is a dynamic document that should be updated throughout the project as stakeholder needs and expectations change. The project manager should explain to the key stakeholder that their needs will be updated in the stakeholder engagement plan and that their continued participation is important for the project success. References: PMBOK Guide, 7th edition, section 13.2.3.1; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 4.2.3.1.

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

The project manager should consult with the project management office (PMO) for guidance on project artifacts, as the PMO is responsible for establishing and maintaining the project management standards, policies, and procedures within the organization. The PMO can advise the project manager on the best practices and requirements for archiving the project artifacts, even for a cancelled project. Archiving the project artifacts is important for capturing the lessons learned, maintaining the organizational knowledge, and complying with the legal and ethical obligations. The other options are not as effective or appropriate as consulting with the PMO. Complying with the project sponsor’s request to not archive the project artifacts may result in losing valuable information and violating the professional code of conduct. Documenting the project sponsor’s instructions as the archived project artifacts may not be sufficient or accurate, and may create confusion and conflict in the future. Archiving the project artifacts on the project manager’s local computer may not be secure or accessible, and may not follow the organizational standards and processes. References:

PMBOK Guide, 7th edition, page 279

PMI-PBA Exam Content Outline, 2018, page 13

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

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

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

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

 According to the PMBOK Guide, an iterative-based strategy is a release strategy that delivers the product incrementally over multiple iterations, each adding more functionality and value. This strategy allows the project team to obtain early feedback from the customers and stakeholders, and to adapt to changing requirements and priorities. In this scenario, the project manager should recommend an iterative-based strategy to maximize value by releasing the product to each country as it is finalized and ready for release in that country. This will help to meet the specific requirements of each country, and to deliver value faster and more frequently. References: PMBOK Guide, 6th edition, page 19-20. PMP Questions page 515, question 515. PMP Practice Exam, question 4.

According to the PMBOK Guide, 6th edition, section 6.4.2.6, the Monte Carlo method is a simulation technique that uses probability distributions and random sampling to compute possible outcomes of cost or schedule estimates.3

The Monte Carlo method can produce different results each time it is run, depending on the input data and the random numbers generated.4

Therefore, the project manager and the stakeholder may have used different input data, assumptions, or scenarios when applying the Monte Carlo method, resulting in different estimations for the budget.4

The project manager and the stakeholder should compare and validate their estimations, and agree on a common baseline for the budget.

The references for this answer are:

1: PMP Exam Questions | 100% Free PMP Example Questions 2: PMP Practice Exam 1 | Free PMP Exam Questions 3: PMBOK Guide, 6th edition, Project Management Institute, 2017, pp. 200-201. 4: [Monte Carlo Simulation: What Is It and How Does It Work? - Palisade] : [Project Cost Management: The Ultimate Guide - ProjectManager.com]

The definition of done (DoD) is a clear and concise list of requirements that a deliverable must meet to be considered complete and acceptable by the main stakeholder. The DoD helps to ensure that the quality standards are met and that the deliverables are aligned with the stakeholder’s expectations. The project manager should reinforce the DoD during sprint planning so that the team has a common understanding of what needs to be done and how to do it. This will help to prevent the deliverables from being rejected during the next iteration. Submitting a change request to prioritize resolutions for the quality issue (option A) may be necessary, but it does not address the root cause of the problem, which is the lack of clarity and agreement on the DoD. Assuring that the product backlog is properly prioritized to avoid dependencies that cause rejection (option C) is a good practice, but it does not ensure that the deliverables will meet the quality specifications. Creating a dedicated sprint to complete all of the pending specifications from previous sprints (option D) may be a viable option, but it may also delay the project and increase the cost. The best option is to reinforce the DoD and ensure that the team delivers what the stakeholder expects. References:

PMBOK Guide, 6th edition, page 176, section 5.4.2.1 Definition of Done

[Agile Practice Guide], page 54, section 4.2.2.1 Definition of Done

PMP Exam Prep, 10th edition, page 425, question 425, answer and explanation

The project manager should always monitor and control the project schedule and make adjustments as needed to ensure timely completion of the project. If the project manager identifies that some activities can be done faster by other resources, they should review the work allocation and reassign some tasks to shorten the critical path. The critical path is the longest sequence of activities that determines the project duration. By reducing the duration of the critical path activities, the project manager can avoid delays and meet the project deadline. This is also consistent with the principle of optimizing resources and minimizing waste, which is part of the PMI Talent Triangle®. References:

PMBOK Guide 7th Edition, page 131

Agile Practice Guide, page 50

PMI Talent Triangle® 1

The project manager should use an iterative approach for both the requirements analysis and delivery phases of the project. An iterative approach involves breaking down the project scope into smaller increments and delivering them in cycles, with feedback and validation from the client at each cycle. This approach is suitable for projects with clear requirements, but also allows for flexibility and adaptation to changing needs and expectations. The client’s request to see a demo of the work completed every two weeks indicates that they value frequent and incremental delivery of value, which is consistent with an iterative approach. Agile is not the best option for this project, as agile is more suitable for projects with high uncertainty and complexity, where the requirements are not clear or stable, and the client is actively involved in the project collaboration. Predictive is not the best option for this project, as predictive is more suitable for projects with low uncertainty and complexity, where the requirements are well-defined and fixed, and the client is not interested in frequent changes or feedback. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.2: Project Delivery Approaches, Section 2.3: Project Life Cycle

Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.1: Introduction, Section 2.2: Implementing Agile: Creating an Agile Environment

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2: Planning, Task 1: Plan Business Analysis Approach

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task 1: Plan Business Analysis Approach

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

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

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

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

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

 According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess and prioritize impact on project scope, schedule, cost, quality, and risks of approved changes, and determine cause and effect relationships” (Task 5, Domain II: Process). This implies that the project manager should evaluate the impact of any change that affects the project performance, such as the removal of a key team member. By doing so, the project manager can identify the potential consequences and benefits of the change, and look for alternatives to mitigate the negative effects or enhance the positive ones. The project manager should also submit a change request if required, to update the project management plan and baselines accordingly. This will help to maintain the project alignment with the objectives and expectations of the stakeholders. References:

PMP Exam Content Outline, Domain II: Process, Task 5, page 101

PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233

Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

The project manager should address the team member’s concerns by using a problem-solving approach, which involves identifying the root cause of the conflict, generating and evaluating alternative solutions, and implementing the best option. The project manager should set up a discussion with the team lead and the team member to facilitate open and honest communication, listen to both sides of the story, and help them reach a mutually acceptable resolution. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle®. References:

PMBOK Guide 7th Edition, page 133

Agile Practice Guide, page 48

PMI Talent Triangle® 1