PMP Questions and Answers

= A communication matrix is a tool that helps project managers plan, execute, and evaluate the communication strategies for a project. It includes information such as the communication methods, frequency, audience, owner, and purpose for each stakeholder. Updating thecommunication matrix is important to ensure that all relevant stakeholders are informed and engaged in the project, and to avoid communication gaps or conflicts. The project manager should update the communication matrix to include the client team member who is not on the list given by the former project manager, and to ensure that the client team member receives the appropriate level and type of communication for their role and needs. This will help the project manager address the client team member’s lack of understanding and prevent further delays in the project progress. The other options are not the best choices, because they do not address the root cause of the problem, which is the lack of communication with the client team member. Submitting a change request to cover extra hours associated with project meetings (A) may not be necessary or feasible, and it does not guarantee that the client team member will understand the project elements better. Speaking with the client team member about the continuous delays during project meetings (B) may be confrontational and ineffective, and it does not solve the communication issue. Increasing the project meeting frequency and duration to allow for the extra work required (D) may be counterproductive and inefficient, and it may not suit the communication preferences of the client team member or other stakeholders. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Communication Matrix How-To & Template | TeamGantt, Free Communication Matrix Templates With How-To | Smartsheet

The project manager should establish common ground through collaboration and understanding the team members’ needs in order to negotiate between them and reach an agreement that will advance the project. This is a technique of conflict resolution that involves finding a mutually acceptable solution that partially satisfies both parties1. The project manager should facilitate a constructive dialogue between the team members, listen to their perspectives and concerns, and help them identify areas of agreement and compromise2. Encouraging a positive ongoing relationship between the team members (A) may be a good outcome of the negotiation, but it is not a technique to achieve it. Coaching and mentoring the team members to build consensus and resolve the conflict (B) may be a useful approach, but it is not a direct way of negotiating between them. Organizing a team-building event to improve the morale among team members © may be a beneficial activity, but it does not address the specific issue of the misunderstanding between the two team members. References: 1: PMBOK Guide, 6th Edition, p. 5042: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

= According to the PMBOK Guide, 7th edition, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. Issues can arise from any source, such as risks, changes, quality problems, conflicts, etc. Issues can have a negative impact on the project objectives if not resolved in a timely and appropriate manner2. Therefore, the project manager should proactively manage issues by following a predefined issue management process that includes identifying, analyzing, prioritizing, resolving, and monitoring issues3. One of the best practices for issue management is to involve the project team and relevant stakeholders in the process, as theymay have valuable insights, suggestions, or solutions for the issue. Holding a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue (option A) is the most effective option for the project manager, as it can help to address the issue collaboratively, transparently, and efficiently. Informing the sponsor that the issue has arisen and that the project’s success may be uncertain (option B) may not be sufficient, as the sponsor may expect the project manager to take action and propose a solution for the issue. Avoiding managing the issue as it was not registered as a risk for the project and there is no planned response to it (option C) is not a good option, as it can lead to more problems and complications for the project. Delaying the project until the issue is addressed and no longer presents as a risk to the project (option D) may not be feasible, as it can affect the project schedule, budget, and scope. References: 1: PMBOK Guide, 7th edition, page 175 2: PMBOK Guide, 7th edition, page 176 3: PMBOK Guide, 7th edition, page 177 : PMBOK Guide, 7th edition, page 178

According to the PMBOK Guide, a project manager should engage stakeholders throughout the project life cycle and ensure their expectations and needs are considered and addressed. A critical stakeholder who was not consulted at the time of the schedule discussion may have valuable information, insights, or constraints that could affect the project schedule. The project manager should organize a new schedule framing meeting with the critical stakeholder to obtain input, clarify requirements, resolve conflicts, and reach agreement on the project schedule. This can help avoid rework, delays, and dissatisfaction in the future. Reaching out to the project sponsor, analyzing the root cause, or creating a new project schedule are not the best options, as they do not involve the critical stakeholder and may not address the underlying issue. References: PMBOK Guide, 7th edition, page 32-33, 36-37, 40-41.

= According to the Agile Practice Guide, changes are inevitable and welcome in agile projects, as they provide opportunities to deliver more value to the customer1. However, changes should be evaluated and prioritized by the customer or the product owner, who represents the customer’s voice2. The project manager should facilitate the change management process and ensure that the changes are aligned with the project vision and goals3. Therefore, the project manager should continue the iteration and review the change with the customer, who can decide whether to accept, reject, or defer the change. This is also consistent with the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software4. References:

• 1: Agile Practice Guide, p. 13
• 2: Agile Practice Guide, p. 27
• 3: Agile Practice Guide, p. 37
• 4: Agile Practice Guide, p. 9

The project manager should handle the situation by having a discussion with the sponsor and recommending the project business value be reassessed. This is because the project manager is not authorized to cancel the project, but should communicate the new information to the sponsor and suggest a reevaluation of the project benefitsand alignment with the organizational strategy. This approach is consistent with the principles of stakeholder engagement, communication management, and business environment in project management. References:

• PMBOK Guide, 6th edition, pages 33-34, 51-52, 513-514.
• PMP Exam Content Outline, June 2019, pages 6-7, 10-11, 16-17.

According to the PMBOK Guide 7th Edition, the project manager should apply the leadership skill of having a holistic and systemic view, which means understanding the interrelationships and dependencies among the project components, the project environment, and the project stakeholders. The project manager should also align the project objectives with the customer’s needs and expectations. Therefore, the best option is to have a holistic and systemic view, which is demonstrated by asking each team member to present how their deliverables are impacting the customer’s final product requirements. Ensuring that expectations are clear, maintaining team spirit and cooperation, and focusing on the important things are also important leadership skills, but they are not the best option to answer this question. References: PMBOK Guide 7th Ed., 2.0 The Project Delivery Principles, Page 9; PMBOK Guide 7th Ed., 3.0 The Project Team, Page 23; 1

In agile projects, the customer is an integral part of the project team and should be involved in the planning, execution, and review of each iteration. By educating the customer on the agile principles and practices, the project manager can ensure that the customer understands the value of frequent feedback, collaboration, and adaptation. By having the customer participate in daily standup meetings, the project manager can facilitate direct communication between the customer and the development team, and enable quick resolution of any issues or ambiguities regarding the requirements. This will help the project team to deliver the most valuable features to the customer in each sprint. References: PMBOK Guide, 7th edition, pages 55, 56, 57, 58, 59, 60, 61, 62, 63, 64, and 65. World of Project Management.

 Analogous estimating is a technique that uses historical data from similar projects to estimate the cost of the current project1. It is a fast and easy method, but it is also less accurate and reliable2. Bottom-up estimating is a technique that involves estimating the cost of individual work packages or activities and then aggregating them to get the total project cost1. It is a more accurate and reliable method, but it also requires more time and resources2. To avoid the problem of underestimating the project cost, the project manager should have used bottom-up estimating instead of analogous estimating. This would have provided a more realistic and detailed cost baseline for the project. Utilizing three-point estimates (B) or validating the SPI (D) are techniques that can help improve the accuracy and reliability of cost estimates, but they are not alternatives to choosing the appropriate estimating method. Including lessons learned from past projects © is a good practice that can help avoid common pitfalls and errors in cost estimation, but it does not guarantee the accuracy and reliability of the estimates. References: 1: PMBOK Guide, 6th Edition, pp. 234-2392: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

This question is about managing a project with frequent scope changes and new knowledge, which suggests that the project is following an adaptive or agile approach. In such a situation, the project manager should use agile practices and tools to ensure that the project outcomes are aligned with the business goals and the stakeholder expectations. One of these practices is to create a prioritized backlog, which is a list of features or requirements that are ranked according to their value and urgency. The backlog helps the team to focus on the most important and relevant work items and to deliver them in short iterations. Another practice is to define iteration review sessions with stakeholders, which are meetings that occur at the end of each iteration to demonstrate the completed deliverables, collect feedback, and validate the value and quality of the work. The iteration review sessions help the team to communicate with the stakeholders, incorporate their input, and ensure their satisfaction. These practices can prevent the situation from happening in the future, as they can enhance the transparency, collaboration, and alignment of the project. The other options are not as suitable for managing a project with frequent scope changes and new knowledge, as they are more aligned with a traditional or predictive approach. Creating a detailed WBS and milestone schedule may not be realistic or feasible, as the scope may change or be unclear at the beginning of the project. Scheduling a kick-off meeting for every project phase may not be necessary or effective, as the project may not have distinct phases or the project management plan may change frequently. Scheduling a daily meeting to review team performance and impediments may not be sufficient or relevant, as it does not involve the stakeholders or address the business goals. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 170-171, 176-177, 487.
• Ultimate Guide To Hybrid Project Methodologies & How To Make Them, The Digital Project Manager, 2023, pp. 4-5, 9-10.
• A Guide to Hybrid Project Management: Blending Agile and Traditional PM, Float, 2023, pp. 3-4, 7-8.

 The communications management plan is a component of the project management plan that describes how the project information will be communicated to the stakeholders, including thefrequency, format, content, and methods of communication1. The project manager should review the communications management plan and verify whether the stakeholder’s needs are captured in the project management plan, and if not, update the plan accordingly. This will help to ensure that the stakeholder receives the appropriate information at the right time and in the right way. Requesting the project team to include the stakeholder’s details and share the project status reports (A) may not be sufficient or effective, as the stakeholder may have different communication preferences or expectations. Scheduling a meeting with the stakeholder and including the stakeholder’s needs in the project management plan (B) may be a good action to take, but not the first one. The project manager should first review the existing communications management plan and identify any gaps or issues before engaging with the stakeholder. Reviewing the stakeholder management plan and updating the stakeholder register © may not be relevant or necessary, as the stakeholder is already identified and engaged in the project. The stakeholder management plan describes how the project manager will manage the stakeholder expectations and influence, not how the project information will be communicated to them2. References: 1: PMBOK Guide, 6th Edition, p. 3672: PMBOK Guide, 6th Edition, p. 513.

According to the PMBOK Guide, the project manager is responsible for selecting the appropriate project delivery approach based on the project characteristics, stakeholder needs, and environmental factors. One of the project delivery approaches is agile, which is a flexible and iterative method that embraces change and delivers value incrementally. Within agile, there are different frameworks or methods, such as Scrum, Kanban, Spiral, and Rapid Application Development (RAD). Each of these methods has its own advantages and disadvantages, depending on the project context and requirements. In this scenario, a customer support team has planned short, iterative cycles for working on customer-reported issues, which indicates an agile approach. However, recently, there was a surge of high-priority issues that disrupted the original plan, and the team’s manager is finding it difficult to manage the progress. The question asks which approach the project manager should suggest using in this situation. The best approach for this scenario is agile Kanban, which is a method that uses a visual board to manage the flow of work and limit the work in progress. Kanban can help the project manager and the team prioritize the most important issues, monitor the status and progress of each issue, and optimize the delivery of value to the customers. Kanban is suitable for projects that have frequent and unpredictable changes, as well as high variability and uncertainty. Agile Scrum, Spiral, and RAD are not the best approaches for this scenario, as they have different characteristics and assumptions that may not fit the project context and requirements. Scrum is a method that uses fixed-length iterations called sprints to deliver potentially shippable increments of the product. Scrum is suitable for projects that have stable and committed teams, clear and prioritized requirements, and minimal changes within each sprint. Spiral is a method that combines elements of waterfall and prototyping, using a cyclical process of planning, risk analysis, engineering, and evaluation. Spiral is suitable for projects that have complex and high-risk requirements, as well as the need for extensive testing and validation. RAD is a method that uses rapid prototyping and user feedback to deliver functional components of the product in a short time frame. RAD is suitable for projects that have well-defined and modularized requirements, as well as the availability of user involvement and collaboration. References: PMBOK Guide, 7th edition, pages 27-28, 1.4 Tailoring; pages 29-30, 1.5 Project Delivery Approaches; pages 31-32, 1.6 Project Delivery Methods.

The project manager should describe to the team members how specific tools and techniques can be used to finish the project on time and within budget. This will help the project manager to communicate the rationale and benefits of following a rigorous process, and to address any concerns or questions that the team members may have. The project manager should also acknowledge the team members’ efforts and contributions, and provide them with the necessary support and guidance. The other options are not effective or appropriate, as they may create more resistance, distrust, or dissatisfaction among the team members, or compromise the project quality or scope. References: PMBOK Guide, 7th edition, page 76, 78, 118-119.

= According to the PMBOK® Guide, a product backlog is a prioritized list of work for the development team that is derived from the roadmap and its requirements. The most important items are shown at the top of the product backlog so the team knows what to deliver first. The development team pulls work from the product backlog as there is capacity for it, either continually (kanban) or by iteration (scrum). The product backlog is an emergent and dynamic artifact that is updated and refined throughout the project life cycle. Changes in the productbacklog can be triggered by various factors, such as stakeholder feedback, new requirements, technical discoveries, or market conditions. When a change request is received, the product owner is responsible for evaluating the value and priority of the change, and deciding whether to accept or reject it. If the change is accepted, the product owner should facilitate the update of the product backlog by adding, modifying, or removing product backlog items as needed. The product owner should also communicate the change and its impact to the development team and other relevant stakeholders. The product owner may use various techniques to update the product backlog, such as user stories, acceptance criteria, story mapping, backlog grooming, or sprint planning. Updating the product backlog helps to ensure that the development team is working on the most valuable and relevant work items, and that the product vision and goals are aligned with the stakeholder expectations and needs. References: PMBOK® Guide, Sixth Edition, pages 181-182, 513-536. Atlassian. Scrum.org. Visual Paradigm. ProductPlan.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should share all relevant project information with the stakeholders, such as the project objectives, scope, schedule, cost, quality, risks, issues, changes, and progress. This will help to keep the stakeholders informed, aligned, and satisfied with the project, and to obtain their feedback and support. Scheduling one-on-one meetings, providing daily reports, or minimizing communication are not the best approaches, as they may not suit the preferences, availability, or influence of the stakeholders, and they may not address the complexity, uncertainty, or urgency of the project information. References: PMBOK Guide 7th Edition, page 12-13.

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= The correct answer is to drag the interpersonal skill on the left to the scenario on the right as follows:

• Conflict Management -> A team member disagrees with the project manager’s decision and escalates the issue to the sponsor.
• Emotional Intelligence -> A project manager recognizes that a stakeholder is feeling frustrated and tries to empathize with them.
• Leadership -> A project manager motivates the team to achieve the project goals and provides feedback and recognition.
• Networking -> A project manager attends a professional event and exchanges contact information with potential partners and clients.

 = The question tests the candidate’s knowledge of interpersonal skills and how they apply to different project scenarios. Interpersonal skills are the abilities to effectively communicate, interact, and work with individuals and groups. They are essential for project managers to build relationships, influence stakeholders, resolve conflicts, and lead teams. The four interpersonal skills and their definitions are:

• Conflict Management: The ability to handle disagreements and disputes among individuals or groups in a constructive way.
• Emotional Intelligence: The ability to perceive, understand, and manage one’s own and others’ emotions and emotional responses.
• Leadership: The ability to guide, inspire, and empower individuals or groups to achieve a common vision or goal.
• Networking: The ability to establish and maintain connections and relationships with people who can provide information, support, or opportunities.

References:

• PMBOK® Guide 7th Edition, Chapter 7: Team Performance, Section 7.2: Enable Team Performance, Page 181
• PMBOK® Guide 6th Edition, Chapter 3: Role of the Project Manager, Section 3.2: Project Manager Competencies, Page 51
• Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.1: What is an Agile Mindset?, Page 13

 The project manager should discuss the issue with the virtual team members and revise the communications management plan as an immediate corrective action. This is because the project manager needs to understand the reasons why the virtual team members are unable to join the regular project update meetings and find a solution that works for them. The project manager should also update the communications management plan to reflect the changes in the communication requirements, methods, frequency, and tools for the virtual team members. The project manager should ensure that the communication plan is aligned with the project objectives, stakeholder expectations, and organizational culture.

• Option B is not a good action, as escalating this issue to the virtual team members’ supervisors may not be appropriate or effective. It may also create conflict, resentment, and distrust among the team members. The project manager should try to resolve the issue directly with the virtual team members and not involve their supervisors without their consent or agreement.
• Option C is not a good action, as adding this issue to the risk management plan and taking action if it persists is a passive and delayed approach. The project manager should try to prevent or mitigate the issue as soon as possible and not wait until it becomes a risk that affects the project performance. The project manager should also not treat the issue as a risk, but as a problem that needs to be solved.
• Option D is not a good action, as discussing the issue with the project sponsors and adding this as an issue in the issue log is a reactive and formal approach. The project manager should try to solve the issue informally and collaboratively with the virtual team members and not escalate it to the project sponsors unless necessary. The project manager should also not document the issue in the issue log, but in the communication plan. References:
• [PMBOK Guide], 6th edition, page 368, section 10.1
• [PMP Exam Content Outline], page 10, task 5 under domain 2

= The business should increase the value of the project by quantifying the expected tangible and intangible benefits in the benefits management plan for each phase. This will help to justify the project investment and align the project outcomes with the business objectives. The benefits management plan should also include the benefits owner, the target benefits, the metrics and assumptions, the timeframe, and the roles and responsibilities for benefits realization. Asking the benefits owner to reassess the risks, consulting with experts, or using a fishbone diagram are not the best ways to increase the value of the project, as they may not capture the full range of benefits or address the root cause of the low financial value. References:

• PMBOK® Guide 7th Edition, Chapter 10: Value Delivery, Section 10.2: Plan Value Delivery, Page 263
• PMBOK® Guide 6th Edition, Chapter 4: Integration Management, Section 4.5: Develop Project Management Plan, Page 89
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.5: Benefits Management, Page 43

= The project manager should take the following actions to fulfill the scenario without adding costs for the customer:

• Create a change request with the scope of the new internal projects. This is necessary to document and communicate the changes in the project scope and obtain approval from the relevant stakeholders. The change request should also include the impact analysis of the new scope on the project schedule, cost, quality, and risk.
• Manage the quality of the delivery. This is important to ensure that the new internal projects meet the quality standards and expectations of the customer and the project sponsor. The project manager should implement quality assurance and quality control processes to monitor and measure the quality performance of the project deliverables and processes.
• Create a work breakdown structure (WBS) of the new scope with the internal projects. This is a useful tool to decompose the project scope into manageable components and define the work packages and activities required to complete the project. The WBS also helps to assign responsibilities, estimate resources, and create the project schedule and budget.
• Option A is not a good action, as it may not be feasible or desirable for the client to initiate a new project. It may also create additional risks and issues for the project manager and the project team.
• Option C is not a good action, as it may not be sufficient or appropriate to use the project’s contingency budget for the new internal projects. The contingency budget is intended to cover the costs of unforeseen events or risks that may affect the project. The new internal projects are not unforeseen, but planned changes that should have their own budget allocation.

According to the PMBOK Guide, a hybrid project is a project that uses a combination of predictive, adaptive, and iterative approaches. A hybrid project may have multiple dependencies with other projects, which can increase the risk of schedule delays, scope changes, or resource conflicts. To reduce this risk, the project manager should assess consolidated project plans for dependencies, gaps, and continued business value. This involves reviewing the project plans of all related projects, identifying any interdependencies or overlaps, and evaluating the alignment of the project objectives and deliverables with the organizational strategy and stakeholder expectations. By doing this, the project manager can ensure that the project is on track, avoid any unnecessary rework or duplication, and optimize the use of resources and time. References:

• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, page 21
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, page 47
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, page 49

hybrid project management approach is a combination of two or more project management methodologies, such as predictive and agile, that are tailored to suit the specific needs and characteristics of a project. A hybrid approach can offer the benefits of both flexibility and predictability, as well as the ability to adapt to changing requirements and deliver value incrementally. However, a hybrid approach also requires a careful analysis of the project context, the interdependencies of the processes, and the alignment of the stakeholders. Therefore, the new project manager should first understand the context and interdependencies of the quality management process from the team members and then define improvements that are suitable for the project. This will help the project manager to identify the best practices, tools, and techniques from different methodologies that can enhance the quality of the products and the efficiency of the process. The other options are not as effective or appropriate for addressing the process improvements. Discussing the process improvement with the PMO lead may not be sufficient or relevant, as the PMO may not have the authority or the expertise to update the project delivery framework or to support the hybrid approach. Defining a ground rule to comply with the quality standard and asking the team members to apply it may not be realistic or feasible, as the quality standard may not be compatible with the hybrid approach or the project requirements. Continuing with the process as is and waiting until the next phase to suggest any improvements may not be optimal or timely, as the process may be inefficient, ineffective, or outdated, and the improvements may not be implemented or accepted by the stakeholders. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 487.
• Ultimate Guide To Hybrid Project Methodologies & How To Make Them, The Digital Project Manager, 2023.
• A Guide to Hybrid Project Management: Blending Agile and Traditional PM, Float, 2023.

= This answer is based on the agile principle of delivering value early and often, which means that the project team should prioritize the features and functionalities that are most valuable to the customer and deliver them in small increments throughout the project. By doing so, the project team can avoid the risk of spending too much time and resources on the final 10% of the project, which may not be as important or relevant to the customer as the earlier deliverables. This approach will also enable the project team to obtain frequent feedback from the customer and make adjustments as needed, ratherthan waiting until the end of the project to validate the results. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Enabling Change, Section 14.1: Planning for Change, page 325.
• Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.2: Agile Manifesto and Principles, page 11.

The project charter is a document that formally authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and stakeholders1. The project charter is usually created by the project sponsor or initiator, but it should also involve the input and agreement of all the key stakeholders, including the business and project stakeholders, as well as the technology suppliers2. By including all stakeholders in the creation of the project charter, the project manager can ensure that their expectations, requirements, and interests are aligned and clarified, and that they have a common understanding of what the project aims to deliver3. This can help avoid or reduce conflicts, ambiguities, or changes in the project scope later on. References: 1: PMBOK Guide, 6th edition, p. 77 2: PMBOK Guide, 6th edition, p. 80 3: PMBOK Guide, 6th edition, p. 30 : PMBOK Guide, 6th edition, p. 134

According to the PMBOK® Guide, the project manager is responsible for conducting the procurements, which includes planning, conducting, controlling, and closing the procurement activities1. One of the key processes in conducting procurements is source selection, which involves evaluating the proposals or bids from potential suppliers and selecting the most qualified one2. The project manager should use fair and transparent criteria to evaluate the suppliers, such as their experience, skills, technical approach, quality, cost, schedule, and risk3. The project manager should not prioritize or favor any supplier based on the sponsor’s recommendation, the previous relationship with the company, or the contracting area’s preference. The project manager should act ethically and professionally in the procurement process and ensure that the best interests of the project and the organization are met4. References: 1: PMBOK® Guide, 6th edition, p. 459 2: PMBOK® Guide, 6th edition, p. 476 3: PMBOK® Guide, 6th edition, p. 477 4: PMI Code of Ethics and Professional Conduct, Section 2.2.1

According to the PMBOK Guide, 6th edition, page 123, a management review is a meeting with senior management and other key stakeholders to review the project performance and address any issues or concerns. The purpose of the management review is to ensure alignment of the project objectives with the organizational strategy, to monitor and control the project progress, and to provide guidance and support to the project manager and the project team. To make the management review effective, theproject manager should review the metrics and key performance indicators (KPIs) that objectively reflect the status of deliverables, such as scope, schedule, cost, quality, risk, and stakeholder satisfaction. These metrics and KPIs should be based on the project management plan and the performance measurement baseline, and should be communicated in a clear and concise manner. The project manager should also highlight any variances, issues, or changes that may affect the project performance or the stakeholder expectations, and propose corrective or preventive actions as needed. The project manager should also seek feedback from senior executives and other stakeholders on the project performance and the proposed actions, and document the outcomes and decisions of the management review. References:

• PMBOK Guide, 6th edition, page 123
• Free PMP Practice Exam Questions - 120 Sample Test Questions

According to the PMBOK Guide, the project manager is responsible for planning, managing, and monitoring communications among project stakeholders, ensuring that information needs are met, and addressing issues that may arise during project execution. One of the tools and techniques for managing communications is communication methods, which include interactive, push, and pull communication techniques. Interactive communication is the most effective way of ensuring a common understanding among stakeholders, as it involves multidirectional exchange of information in real time. Push communication is used to send or distribute information to specific recipients who need to receive it. Pull communication is used when the information is large or complex, and the recipients can access it at their own discretion. In this scenario, the project manager assigned team members to work in pairs on a large amount of technical reports, which required a high level of coordination and collaboration among the team. However, the project manager noticed that important information was not shared properly among the team, which caused delivery delays and the failure to complete the project. This indicates that the project manager applied incorrect communication techniques during implementation, such as using push or pull communication when interactive communication was needed. This is the root cause of the issue, as it resulted in poor communication, misunderstanding, and lack of alignment among the team members. Lack of team member training on documentation planning, team cohesiveness loss, or improper assignment of tasksare not the root causes of the issue, as they do not directly explain why the information was not shared properly among the team. References: PMBOK Guide, 7th edition, pages 209-210, 10.1 Plan Communications Management; pages 211-212, 10.3 Monitor Communications.

The project manager should first obtain the permits before continuing the build, as this is the most ethical and responsible course of action. Continuing the project without the permits would violate the legal and regulatory requirements, as well as the PMI Code of Ethics and Professional Conduct. Updating the risk management plan or reviewing lessons learned from previous projects are important steps, but they are not the firstpriority in this situation. Obtaining the permits is also more cost-effective than paying the fine of US$1,000 per day, which would amount to US$30,000 in a month. References:

• PMBOK Guide, 6th edition, pages 33-34, 376-377, 686-687.
• PMP Exam Content Outline, June 2019, pages 6-7, 16-17.
• PMI Code of Ethics and Professional Conduct, pages 4-5.

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The project manager should use the issue log to update the details and communicate to relevant stakeholders about the supplier’s inability to deliver the materials due to a large-scale labor problem. An issue log is a document that records and tracks any issues that arise during the project and require resolution. The issue log can help the project manager to identify, analyze, prioritize, assign, monitor, and close the issues. The issue log can also facilitate communication and transparency among the project team and stakeholders. The projectmanager should not use a change request, a project schedule, or a risk register, as these documents are not suitable for capturing and reporting the current issues that affect the project. References: PMBOK Guide, 6th edition, page 89, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

 The terms and conditions of the contract are the legal agreement between the project team and the customer that defines the scope, quality, schedule, and cost of the project deliverables. The contract also specifies the roles and responsibilities of each party, the acceptance criteria, the payment terms, and the dispute resolution process1. The project manager should review the terms and conditions of the contract to determine if the maintenance manual was part of the agreed deliverables, and if so, why it was not delivered. The project manager should also communicate with the customer to understand their expectations and needs, and to resolve the issue in a satisfactory manner.

Option A is not the best answer because reviewing the stakeholder engagement plan may not help the project manager address the customer’s complaint. The stakeholder engagement plan is a document that identifies the project stakeholders, their interests, expectations, and influence, and the strategies to engage them throughout the project life cycle2. While the stakeholder engagement plan may provide some insights into the customer’s preferences and communication methods, it does not specify the contractual obligations of the project team.

Option B is not the best answer because adding the needed manual and updating the risk log may not be the appropriate actions to take before reviewing the contract. The risk log is a document that records the identified risks, their causes, impacts, probabilities, responses, and status3. While the omission of the maintenance manual may be considered a risk that could affect the customer satisfaction and the project reputation, the project manager should first verify if the manual was part of the contract, and if so, what caused the error and how to correct it.

Option D is not the best answer because submitting a change request to include the manual may not be necessary or feasible before reviewing the contract. A change request is a formal proposal to modify any aspect of the project, such as the scope, quality, schedule, or cost4. A change request may require approval from the customer, the project sponsor, or other stakeholders, depending on the change control process. The project manager should first review the contract to determine if the manual was already included in the original scope, and if not, if the customer is willing to pay for the additional work and time required to produce the manual. References:

• 1: PMBOK Guide, 7th edition, page 69
• 2: PMBOK Guide, 7th edition, page 83
• 3: PMBOK Guide, 7th edition, page 267
• 4: PMBOK Guide, 7th edition, page 95

The change control process is a set of procedures that ensures that any proposed changes to the project scope, schedule, cost, quality, or other aspects are evaluated, approved, and implemented in a controlled and coordinated manner. The project manager should follow this process when receiving a change request from another project, regardless of its origin or urgency. The project manager should also keep the focus on the priority items while the change is being assessed, as not to disrupt the project progress or performance. The other options are not appropriate, as they either ignore the change request, bypass the change control process, or rely on informal communication channels. References: PMBOK Guide, 7th edition, page 112-113.

= The project manager should issue a change request and activate the formal change control process to address the situation, because extending the service beyond the contract end date is a deviation from the original scope and schedule of the project. The change request should include the rationale, impact, and benefits of the proposed change, as well as the alternatives and risks. The change request should then be submitted to the appropriate authority (such as the project sponsor, steering committee, or change control board) for review and approval. The formal change control process ensures that the change is properly evaluated, authorized, communicated, and documented. The project manager should not accept, deny, or escalate the request without following the change control process, as this may violate the terms of the contract, compromise the quality of the project deliverables, or create conflicts with the client or other stakeholders. The project manager should also update the project management plan, the project schedule, the project budget, and the project baselines to reflect the approved change, and monitor and control the project performance accordingly. The project manager should also include the change and its outcome in the lessons learned documentation for future reference and improvement. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Termination of Service Contract: Everything You Need to Know - UpCounsel, The 7-step project closure checklist to end on a high note - Teamwork

The project manager should review the team members’ latest performance, identify gaps in competencies, and decide on the needed trainings, as this is one of the key processes in the Project Resource Management knowledge area. According to the PMBOK Guide, the project manager should assess the team members’ skills, knowledge, and abilities, and compare them with the project requirements and expectations. The project manager should also identify the areas where the team members need improvement or development, and plan the appropriate trainings or interventions to enhance their competencies and performance. Reviewing the project pipeline, identifying gaps in competencies for execution, and deciding on the needed trainings (A) is not the best option, as it does not consider the individual needs and preferencesof the team members, and may not address the current issues or challenges they are facing. Reviewing the project schedule and the team members’ performance, and deciding on soft skills and related trainings needed for the team © is not sufficient, as it may not cover the technical or functional skills that the team members may also need to perform their tasks effectively. Reviewing the gaps found during project execution, preparing a list of recommended trainings, and discussing it during a team meeting (D) is not advisable, as it may not involve the team members in the decision-making process, and may not reflect their feedback or input. References: PMBOK Guide, 6th edition, pages 313-314, 333-334; PMP Examination Content Outline, pages 9-10, 13-14.

 According to the PMBOK® Guide, project communication management involves the processes of planning, managing, and monitoring project communications. The project manager is responsible for ensuring that the communication needs of the project stakeholders are met and that the information is timely, clear, and consistent. One of the tools and techniques for planning communications is communication requirements analysis, which involves determining the information needs and preferences of the stakeholders. The project manager should ask the project sponsor what sort of information is needed and agree on a frequency for the communication, based on the project objectives, risks, and issues. This will help the project manager to tailor the communication plan to the project sponsor’s expectations and to avoid over- or under-communicating. References:

• PMBOK® Guide, Sixth Edition, Chapter 10: Project Communication Management, pp. 361-395.
• PMP Exam Prep Coursebook, Chapter 10: Project Communication Management, pp. 10-1 - 10-14.

= The project manager should use iterative life cycles involving stakeholders to ensure that the needs of stakeholders are consistently met. This is the best way to cope with the rapidly changing business environment and to deliver value incrementally. By involving stakeholders in each iteration, the project manager can obtain their feedback, validate their requirements, and incorporate their changes. This also helps to improve the stakeholder satisfaction and engagement, and to reduce the risks and uncertainties. The other options are not the best actions to take in this situation, as they do not address the dynamic nature of the project or the stakeholder needs. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 1: Introduction, Section 1.4: Project Life Cycle, Page 19-20.

According to the PMBOK Guide, 6th edition, an agile innovation project is a project that uses an agile approach to deliver innovative products, services, or results that meet the changing needs and expectations of the customers and stakeholders. An agile approach is a way of managing a project that delivers value in short iterations, encourages collaboration and feedback, and embraces change and uncertainty. A predictive approach is a way of managing a project that follows a detailed plan, defines the scope and requirements upfront, and minimizes changes and risks. In this question, the new project manager is assigned to an ongoing agile innovation project that started 2 weeks ago. The new project manager discovered that the previous project manager was planning to use a predictive approach, which is not suitable for an agile innovation project. The previous project manager also planned to present the first major deliverable to the client when the project was completely finished in 8 months, which is not consistent with the agile principle of delivering value early and often. The question asks what the new project manager should do in this situation.

Based on this information, the best answer is option A, which is to meet with the team to review the backlog and create small iterations that can deliver incremental value to the client. This is because meeting with the team to review the backlog and create small iterations is an agile practice that can help the new project manager to align the project with the agile approach and the customer needs. The backlog is a list of features, functions, requirements, enhancements, and fixes that deliver value to the customer. The iterations are fixed time periods, usually between one and four weeks, in which the team completes a set of backlog items and produces a potentially releasable product increment. Meeting with the team to review the backlog and create small iterations can help the new project manager to understand the project vision, scope, and priorities, as well as to plan and execute the project work in an agile manner. Meeting with the team to review the backlog and create small iterations can also help the new project manager to deliver incremental value to the client, as well as to obtain feedback and validation from the client and other stakeholders.

Option B, which is to continue working with the predictive approach to deliver the value at the end of the project, is not a good answer. This is because continuing working with the predictive approach may not be effective or efficient for an agile innovation project, as it may not be able to cope with the changing needs and expectations of the customer and stakeholders. Continuing working with the predictive approach may also result in delivering a product that does not meet the customer requirements or satisfaction, as well as wasting time and resources on unnecessary or irrelevant features or functions.Continuing working with the predictive approach may also contradict the agile values and principles, such as responding to change over following a plan, and delivering working software frequently.

Option C, which is to use a hybrid approach in which agile practices are used but the value is provided to the client at the end of the project, is not a good answer. This is because using a hybrid approach may not be appropriate or beneficial for an agile innovation project, as it may not fully leverage the advantages of the agile approach, such as delivering value early and often, and obtaining feedback and validation from the customer and stakeholders. Using a hybrid approach may also create confusion and inconsistency among the project team, the customer, and other stakeholders, as they may have different expectations and perceptions of the project scope, schedule, quality, and risks. Using a hybrid approach may also compromise the agile values and principles, such as satisfying the customer through early and continuous delivery of valuable software, and collaborating with the customer throughout the project.

Option D, which is to submit a change request to the project board to adjust the delivery date to 2 months earlier than planned, is not a good answer. This is because submitting a change request to the project board may not be necessary or effective for an agile innovation project, as it may not address the root cause of the problem, which is the mismatch between the project approach and the project type. Submitting a change request to the project board may also introduce additional risks and challenges to the project, such as scope creep, quality issues, stakeholder resistance, and team burnout. Submitting a change request to the project board may also violate the agile values and principles, such as welcoming changing requirements, and delivering working software frequently. References: PMBOK Guide, 6th edition, Chapter 1: Introduction1; Chapter 4: Project Integration Management2; Chapter 5: Project Scope Management3; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 1: Execute project with the urgency required to deliver business value.

= The scrum master should facilitate a meeting with the team and the new team member to discuss how they can work together effectively and inclusively. The scrum master should also ensure that the team respects the diversity and accessibility needs of the new team member, and that the team environment and tools are suitable for the new team member. Creating a stakeholder engagement plan, designing a communications management plan, or updating the team charter are not the best actions in this situation, as they do not address the immediate concerns andexpectations of the team and the new team member. References: (Project Management Professional (PMP) Reference Materials source and documents)

• Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.2: Empowerment and Collaboration
• [PMP Exam Content Outline], Domain III: People, Task 9: Support team diversity and inclusion.

 According to the PMBOK Guide, 6th edition, a hybrid project is a project that uses a combination of predictive, iterative, incremental, and agile approaches to deliver the project objectives. A hybrid project may require different types of resources, skills, and methods to manage the project effectively. In this question, the project manager is leading a hybrid project that involves agile resources who are not at the same location as the project manager. The project also has a strict schedule and budget, which means that the project manager has to balance the scope, time, and cost constraints of the project. The question asks what the project manager should do in this situation.

Based on this information, the best answer is option C, which is to engage the agile resources through video conferencing on a daily basis. This is because video conferencing is a tool that can facilitate communication and collaboration among geographically dispersed team members. Video conferencing can also help the project manager to monitor the progress and performance of the agile resources, as well as to provide feedback and guidance. Video conferencing can also support the agile practices of daily stand-up meetings, sprint reviews, and retrospectives, which are essential for agile teams to deliver value and quality. Engaging the agile resources through video conferencing on a daily basis can help the project manager to overcome the challenges of leading a hybrid project, as well as to meet the schedule and budget constraints of the project.

Option A, which is to plan to have the agile resources temporarily relocate to the project manager’s location, is not a good answer. This is because relocating the agile resources may not be feasible or cost-effective, as it may involve additional expenses, logistics, and risks. Relocating the agile resources may also disrupt their work environment, productivity, and motivation. Relocating the agile resources may not be necessary, as video conferencing can provide a similar level of interaction and collaboration.

Option B, which is to advise the sponsor that the project will be delayed as agile training will be required, is not a good answer. This is because delaying the project may not be acceptable, as the project has a strict schedule constraint. Delaying the project may also affect the stakeholder satisfaction, business value, and project benefits. Agile training may not be required, as the agile resources already have experience with agile. The project manager may only need to provide some orientation and guidance on how the agile resources can work effectively with the rest of the project team.

Option D, which is to request a budget extension to get local resources experienced in agile, is not a good answer. This is because requesting a budget extension may not beapproved, as the project has a strict budget constraint. Requesting a budget extension may also indicate poor planning and resource management by the project manager. Getting local resources experienced in agile may not be easy or quick, as it may involve hiring, contracting, or training processes. Getting local resources experienced in agile may not be necessary, as the agile resources can work remotely with the project manager and the project team through video conferencing. References: PMBOK Guide, 6th edition, Chapter 1: Introduction1; Chapter 3: The Role of the Project Manager2; Chapter 9: Project Resource Management3; Chapter 10: Project Communications Management4; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 7: Plan and manage project/phase resources.

A project manager who is working on a new development project with a high-profile customer and third parties should use the strategy of working very closely with the customer and third parties to meet their needs. This is because:

• The customer makes very specific and frequent requests in all sprints, which means that the customer has high expectations and involvement in the project. The project manager should maintain regular and effective communication with the customer, and seek to understand and address their requirements, feedback, and concerns. The project manager should also manage the customer’s expectations by setting clear and realistic goals, scope, and deliverables, and by providing transparent and accurate progress reports and status updates.
• The project demands contract coordination with third parties, which means that the project involves multiple stakeholders and dependencies. The project manager should establish and maintain good relationships with the third parties, and ensure that their roles and responsibilities are clearly defined and documented in the contract. The project manager should also monitor and control the performance and quality of the third parties, and resolve any issues or conflicts that may arise during the project execution.
• Working very closely with the customer and third parties to meet their needs is consistent with the agile project management approach, which emphasizes customer satisfaction, collaboration, and adaptation. The project manager should adopt agile practices and tools, such as iterative and incremental development, user stories, backlog management, sprint planning, daily stand-up meetings, retrospectives, and demos, to deliver value to the customer and the third parties in a timely and efficient manner.

The other three options are not the best strategies for the project manager to use, because:

• Specifying the scope and features to be deployed in the contract clearly is a good practice, but it is not enough to meet the customer and third parties’ needs. The project manager should also be flexible and responsive to the changing requirements and expectations of the customer and the third parties, and be able to adjust the scope and features accordingly.
• Changing the marketing and product management definitions to meet stakeholder needs is a risky and unnecessary strategy, as it may cause confusion and inconsistency in the project. The project manager should align the marketing and product management definitions with the stakeholder needs, rather than changing them.
• Focusing on the implementation of a software as a service (SaaS) solution for the customer is a specific and narrow strategy, which may not suit the nature and scope of the project. The project manager should consider the feasibility, suitability, and desirability of the SaaS solution for the customer and the third parties, and evaluate other possible alternatives, before deciding on the best solution for the project.

References:

• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
• 4 Ways Project Managers Can Help with Customer Engagement
• Process of Managing Project Contracts | PMI
• Third-Party Project Management- Project Communications Model

 This answer is based on the best practice of involving the stakeholders in the project as early as possible, especially during the transition and closing phase. By engaging the operations support team in the early release, the project manager can ensure that they are familiar with the project deliverables, requirements, and acceptance criteria. This will also help to identify and resolve any issues or gaps before the final transition and closure. This approach will reduce the transition risk and increase the likelihood of project acceptance by the operations support team. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8: Delivering Outcomes, Section 8.3: Transitioning Outcomes, page 194.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.5: Project Closure, page 67.

 According to the PMBOK Guide, 6th edition, page 178, the product owner is the person responsible for defining, prioritizing, and accepting the product backlog items in an agile project. The product owner should use a product roadmap, a release plan, and an iteration plan to align the product backlog items with the project vision, scope, and schedule. The product owner should also collaborate with the project team and other stakeholders to ensure that the product backlog items are clear, valuable, and testable.By ensuring the product owner determines the priority based on these plans, the project manager can help the project team to know what to work on next and to deliver the most valuable features to the customer. References:

• PMBOK Guide, 6th edition, page 178
• Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

The project manager should discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding because this is the first step to identify the root cause of the problem and take corrective actions. The project manager should not assume that the team members are intentionally delivering poor quality work, but rather seek to understand the reasons behind the noncompliance. The project manager should also consider the cultural differences, communication barriers, and technical challenges that may affect the team’s performance and expectations. By discussing the process with the team, the project manager can clarify the requirements, standards, and expectations, and provide feedback and guidance to improve the quality of the deliverables. The project manager should also involve the relevant stakeholders, such as the sponsor, the customer, and the quality assurance team, in the discussion and resolution of the issue, as appropriate. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2.2.2, page 28
• Agile Practice Guide, Chapter 2.1.1, page 14
• PMP Exam Content Outline, Domain III: Executing, Task 7

= In a functional organization, the project manager has limited authority and control over the resources and processes that are outside their functional area. The purchasing department is a separate functional unit that may have its own policies, procedures, and priorities that are different from the project’s needs. Therefore, the project manager should meet with the purchasing manager to find the source of the delays and agree on a purchasing schedule that aligns with the project schedule. This can help to resolve the issue, improve the communication, and foster a collaborative relationship between the project and the purchasing department.

The other options are not appropriate actions for the project manager to take. Option A is not proactive and does not address the root cause of the problem. Option B is not feasible and may violate the contract terms and the organizational policies. Option D is not realistic and may affect the project scope, quality, and stakeholder satisfaction. References: = PMBOK Guide, 6th edition, pages 48-49, 374-375; PMP Exam Content Outline, 2021, page 10

According to the PMBOK Guide 7th Edition, one of the principles of project management is to create a collaborative project team culture. This means that the project manager should foster a positive and supportive team environment, where team members can communicate openly, trust each other, and share their ideas and concerns. To create a collaborative project team culture, the project manager should organize team building activities that help the team members to get to know each other, to develop their interpersonal skills, and to enhance their team performance. If the sponsor does not approve an offsite team building activity due to budget constraints, the project manager should use the office facilities and support to organize an interactive event for the team members in-house. This will help to achieve the same objectives of the team building activity, without incurring additional costs or compromising the project scope, schedule, or quality. Explaining the financial constraint and asking each team member to pay their own share, telling the team that the event will be handled at the end of the project, or bypassing the event are not the best actions, as they do not address the need to build trust and cohesion among the team members, and they may affect the team morale and motivation. References: PMBOK Guide 7th Edition, page 11-12.

 According to the PMBOK Guide, 7th edition, integrated change control is the process of reviewing and approving all change requests that may affect the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholders1. The project manager should perform integrated change control when a change request is initiated, either by the project team, the vendor, the customer, or any other stakeholder2. In this case, the vendor’s resource unavailability is a change that may affect the project deliverables, cost, and quality. The project team has identified an alternative solution, but it will incur an additional cost. Therefore, the project manager should submit a change request to the change control board (CCB) or the appropriate authority, and follow the established change control procedures to obtain approval for the change3. Performing a cost-benefit analysis (option A) is a good practice, but it is not the next step for the project manager. The project manager should first seek approval for the change before performing any analysis. Implementing risk responses (option B) is not the correct answer, as the vendor’s resource unavailability is not a risk, but a change. A risk is an uncertain event or condition that may have a positive or negative effect on the project objectives4. Requesting a replacement resource (option D) is not the correct answer, as it maynot be feasible or desirable for the vendor or the project. The project manager should consider the alternative solution proposed by the project team, and seek approval for the change. References: 1: PMBOK Guide, 7th edition, page 123 2: PMBOK Guide, 7th edition, page 124 3: PMBOK Guide, 7th edition, page 125 : PMBOK Guide, 7th edition, page 126 4: PMBOK Guide, 7th edition, page 149

According to the PMBOK Guide, 6th edition, page 123, the project manager is responsible for managing the project scope and ensuring that the project deliverables meet the agreed requirements and expectations of the customer and other stakeholders. If the project manager receives a request for a change in the project scope, such as the parking lot size, the project manager should follow the change management process, which involves assessing the impact of the change on the project objectives, constraints, and assumptions, and consulting with the executive sponsors and other key stakeholders to determine the best course of action. The project manager should not reject, accept, or implement the change without following the changemanagement process, as this may lead to scope creep, rework, waste, or poor quality. References:

• PMBOK Guide, 6th edition, page 123
• Free PMP Practice Exam Questions - 120 Sample Test Questions

 In an agile project, the project manager should collaborate with the customer and the team to deliver value and satisfy the customer’s needs. One of the ways to do this is to provide user training materials as part of the project deliverables, so that the users can learn how to use the system and reduce the dependency on the system architect. This will also help the system architect focus on their core tasks and avoid interruptions from the users. Option B is the best answer because it addresses the root cause of the problem and provides a long-term solution. Option A is not a good answer because it does not solve the problem of the users’ lack of knowledge and may affect the quality of the system design. Option C is not a good answer because it adds more work to the system architect and does not involve the customer or the team. Option D is not a good answer because it does not address the problem of the users’ lack of knowledge and may delay the feedback and communication between the users and the system architect. References: [Agile Practice Guide], page 28; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 18.

According to the PMP reference materials, a project scope is the description of the project’s deliverables, boundaries, and acceptance criteria12. A project scope is based on various assumptions, which are factors that are considered to be true or certain for planning purposes, but may change later12. Assumptions are documented in the assumptions log, which is a project document that records the assumptions and constraints of the project12. When assumptions change, they may affect the project scope, schedule, cost, quality, or risks, and may require changes to the project management plan or other project documents12. Changes are documented in the change log, which is a project document that records the details of all changes that occur during the project life cycle12.

According to the best practices for change control process, a change control process is a process used to manage change requests for projects and big initiatives34. It involves creating a change log where project change requests are tracked and reviewed by a change control board, which is a group of people from the project team that meets regularly to consider changes to the project34. The change control board decides on the viability of the change request or makes recommendations accordingly, and communicates the decision to the project team and the client34. The change control process helps to ensure that changes are aligned with the project objectives, stakeholder expectations, and customer demand, and that they are implemented with the least amount of disruption to the project plan34.

Based on these principles and practices, the best answer is B, which is to update the assumptions log and change log, and implement the change control process. Thisanswer follows the guidelines for managing changes that affect the project scope and other aspects of the project, and helps to maintain the project’s alignment with the planned business value. The other options are not the best actions to take for this scenario, as they either do not address the root cause of the problem, or they are not appropriate or effective for the situation. Delivering what was planned in the project management document according to the specifications (A) may not be possible or desirable, as it may not meet the customer’s needs or expectations, or it may result in poor quality or wasted resources. Informing the client that the project cannot meet the project timeline and additional costs will be incurred © may not be accurate or helpful, as it may not reflect the actual impact of the changes, or it may damage the client’s trust and satisfaction. Reporting on the changed assumptions to the project sponsor and seeking support to prioritize the change requests (D) may not be sufficient or necessary, as it may not involve the other stakeholders or the change control board, or it may delay the change management process. References: 1: Develop Project Management Plan - Project Management Institute 2: Project Scope Management - Project Management Knowledge 3: What Is a Change Control Process? (with Example Change Log … - Asana 4: Change Control Board: Roles, Responsibilities & Processes - ProjectManager

= The project manager should follow the issue management process and log the issue in the issue log. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project. The project manager should also assign the issue to the appropriate project team member(s) who can resolve it. Closing out the project without ensuring that all stakeholders are satisfied is not a good practice and may lead to customer dissatisfaction, scope creep, or rework. Reporting the issue during the next status meeting or escalating it to the project sponsor and upper management are not the best options, as they may delay the resolution of the issue and increase the risk of project failure. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8: Project Performance, Section 8.2.3: Issue Log
• [PMP Exam Content Outline], Domain II: Process, Task 6: Manage project issues.

According to the PMBOK Guide, 6th edition, page 123, the project manager is responsible for managing the project schedule and ensuring that the project deliverables are completed within the agreed time frame. If the project manager observes that an approaching deadline is likely to be missed because of some delays on the project due to a lack of resources, the project manager should follow the schedule management process, which involves monitoring and controlling the project progress, identifying and analyzing any variances or issues, and implementing corrective or preventive actions as needed. The project manager should organize a team meeting to discuss the next course of action, as this is a tool and technique for schedule control, which involves engaging the project team members and other stakeholders to review the project status, identify the root causes of the delays, evaluate the impact on the project objectives and constraints, and propose and agree on the best solutions to recover the schedule. The project manager should not escalate the issue to the sponsor, as this may imply that the project manager is unable to handle the situation. The project manager should not review the risk management plan, as this may not address the current issue of the schedule delay. The project manager should not review the milestone list, as this may not provide enough information or guidance on how to resolve the issue. References:

• PMBOK Guide, 6th edition, page 123
• Free PMP Practice Exam Questions - 120 Sample Test Questions

 A resource management plan is a document that describes how the project resources will be acquired, allocated, monitored, and controlled throughout the project life cycle1. A resource management plan helps project managers to ensure that the project has sufficient and appropriate resources to complete the project work on time and within budget. A resource management plan also defines the roles and responsibilities of the project team members and the resource managers, and the processes and tools for managing resource availability, utilization, and performance2.

In this question, the project manager should have asked the manager responsible for the equipment delivery to follow the agreed-upon resource management plan, which would have specified the resource requirements, allocation, and schedule for the equipment installation. By following the resource management plan, the manager could have avoided the capacity issue for the installation team, or at least communicated it to the project manager in advance, so that the project manager could have taken corrective actions to mitigate the impact on the project schedule. The project manager should also have monitored and controlled the resource management plan throughout the project, and updated it as needed to reflect any changes or issues in the resource availability or demand3.

Option A is not the best answer because conducting periodic reviews with the manager on resource availability may not be enough to prevent the situation from happening.The project manager should have established a clear and formal resource management plan with the manager, and ensured that the manager followed it consistently and reported any deviations or problems.

Option B is not the best answer because defining the skill requirements more clearly in the scope statement may not be relevant to the situation. The scope statement is a document that defines the project scope, deliverables, assumptions, and constraints4. The skill requirements are part of the resource requirements, which are defined in the resource management plan, not the scope statement.

Option C is not the best answer because consulting with the installation team on a regular basis to check for conflicts may not be the project manager’s responsibility. The project manager should have delegated the responsibility of managing the installation team to the manager in charge of the equipment delivery, and relied on the manager to follow the resource management plan and report any issues or conflicts to the project manager. References:

• 1: PMBOK Guide, 7th edition, page 83
• 2: Resource Plan: The Ultimate Guide to Resource Planning5
• 3: PMBOK Guide, 7th edition, page 85
• 4: PMBOK Guide, 7th edition, page 77
• 5: Resource Plan: The Ultimate Guide to Resource Planning

 The project manager should handle this situation by using conflict resolution techniques to facilitate a constructive dialogue among the team members and reach a consensus on the new feature. According to the PMBOK® Guide, conflict resolution techniques include problem-solving, compromising, smoothing, forcing, and withdrawing1. In this case, problem-solving is the most appropriate technique, as it involves analyzing the root cause of the conflict and finding a mutually beneficial solution1. Bringing the team members to the meeting room is an example of problem-solving, as it allows the project manager to address the issue in a private and respectful manner, and to clarify the expectations and requirements of the new feature. This way, the project manager can resolve the conflict and get the team to complete the task. References: 1: PMBOK® Guide, 7th edition, page 95.

 According to the PMBOK Guide 7th Edition, an agile project is a project that uses an adaptive, iterative, incremental, or agile approach to deliver value to the customer in a fast and flexible way. An agile project typically consists of a self-organizing and cross-functional team, which is empowered to make decisions and collaborate with each other to achieve the iteration goals. If a team member’s performance is poor and affects the team’s ability to meet the iteration goals, the project manager should allow the project team to discuss the problem with this team member, and to provide feedback, coaching, and support to help the team member improve their performance. This will help to foster a positive and supportive team culture, where team members can communicate openly, trust each other, and share their ideas and concerns. Discussing the issue with the team member’s functional manager, informing the HR department, or speaking to the team member are not the best actions, as they do not demonstrate the project manager’s respect for the team’s autonomy and accountability, and they may undermine the team’s cohesion and motivation. References: PMBOK Guide 7th Edition, page 19-20.

The project manager should evaluate the impact of this decision on the project scope, schedule, cost, quality, risk, and stakeholder satisfaction. The project manager should also communicate with management about the potential benefits and drawbacks of using a conventional dial-up service instead of a cloud-based system. The project manager should present alternative solutions and recommendations based on the analysis. The other options are not the best actions to take in this situation, as they do not address the root cause of the problem or seek to find a mutually acceptable solution. References: = A Guide to the Project Management Body ofKnowledge (PMBOK® Guide) – Seventh Edition, Chapter 4: Project Performance, Section 4.2: Monitor and Control Project Work, Page 105-106.

The project manager should ask the Scrum team members to share retrospectives because they can provide valuable insights and feedback on the project performance,processes, and practices. Retrospectives are an agile technique that helps teams to identify what went well, what can be improved, and what actions can be taken to enhance future performance. By asking the Scrum team members to share retrospectives, the project manager can facilitate a collaborative and constructive learning environment, and capture the lessons learned from both the agile and traditional aspects of the hybrid project. This can also help to increase the stakeholder’s appreciation and understanding of the Scrum team’s contribution and value to the project. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 3.2.4, page 57
• Agile Practice Guide, Chapter 3.3.2, page 48
• PMP Exam Content Outline, Domain III: Executing, Task 9

The project manager should ask the team member to provide details to address the issue with the vendor, as this is one of the best practices for managing external dependencies in an agile project. According to the Agile Practice Guide, the project manager should collaborate with the team members and the vendors to identify, monitor, and resolve any issues or risks that may affect the project delivery. The project manager should also establish clear and frequent communication channels with the vendors and ensure that they are aligned with the project vision, goals, and expectations. Implementing fast tracking to reduce the impact of the delay on the sprint (A) is not a good option, as it may increase the risk and complexity of the project and compromise the quality and value of the deliverables. Updating the communications management plan to prevent future reoccurrence © is not enough, as it does not address the current issue and the possible solutions. Asking the team member to resolve the issue independently to minimize further delays (D) is not advisable, as it may create silos and conflicts within the team and with the vendor, and reduce the collaboration and transparency that are essential for agile project management. References: Agile Practice Guide, pages 43-44, 77-78; PMP Examination Content Outline, pages 9-10, 13-14.

According to the PMBOK® Guide 7th Edition, the project manager should manage changes in a collaborative and adaptive way, considering the impact of the changes on the project value and the stakeholder satisfaction. The project manager should also engage with stakeholders to understand their needs and expectations, and to ensure alignment and agreement on the project scope and objectives. Therefore, the project manager should review and prioritize new requirements with stakeholders to determine which change requests are needed, and how they can be implemented without compromising the project success. Option A is incorrect because it implies that the project manager is resisting the changes and trying to avoid the stakeholder engagement. Option C is incorrect because it suggests that the project manager is ignoring the stakeholder needs and imposing a rigid scope control. Option D is incorrect because it assumes that the project manager can seek immediate approval to amend the project timeline and budget without analyzing the feasibility and the value of the new requirements. References: PMBOK® Guide 7th Edition, Chapter 3: Doing the Work, Section 3.2: Managing Changes, p. 51-52.

According to the Agile Practice Guide, one of the agile principles is to satisfy the customer through early and continuous delivery of valuable products. To achieve this, the project manager should involve the customer and other stakeholders in frequent feedback loops, such as sprint review sessions, where the team demonstrates the working product increment and collects feedback for improvement. This way, the project manager can ensure that the product features align with the customer’s expectations and needs, and avoid product rejection or rework. Creating dedicated sprints to fix the rejected features, asking for a new product owner, or sharing the product backlog in advance are not effective ways to mitigate the product rejection, as they do not address the root cause of the misalignment between the team and the customer. References: Agile Practice Guide, pages 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, and 22. ErudiCAT.

According to the PMBOK Guide 7th Edition, a hybrid approach is a combination of two or more project management approaches, such as predictive, adaptive, iterative, incremental, or agile. A hybrid approach can be used when different parts of the project have different levels of uncertainty, complexity, or stakeholder involvement. In this case, the hardware part has detailed specifications and a sample machine, which means that the scope is well defined and stable, and a predictive approach can be used to plan and execute the hardware deliveries. On the other hand, the user interface software has only a basic specification and a requirement for a user experience design approach, which means that the scope is vague and dynamic, and an agile approach can be used to deliver the software incrementally and iteratively, based on customer feedback and changing needs. Therefore, a hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries, as this will allow the project manager to balance the different characteristics and expectations of the two main deliveries. References: PMBOK Guide 7th Edition, page 19-20.

According to the Agile Practice Guide, one of the agile values is to respond to change over following a plan. This means that the project manager and the team should embrace changes and uncertainties, and find creative ways to overcome challenges and deliver value to the customer. In this case, the team faces a data access issue that prevents them from completing the current iteration. The project manager should guide the team to determine alternatives, such as finding another data source, modifying the requirements, or prioritizing other tasks. This way, the project manager can help the team to adapt to the situation and deliver a working product increment. Escalating the issue to the project sponsor or the IT manager, or moving the dependent task to the next iteration, are not agile responses, as they imply that the project manager and the team are relying on external authorities or postponing the problem, ratherthan finding a solution within the team. References: Agile Practice Guide, pages 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, and 22. PMP Question 330.

According to the Project Management Professional (PMP) Reference Materials, the project manager should acknowledge the lack of approval and focus on a resolution that will benefit the customer when a project sponsor is promoting the use of a new technology that has not yet been approved, and the operational support at project completion is uncertain. This is because the project manager needs to balance the interests and expectations of the project sponsor, the customer, and the service organization, and ensure that the project delivers value and quality to the customer. By acknowledging the lack of approval, the project manager can show respect and understanding to the service organization, and avoid further conflicts or risks. By focusing on a resolution that will benefit the customer, the project manager can work with the project sponsor and the service organization to find a way to implement the new technology without compromising the project scope, schedule, budget, or quality. The project manager can also seek the customer’s feedback and approval on the use of the new technology, and ensure that the customer’s needs and requirements are met. Acknowledging the lack of approval and focusing on a resolution that will benefit the customer can help the project manager to resolve the conflict in a constructive and collaborative way, and deliver a successful project outcome. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, What Is a Project Sponsor? Roles & Responsibilities, Project sponsorship - Project Management Institute.

According to the Agile Practice Guide, one of the agile principles is to “collaborate with others”. This means that the project manager should foster a collaborative project team environment and engage stakeholders effectively. The project manager should also use appropriate techniques and tools to facilitate the backlog prioritization process, such as value-based analysis, MoSCoW, Kano model, and relative ranking. The Agile Practice Guide also states that “prioritization is a key activity for agile teams and their stakeholders”. The project manager should support the product owner and the team to prioritize the backlog items based on various factors, such as value, urgency, dependencies, and feedback. The project manager should also help the team to resolve any conflicts or issues that may arise during the prioritization process, and reach a consensus on the best course of action. Therefore, the best answer is A. References: Agile Practice Guide, pages 9, 10, 35, 36, 37.

According to the Project Management Professional (PMP) Reference Materials, the project manager should speak with the team member directly to reinforce the ground rules when one of the team members is always late to the daily standup meeting. This is because the daily standup meeting is a crucial tool for agile teams to synchronize their work, share progress, identify impediments, and collaborate effectively. The daily standup meeting requires the participation and commitment of all team members, and it should be held at the same time every day. If a team member is consistently late to the meeting, it can disrupt the flow of the meeting, affect the morale of the team, and reduce the value of the meeting. Therefore, the project manager should address the issue with the team member individually, and remind them of the importance and expectations of the daily standup meeting. The project manager should also try to understand the reasons for the team member’s tardiness, and offer support or solutions if needed. The project manager should avoid blaming or shaming the team member, and instead focus on the positive outcomes of attending the meeting on time. By speaking with the team member directly, the project manager can resolve the issue in a respectful andconstructive way, and improve the team’s performance and satisfaction. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Daily Standup Meetings: Everything You Should Know, [Is Your Coworker Always Late to Meetings? What To Do].

According to the PMBOK Guide, the project manager should manage the project procurement, including the planning, conducting, controlling, and closing of the procurement activities. The project manager should also manage the project stakeholder expectations, including the identification, analysis, planning, and engagement of the stakeholders throughout the project life cycle. In this scenario, the project manager is managing the construction of new corporate offices for a large company, and the project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component. However, the client has rejected hiring the external resource because of the high cost, even though it is within the project budget. This is a procurement and stakeholder issue that may affect the quality and delivery of the project. The best course of action is to evaluate the consequences and meet with the client to explain the possible scenarios. This can help the project manager to assess the impact and value of the external resource, to identify and communicate the risks and benefits of hiring or not hiring the external resource, and to seek and provide feedback and approval from the client. Evaluating the consequences and meeting with the client to explain the possible scenarios (option B) is the best solution to the issue, as it demonstrates proactive and effective project procurement and stakeholder management. Hiring the resource in order to achieve the project objectives (option A) may not be feasible or ethical, as it may violate the contract terms and conditions, and may damage the trust and relationship with the client. Asking the client for a meeting and explaining that the task will not be performed (option C) may also be counterproductive or unacceptable, as it may compromise the quality and scope of the project, and may create a conflict or dissatisfaction with the client. Trying to accomplish the task internally by leveling resources from other projects (option D) may also be unrealistic or inefficient, as it may require additional resources and time to acquire and train the internal resources, and may disrupt the existing project schedule and performance. References: : Project Management Institute. (2017). A Guide to the ProjectManagement Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Professional (PMP)® Certification | PMI 2 : How to Manage Project Procurement Effectively 3 : How to Manage Stakeholder Expectations 4

 A finish to start dependency means that the successor activity cannot start until the predecessor activity has finished. In this case, the product testing is the predecessor activity and the product release is the successor activity. The product release cannot start until the product testing has finished, according to the quality management plan. Therefore, the project manager should enter this dependency as a finish to start dependency. This is an example of a mandatory dependency, which is required by the nature of the work or by contract or law. References: PMBOK Guide, 6th edition, page 205; 4 Types of Dependencies In Project Management

The project manager should fast-track the project to compress the project schedule and ensure the completion date is not affected by the unforeseen risk occurrence. Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be performed sequentially1. This can reduce the overall duration of the project, but it may also increase the risk and complexity of the project. Reducing the project scope (A) may not be possible or acceptable, as it may affect the project deliverables and customer satisfaction. Increasing the project cost (B) may not be feasible or beneficial, as it may not guarantee the reduction of the project duration. Adding more project resources © may not be available or effective, as it may introduce new challenges such as coordination, communication, and training. References: 1: PMBOK Guide, 6th Edition, p. 215.

According to the PMBOK Guide 7th Edition, an agile project is a project that uses an adaptive, iterative, incremental, or agile approach to deliver value to the customer in a fast and flexible way. An agile project typically consists of several iterations, which are short cycles of work that produce a potentially releasable product increment. An agile project also uses key indicators, such as velocity, burnup, burndown, or cumulative flow, to measure and monitor the progress and performance of the project by iteration. Therefore, the project lead should explain to the stakeholder that the key indicators are by iteration, and provide the stakeholder with the relevant information that shows the current status and trends of the project. This will help to communicate the project information clearly and transparently, to align the stakeholder expectations and feedback, and to demonstrate the value delivered by the project. Telling the stakeholder that a new report will be produced, asking the product owner to develop the new report, or developing the requested report are not the best actions, as they may not suit the preferences, availability, or influence of the stakeholder, and they may not reflect the agile principles and practices of the project. References: PMBOK Guide 7th Edition, page 19-20.

According to the Agile Practice Guide, a burnup chart is a graphical tool that shows the amount of work completed and the total amount of work in a project or sprint. It helps to visualize the progress and scope of the project or sprint, and to identify any changes or deviations that may occur. In this scenario, the burnup chart shows that the team has added new work to the sprint after it has started, as indicated by the upward slope of the total work line. This is a violation of the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software. Adding new work to the sprint after it has started may disrupt the team’s focus and flow, increase the complexity and uncertainty of the sprint, and compromise the quality and value of the deliverable. The project lead should address this issue with the product owner and the team, and remind them of the importance of respecting the sprint commitments and avoiding scope creep. The project lead should also help the product owner and the team to prioritize and refine the product backlog, and to plan and execute the sprints in a consistent and predictable manner. The project lead should also encourage the product owner and the team to communicate and collaborate effectively, and to seek and provide feedback regularly. Creating a burnup chart and mapping assumptions to impediments based on the impact to the project value (option C) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. The team is not meeting the expectations of the product owner (option A) may not be true or fair, as the team may still be able to deliver the expected value and quality within the sprint timebox, despite the addition of new work. However, this option does not address the root cause of the issue or provide a constructive feedback to the product owner and the team. The product owner should not ask the team to change their sprint commitments (option B) may also be partially correct, as the product owner should respect the team’s autonomy and capacity, and should not impose unrealistic or unnecessary changes to the sprint scope. However, this option does not consider the possibility that the team may have added new work to the sprint without the product owner’s request or approval, or that the product owner and the team may have agreed to change the sprint commitments based on new information or feedback. The team should have stopped on day 4 and started a new sprint (option D) may also be impractical or inefficient, as it may waste the time and effort that the team has already invested in the current sprint, and may create unnecessary overhead and disruption to the project flow. Stopping and starting anew sprint may also not guarantee the improvement of the project performance or delivery, unless the product owner and the team address the underlying issue of adding new work to the sprint after it has started. References: : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author1 : What is a Burn Up Chart & How to Create One | Atlassian 2 : What Is a Burn Up Chart In Agile Project Management1 : What Is a Burndown Chart? | Coursera 3

According to the PMBOK® Guide, scope changes are inevitable in most projects, and they can have positive or negative effects on the project objectives. Scope changes can be initiated by various sources, such as stakeholders, customers, sponsors, team members, or external factors. Scope changes should be managed through a formal change control process, which involves identifying, analyzing, approving, and implementing the changes. The change control process should be aligned with the project management plan, which defines how changes will be monitored and controlled throughout the project life cycle. The project management plan also includes the scope management plan and the scope baseline, which describe how the project scope will be defined, validated, and controlled.

In this question, the project manager is facing a situation where one of the customer’s stakeholders keeps requesting changes to the scope every week during the execution phase of the project. This can create challenges for the project manager and the project team, such as increased costs, delays, rework, scope creep, quality issues, or stakeholder dissatisfaction. To resolve this issue, the project manager should take the following three actions:

• Highlight the impacts of the changes during the next project meeting. The project manager should communicate with the customer and the project team about the scope changes and their implications for the project. The project manager should explain how the changes will affect the project scope, schedule, cost, quality, resources, risks, and benefits. The project manager should also present the alternatives and trade-offs for each change, and seek feedback and input from the stakeholders. This will help to create a shared understanding of the situation, and to facilitate the decision-making process.
• Schedule a meeting with the customer to align the approach. The project manager should meet with the customer and the stakeholder who is requesting the changes, and discuss the reasons and expectations behind the changes. The project manager should also review the project scope statement, the scope baseline, and the change control process with the customer, and clarify the roles and responsibilities of each party. The project manager should also negotiate with the customer and the stakeholder to prioritize the changes, and to agree on the criteria and process for approving and implementing them. This will help to establish a common vision and a collaborative relationship with the customer, and to manage their expectations and satisfaction.
• Update the relevant project documents with this obstacle. The project manager should document the scope changes and their impacts, and update the relevant project documents accordingly. The project manager should also record the issue of frequent scope changes, and the actions taken to resolve it, in the issue log. The project manager should also update the risk register, the stakeholder register, the lessons learned register, and any other project documents that may be affected by the scope changes. This will help to maintain the accuracy and consistency of the project information, and to support the project monitoring and controlling activities.

The other options are not correct because they do not provide a valid way to resolve the issue of frequent scope changes. Option A is wrong because it suggests that the project manager should adjust the project management plan to include the changes in scope, without following the change control process or assessing the impacts of the changes. This would violate the project management plan and the scope baseline, and could lead to scope creep, cost overruns, schedule delays, or quality problems. Option B is wrong because it implies that the project manager should continue the execution as planned and defer the changes to a future phase, without communicating with the customer orthe stakeholder who is requesting the changes. This would ignore the customer’s needs and expectations, and could result in dissatisfaction, conflict, or rejection of the project deliverables. References:

• PMBOK® Guide, 6th edition, pages 134-135, 154-155, 161-162
• How to Manage Scope Changes on a Project
• Scope Change Management - Project Management Knowledge
• Scope Change Control - Project Management Institute

 The project manager should call a stakeholder meeting along with team members and seek consensus about the design features. This is because the project manager needs to resolve the conflict among the team members and ensure that the design meets the stakeholder expectations and requirements. The project manager should use conflict resolution techniques such as collaborating, compromising, or problem-solving to facilitate a constructive dialogue and reach a mutually acceptable agreement. The project manager should also consider the impact of the design features on the project scope, quality, schedule, and cost and communicate any changes or issues to the relevant stakeholders.

• Option A is not a good action, as asking the project sponsor to make the decision about the design features may not be appropriate or effective. It may also undermine the team members’ autonomy, creativity, and ownership of their work. The project manager should try to involve the team members and other stakeholders in the decision-making process and not rely on the project sponsor’s authority or influence.
• Option C is not a good action, as asking stakeholders to reduce the scope in order to meet project deadlines may not be feasible or desirable. It may also create dissatisfaction, confusion, and resistance among the stakeholders. The project manager should try to deliver the project scope as agreed and not change it without proper justification and approval.
• Option D is not a good action, as reviewing the design with the team members and proposing a new launch date may not be necessary or beneficial. It may also create additional risks, issues, and delays for the project. The project manager should try to launch the project as planned and not postpone it without proper justification and approval. References:
• [PMBOK Guide], 6th edition, page 386, section 10.3
• [PMP Exam Content Outline], page 12, task 4 under domain 3

 The benefits realization plan is the document that describes how and when the benefits of the project will be delivered, measured, and evaluated. It also identifies the benefits owner, who is responsible for ensuring that the benefits are realized. The project manager should review the benefits realization plan with the new stakeholder to address their concerns about the value of the deliverables and to align their expectations with the project objectives. The other options are not the best actions to take in this situation, as they do not directly address the stakeholder’s concerns or provide them with the relevant information. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.4: Benefits Management, Page 41-42.

The project manager should review the compliance strategy and version history first to ensure the project is compliant, because this will help the project manager understand the current state of the project, the compliance requirements and standards that apply to the project, and the changes that have been made to the compliance strategy throughout the project life cycle. The compliance strategy is a document that describes how the project team will manage compliance with all applicable rules, regulations, contracts, and policies governing the project. The version history is a record of the revisions and updates that have been made to the compliance strategy, including the date, author, and reason for each change. Reviewing the compliance strategy and version history will enable the project manager to identify any gaps, issues, or risks related tocompliance, and to plan and execute the appropriate actions to address them. The project manager should also communicate with the project sponsor, the project team, and other stakeholders to ensure alignment and collaboration on compliance matters, but this should be done after reviewing the compliance strategy and version history. The project manager should also review the organizational process assets (OPAs) for compliance topics, such as policies, procedures, templates, and lessons learned, but this should be done in conjunction with the compliance strategy and version history, not before them. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Project Management Compliance Process, How to Successfully Manage Construction Compliance

= According to the PMBOK Guide, conflict management is the process of identifying and addressing differences that affect the performance of the project team or the project outcomes. Conflict management involves using appropriate techniques to resolve or prevent conflicts, such as collaborating, compromising, avoiding, forcing, or smoothing. In this scenario, the project manager should explain the impact of the scenario to the project team member, as this can help to raise the awareness of the team member about the negative consequences of the argument, such as damaging the relationship with the client, disrupting the meeting productivity, or affecting the project quality. The project manager should also try to understand the root causeof the conflict, and work with the team member and the client to find a mutually acceptable solution. Talking to the client privately, removing the project team member from the meetings, or recommending a performance improvement plan are not the best options, as they may not address the underlying issue, or may create more resentment, distrust, or isolation among the team member or the client. References: = PMBOK Guide, 7th edition, pages 64-65, 68-69.

According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “focus on value” (p. 10). This principle implies that the project manager should measure the project performance based on the value delivered to the customer and the stakeholders, rather than the output produced or the effort expended. The team that completes the most stories selected from the sprint backlog is performing better, as this indicates that they are delivering the highest priority and most valuable features to the customer. Story points are a relative measure of complexity or size of a user story, and they are not comparable across different teams or projects. The team with the least amount of defects or the team with fewer story points are not necessarily performing better, as they may be delivering low-value or low-quality features, or working on easier or smaller stories. References: PMBOK Guide, 7th edition, p. 10; PMP Exam Content Outline, Domain I: People, Task 2.

 = According to the PMBOK Guide, 7th edition, the project manager should select the appropriate delivery approach for the project based on the project characteristics, stakeholder needs, and organizational context1. The project manager should also facilitate the team’s transition to the chosen delivery approach by providing guidance, coaching, and support2. Therefore, the project manager should brainstorm with the team to understand the specifics of the team’s project and to identity possible alternative approaches for the team (option D). This can help the project manager to tailor the agile approach to the project’s needs and constraints, and to address the team’s concerns and expectations. The project manager should also conduct training sessions with the team so that the team can understand what the agile approach and mindset are (option E). This can help the team to learn the principles, values, and practices of agile, and to develop the skills and competencies required for agile delivery3. Interviewing the most resistant team members to persuade them to try to accept an agile approach (option A) may not be effective, as it may create more resistance and resentment among the team members. The project manager should instead involve the whole team in the decision-making process and seek their feedback and input. Meeting with management to explain the team’s resistance to the agile approach and request that they formally ask the team to implement agile (option B) may not be helpful, as it may undermine the team’s autonomy and motivation. The project manager should instead communicate with management the benefits and challenges of the agile approach, and seek their support and sponsorship. Asking the team to identify the product backlog and create a kanban board for the team to manage and follow the approach (option C) may not be appropriate, as it may be too premature and prescriptive. The project manager should first ensure that the team understands the rationale and the basics of the agile approach, and then collaboratively define the project scope and the workflow with the team. References: 1: PMBOK Guide, 7th edition, page 37 2: PMBOK Guide, 7th edition, page 38 3: PMBOK Guide, 7th edition, page 39 : PMBOK Guide, 7th edition, page 40

Another possible answer to this question is D. Arranging for some initial face-to-face team meetings for the project team to meet each other can also help improve communication among the team. Face-to-face meetings can help build trust, rapport, and cohesion among team members, as well as foster a shared understanding of the project goals, roles, and responsibilities23. Face-to-face meetings can also help overcome language and cultural barriers, by allowing team members to observe non-verbal cues, clarify misunderstandings, and learn from each other23.

The other two options, B and C, may not be the best answers to this question. Explaining the benefits of common working hours to aid better communication among the project team may not be feasible or effective, as it may impose unrealistic or unfair expectations on some team members, who may have to work outside their normal hours or sacrifice their personal or family time23. Sharing a contact log document for all the team members to make communication easier may not be sufficient or helpful, as it may not address the underlying issues of communication, such as the quality, frequency, or content of the communication12.

Therefore, based on the web search results, the most likely answer to the question is either A or D, but you will have to verify the answer yourself using the official sources.

References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition 2: Managing distributed project teams - Project Management Institute 3: Cross culture project management - Project Management Institute

= The project manager should offer cross-training and mentoring to the new team member to maintain project performance while a new team member is being onboarded. According to the PMBOK® Guide, cross-training is a technique that involves training team members in multiple skills so that they can perform more than one role on the project1. Mentoring is a technique that involves providing guidance and support to less experienced team members by more experienced team members1. Both techniques can help the new team member to learn the necessary skills and knowledge to perform the project tasks, and to integrate into the team culture. This way, the project manager can minimize the impact of losing a highly skilled team resource and maintain the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to train and support the new team member.

• Logging a risk in the risk register and working with the new team member to mitigate it is a passive and reactive approach that does not help the new team member to acquire the skills and knowledge needed for the project.
• Motivating the new team member to perform is a general and vague action that does not specify how the project manager will help the new team member to perform the project tasks.
• Sharing project documents with the new team member is a necessary but not sufficient action that does not ensure that the new team member will understand and apply the information in the project documents.

References: 1: PMBOK® Guide, 7th edition, page 96.

 According to the PMBOK Guide, a project manager is responsible for ensuring that the project complies with the relevant laws, regulations, policies, standards, and ethical codes that apply to the project context and environment1. A project manager should also ensure that the project deliverables meet the quality requirements and expectations of the project stakeholders2. A project manager should also ensure that the project documentation is complete, accurate, and updated throughout the project life cycle3.

In this scenario, the project manager has been managing a highly complex project and has ensured that all of the required tasks have been completed. However, during a recent external audit, the project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented. This implies that the project manager did not ensure that the project complied with the applicable laws, regulations, or standards that govern the project domain or industry. The project manager should have ensured that all the required approvals were received per the organizational procedures before implementing the module, as this would have prevented the liability and the penalty. The organizational procedures may include obtaining legal, regulatory, contractual, or internal approvals from the appropriate authorities or parties4.

The project manager should not have ensured that all defects identified during testing were resolved before implementation, as this is not relevant to the liability issue. The project manager should have done this as part of the quality management process, but this would not have guaranteed compliance with the external laws, regulations, or standards. The project manager should not have ensured that all of the required tasks identified in the scope were completed successfully, as this is not sufficient to avoid theliability issue. The project manager should have done this as part of the scope management process, but this would not have ensured compliance with the external laws, regulations, or standards. The project manager should not have ensured that all documentation was completed post implementation before closing the project, as this is too late to prevent the liability issue. The project manager should have done this as part of the closure process, but this would not have avoided the penalty for the non-compliant module.

References: 1: PMBOK Guide, 6th edition, page 39. 2: PMBOK Guide, 6th edition, page 286. 3: PMBOK Guide, 6th edition, page 123. 4: PMBOK Guide, 6th edition, page 377.

According to the Project Management Professional (PMP) Reference Materials, a cumulative flow diagram (CFD) is a graphical tool that can help the project manager assess the state of the project by tracking features that are in progress, completed, or scheduled to be worked on. A CFD shows the number of work items in each stage of the workflow over time, and the total amount of work in the system. A CFD can help the project manager identify bottlenecks, delays, scope changes, and variations in the work process. A CFD can also help the project manager monitor the project progress, quality, and delivery rate. A CFD is especially useful for projects that use agile or iterative methods, as it can show the value delivered to the customer on an incremental basis. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Cumulative Flow Diagrams.

= According to the PMBOK Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. A change request can be initiated by any stakeholder involved with the project, and it must be reviewed and approved by the CCB. The CCB is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. In this scenario, the project manager should submit a change request to the CCB as soon as possible, as the delay in the delivery of the key component will affect the project schedule and scope. The project manager should also update the project management plan and other relevant documents to reflect the impact of the change. Asking the vendor for the minimally sufficient materials, performing market research for other vendors, or involving the legal department are not the best options, as they may not resolve the issue in time, incur additional costs, or escalate the conflict with the vendor. References: = PMBOK Guide, 6th edition, pages 112-114, 123-124, 140-141.

 Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be performed sequentially1. This can increase the risk of rework and errors, as well as the stress and workload of the team members2. To motivate the team, the project manager should introduce team-building activities that can enhance the team’s trust, collaboration, and morale3. Team-building activities can also help the team cope with the challenges and uncertainties of fast-tracking4. References: 1: PMBOK Guide, 6th edition, p. 215 2: PMBOK Guide, 6th edition, p. 216 3: PMBOK Guide, 6th edition, p. 336 4: PMBOK Guide, 6th edition, p. 337

  this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where a project team consists of eight resources working on a complex project. The chief technical designer prefers to work alone and seldom talks in meetings, but produces good designs. The technical lead is always energetic, has lots of opinions about the project, and constantly clarifies their thoughts in discussions. The question asks what the project manager should do to improve overall team performance.

Based on this information, the best answer is option C, which is to encourage the chief technical designer to engage more with the team. This is because encouraging the chief technical designer to engage more with the team is a team management practice that can help the project manager to enhance the team cohesion, collaboration, and communication. The chief technical designer is a key resource who has valuable expertise and insights on the project. Encouraging the chief technical designer to engage more with the team can help the project manager to leverage the chief technical designer’s knowledge and skills, as well as to foster a positive and productive team culture. Encouraging the chief technical designer to engage more with the team can also help the project manager to address the potential issues or risks that may arise from the chief technical designer’s isolation or detachment, such as misunderstandings, conflicts, or missed opportunities.

Option A, which is to ask the chief technical designer to provide their feedback by email, is not a good answer. This is because asking the chief technical designer to provide their feedback by email may not be enough or effective to improve overall team performance. Email is a tool that can facilitate asynchronous communication, but it may not be suitable or sufficient for complex or interactive discussions. Asking the chief technical designer to provide their feedback by email may not help the project manager to fully utilize the chief technical designer’s potential, as well as to integrate the chief technical designer with the rest of the team. Asking the chief technical designer to provide their feedback by email may also reinforce the chief technical designer’spreference to work alone, which may not be conducive to the team dynamics or the project success.

Option B, which is to let the team dynamics continue as is since the current team mix works well, is not a good answer. This is because letting the team dynamics continue as is may not be optimal or sustainable to improve overall team performance. The team dynamics are the interactions and relationships among the team members that affect the team behavior and outcomes. Letting the team dynamics continue as is may not help the project manager to identify and address the gaps or issues that may exist or emerge in the team, such as the lack of involvement or contribution from the chief technical designer, or the dominance or disruption from the technical lead. Letting the team dynamics continue as is may also prevent the project manager from enhancing and developing the team performance, as well as from adapting to the changing needs and expectations of the project and the stakeholders.

Option D, which is to ask the technical lead to drive the project’s technical discussions, is not a good answer. This is because asking the technical lead to drive the project’s technical discussions may not be appropriate or beneficial to improve overall team performance. The technical lead is a resource who has a high level of energy, opinions, and clarity on the project. Asking the technical lead to drive the project’s technical discussions may not help the project manager to balance the participation and input of all team members, as well as to respect and value the diversity and perspectives of the team. Asking the technical lead to drive the project’s technical discussions may also create or exacerbate the problems or challenges that may affect the team performance, such as the marginalization or alienation of the chief technical designer, or the conflict or resentment among the other team members. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.

 A project manager should take the following two actions initially to resolve the problem of a key project team member taking an unexpected and prolonged leave of absence:

• Check the project’s responsibility assignment matrix (RAM) to determine which activities will be affected. A RAM is a tool that shows the roles and responsibilities of each project team member for each project activity. By checking the RAM, the project manager can identify which activities are assigned to the team member on leave, and how their absence will impact the project schedule, scope, quality, and resources. This will help the project manager to plan for the necessary adjustments and communicate them to the relevant stakeholders.
• Check the risk register for a prepared response to a resource being suddenly unavailable. A risk register is a document that records the identified risks, their probability and impact, and the planned responses for each risk. By checking the risk register, the project manager can see if there is a contingency plan for the situation of a resource being suddenly unavailable, such as a reserve of time, money, or personnel. This will help the project manager to implement the appropriate response and mitigate the negative effects of the risk.

The other three actions are not the best initial steps to take, because:

• Checking if the team member’s activities are sufficiently documented to facilitate handover is a good practice, but it is not the first thing to do. The project manager should first determine which activities are affected and how critical they are, before deciding how to hand them over to another team member or an external resource.
• Obtaining the project sponsor’s support to replace the team member on leave is a possible option, but it is not the first thing to do. The project manager should first assess the impact of the team member’s absence and the availability of alternative resources, before requesting the sponsor’s approval and support for a replacement.
• Reassigning responsibilities across the remaining members using the available float for training is a possible option, but it is not the first thing to do. The project manager should first evaluate the feasibility and suitability of this option, considering the skills and workload of the remaining members, the complexity and urgency of the activities, and the amount of float available.

References:

• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
• Project Team Annual Leave and Absence Tracker
• How To Write a Leave of Absence Request (With Examples)
• Formal Leave of Absence Letter Request Example

The project manager should meet with the team to review internal actions to resolve the situation, because this is a common practice in agile project management. In agile projects, the team is empowered to self-organize and adapt to changing requirements and circumstances1. The iteration retrospective is a meeting where the team reflects on what went well and what can be improved in the next iteration2. If the team realizes that the complexity of the work was underestimated, they should discuss how to adjust their planning, estimation, and delivery processes to avoid this issue in the future3. The project manager should facilitate this discussion and support the team’s decisions. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.2.3
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.5
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.6
• : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.7

= The minimum viable product (MVP) is a version of a product that has just enough features to satisfy early customers and provide feedback for future development. If the customer does not perceive business value in the products delivered, the project manager should review the definition of the MVP to ensure that it aligns with the customer’s expectations and needs. Changing the delivery project approach, performing a cost-benefit analysis, or reviewing the risk analysis are not likely to address the root cause of the customer’s dissatisfaction. References: PMI Study Hall, [PMBOK Guide]

PMBOK Guide, 6th edition, page 176 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

 According to the PMBOK Guide 7th Edition, the project manager should monitor and control project work and respond to any issues or risks that may affect the project performance. In this case, the project manager should conduct an impact analysis to assess the effect of the scope changes and the delay on the project objectives, scope, schedule, cost, quality, and other factors. The project manager should also present the results of the impact analysis to the steering committee, which is a group of senior stakeholders who provide guidance and oversight to the project, and seek their approval for any changes12. References: PMBOK Guide 7th Edition, Chapter 4: Project Delivery, Section 4.3: Monitor and Control Project Work, Page 97; Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61.

 According to the PMBOK Guide, a project manager should choose the appropriate project approach based on the project context, objectives, stakeholders, governance, and environment1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2. A predictive approach is a plan-driven approach that follows a sequential and linear process to deliver the project scope as defined at the beginning of the project. An agile approach is a value-driven approach that follows an iterative and incremental process to deliver the project scopeas it evolves throughout the project. A hybrid approach is a combination of serial and agile strategies that can be used for different phases or work packages of a project3.

In this scenario, the project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses. This suggests that the project has both predictable and unpredictable elements, and the client expects both stability and flexibility from the project manager. Therefore, the project manager should plan and deliver the project using a hybrid approach, which can provide the best of both worlds. The project manager should plan the project with a predictive approach with a work breakdown structure (WBS), which is a hierarchical decomposition of the project scope into manageable components. The WBS can help the project manager to define the high-level, long-term plan for the project, as well as to estimate the project resources, time, and cost. The project manager should then execute the project using an agile approach, which can allow the project manager to deliver value incrementally and iteratively, adding features to the product as the project progresses. The agile approach can also enable the project manager to respond to changes and feedback from the client and the stakeholders, and to adapt the project scope accordingly.

The project manager should not plan the project with a predictive approach and a WBS following the plan and deliver value at the end of the project, as this may not meet the client’s need for something that will work immediately and add features to the product as the project progresses. The predictive approach may also be rigid and inflexible to cope with the complex and uncertain scope of the project. The project manager should not select an agile approach and manage the project according to best practices to ensure value is delivered to the client, as this may not satisfy the client’s requirement for a high-level, long-term plan for the project. The agile approach may also be too vague and ambiguous to handle the long time line and complex scope of the project. The project manager should not agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project, as this may not provide a clear and consistent vision and direction for the project. The MVP is a version of the product that has enough features to satisfy the early adopters and provide feedback for future development. The MVP may not represent the full scope and value of the project, and may not align with the client’s expectations and needs.

References: 1: PMBOK Guide, 6th edition, page 19. 2: PMBOK Guide, 6th edition, page 25. 3: PMBOK Guide, 6th edition, page 27. : PMBOK Guide, 6th edition, page 155. : [What is a Minimum Viable Product (MVP)?]

this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where at a project status meeting, different activities were agreed upon for the following weeks. At the end of the first week, the project team realizes that the activities were executed in the wrong way because each team member had a different understanding. These misunderstandings have caused a delay in the project. The question asks which of the following actions should the project manager take to avoid this situation in the future.

Based on this information, the best answer is option D, which is to document the agreement in the meeting minutes. This is because documenting the agreement in the meeting minutes is a communication management practice that can help the project manager to ensure that the project team has a clear and consistent understanding of the project activities and expectations. Meeting minutes are documents that record the key information and decisions from a meeting, such as the date, time, location, attendees, agenda, action items, and follow-up actions. Documenting the agreement in the meeting minutes can help the project manager to communicate and confirm the project activities and expectations with the project team, as well as to monitor and control the project progress and performance. Documenting the agreement in the meeting minutes can help the project manager to avoid the situation of executing the activities in the wrong way, as well as to prevent or reduce the project delays.

Option A, which is to conduct reviews prior to performing activities, is not a good answer. This is because conducting reviews prior to performing activities may not be relevant or effective to avoid the situation in the future. Reviews are processes that involve examining and evaluating the project work or deliverables to ensure that they meet the quality standards and requirements. Reviews may include techniques such as inspections, audits, walkthroughs, or peer reviews. Conducting reviews prior to performing activities can help the project manager to identify and correct any errors or defects in the project work or deliverables, as well as to improve the quality and value of the project. However, conducting reviews prior to performing activities may not help the project manager to avoid the situation of executing the activities in the wrong way, as it may not address the issue of unclear or inconsistent understanding of the project activities and expectations among the project team.

Option B, which is to use a common communication terminology, is not a good answer. This is because using a common communication terminology may not be enough or sufficient to avoid the situation in the future. Communication terminology is a set ofwords or phrases that are used to convey information or messages in a specific context or domain. Communication terminology may include acronyms, abbreviations, jargon, or slang. Using a common communication terminology can help the project manager to facilitate clear and consistent communication and understanding among the project team and other stakeholders, as well as to avoid or reduce any confusion or ambiguity. However, using a common communication terminology may not help the project manager to avoid the situation of executing the activities in the wrong way, as it may not ensure that the project team has a complete and accurate understanding of the project activities and expectations.

Option C, which is to monitor the team’s performance metrics, is not a good answer. This is because monitoring the team’s performance metrics may not be relevant or effective to avoid the situation in the future. Performance metrics are measures that indicate the progress and performance of the project team or the project work. Performance metrics may include indicators such as schedule variance, cost variance, quality metrics, customer satisfaction, or team engagement. Monitoring the team’s performance metrics can help the project manager to track and evaluate the project team’s performance and productivity, as well as to identify and address any issues or risks that may affect the project outcomes. However, monitoring the team’s performance metrics may not help the project manager to avoid the situation of executing the activities in the wrong way, as it may not prevent or resolve the issue of unclear or inconsistent understanding of the project activities and expectations among the project team. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.

According to the Agile Alliance1, the definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers. It is a shared understanding among the team members of when a product increment is ready for release, even when the increment is large and consists of many items. By clearly defining what “done” means to the project, an agile team can focus on delivering value with every sprint and minimizing rework. It is important to note that one person does not create the Definition of Done.Instead, it is agreed upon by the entire project team, including developers, testers, product owners, and other stakeholders. This ensures a smoother process during sprints since everyone is using the DoD as a guide alongside any checklists before marking an item as complete.

The PMBOK® Guide – Seventh Edition2 also mentions the DoD as a key concept in agile development. It states that the DoD helps to ensure that tasks are thoroughly planned and thought through and that the final product meets the required standards of quality. The PMBOK® Guide – Seventh Edition will now be a reference to inform the development of the exam items. However, before any validated exam item is added to the exam, there is a very rigorous and thorough review and field test cycle3.

Therefore, the best option for the project manager to do in this scenario is to help the team create the DoD to improve delivery quality. This will help the team to identify and address the issues that are affecting the code quality and prevent future rework. Comparing the cost of improving quality against the cost of failure and adjusting the budget (option A) may not be feasible or effective in an agile environment, where changes are frequent and unpredictable. Adding testing items to the backlog to assess quality periodically (option C) may not solve the root cause of the problem and may delay the delivery of value to the customers. Expanding the team in order to improve the quality of the project (option D) may not be a viable solution either, as it may introduce communication and coordination challenges and increase the complexity of the project.

References: 1: What is the Definition of Done? Understanding DOD in Agile - Atlassian 2: PMBOK® Guide – Seventh Edition | Project Management Institute 3: PMP Exam Prep | PMI - Project Management Institute

According to the PMBOK Guide, 6th edition, page 368, communication can be classified into formal and informal, written and verbal, and vertical and horizontal, depending on the context, purpose, and audience of the message. Informal verbal communication, such as a conversation, is a type of communication that is spontaneous, casual, and flexible, and that can be used to exchange information, ideas, opinions, or feedback in a timely and direct manner. Informal verbal communication is suitable for handling a situation where a team member is not performing very well, as it can allow the project lead to express concern, empathy, and support, as well as to identify the root causes of the poor performance, and to explore possible solutions or improvements. Informal verbal communication can also help to maintain a positive and trusting relationship between the project lead and the team member, and to avoid any misunderstanding, resentment, or demotivation that may arise from more formal or written communication. References:

• PMBOK Guide, 6th edition, page 368
• Free PMP Practice Exam Questions - 120 Sample Test Questions

The stakeholder register is a document that identifies and analyzes the project stakeholders, their roles, interests, expectations, influence, and communication requirements1. It is an output of the identify stakeholders process, which is performed during the early phase of a project2. If the leader of a user party was not included in any of the requirements collection communications, it means that the stakeholder register was likely missed or outdated, and the stakeholder analysis was not performed properly. This could lead to unmet stakeholder needs, conflicts, delays, or rework3. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.3.1
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.1
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.2

The project manager should spend a short amount of time defining the scope and building prototypes to refine the requirements for the new agile project. This way, the project manager can embrace the agile principle of delivering value early and often, and responding to changes in customer needs and expectations. The project manager can also use the prototypes to solicit feedback from the stakeholders and incorporate them into the next iteration of the product. The project manager should not create a scope baseline, estimate the work and story sizes, or develop a plan to complete more work in less time, as these are more suitable for predictive projects thathave fixed scope and requirements. References: PMBOK Guide, 6th edition, page 177, Top 20 PMP Sample Question and Answer For 2023 | StarAgile

 Standup meetings are brief daily meetings that help teams catch up on the progress and challenges of their projects. They are a common practice in agile project management, but they can also be used in hybrid approaches that combine agile and traditional methods. The purpose of standup meetings is to share information, align on goals, and identify any blockers or risks that need to be addressed. Standup meetings are not meant to be long or detailed discussions, but rather quick and focused updates.

To improve the situation with the project team, the project manager should engage the team members in implementing and improving key aspects of the standup meetings, such as:

• Setting clear expectations and rules for the standup meetings, such as the time, duration, location, format, and agenda.
• Explaining the benefits and value of standup meetings for the team and the project, such as improved communication, collaboration, transparency, and accountability.
• Encouraging active participation and feedback from all team members, and ensuring that everyone has a chance to speak and be heard.
• Keeping the standup meetings brief, on track, and effective, by avoiding digressions, interruptions, or distractions, and by addressing any issues or questions offline or in separate meetings.
• Making the standup meetings fun and engaging, by using different formats, tools, or techniques, such as gamification, visual aids, or online platforms.

By engaging the team in implementing and improving the standup meetings, the project manager can help the team members understand and value the standup meetings, and foster a positive and productive team culture.

References:

• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
• What Is a Daily Standup? | Coursera
• Stand-up and deliver - Project Management Institute
• Leading Virtual Stand Up Meetings - Project Management Academy

 = In an iteration-based project, the project team should confirm the marketing requirements and constraints when adding them to the backlog. This can help to ensure that the marketing team understands the scope, schedule, and quality expectations of the product, and that the project team can deliver the product within the agreed iterations. Confirming the requirements and constraints can also help to identify and resolve any conflicts, dependencies, or risks that may affect the product launch.

The other options are not appropriate actions for the project team to take. Option A is not realistic and may cause the marketing team to rush their work and compromise the quality of the product. Option B is not feasible and may not reflect the true value of the product in the first iteration. Option D is not proactive and may not prevent the issue from occurring in the first place. References: = PMBOK Guide, 6th edition, pages 152-153, 176-177, 189-190; PMP Exam Content Outline, 2021, pages 9-10, 14-15

In agile project management, knowledge sharing is a key practice that enables continuous learning, collaboration, and improvement among the team members. Knowledge sharing can take various forms, such as pair programming, mentoring, coaching, peer reviews, feedback sessions, and training workshops. Asking the team member to provide a training session for the rest of the team is an effective way of transferring the knowledge that the team member has developed in a specific matter. This will help the other team members to acquire the same knowledge and apply it in their future tasks. It will also foster a culture of mutual support and trust within the team. The other options are not as suitable for agile project management, as they do not promote active and interactive knowledge sharing. Asking the team member to produce a lessons learned document or to record highlights may result in passive or delayed knowledge transfer, as the other team members may not read or understand the document or the highlights. Asking the team member to develop more expertise and become a SME may create a dependency or a bottleneck in the team, as the team member may become the only source of knowledge in that matter. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55.
• White Paper: Knowledge Sharing in a Large Agile Organisation, Agile Business Consortium, 2017, pp. 3-4, 7-8.

When a project faces a potential delay in the schedule, the project manager should not report, change, or escalate the issue without first assessing the impact and the root cause of the delay1. The project manager should analyze the schedule to determine how the delay affects the critical path, the float, and the dependencies of the project activities2. The project manager should also update the risk register, which is a document that records the identified risks, their probability, impact, response strategies, and status3. Updating the risk register can help the project manager identify and prioritize the risks associated with the delay, and plan appropriate responses to mitigate or avoid them4. References: 1: PMBOK Guide, 6th edition, p. 112 2: PMBOK Guide, 6th edition, p. 202 3: PMBOK Guide, 6th edition, p. 414 4: PMBOK Guide, 6th edition, p. 417

 = According to the PMBOK Guide, the project sponsor is the person or group who provides resources and support for the project, and who is accountable for enabling the success of the project. The project sponsor plays a key role in defining the project scope, approving the project charter, authorizing changes, resolving issues, and supporting the project manager and the project team. In this scenario, the project manager should meet with the new project sponsor to review the current project scope and the requested changes, as this can help to establish a clear and mutual understanding of the project objectives, requirements, deliverables, and constraints, as well as to assess the feasibility, impact, and value of the proposed changes. Informing the new project sponsor that the new aspects will not be included, inviting the project sponsor to a briefing with the project team, or rebaselining the project are not the best options, as they may not address the new project sponsor’s expectations, needs, or concerns, or may lead to unnecessary scope creep, schedule delays, or cost overruns. References: = PMBOK Guide, 7th edition, pages 48-49, 54-55, 60-61.

According to the PMBOK Guide, the project manager is responsible for developing the project team by improving their competencies, interactions, and overall performance. One of the tools and techniques for developing the project team is training, which involves providing learning opportunities to acquire new skills or enhance existing ones. Training can be formal or informal, and can be delivered by internal or external sources. In this scenario, the agile project team received an assignment to develop an industrial system that interfaces with robots, which is a new type of work for them. The team members are interested in acquiring such expertise, but it may result in a project delay. The best way to handle this situation is to add an experienced professional to the team to reinforce knowledge sharing and help grow team expertise in the new product. This option provides an informal and internal source of training for the team, as well as a mentor who can guide them through the challenges and complexities of the newtechnology. This can help the team learn faster, improve their performance, and deliver a high-quality product. Creating a separate team, using a robotics vendor company, or hiring a consulting company are not the best options, as they do not address the team’s interest in acquiring new expertise, or the project manager’s responsibility to develop the team. These options may also introduce additional risks, costs, or coordination issues to the project. References: PMBOK Guide, 7th edition, pages 215-216, 9.5 Develop Team.

 According to the PMBOK Guide, the project manager should first analyze the context of the conflict, such as the root cause, the impact, the urgency, and the interrelationships of the parties involved. This will help the project manager to choose the appropriate conflict resolution technique and to avoid unnecessary escalation. The other options are possible actions that the project manager can take after analyzing the context, but they are not the first step in managing the conflict. References: PMBOK Guide, 7th edition, page 255.

According to the PMBOK Guide, 7th edition, one of the key practices for project delivery is to “identify and respond to risks and opportunities” (p. 122). This practice involves identifying, analyzing, prioritizing, and implementing responses to risks and opportunities that may affect the project objectives, scope, schedule, cost, quality, or stakeholder satisfaction. The project manager should share the opportunity with another project that may benefit from it, as this will help to maximize the value creation and optimize the use of resources. Establishing a contingency reserve, taking no more action, or further monitoring the opportunity are noteffective ways to handle the situation, as they do not address the root cause of the problem, which is the opportunity that is outside of the project scope. References: PMBOK Guide, 7th edition, p. 122; PMP Exam Content Outline, Domain II: Process, Task 4.

The key activity that is needed to ensure the project’s success is to mitigate the risk of the partner’s system being unavailable by developing alternative plans to make the solution ready and available without full integration capabilities. According to the PMBOK® Guide, risk mitigation is a risk response strategy that involves reducing the probability and/or impact of a negative risk1. In this case, the risk of the partner’s system being unavailable is a negative risk that could affect the project scope, schedule, cost, and quality. Therefore, the project manager should mitigate the risk by developing alternative plans to deliver the solution with partial or no integration with the partner’s system, and to ensure the solution meets the customer needs and expectations. This way, the project manager can minimize the impact of the risk on the project performance and ensure the project’s success. The other options are not the key activities that are needed to ensure the project’s success, as they do not address the need to mitigate the risk.

• Continuously monitoring the risk of the partner system’s unavailability and putting the proper resolution plans in place in case the risk materializes into an actual issue is a necessary but not sufficient activity that does not involve mitigating the risk before it occurs. Monitoring risks is the process of tracking the implementation of risk response plans, identifying and analyzing new risks, and evaluating risk process effectiveness1. Resolution plans are also known as contingency plans or fallback plans, which are implemented only if the risk occurs1. Theseactivities do not reduce the probability and/or impact of the risk, which is the goal of risk mitigation.
• Communicating to the project stakeholders that full integration may not be possible and that the project will potentially be delayed as a result is an important but not sufficient activity that does not involve mitigating the risk before it occurs. Communicating risks is the process of sharing information about risks with the project stakeholders, such as the risk status, progress, and issues1. This activity does not reduce the probability and/or impact of the risk, which is the goal of risk mitigation.
• Eliminating the risk by mandating the partner to change the system settings to facilitate an easier integration with the new solution is an unrealistic and inappropriate activity that does not involve mitigating the risk before it occurs. Eliminating risks is a risk response strategy that involves removing the risk entirely1. In this case, the project manager cannot eliminate the risk by mandating the partner to change the system settings, as the partner may not agree or comply with the request, and the system settings may not be the only cause of the risk. This activity does not reduce the probability and/or impact of the risk, which is the goal of risk mitigation.

References: 1: PMBOK® Guide, 7th edition, pages 97-99.