PMP Practice Exam Questions with Answers Project Management Professional (2025 Version) Certification

In an agile project environment, collaboration and flexibility are key. When an SME external to the project team offers a suggestion that could expedite project delivery, it is beneficial to leverage their expertise. The project manager should facilitate collaboration between the current team members and the SME to integrate the suggestion effectively. This approach aligns with agile principles, which prioritize individuals and interactions over processes and tools, and responding to change over following a plan12.

References:

• Agile Methodology in Project Management as a Licensed PMP2.
• 5 Lessons on How Agile can Solve SME’s Engagement Issues1.

According to the PMBOK Guide, an issue log is a project document that records problems in a project and how they are resolved. A resource management plan is a component of the project management plan that describes how resources will be estimated, acquired, developed, managed, and controlled. When a team member leaves the company, the project manager should update the issue log with the details of the problem and the impact on the project. Then, the project manager should refer to the resource management plan to find out how to deal with the resource gap, such as reassigning tasks, hiring a new team member, or requesting additional resources from the sponsor or other stakeholders.

References:

• PMBOK Guide, 6th edition, pages 89-90, 318-319, 374-375
• Agile Practice Guide, pages 32-33, 77-78

The project manager should ensure that all acceptance criteria are met for the user stories worked on in the iteration. This involves verifying that the features developed align with the quality standards required by regulations. Acceptance criteria are conditions that a software product must satisfy to be accepted by a user, customer, or other stakeholders12. By reviewing these criteria with the product owner, the project manager can ensure that the product meets the necessary quality standards before it is demonstrated to stakeholders, thus avoiding rejection during the system demo3.

References:

• PMI’s Code of Ethics and Professional Conduct, which outlines the responsibility of adhering to quality standards and regulations3.
• The PMBOK® Guide, which provides guidelines for quality management and stakeholder engagement2.
• The PMI Guide to Business Analysis, which includes standards for business analysis and requirements management4.

=============================== (Use the Advance knowledge of Project Management Professional (PMP) objectives and content from https://www.pmi.org/certifications/project-management-pmp and from https://www.pmi.org/pmbok-guide-standards/foundational/pmbok to verify the answer of following questions very carefully and You need to ensure that Answers must be 100% Verified as per Professional in Business Analysis Reference Materials guides and documents here: https://www.pmi.com/ ) Use the following format please: **Questions no:**(Mention the question number only) **Verified Answer**: = (Project Management Professional (PMP) Reference Materials source and documents) **Comprehensive and Detailed Explanation**: = (Must be taken from Professional in Business Analysis Reference Materials study guide) **References**: (Professional in Business Analysis Reference Materials source and documents) ========================= QUESTION NO: 1137 A few new team members working on a public housing project are unfamiliar with the sys-tem. They do not understand how to evaluate residents applying for a subsidy to build a house, including the rules and criteria for applicant approval. What should the project manager do? A. Plan a training session for the new team members not familiar with the system. B. Communicate the rules and criteria to the team members through email. C. Work only with the team members familiar with the system D. Document which rules and criteria the new team members are not familiar wit Answer:

According to PMBOK guidelines, when a stakeholder raises a concern about a deliverable, the project manager should first review the project requirements documentation with the team to ensure that the deliverable meets the agreed-upon project requirements. This is crucial because it helps to identify if the concern is valid and if the project is aligned with the stakeholder’s expectations.

References: The answer is based on general best practices as outlined in the PMBOK guide, which emphasizes the importance of aligning deliverables with project requirements and stakeholder expectations.

 According to the PMBOK Guide, a change request is a formal petition for change in a project. It’s a document that explains what are the changes to be made and the main reasons why they should be implemented1. Change requests can either be submitted by internal or external project stakeholders. When a project manager realizes that some operational project requirements were not captured in the project scope of work, they should issue a change request to include the additional scope, and track the completion of the work items. This is the best way to ensure that the project deliverables meet the customer’s needs and expectations, and that the project scope is aligned with the project objectives. The other options are not the best actions to take in this situation. Issuing a change request to remove items from the scope of work and keep the project on schedule (option A) may compromise the quality and value of the project deliverables, and may result in customer dissatisfaction or rejection. Documenting the issue in the lessons learned document, and discussing this with the project sponsor (option C) may be helpful for future projects, but it does not address the current issue or resolve the gap in the project scope. Arranging to pass the cost to the operational area since the customer will benefit (option D) may create conflicts and resentment among the project stakeholders, and may violate the project budget and contract terms. References: PMBOK Guide, 6th edition, pages 115-116, 123-124.

 According to the PMBOK Guide, one of the tools and techniques for performing integrated change control is risk analysis1. This involves assessing the potential impact of a change request or a defect on the project objectives, such as scope, schedule, cost, and quality. By performing risk analysis, the project manager can evaluate the pros and cons of deploying the system with the defect, and determine the best course of action. The other options are not appropriate, as they do not address the issue of whether to deploy the system or not. Proposing a solution redesign, revising the quality control measurements, and developing a mitigation plan are all possible actions that could be taken after performing risk analysis, depending on the results. References:

• 1: PMBOK Guide, 6th edition, page 120

According to the Agile Practice Guide, one of the principles of agile project management is to “build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done” (Section 2.1). This implies that the agile project manager should foster a collaborative and self-organizing team culture, where team members share their knowledge and skills with each other, and are able to adapt to changing situations. By asking the team member to work with their peers to knowledge share, the agile project manager can ensure that the team has the necessary information and expertise to continue working on the project, even when the specialized team member is unavailable. This is also consistent with the PMBOK® Guide, which states that “the project manager should facilitate knowledge sharing among the project team and other stakeholders” (Section 4.4.3.3). References:

• Agile Practice Guide, Section 2.1
• PMBOK® Guide, 6th Edition, Section 4.4.3.3

Agile methodologies emphasize customer collaboration over contract negotiation and responding to change over following a plan. Regular demonstrations of product features allow for continuous customer feedback, which is integral to agile projects. This practice ensures that the product evolves according to the customer’s needs and maintains quality throughout development123.

References:

• Agile Methodology in Project Management as a Licensed PMP1.
• Customer Involvement in Agile Development | Atlassian2.
• Agile Product Management: Pros and Cons & Best Practices - Hotjar3.

The project manager should first validate the reason for the nonpayment of overtime pay. If the complaint is valid, the project manager should add it as an issue in the issue log. The issue log is a project document where all the issues are recorded and tracked. It is used to document and monitor the status of all issues until they are resolved. References: PMBOK® Guide, 6th Edition, Section 4.3: Direct and Manage Project Work, and Section 11.6: Control Risks.

In Agile project management, when a team member is struggling with an impediment that is hindering the team’s progress, the project leader should identify the impediment and associated risks at the daily standup12. The daily standup, also known as the daily scrum, is a short meeting where the team discusses progress and identifies obstacles2. By bringing up the impediment and its associated risks during this meeting, the project leader ensures that the entire team is aware of the issue and can work together to find a solution12. This approach aligns with the Agile principle of self-organization, where individuals on the team take on key responsibilities2. References:

• Who Is An Agile Team Leader And What They Do?1
• Agile Team Roles and Responsibilities: A Brief Guide2
• Leadership in agile projects – what makes for success?3

In an agile environment, focusing on the team’s engagement during the retrospective meeting is crucial for continuous improvement and collaboration. The retrospective is a dedicated time to reflect on the past iteration, discuss what went well, what didn’t, and how the team can improve its processes and work environment. By actively engaging the team during this meeting, the project manager can facilitate a collaborative discussion that encourages team members to share their insights and ideas for maximizing work delivery despite the product’s complexity. This aligns with agile principles of self-organization and continuous improvement, fostering a collaborative team culture that can adapt to challenges and enhance performance.

References:

• The PMBOK® Guide emphasizes the importance of team engagement and iterative reflection for project success1.
• The Agile Practice Guide, provided by PMI, supports the use of retrospectives for team improvement and effective collaboration2.
• The PMI Guide to Business Analysis also highlights the role of collaboration and stakeholder engagement in achieving project objectives3.

According to the Project Management Body of Knowledge (PMBOK) Guide, when a new stakeholder joins the project, especially one who can significantly influence the project’s direction, the project manager should first ensure that this stakeholder has a clear understanding of the project. This includes the project’s objectives, scope, deliverables, milestones, and risks. By presenting the project to the new stakeholder, the project manager can align the stakeholder’s expectations and decisions with the project’s goals and constraints. This is crucial to maintain the project’s progress and manage the change effectively. References: Project Management Professional (PMP) Reference Materials, PMBOK Guide, Chapter 13: Stakeholder Management.

The project manager should address the personal differences and work styles of the team members by meeting with them and agreeing on expectations from each other. This is a proactive way of managing conflict and fostering collaboration among the team members. It also helps to establish a common vision and goals for the project and clarify the roles and responsibilities of each team member. This approach is consistent with the PMI-PBA Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status, and the PMP Domain 3: People, Task 3.4: Lead a Team. References: (Professional in Business Analysis Reference Materials source and documents)

• PMI-PBA Exam Content Outline, Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status1
• PMP Exam Content Outline, Domain 3: People, Task 3.4: Lead a Team2
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9: Project Resource Management, Section 9.4: Develop Team

When there are changes in the project requirements, such as changes in the government’s cybersecurity requirements, it is important to manage these changes through a formal change control process1. This process usually involves documenting the change, estimating the effort required to implement the change, modifying the project schedule to include the change, and getting approval from the customer or project sponsor1. In this case, since the design changes can be made at no additional cost, the project manager should direct the team to request a change through the change control process to manage the new cybersecurity requirements1.

References: How to Manage Project Changes and Stay Ahead of the Curve

According to the PMBOK Guide, a context diagram is a visual representation of the product scope, showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it. A context diagram can help the project manager and the key stakeholder to understand the project’s key performance indicators (KPIs) and how they relate to the project objectives, scope, and deliverables. A context diagram can also help to identify the sources of data for the KPIs, the frequency of measurement, and the reporting format. A context diagram can facilitate communication and collaboration between the project manager and the key stakeholder, and help to resolve any issues or disagreements regarding the project’s KPIs. Autocratic decision making, expert judgment, and change control tools are not appropriate tools or techniques for this situation, as they do not address the root cause of the stakeholder’s dissatisfaction with the project’s KPIs, and may create more conflict or resistance. References: PMBOK Guide, Sixth Edition, pages 154-155, 176; PMI-PBA Guide, First Edition, pages 97-98, 102.

 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Stakeholder Management knowledge area is Manage Stakeholder Engagement, which involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. One of the inputs for this process is the stakeholder engagement plan, which identifies the strategies and actions to promote productive involvement of stakeholders in project decisions and activities. By reviewing the stakeholder engagement plan, the project manager can assess the current level of stakeholder engagement and identify the gaps or issues that need to be addressed to overcome the resistance and gain acceptance of the change. References: PMBOK Guide, 6th edition, pages 513-514, 518.

 This answer is based on the concept of adaptive life cycle or agile project management, which is one of the approaches to managing projects in the PMBOK Guide1. Adaptive life cycle is suitable for projects that have high uncertainty, changing requirements, and complex or innovative products1. The main characteristics of adaptive life cycle are:

• Delivering products in iterations or increments, each with a fixed duration and scope1.
• Seeking frequent feedback from customers and stakeholders to validate the product value and quality1.
• Embracing changes and responding to them quickly and effectively1.
• Empowering the project team to make decisions and collaborate with each other1.

A minimum viable product (MVP) is a version of the product that has enough features to satisfy the initial needs of the customers and stakeholders, and to provide feedback for future development2. By focusing on releasing an MVP quickly, the project manager can:

• Reduce the risk of wasting time and resources on building a product that does not meet the customer’s expectations or needs2.
• Increase the customer’s satisfaction and engagement by involving them in the product development process2.
• Learn from the feedback and data collected from the MVP and use them to improve the product in the next iteration2.
• Adapt to the changing requirements and market conditions by delivering value incrementally2.

Therefore, option D is the best answer, as it aligns with the adaptive life cycle approach and the benefits of MVP. Option A is not a good answer, as it implies a predictive life cycle or waterfall project management, which is more suitable for projects that have low uncertainty, stable requirements, and well-defined products1. Waiting to start the project execution phase until all requirements and acceptance criteria are clear can result in:

• Missing the opportunity to deliver value early and often to the customers and stakeholders1.
• Increasing the risk of scope creep, change requests, and rework due to changing customer needs or expectations1.
• Reducing the flexibility and responsiveness of the project team to adapt to changes1.
• Limiting the collaboration and communication between the project team and the customers and stakeholders1.

Option B is also not a good answer, as it assumes that the customer knows all of the requirements at the beginning of the project, which is unlikely for a brand new product. Asking the customer to include all of the requirements in the project charter can lead to:

• Creating a rigid and unrealistic scope that does not reflect the customer’s actual needs or preferences3.
• Overwhelming the customer and the project team with too many details and specifications that may not be relevant or necessary3.
• Ignoring the feedback and learning opportunities that can arise during the project execution phase3.
• Reducing the chances of innovation and creativity by restricting the product features and functions3.

Option C is a better answer than option A and B, as it involves the customer in the requirement elicitation process and prioritizes the most important requirements. However, it is still not the best answer, as it does not address the customer’s concern about extra costs and work. Scheduling a brainstorming session and selecting the top ten most important requirements can still result in:

• Spending too much time and resources on planning and analysis, instead of delivering value and testing assumptions.
• Failing to validate the requirements with the end users and other stakeholders, who may have different needs or expectations.
• Missing the opportunity to learn from the feedback and data collected from the product delivery and use.
• Delaying the adaptation and improvement of the product based on the changing requirements and market conditions.

References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 1 and 4, Project Management Institute, 2017. 2: The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Chapter 3 and 6, Eric Ries, 2011. 3: Software Requirements, Third Edition, Chapter 2 and 3, Karl Wiegers and Joy Beatty, 2013. : Agile Project Management with Scrum, Chapter 1 and 2, Ken Schwaber, 2004.

When a project team is demotivated due to a framework that is not compatible with agile delivery, the project lead should ask the PMO to review the framework. This is because the PMO is responsible for defining and maintaining project management standards and practices within an organization. A review can help identify the specific areas where the current framework is lacking and how it can be adapted to support agile methodologies. This aligns with the PMBOK guide’s principles of tailoring project management practices to meet the unique needs of each project1.

References:

• PMBOK® Guide – Sixth Edition
• Agile Practice Guide2
• Disciplined Agile and PMBoK Guide 7th Edition3

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

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.2: Project Delivery Approaches, Section 2.3: Project Life Cycle
• Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.1: Introduction, Section 2.2: Implementing Agile: Creating an Agile Environment
• Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2: Planning, Task 1: Plan Business Analysis Approach
• Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task 1: Plan Business Analysis Approach

The communications management plan is a key component of the project management plan that outlines how project communications will be planned, structured, implemented, and monitored for effectiveness. It includes stakeholder communication requirements, information descriptions, methods or media for delivery, time frame and frequency, and the sender. Importantly, it also addresses methods for handling sensitive or proprietary information, which would include HR cost reports. By defining the appropriate recipients for sensitive reports within the communications management plan, the project manager can ensure that such information is only disclosed to authorized individuals, thereby avoiding the inadvertent sharing of sensitive data1. References: Communications management plan - Lovepmp1.

When faced with a significant change that impacts the project scope or environment, such as the termination of operating systems, the first action should be to engage with stakeholders to assess the impact. This is in line with the agile principle of collaboration and early stakeholder engagement. By scheduling a session with stakeholders, the project manager can gather insights on the implications of the change, which is essential for informed decision-making and planning. This approach is supported by the PMBOK® Guide, which emphasizes the importance of stakeholder engagement and communication when dealing with project changes. Additionally, the Professional in Business Analysis (PBA) materials highlight the need for business analysis to understand the requirements and constraints of the stakeholders, which is critical in this scenario to determine the next steps for the project.

References: PMBOK® Guide and Professional in Business Analysis (PBA) Reference Materials.

The project manager should use the monitor and control project work process to track, review, and report the progress and performance of the project. This process involves collecting, measuring, and analyzing project data to identify variances from the baseline and take corrective actions if needed. One of the tools and techniques for this process is data analysis, which includes root cause analysis. Root cause analysis is a technique to identify the underlying factors that cause a problem or a deviation from the expected outcome. By conducting root cause analysis, the project manager can understand why some team members are not completing their tasks on time and address the issues accordingly. This could involve providing feedback, coaching, training, or other support to the team members. Communicating the delivery dates more frequently (option A) may not be effective if the team members are facing other challenges or obstacles that prevent them from meeting the deadlines. Mentoring the team members to work in a remote environment (option C) may be helpful, but it is not the best option to resolve the current situation. The project manager should first identify the specific causes of the delays and then provide the appropriate guidance or assistance. Talking to the resource managers and requesting additional resources (option D) may not be feasible or necessary, as it may increase the project cost and complexity. Moreover, adding more resources may not solve the problem if the existing team members are not performing well or have other issues that affect their productivity. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK Guide, 6th edition, pages 119-120, 4.4 Monitor and Control Project Work
• PMI, PMP Exam Content Outline, 2021, page 9, Domain II: Process, Task 7: Monitor project artifacts and resolve any deviations from the project management plan
• PMP Practice Questions #60 - iZenBridge

The project team is in the “Storming” phase of the Tuckman Ladder Model. This phase is characterized by conflict and disagreement, where team members challenge each other, the project, and its leadership. The discomfort among team members and the challenges to the schedule are indicative of this phase. It’s a crucial stage where the team starts to address the project’s tasks, plans, and ideas, leading to various opinions that can cause conflict. The project manager’s role during this phase is to help the team resolve conflicts and disagreements and guide them towards a common understanding and cooperation12.

References:

• What is the Tuckman Ladder Model? Learn 5 Stages of Team Development
• What is the Tuckman Ladder Model? 5 Stages of Team Development.

According to the PMBOK Guide, the project manager should manage stakeholder expectations and engagement throughout the project life cycle. The project manager should also support the product owner’s decisions and authority regarding the product scope and releases. The product owner is responsible for maximizing the value of the product and ensuring that it meets the customer needs and expectations. Therefore, the project manager should support the product owner’s decision to launch the product with the MVP and seek better alignment with the marketing vice president in order to avoid this type of issue in the future. The project manager should also communicate the benefits and risks of the product launch and solicit feedback from the stakeholder. References: PMBOK Guide, 6th edition, pages 18, 37, 51-52, 286-287.

The project manager should conduct a meeting to help the team define the team charter, which is a document that describes the team’s purpose, vision, values, norms, roles, and responsibilities. The team charter is a useful tool for establishing the team’s identity, direction, and expectations, as well as fostering the team’s collaboration, communication, and commitment. The project manager should facilitate the team’s involvement and participation in creating the team charter, and ensure that the team charter is aligned with the project’s objectives and scope. The project manager should also review and update the team charter regularly, as the team evolves and adapts to the changing project environment.

The other options are not the best actions for the project manager to take in this situation. Planning an outdoor activity for the team to get to know each other may be a good idea for building the team’s rapport and trust, but it is not sufficient to address the team’s problems in meeting goals. The project manager should also focus on clarifying the team’s vision, values, and expectations, and providing the team with guidance and support on the agile project management approaches. Asking the team to review agile project management approaches may be helpful for enhancing the team’s knowledge and skills, but it is not enough to solve the team’s issues in meeting goals. The project manager should also ensure that the team understands and agrees on the team’s purpose, roles, and responsibilities, and that the team has the necessary tools and resources to perform the work and deliver the product. Asking the human resources department for an experienced agile team may not be feasible or desirable, as it may disrupt the existing team’s dynamics and relationships, as well as increase the project’s cost and risk. The project manager should not replace the team members without a valid reason, but rather help them to develop and improve their agile competencies and capabilities. References:

• PMBOK® Guide, 6th Edition, Chapter 9, Section 9.1.3.1, “Team Charter”
• PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.1, “Agile Manifesto and Mindset”
• PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 8, Section 8.2, “Planning Resources” 1

In an agile project, transparency and communication are key. When a team member anticipates a delay, it is important to discuss the issue openly with the team as soon as possible. This allows the team to understand the potential impact on the project and to collaborate on finding a solution. The agile methodology encourages daily meetings for this purpose, making it the ideal setting to address such concerns. This approach is supported by the PMBOK® Guide, which emphasizes the importance of communication and stakeholder engagement in project management. Additionally, the Professional in Business Analysis (PBA) reference materials highlight the value of addressing issues promptly and collaboratively in an agile environment.

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

According to the Project Management Professional (PMP) guidelines, during the planning phase of a project, it is crucial to identify all required skills to ensure that the team can deliver all project outcomes. In this case, the project manager should have identified the need for the specific technical skill during the planning phase. This would have allowed time to either train an existing team member or hire a new team member with the required skill. By doing this during the planning phase, the project manager could have avoided the issue of not being able to produce a deliverable due to a missing technical skill. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide 6th Edition, Chapter 9: Project Resource Management.

In the context of a project team needing to complete a project virtually due to a statewide emergency, and where confidential patient information will be presented, it is crucial to use a secure and reliable tool for conducting meetings. A password-enabled audio/video product would be the most suitable option among the choices provided. This type of tool ensures that only authorized individuals can join the meeting, thereby protecting the confidentiality of the information being presented. It also provides the necessary features for effective communication and collaboration, such as screen sharing, file sharing, and real-time chat. Examples of such tools include Microsoft Teams and Zoom1, which are widely used in project management2. References: 

https://www.knowledgehut.com/blog/project-management/pmp-tools

https://www.sessionlab.com/blog/best-meeting-management-software/

According to the Professional in Business Analysis (PMI-PBA)® Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. A change request should include a clear description of the change, the rationale for the change, the impact of the change on the project, and the alternatives considered. A change request should also be evaluated for its feasibility, benefits, risks, and alignment with the project objectives and scope. In this scenario, the project manager should have assessed the change’s overall impact to the project before submitting it to the CCB. This would have helped the project manager to determine if the change was necessary, beneficial, and feasible, and to communicate the pros and cons of the change to the SME and the CCB. This would have also helped the project manager to avoid or mitigate any potential conflicts or resistance from the SME or the CCB. Requesting that the sponsor approved the change request first, ensuring that the change request was aligned with the project scope, or submitting the change request directly to the CCB are actions that should be taken after the change’s impact assessment, not before. These actions do not address the root cause of the situation, which is the lack of a proper impact analysis of the change request. References: (Professional in Business Analysis Reference Materials source and documents)

• Professional in Business Analysis (PMI-PBA)® Guide, Chapter 6, Section 6.4.1.1
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8, Section 8.2.2.1

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

• 1: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana
• 2: 10 Principles Of Stakeholder Engagement | APM
• 3: What is Stakeholder Engagement, and Why is it Important for Strategic Planning?

The project manager’s responsibility is to ensure that the project aligns with the organization’s values and objectives. In this case, the project’s viability and success are being questioned due to concerns about compromising land erosion. If the project no longer aligns with the company’s commitment to environmentally sustainable projects, it is appropriate for the project manager to propose closing the project. This decision ensures that the organization maintains its reputation for delivering environmentally responsible initiatives1.

References:

1.Nigeria Erosion and Watershed Management Project (NEWMAP) - The World Bank

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

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

• PMP Exam Content Outline, Domain II: Process, Task 5, page 101
• PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

 The project manager’s role is to ensure that the project meets its objectives while balancing the project constraints. In this scenario, the project team has identified a low-cost software product that could drastically reduce the scope of development. The development manager has confirmed that this tool would fulfill the business need. Therefore, the project manager should recommend this option to the product owner for consideration. The product owner is responsible for maximizing the value of the product resulting from the work of the development team. They are the ones who manage the product backlog and make the final decision on what should be included in it. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide.

The closing phase of project management is the final phase of the project lifecycle. This is the stage where all deliverables are finalized and formally transferred, and all documentation is signed off, approved, and archived1. The most important step of the project closing phase is getting formal sign-off and acceptance of the customer2. Because projects are initiated based on a business need and customer request. Therefore, if the customer does not accept the final outputs and product, a project cannot be closed2. References: 7 Steps to Nail the Project Management Closure Process, Project Closing Phase: Do You Know the 8 Steps for Closing a Project?

 In Agile methodologies, it’s important to remember that while each team member may work on specific tasks or “stories,” the team as a whole is responsible for the completion of the sprint. This means that if one story is not completed, it’s a reflection on the team, not just the individual who was working on that story. The Agile leader should emphasize this collective responsibility and encourage team members to help each other in order to ensure the completion of all stories in future sprints. References: PMBOK Guide, 6th Edition, Section 9.3.3.3: Team Performance Assessments. Agile Practice Guide, Section 2.3: Team Roles.

In a situation where the project team members lack the necessary technical skills for project success, it’s crucial for the project manager to take proactive steps to bridge this skill gap. This could involve finding and providing relevant training to the team members. This approach ensures that the team has the necessary competencies to deliver on the project’s objectives, even when the customer’s requirements are unclear or changing. It’s also aligned with the principles of hybrid project management, which emphasize flexibility, continuous learning, and adaptability in the face of change. References: PMBOK® Guide – Sixth Edition, Section 9.4 Manage Project Team, pg. 349; Section 9.5 Control Resources, pg. 356.

The project manager should work with the PMO manager to generate an onboarding plan for the new product owner. This is because the product owner’s role is crucial in understanding the product and conveying its requirements to the team. An onboarding plan would help the new product owner to understand the product, the project, and their role better. It would also help in establishing the product owner’s credibility with the team.

While options A, B, and D might be part of the subsequent actions, the first step should be to work on an onboarding plan. Assuming the role of the product owner (option A) might create confusion about roles and responsibilities. Scheduling time to share insights (option B) is important, but it should be part of a structured onboarding plan. Organizing a team-building activity (option D) might help in building respect, but it does not address the root cause of the problem, which is the product owner’s lack of knowledge.

References: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 9.1: Plan Resource Management.

When a new risk is identified and communicated directly to management, the project manager should first discuss with the consultant to understand why the risk was escalated. This will help the project manager to understand the severity of the risk and why it was not brought to the attention of the team first. Based on this understanding, the project manager can then decide the next steps, which could include including the risk in the risk assessment, entering it into the risk register, or escalating it further. References: PMBOK® Guide, 6th Edition, Section 11.1: Plan Risk Management, and Section 11.5: Plan Risk Responses.

The project manager should review the operations manager’s concerns and ensure these concerns are addressed, as this is part of managing stakeholder engagement. Stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By reviewing and addressing the concerns, the project manager can increase the stakeholder satisfaction and support for the project, as well as avoid potential conflicts and delays. The other options are not the best ways to handle this situation, as they either ignore, escalate, or document the concerns without resolving them. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK Guide, 6th edition, Chapter 13, Section 13.3
• PMP Exam Content Outline, June 2019, Domain II, Task 9
• PMP Sample Test Questions, Question 163

In Agile project management, when there is a lack of clarity on the requirements, it’s beneficial to start with the product prototype development1. This approach allows the team to create a tangible representation of the product that can be reviewed with the customer1. The feedback gathered from this review can then be used to refine the requirements and reduce ambiguity1. This iterative process of development, review, and feedback is a key aspect of Agile methodologies and helps ensure that the final product aligns with the customer’s needs and expectations234. References: 2314

https://www.scrum.org/resources/blog/five-essential-things-needed-agile-transformation

https://project-management.com/agile-project-management/

 In a project, when a task appears to be behind schedule and the team member responsible for it claims it was completed and reported to the team lead, it indicates a communication or reporting issue1. The project manager should review this issue with the team lead to understand the situation and find possible ways to resolve it1. This could involve clarifying the reporting process, ensuring that all task completions are properly documented, and that updates are communicated effectively to all relevant parties2. It’s important to address such issues promptly to prevent miscommunications and ensure that the project stays on track1. References: 8 Steps for Better Issue Management - ProjectManager, 5 Challenges with Project Reporting and How to Address Them

When a project team is not performing at acceptable levels, it’s crucial to ensure that the team has a full understanding of the project scope12. The project scope outlines the project’s objectives, deliverables, and what needs to be done to achieve those deliverables1. If the team members do not fully understand the scope, they may not know exactly what is expected of them, leading to underperformance3. Therefore, the project manager should clarify the project scope and ensure that all team members understand it12. This can help align the team’s efforts with the project’s goals and improve their performance12. References: Harvard Business Review | What to Do If Your Team Is Underperforming, AIHR | 12 Actionable Tips for Managing Underperforming Employees, Software Suggest | How to Handle Poor Performance of a Project Management Team, Kissflow | 10 Dynamic Strategies of Managing a Project Team, PMI | Resolving conflicts in project management

This answer is based on the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam1, and the PMP Examination Content Outline, which is based on the Project Management Professional (PMP) objectives and content2. According to these sources, one of the key principles of agile project management is to empower the team to self-organize and self-manage their work, rather than assigning tasks or dictating solutions34. Empowering the team means giving them the authority, responsibility, and accountability to make their own decisions on how to perform the tasks, within the agreed-upon scope, quality, and schedule criteria34. Empowering the team also means providing them with the necessary resources, tools, information, and support to enable them to deliver value to the customer34. Empowering the team can promote collaboration, innovation, ownership, motivation, and satisfaction among the team members, as well as improve the quality and speed of the project outcomes34. The other options are not correct because they do not foster empowerment and accountability among the team. Assigning the tasks individually based on the role of the team member may ensure expertise on the subject, but it may also create silos, dependencies, and bottlenecks in the team, and reduce the flexibility and adaptability of the team to changing customer needs34. Encouraging and assigning the team to perform demos of their products or software with the customers may increase the feedback and validation of the project deliverables, but it may not necessarily empower the team to make their own decisions on how to perform the tasks, especially if the functional manager or the project manager still controls the scope, quality, and schedule of the project34. Encouraging the team to keep the product owner involved when choosing ways to resolve the given task may enhance the alignment and communication between the team and the product owner, but it may also undermine the autonomy and creativity of the team, and create a dependency on the product owner for every decision34. References:

• PMP Examination Content Outline - January 2021
• The PMI Guide to Business Analysis
• Business Analysis for Practitioners: A Practice Guide
• Professional in Business Analysis Reference Materials

The project manager realizes that the project performance will be measured based on budget deviation and revenue, but without consideration for the overall project schedule. This could lead to a situation where the project is successful in terms of budget and revenue, but fails in terms of schedule. Therefore, the project manager should review the schedule baseline and consider adopting a schedule performance indicator. This will ensure that the project schedule is also taken into account when measuring project performance. References: PMBOK Guide, 6th Edition, Section 6.6.1.1, “Schedule Baseline” and Section 7.4.2.1, “Cost Performance Baseline”

 In a regulated environment that is expected to change, maintaining visibility of regulatory constraints while ensuring flexibility is crucial. A product backlog is a prioritized list of work for the development team that is derived from the roadmap and its requirements. It is the single source of requirements for any changes to be made to the product. The product backlog allows the project manager and the PMO to keep track of regulatory constraints and manage them as they change, ensuring that the team is always working on the most valuable tasks at any given time. This aligns with the agile approach to project management, which emphasizes adaptability and responsiveness to change, key aspects when dealing with regulatory environments.

References: Professional in Business Analysis Reference Materials source and documents.

According to the PMBOK Guide, 6th edition, section 13.2.2.4, stakeholder engagement assessment matrix is a tool that can be used to identify the current and desired levels of engagement for each stakeholder or stakeholder group. The project manager should use this matrix to plan and implement appropriate strategies to increase the support and minimize the resistance of the stakeholders. One of the strategies is to meet with the stakeholder and discuss the impact of the project deliverable on their interests, needs, and expectations. The project manager should also explain the benefits of the deliverable for the organization and the stakeholder, and address any concerns or issues that the stakeholder may have. By doing so, the project manager can increase the stakeholder’s awareness, understanding, and involvement in the project, and foster a positive relationship with them. References: PMBOK Guide, 6th edition, section 13.2.2.4; PMI website

 The project manager should propose a governance model that empowers the teams while providing the necessary oversight to the executive leadership team (Option B). This approach is based on the principle that in an Agile transformation, the focus shifts from controlling to empowering teams1. The governance model should be designed in a way that it provides the necessary oversight to the executive leadership team without stifling the agility of the teams1.

Ensuring that the executive leadership team approves all scope that is being proposed by the multiple agile teams to avoid misalignment (Option A) may not be practical or efficient as it could slow down the agile process1. Proposing a multilayered gate system based on risks and financial expenditures, involving the executive leadership team as needed (Option C) may add unnecessary complexity and could potentially slow down the agile process1. Assuring the executive leadership team that the current governance model will not be affected by the agile approach (Option D) may not be accurate as an Agile transformation often requires changes in the governance model1.

References:1: Effective Risk Management in Agile Projects: Tips for 202312: 7 Common Project Risks and How to Prevent Them23: 4 Key Causes of Scope Creep and How to Mitigate Them34: Managing Scope Creep in Agile Projects4

In a situation where the budget is very tight, the best course of action for a project manager is to continuously monitor the project’s budget and anticipate potential issues. This proactive approach allows the project manager to identify and address any financial concerns early on, preventing them from escalating into more significant problems. It aligns with the PMBOK® Guide’s principles of cost management, which emphasize the importance of planning, estimating, budgeting, and controlling costs to ensure that the project can be completed within the approved budget1.

References: PMBOK® Guide – Sixth Edition and other standards within the Project Management Institute’s foundational standards1.

In a multiyear resource-constrained project that is midway through the execution phase, identifying the critical path is crucial when a potential schedule delay is observed. The critical path method (CPM) is a step-by-step project management technique to identify activities on the critical path. It is an approach to project scheduling that breaks the project into work tasks, displays them in a flow chart, and calculates the project duration based on task sequences. This method helps to identify the most important tasks and to focus on them to bring the project back on schedule. Investigating the reasons for the delay is essential to develop an effective recovery plan. This approach is proactive and allows the project manager to address the specific issues causing the delay and take corrective actions to bring the project back on track.

References: = The answer is based on the best practices outlined in the PMBOK® Guide and the Agile Practice Guide, which are part of the PMP certification materials. These guides emphasize the importance of the critical path method and proactive management of project schedules.

In the face of travel restrictions, the project manager should encourage team members to continue their work independently while exploring needs and alternatives. This approach aligns with the PMBOK® Guide’s emphasis on project communications management, which includes ensuring that there is an effective plan to communicate project information to stakeholders and team members to achieve project objectives1. It also reflects the PMP’s focus on adaptive project environments where project teams must be able to respond to changes and continue to work towards project goals2.

References:

• PMBOK® Guide – Seventh Edition1
• PMP Examination Content Outline – June 20192
• Professional in Business Analysis Reference Materials3

 In a matrix organization, it’s crucial for a project manager to facilitate collaboration among team members with varying levels of experience. When disagreements on the solution approach arise, finding a compromise that incorporates the strengths of both perspectives can lead to a more robust and reliable solution. This approach encourages mutual respect, leverages diverse expertise, and aligns with the principles of conflict resolution and team management as outlined in the PMBOK® Guide1.

References:

• PMBOK® Guide – Sixth Edition and Agile Practice Guide (Project Management Institute, 2017).
• Conflict Resolution in Project Management: Using the Thomas-Kilmann Conflict Mode Instrument in a Hybrid Project Environment (Project Management Institute, 2019)2.
• The Role of the Project Manager in a Matrix Organization (Project Management Institute, 2020)3.

In the context of a project with multiple international stakeholders and a new technology implementation characterized by uncertainties, a shared collaboration platform is the most effective tool for stakeholder engagement. This platform allows for real-time collaboration, transparent sharing of information, and collective problem-solving, which are essential in managing ambiguities and aligning end-user expectations. It provides a centralized space for communication, document sharing, and progress tracking, which is crucial for keeping stakeholders from various countries engaged and informed.

References: = The choice of a shared collaboration platform is supported by the PMP’s emphasis on effective communication methods to manage stakeholder engagement, which includes the use of such platforms among other tools

The project manager should engage with the team to understand their needs and collectively decide on the most suitable collaboration tools. This is in line with the PMBOK® Guide’s emphasis on involving the team in decision-making processes related to project communications management1. The process of selecting a new collaboration tool should include identifying the team’s requirements, evaluating available tools, and choosing one that aligns with the project’s needs. This approach ensures that the tool supports effective communication and collaboration, which are critical for project success2.

References:

• PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition.
• DeepProjectManager.com. (2024). Most Effective Project Management Communication Tools2.

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

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

The stakeholder engagement plan is a component of the project management plan that outlines strategies and actions to promote productive involvement of stakeholders in decision making and project execution. It is essential to update this plan with the specific communication needs of the stakeholder who cannot attend the project status meetings consistently. This ensures that the new project manager is aware of and can continue the established communication protocol with the stakeholder.

References: = Engaging Stakeholders for Project Success - Project Management Institute1, Stakeholder Engagement Assessment Matrix: Uses & Example [PMP®-relevant]2, Stakeholder engagement plan - Lovepmp3, Manage Stakeholder Engagement | Project Management Professional (PMP)4, Plan Stakeholder Engagement | Project Management Professional (PMP)5.

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

The project manager should have ensured that the risk associated with funding was adequately assessed and mitigated. This involves identifying potential financial risks early in the project, analyzing their impact, and developing a risk mitigation plan. This plan should include strategies to secure funding and contingency plans in case of delays in funding acquisition. By doing so, the project manager could have taken proactive steps to prevent work suspension due to funding issues.

References: = The information aligns with the principles outlined in the PMBOK Guide, which emphasizes the importance of risk management processes in project management, including the identification, analysis, prioritization, and mitigation of risks1. Additionally, the Professional in Business Analysis (PMI-PBA) materials highlight the significance of risk mitigation in ensuring project success2.

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

• PMBOK Guide, 6th edition, page 176, section 5.4.2.1 Definition of Done
• [Agile Practice Guide], page 54, section 4.2.2.1 Definition of Done
• PMP Exam Prep, 10th edition, page 425, question 425, answer and explanation

 According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any issues that affect the team performance. The project manager should use interpersonal and team skills, such as conflict management, negotiation, and active listening, to address any issues that arise among the team members. The project manager should also apply problem-solving techniques, such as root cause analysis, to identify and eliminate the underlying causes of the issues. Gathering information and finding the root cause of the problem is the first action that the project manager should take when a junior team member escalates an issue about another member’s interpersonal skills causing the team to be less effective. This will help the project manager to understand the nature and extent of the issue, and to determine the best course of action to resolve it. Having the team members resolve the issue on their own (A) may not be feasible or desirable, as it may lead to further escalation, resentment, or avoidance. Highlighting the impact of their behavior and motivating the team member to make improvements (B) may be a possible action, but not the first one, as it may be premature or ineffective without gathering information and finding the root cause of the problem first. Documenting the escalated issue and addressing it at the end of the project (D) may not be appropriate or responsible, as it may delay or ignore the issue, and negatively affect the team performance and morale. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

 In a global project with team members dispersed across different countries, it’s crucial to foster engagement and collaboration. Forming a core group of team leads representing members from each country can help facilitate communication and collaboration1. This approach can help address cultural differences and time zone challenges, and ensure that all team members feel represented and heard.

Asking team members to agree on a meeting time prior to setting up virtual meetings can help accommodate different time zones and ensure that all team members can participate2. This approach respects the time of all team members and can help improve attendance and punctuality at meetings.

Establishing virtual one-on-one’s with team members to address any issues and/or concerns privately can help the project manager understand individual challenges and provide tailored support3. This approach can help build trust, improve communication, and ultimately, enhance team engagement4. References: PMI Global Congress 2015—North America, APM, BrightWork.com, LoopinHQ

 The project manager should work with the team to analyze which processes are suitable to use and define them in the ground rules. This will help to resolve the conflict by creating a common understanding of the project processes, expectations, and norms among the team members from different companies. The project manager should also facilitate communication and collaboration among the team members and foster a positive team culture. Avoiding the conflict, reviewing the historical information, and asking the team to use company B’s processes are not effective ways to resolve the conflict, as they do not address the root cause of the problem or involve the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 48-49, 343-344, 368-369; PMP Exam Content Outline, 2020, pages 6-7.

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

• PMBOK Guide, 7th edition, page 249
• PMI-PBA Exam Content Outline, 2018, page 11

In the context of virtual teams, it is essential for the project manager to actively manage communication and coordination issues. The PMBOK Guide and PMI’s resources on virtual teams emphasize the importance of addressing issues of cultural and personal diversity, communication, and coordination1. This includes reassessing the situation continually to identify and remove blockers that prevent effective communication and collaboration2. Implementing KPIs can be part of this process, but it is not a solution by itself if the underlying communication issues are not resolved. Terminating the contract or asking the contractor to solve the problem without the project manager’s involvement does not align with the proactive and engaged management approach recommended by PMI. References: Managing Virtual Teams for High Performance - Project Management Institute; Managing a Virtual Project Team - Project Times12.

 According to the Project Management Body of Knowledge (PMBOK) guide, stakeholder engagement is a crucial part of project management. It’s important to involve all stakeholders who are affected by the project in the planning phase. This includes not only high-level stakeholders but also those at all levels of the organization. By doing so, the project manager can ensure that all perspectives are considered, which can lead to a more successful project outcome. References: PMBOK Guide, 6th Edition, Section 13: Stakeholder Management

According to the PMBOK Guide, 7th edition, one of the principles of project management is to collaborate with stakeholders. This means that the project manager should identify, analyze, and engage the project stakeholders throughout the project life cycle, especially in an agile project where the stakeholder involvement and feedback are essential for delivering value. A stakeholder analysis is a tool that helps the project manager to understand the different perspectives, interests, needs, expectations, and influence of the stakeholders, and to plan the appropriate strategies to communicate and collaborate with them. By performing a stakeholder analysis, the project manager can handle the different stakeholders in a matrix organization more effectively, and avoid potential conflicts, misunderstandings, or misalignment of goals. References: PMBOK Guide, 7th edition, page 9, Principle 2: Collaborate with Stakeholders; page 31, Section 2.3.1, Project Stakeholders; page 41, Section 2.5.1.1, Stakeholder Analysis.

When a phase of a project takes longer than initially anticipated, it’s important for the project manager to understand why this happened in order to prevent similar issues in the future1. Organizing a root cause analysis (RCA) workshop allows the project team to identify the underlying cause of the delay1. This understanding can then be used to implement corrective actions to prevent similar delays in the future1. This approach not only addresses the immediate concern of the stakeholders but also contributes to the continuous improvement of the project management process1. References: PMI

According to the Project Management Body of Knowledge (PMBOK), effective stakeholder engagement is crucial for the success of a project. In this scenario, the local community is a key stakeholder group due to the potential impact of the factory construction project. Therefore, the project manager should build channels to extend communication efforts to the local community. This could involve holding community meetings, distributing newsletters, or setting up a project website where updates and information can be shared. This approach ensures that the community is informed and has the opportunity to provide input, which can help to mitigate potential risks and address concerns. References: PMBOK Guide, 6th Edition, Section 13: Stakeholder Management.

 In a situation where a team member has made disrespectful remarks about another team member, it is the project manager’s responsibility to address the issue directly with the offending team member. This can be done by coordinating a video conference to discuss the issue, understand the reasons behind the behavior, and find a resolution. This approach aligns with the principles of conflict management in project management, where the project manager is expected to handle conflicts within the team directly and professionally1. It’s important to note that disrespect in the workplace is toxic and can affect the entire team and organization2. Therefore, it’s crucial for the project manager to address such issues promptly and effectively. References: 2

https://www.getcampfire.com/blog/dealing-with-disrespect

According to the Project Management Professional (PMP) guidelines, once a project manager has been authorized to begin a project, the next step is to assemble the project team. The project manager should select team members based on their skills or potential to contribute to the project’s success. This is crucial because having a team with the right skills and potential can significantly enhance the project’s chances of success. References: PMBOK Guide, Project Team Development. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.

In the context of project management, when a risk is identified related to a component from a preferred vendor, it’s important to have a risk mitigation strategy in place. Identifying an alternative component in case of incompatibility is a proactive approach that allows the project to continue without major disruptions if the risk materializes. This is part of risk management where you can mitigate risks by avoiding, accepting, reducing, or transferring them1. It’s also important to note that the choice of risk mitigation strategy should consider the impact and probability of the risk, the cost of the mitigation action, and the constraints of the project. References: 

https://www.coursera.org/articles/how-to-manage-project-risk

https://www.pmi.org/learning/library/delayed-projects-schedule-strategy-10148

The servant leader’s role is to serve the team, and in this case, the best way to serve is to facilitate communication between the team member and the product owner. This will help the team member understand the requirement directly from the source and clarify any doubts or confusion. The other options may not address the root cause of the problem, which is the lack of understanding of the requirement. References: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 3.4: Role of the Project Manager

In project management, it’s important to maintain open and transparent communication with all stakeholders, including unsuccessful bidders. Meeting with the unsuccessful bidder not only provides them with feedback but also maintains a good relationship with them, which could be beneficial for future projects. This approach aligns with the principles of stakeholder management and communication management in project management practices. References: 

https://bordio.com/blog/how-to-become-a-project-manager/

https://www.indeed.com/career-advice/career-development/how-to-become-a-project-manager

 The project manager should explain that more features can be planned in upcoming iterations and begin building the product12. This approach aligns with the principles of Agile project management, which emphasizes iterative development and the delivery of incremental value12. By starting the build phase, the team can start delivering value and receiving feedback, which can inform the planning and development of additional features in future iterations12. This approach also helps to prevent scope creep, which can delay the project and increase costs3. References: 

https://www.projectpractical.com/12-steps-to-initiate-and-plan-a-successful-project/ https://asana.com/resources/project-initiation

 In Agile project management, velocity refers to the amount of work a team can accomplish in a set time period1. When a project manager observes lower velocity and a high volume of tasks in the testing queue, it indicates that the team is facing some issues that are affecting their productivity1. The project manager should work with the team to understand and solve these issues12. This could involve identifying bottlenecks, improving communication, or adjusting workflows2. It’s important to note that adding new resources or increasing the sprint duration may not necessarily solve the underlying issues and could potentially disrupt the team’s dynamics23. Therefore, the best course of action is to work with the team to understand the root cause of the issues and find appropriate solutions12. References: 

https://www.scrum.org/resources/blog/agile-metrics-velocity

https://www.clearlyagile.com/agile-blog/increasing-your-scrum-teams-velocity

 A project manager who uses a hybrid approach should be able to adapt to changes in the project environment and support the agile principles of delivering value to the customer and embracing change. As a servant leader, the project manager should empower the product owner to make decisions about the product backlog and prioritize the items that deliver the most value. Asking the sponsor to submit a change request to the CCB, accepting the request without consulting the product owner, or reviewing the impact of the change on the schedule management plan baseline are not appropriate actions for a project manager who uses a hybrid approach, as they imply a rigid and bureaucratic process that does not align with the agile mindset. References:

• PMBOK Guide, 6th edition, page 18
• Agile Practice Guide, page 13
• PMI-PBA Exam Content Outline, page 9
• [PMI-PBA Handbook], page 10

 When a project encounters a quality issue, such as an unacceptably high defect rate in early prototypes, the first step for the project manager should be to assemble a problem-solving team. This team should consist of quality assurance subject matter experts (SMEs) who have experience in this type of analysis. The team will then perform a cause-and-effect analysis to identify the root cause of the quality problem. Once the root cause is identified, the team can develop and implement a solution to address the issue, thereby improving the quality of the project deliverables. References: PMI’s Project Management Professional (PMP)® Examination Content Outline1, PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2.

Agile project management emphasizes flexibility, collaboration, and customer satisfaction. In an agile approach, customer and team collaboration is a key principle. This approach allows for changes and evolution in requirements and solutions through collaborative effort. It’s particularly beneficial in environments where it’s important to be able to adapt quickly to changes. Therefore, if collaboration with the business is a critical factor for the project, an agile approach would be suitable12. References:

• Project Management Professional (PMP)® Certification | PMI2
• PMP Examination Content Outline - June 2019 - Project Management Institute1

In the context of a project involving new technology and an approach unfamiliar to the team, it is crucial for the project manager to facilitate the identification of a Minimum Viable Product (MVP). This strategy allows the team to focus on creating a product with enough features to satisfy early adopters and provide feedback for future product development. The MVP concept is a core component of agile methodologies, which are part of the PMI’s approach to project management as outlined in the PMBOK® Guide and the Agile Practice Guide. By validating assumptions early on, the project manager can help the team build confidence in their work and address the customer’s concerns regarding market reception by demonstrating a tangible iteration of the product.

References: The PMBOK® Guide and the Agile Practice Guide, as referenced in the Professional in Business Analysis Reference Materials12.

The project manager should have determined the appropriate type of incentive for key team members. Not all team members are motivated by financial rewards. Some may value recognition, opportunities for growth, or other non-monetary incentives. It’s important for the project manager to understand what motivates each team member and tailor the incentives accordingly1. This approach can help improve team motivation and performance. Additionally, providing support and assistance, such as training and mentoring, can also help improve performance2. References: 

https://bing.com/search?q=What+should+the+project+manager+have+done+to+avoid+underperformance+even+after+distributing+financial+rewards%3f

https://factorialhr.co.uk/blog/managing-underperformance-at-work/

 The project manager should encourage frequent small team meetings with two or three team members to overcome the challenge of finding a suitable time for the daily standup. This is because the daily standup is an important agile practice that helps the team to coordinate their work, share progress, identify impediments, and plan the next steps. However, when the team members are located in different time zones, it can be difficult to schedule a common time that is convenient for everyone. Therefore, the project manager should facilitate smaller and more frequent meetings among the team members who are in the same or adjacent time zones, and ensure that the information is communicated and documented across the whole team. This way, the project manager can maintain the benefits of the daily standup while respecting the team members’ availability and preferences.

The other options are not correct because they do not address the issue of coordination and communication among the team members. Giving up the daily standup and replacing it with a daily report would reduce the interaction and collaboration among the team members, and might lead to delays, misunderstandings, and conflicts. Letting the team members decide themselves if they want to join the meeting would create inconsistency and confusion, and might result in some team members being left out or uninformed. Requiring all team members to join the daily standup regardless of the meeting time would impose an unfair and unrealistic burden on some team members, and might affect their motivation, productivity, and quality of work. References: Agile Practice Guide, section 4.2.1, page 47, PMP Exam Prep, 10th edition, page 100

 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Quality Management knowledge area is Manage Quality, which involves identifying and resolving quality problems. One of the tools and techniques for this process is problem solving, which consists of defining the problem, identifying the root cause, generating and selecting alternatives, and implementing solutions. By requesting that the team identifies, documents, and registers the issues, the project manager is following a systematic approach to problem solving, which will help to prevent recurrence of the same or similar problems, and improve the quality of the project deliverables. References: PMBOK Guide, 6th edition, pages 286-287, 291.

According to the PMBOK Guide, acceptance criteria are the standards by which the project deliverables are measured and verified to meet the stakeholder’s expectations and requirements1. They are defined during the project planning process and agreed upon by the project team and the client2. By highlighting how the acceptance criteria were met in the project closure report, the project manager can demonstrate that the project outputs have fulfilled the client’s business needs and have been formally accepted by them3. This can also help to resolve any doubts or disputes that the client may have about the quality or value of the project deliverables4. How the quality, scope, and stakeholders were managed are also important aspects of the project closure report, but they are not directly related to the stakeholder’s concern about the project outputs. The project manager should focus on showing how the project deliverables met the acceptance criteria, which are the basis for the stakeholder’s satisfaction and sign-off. References:

• 1: PMBOK Guide, 6th edition, page 161
• 2: Project Management Acceptance Criteria with Examples, KnowledgeHut, page 1
• 3: A Guide to Project Closure: 12 Essential Things To Do, Rebel’s Guide to Project Management, page 2
• 4: Project Client Acceptance and Sign-Off Form, ProjectManagement.com, page 1

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

The project manager should review the resources required for the tasks on the critical path because these are the tasks that determine the project duration and have the highest risk of causing delays. By reviewing the resources, the project manager can identify any resource shortages, conflicts, or overallocation, and take corrective actions to optimize the resource utilization and avoid penalties. The other options are not the best choices because they do not directly address the root cause of the delay, which is the resource allocation. Discussing the issue with the project sponsor (option A) may help to escalate the problem, but it does not solve it. Reviewing and updating the risk management plan (option C) may help to identify and mitigate any potential risks, but it does not address the current situation. Allocating resources to develop the competencies of the other team members (option D) may help to improve the team performance in the long run, but it does not help to complete the critical project on time. References: PMBOK Guide, 6th edition, pages 215-216, 258-259, 333-334. How To Find The Correct Answer On PMP Exam Questions. Free PMP Questions and Answers – Are You Ready for PMP Exam?.

we need to calculate the planned value (PV), earned value (EV), and actual cost (AC) of the project at the end of the second iteration. PV is the budgeted amount of work that should have been completed by a certain point in time. EV is the value of the work that has been actually completed by a certain point in time. AC is the amount of money that has been actually spent by a certain point in time. The formulas are:

PV = (Budget at Completion / Total number of user stories) × Planned number of user stories EV = (Budget at Completion / Total number of user stories) × Actual number of user stories AC = Actual expenditure

The budget at completion (BAC) is the total value of all the user stories, which is 100 × $50 = $5,000. The planned number of user stories at the end of the second iteration is 40 (20 per iteration). The actual number of user stories delivered is 50. The actual expenditure is $2,000. Therefore:

PV = ($5,000 / 100) × 40 = $2,000 EV = ($5,000 / 100) × 50 = $2,500 AC = $2,000

To determine whether the project is on budget or not, we can compare the EV and the AC using the cost variance (CV) and the cost performance index (CPI). The formulas are:

CV = EV - AC CPI = EV / AC

If CV is positive or zero, the project is on budget or under budget. If CV is negative, the project is over budget. If CPI is greater than or equal to one, the project is on budget or under budget. If CPI is less than one, the project is over budget. In this case:

CV = $2,500 - $2,000 = $500 CPI = $2,500 / $2,000 = 1.25

Both CV and CPI indicate that the project is under budget.

To determine whether the project is on schedule or not, we can compare the EV and the PV using the schedule variance (SV) and the schedule performance index (SPI). The formulas are:

SV = EV - PV SPI = EV / PV

If SV is positive or zero, the project is on schedule or ahead of schedule. If SV is negative, the project is behind schedule. If SPI is greater than or equal to one, the project is on schedule or ahead of schedule. If SPI is less than one, the project is behind schedule. In this case:

SV = $2,500 - $2,000 = $500 SPI = $2,500 / $2,000 = 1.25

Both SV and SPI indicate that the project is ahead of schedule.

Therefore, the correct statement is that the project is under budget and on schedule.

References:

• PMBOK Guide, 6th edition, pages 267-269, 292-293
• PMP Exam Questions - Part 16 (Q 151-160), YouTube video by Certify Me Now
• Top 50+ PMP Exam Questions and Answers for 2024, Simplilearn article

The project manager should ensure that the product owner collaborates with the compliance officer to review the user stories in the product backlog and ensure that they meet the regulatory requirements. This is consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software. The project manager should also monitor the compliance status of the product backlog items and communicate any risks or issues to the relevant stakeholders. The project manager should not have the team consult with the compliance officer to update the DoD for the past sprint, as this would be a waste of time and resources. The project manager should not have the product owner consult with the CCB, as this would introduce unnecessary bureaucracy and delay the delivery of value. The project manager should not have the scrum master organize a weekly meeting with the compliance officer, the product owner, and the project team, as this would reduce the autonomy and self-organization of the team. References:

• PMP Exam Content Outline (2021), Domain II: Process, Task 2: Execute project with the urgency required to deliver business value, p. 101
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 5: Project Scope Management, Section 5.4.2.1: Product Backlog, p. 1542
• Agile Practice Guide, First Edition, Chapter 2: Life Cycle Selection, Section 2.2.1: Scrum, p. 213
• Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 1: Elicit Requirements, p. 14

The project manager should have established ground rules for the team at the beginning of the project, which would include guidelines for communication, decision making, conflict resolution, and stakeholder engagement. Ground rules help the team to work effectively and collaboratively, and to avoid misunderstandings and disagreements. Providing copies of the stakeholder engagement plan (A) is not enough, as it does not specify how the team should interact with the stakeholders. Defining the roles and responsibilities of the team members (B) is also important, but it does not address the issue of who should attend the meeting with the local council authority. Updating the communications management plan © is not relevant, as it does not prevent the conflict from occurring in the first place. References: PMBOK Guide, 7th edition, page 91; Agile Practice Guide, page 14.

According to the PMBOK Guide, 6th edition, section 13.3.2.4, the project manager should use interpersonal and team skills to manage conflicts and foster collaboration among stakeholders. Hosting a meeting is an example of such a skill, as it allows the project manager to facilitate communication, negotiation, and problem-solving between the parties involved. The project manager should also use the requirements traceability matrix, the project management plan, and the project documents to clarify the expectations and responsibilities of the vendor and the infrastructure manager. The PMI-PBA Guide, section 6.2.3.1, also supports this approach, as it states that the business analyst should use collaboration techniques to resolve issues and conflicts related to requirements. References:

• PMBOK Guide, 6th edition, section 13.3.2.4
• PMI-PBA Guide, section 6.2.3.1

According to the PMI-PBA guide, one of the key competencies of a business analyst is to facilitate collaboration and negotiation among stakeholders1. This is especially important in agile projects, where the business analyst may also act as the project manager or product owner2. The PMBOK guide also states that the project manager should foster a collaborative project team environment that enhances individual and team performance3. Therefore, the best way for the project manager to influence the agile team is to express trust in their ability to deliver value and meet the project objectives, rather than imposing authority, control, or additional resources. References:

• 1: PMI-PBA guide, page 16
• 2: PMI-PBA guide, page 23
• 3: PMBOK guide, page 59

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Given the nature of the project, where the hardware part has detailed specifications already defined and the user interface software has only a basic specification with a requirement for a user experience design approach, a hybrid approach would be most suitable. This approach allows for flexibility and adaptability in the software development process (using agile methodologies), while maintaining a structured and predictable approach for the hardware deliveries (using a predictive approach). This ensures that both aspects of the project can progress efficiently and effectively, catering to their unique requirements. References: Project Management Professional (PMP) Reference Materials and Professional in Business Analysis Reference Materials guides and documents. Please refer to the specific sections on project management approaches and methodologies for more details.

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The project manager should coordinate with the stakeholders to ensure the benefits management plan is in alignment with the goals. This is because the stakeholders are the ones who will ultimately realize the benefits of the project, and their understanding of how the project will provide value is crucial for its success. By coordinating with the stakeholders, the project manager can ensure that the benefits management plan is understood and agreed upon, and that it aligns with the organization’s goals1.

References:

• How to Effectively Manage Software Development Projects
• 4 Phases of the Project Management Lifecycle Explained
• The new project manager’s survival guide: 20 expert tips to follow
• What Does a Project Manager Do in Software Development? - Full Scale

Quality is a crucial aspect of project management and should not be compromised, even for minor deliverables12. If a team member suggests skipping the quality check of a deliverable due to a tight schedule, the project manager should first evaluate the impact of this action1. This involves assessing the potential risks and consequences associated with delivering a product that has not undergone a quality check. It’s important to consider factors such as the potential for defects, customer satisfaction, and the overall integrity of the project2. Based on this evaluation, the project manager can make an informed decision about the best course of action12. References: Project Manager, Project Manager Blog.

In an uncertain environment, it’s crucial for a project manager to validate assumptions and assess risks. This involves identifying, evaluating, and controlling uncertain factors that can significantly affect the project’s performance1. This process, known as risk management, helps to avoid or mitigate potential negative effects1. It’s also important for the project manager to be comfortable with uncertainty and to be able to react to it in an agile, but well-structured way2. This approach gives the project team confidence that the project is still taking the right steps to deliver as planned2. References: 1 Managing Project Uncertainty: From Variation to Chaos, 2 Managing projects in uncertain times - APM

Agile project management emphasizes the delivery of value to the client in small, incremental stages rather than waiting until the end of the project. This approach allows for more flexibility and adaptability, as changes can be made more easily in response to feedback from the client or changes in the project environment. Therefore, the new project manager should meet with the team to review the backlog and create small iterations that can deliver incremental value to the client. References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition. Project Management Institute.

The first step in addressing an underperforming team member is to understand the root cause of the underperformance. This can be achieved by having a private discussion with the team member to understand their perspective and challenges. This approach promotes open communication and trust, and it allows the project manager to work collaboratively with the team member to find a solution. The other options may not address the root cause of the problem and could potentially lead to further issues down the line. References: PMBOK Guide, 6th Edition, Section 9.5.2.1: Team Performance Assessments

A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in. The team charter has two purposes. First, it serves as a source of information for people who are not part of the team. Second, it serves as a reference for team members. In this case, the project manager is having trouble with meetings not going according to plan and ending in arguments. A team charter could have helped prevent this situation by setting clear expectations for team behavior, roles and responsibilities, and decision-making processes. References: Professional in Business Analysis Reference Materials source and documents

The project manager should update and share the guideline document dealing with team communication to ensure that there are no potential misunderstandings among the virtual team members. This is because the guideline document defines the communication requirements, methods, channels, frequency, and protocols for the project team, especially when working remotely or across different locations, cultures, and time zones. The project manager should also involve the new team members in the communication planning process and solicit their feedback and preferences. This will help establish trust, rapport, and collaboration among the team members and foster a shared understanding of the project goals, roles, and expectations. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Section 10.1.1, “Plan Communications Management: Inputs”
• PMBOK® Guide, 6th edition, Section 10.1.3.1, “Plan Communications Management: Outputs - Communications Management Plan”
• PMI-PBA® Guide, 1st edition, Section 4.2.1, “Plan Communications: Inputs”
• PMI-PBA® Guide, 1st edition, Section 4.2.2, “Plan Communications: Tools and Techniques”
• PMI-PBA® Guide, 1st edition, Section 4.2.3, “Plan Communications: Outputs”

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

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

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

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

References: 1: PMBOK® Guide, 7th edition, page 9 2: PMBOK® Guide, 7th edition, page 95 3: Agile Manifesto, 4

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

The project manager should discuss the issue with the functional manager to understand the reason for the complaint. This is the best option because it shows the project manager’s respect and communication skills, as well as the willingness to resolve the conflict in a constructive way. By discussing the issue with the functional manager, the project manager can also clarify the expectations, roles, and responsibilities of the team member, as well as identify the root cause and possible solutions for the problem. This option also aligns with the PMBOK® Guide’s guidance on managing stakeholder engagement, which includes addressing and resolving issues, and fostering collaboration among stakeholders1.

The other options are not as effective as option B. Option A is not fair and may demotivate the team member and the rest of the team. Option C is not collaborative and may escalate the conflict. Option D is not realistic and may create more interruptions and resistance from the functional manager. References: 1: PMBOK® Guide, 6th edition, page 518

QUE : A self-organizing team is a team that has the autonomy and authority to manage its own work and make its own decisions. A self-organizing team is also expected to adapt to changing situations and learn new skills as needed. Therefore, the best management decision for this situation is to provide opportunity for team members to learn and adjust to the new technology, rather than moving them, adding new members, or re-assigning the project. This will help the team overcome the learning curve and improve their velocity in the future. It will also foster trust, collaboration, and innovation within the team. Providing opportunity for team members to learn and adjust to the technology is consistent with the agile principles and values, which emphasize continuous improvement, customer satisfaction, and team empowerment. It is also covered in the PMBOK Guide under the Develop Team process, and in the PMI-PBA Exam Content Outline under Domain III: Analysis. References:

• PMBOK Guide, 7th edition, page 247
• PMI-PBA Exam Content Outline, 2018, page 11
• Agile Manifesto

STION NO: 184 DRAG DROP

Drag the interpersonal skill on the left to the correct scenario on the right.

Answer:

The project manager should take these two actions because they are aligned with the hybrid project management approach, which combines the waterfall and agile methodologies. A hybrid project management approach allows the project manager to plan the high-level project phases using the waterfall method, but execute the work within each phase using the agile method1. This means that the project manager can adapt to changing customer needs and expectations, while still delivering the agreed deliverables within the contract.

By going back to the development team and discussing which second milestone requirements can be performed in the first quarter, the project manager can use the agile method to prioritize and deliver the most valuable features to the customer in an incremental and iterative way. This can help the project manager to show the customer a tangible outcome in the first quarter, while still maintaining the quality and scope of the second milestone.

By asking the customer for their priorities regarding the requirements for the second milestone, the project manager can use the waterfall method to manage the contract and the expectations of the customer. This can help the project manager to negotiate and agree on the changes to the requirements, schedule, and budget of the second milestone, while still meeting the contractual obligations and the customer satisfaction.

The other options are not the best actions to take in this situation. Convince the customer to leave the second milestone in place and not change it may not be possible or desirable, as the customer may have valid reasons to change their expectations and may not be satisfied with the original plan. Escalate the issue to upper management to resolve the problem and suggest a plan may not be necessary or effective, as the project manager should be able to handle the issue with the customer and the development team directly, without involving the senior management. Tell the customer that moving the milestone has a very high impact on the cost of the project may not be enough to persuade the customer to keep the milestone as it is, as the customer may be more concerned about the value and the outcome of the project than the cost.

References: 1: Hybrid Project Management: What is it, Methodology & Software - Teamhood

The project manager should ask an experienced team member to coach the new team member, as this is a strategy for developing the skills and performance of the new team member. According to the PMI website, coaching is one of the interpersonal and team skills that a project manager should have. Coaching is a process of providing guidance, feedback, and support to help someone improve their abilities and achieve their goals. By asking an experienced team member to coach the new team member, the project manager can leverage the knowledge and expertise of the existing team, and foster a culture of learning and collaboration. The project manager can also monitor the progress and results of the coaching, and provide recognition and rewards to both the coach and the coachee.

The other options, asking the new team member to follow the team ground rules, asking an experienced team member to identify a replacement, or asking the new team member to reassess their own capabilities, are not the best ways to deal with a new team member who is not making the expected progress on an assigned task. Asking the new team member to follow the team ground rules may help the new team member to understand the expectations and norms of the team, but it does not address the specific issues or challenges that the new team member is facing. Asking an experienced team member to identify a replacement may be a drastic and demotivating measure, that may not be feasible or fair to the new team member. Asking the new team member to reassess their own capabilities may be a constructive feedback, but it does not provide any support or assistance to the new team member.

References: 1 Interpersonal and Team Skills - Project Management Institute 2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.2.4 3 Business Analysis for Practitioners: A Practice Guide, Chapter 5.3.3

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

The project manager should schedule a one-on-one meeting with the team member to talk about the issue and get their cooperation. This is an example of the problem-solving technique, which involves confronting the issue directly and cooperatively to find a mutually acceptable solution1. This technique is usually the most effective way to manage conflict in a project team2. Scheduling a meeting with the team member and their manager to discuss the issue (A) is not a good option since it may create a sense of distrust and resentment in the team member. Talking to the project sponsor about the team member’s attitude (B) is also not advisable since it may escalate the conflict and damage the relationship between the project manager and the team member. Finding another person to replace this team member (D) is not a viable option since it would disrupt the project schedule, budget, and scope. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.2
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.3

To answer this question, we need to calculate the earned value (EV), the planned value (PV), and the actual cost (AC) of the project based on the given information. Then, we can compare them to determine the project status in terms of schedule and cost performance.

The earned value (EV) is the monetary value of the work completed so far. It can be calculated by multiplying the percent complete of the project by the budget at completion (BAC), which is the total approved budget for the project. The BAC can be obtained by adding the approved work package cost estimates, the contingency reserves, and the management reserves. In this case, the BAC is:

BAC=9500+500+(10%×500)=10550

The EV is then:

EV=50%×10550=5275

The planned value (PV) is the monetary value of the work that was planned to be completed by a certain date. It can be calculated by multiplying the planned percent of the project by the BAC. In this case, the PV is:

PV=40%×10550=4220

The actual cost (AC) is the monetary value of the work actually performed. It is given as:

AC=4500

To determine the project status, we can use the cost variance (CV) and the schedule variance (SV) formulas. The CV is the difference between the EV and the AC, and it indicates whether the project is under budget or over budget. A positive CV means the project is under budget, while a negative CV means the project is over budget. The CV is:

CV=EV?AC=5275?4500=775

The SV is the difference between the EV and the PV, and it indicates whether the project is ahead of schedule or behind schedule. A positive SV means the project is ahead of schedule, while a negative SV means the project is behind schedule. The SV is:

SV=EV?PV=5275?4220=1055

From the CV and SV values, we can conclude that the project is under budget and ahead of schedule. To find the percentage of deviation from the planned cost and schedule, we can use the cost performance index (CPI) and the schedule performance index (SPI) formulas. The CPI is the ratio of the EV to the AC, and it measures the cost efficiency of the project. A CPI greater than 1 means the project is under budget, while a CPI less than 1 means the project is over budget. The CPI is:

CPI=ACEV?=45005275?=1.17

The SPI is the ratio of the EV to the PV, and it measures the schedule efficiency of the project. A SPI greater than 1 means the project is ahead of schedule, while a SPI less than 1 means the project is behind schedule. The SPI is:

SPI=PVEV?=42205275?=1.25

From the CPI and SPI values, we can calculate the percentage of deviation from the planned cost and schedule by subtracting 1 and multiplying by 100. The percentage of deviation from the planned cost is:

(CPI?1)×100=(1.17?1)×100=17%

The percentage of deviation from the planned schedule is:

(SPI?1)×100=(1.25?1)×100=25%

Therefore, the project cost is 17% lower than planned, and the project schedule is 25% ahead of planned. Among the given options, the closest one is B. The project cost is 10% lower than planned.

References:

• PMBOK Guide, 6th edition, part 1, ch. 7.4.2.1, pp. 267-268.
• PBA Guide, 1st edition, part 2, ch. 6.3.2.1, pp. 140-141.

The first thing that the project manager should do is to review the communications management plan, which is the document that describes how the project information will be communicated to the stakeholders. The project manager should check if the stakeholder’s communication requirements, preferences, and expectations are identified and addressed in the plan. If not, the project manager should update the plan accordingly and ensure that the stakeholder receives the appropriate project status reports. The other options are not the best first actions, as they either do not address the root cause of the problem (lack of communication), or they are premature or unnecessary (updating the stakeholder register or the project management plan). References: PMBOK Guide, page 377-378; PMP Sample Test Questions, question 43

A hybrid approach is a combination of predictive and adaptive (or agile) approaches. It is suitable for projects that have some aspects that are well-defined and stable, and some aspects that are uncertain and dynamic. In this case, the project manager can use a predictive approach for the research process, which has a clear scope and deliverables, and an adaptive approach for the incremental delivery of the complex equipment, which may require frequent feedback and changes from the customer. References:

• PMBOK Guide 6th Edition, page 19, section 1.2.3.1
• PMP Exam Prep, page 8, section 1.3.2

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

 The project manager should conduct a consensus-building session to decide how to approach the next set of work, as this is a collaborative decision-making technique that involves the participation of all team members and stakeholders. The project manager should facilitate the discussion, clarify the objectives, identify the options, evaluate the pros and cons, and reach a mutually acceptable agreement. This will help to resolve the conflict, align the expectations, and ensure the commitment of the team and the stakeholders. The other options are not the first actions that the project manager should take, as they may either delay the decision, bypass the team’s input, or ignore the conflict. References:

• [PMBOK Guide], 6th edition, pages 56-57, 376-377, 513-514.
• [Professional in Business Analysis (PMI-PBA) Handbook], pages 15-16, 19-20.

The project management team should review the project plan to evaluate if any updates should be made in response to the news that a competitor has released the latest version of a program. The project plan is a document that describes how the project will be executed, monitored, and controlled. It includes the project scope, schedule, cost, quality, resources, communications, risks, procurements, and stakeholder management plans. The project management team should assess the impact of the competitor’s release on the project’s objectives, deliverables, assumptions, constraints, and risks. The project management team should also consult with the project sponsor, customer, and other key stakeholders to determine their expectations and preferences regarding the project’s scope and quality. The project management team should then decide if any changes or updates are needed to the project plan to ensure the project’s success and value. The project management team should follow the change management process to request, analyze, approve, and implement any changes to the project plan.

The other options are not the best actions for the project management team to take in this situation. Crashing the existing schedule with additional resources to deliver more features may not be feasible or effective, as it may increase the project’s cost, complexity, and risk. It may also not address the customer’s needs or the market’s demand, as the features may not be relevant or valuable. The project management team should not rush to add more features without validating their necessity and feasibility. Stopping the project immediately as the market opportunity has already been missed may be premature and wasteful, as it may disregard the project’s benefits and potential. It may also damage the project’s reputation and stakeholder’s trust. The project management team should not abandon the project without evaluating its viability and value. Continuing with the project plan and target delivery date as expected may be unrealistic and risky, as it may ignore the competitor’s influence and the customer’s feedback. It may also result in delivering a product that is outdated or inferior. The project management team should not proceed with the project plan without reviewing its alignment and suitability. References:

• PMBOK® Guide, 6th Edition, Chapter 4, Section 4.2, “Develop Project Management Plan”
• PMBOK® Guide, 6th Edition, Chapter 4, Section 4.6, “Perform Integrated Change Control”
• PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 4, Section 4.2, “Developing the Project Management Plan” 1

The best approach in this situation is for the project manager to engage directly with the experienced team member to address the behavior. This should be done in a supportive manner, aiming to understand the reasons behind the team member’s actions and to find a constructive way forward. This aligns with conflict resolution strategies that emphasize problem-solving and collaboration, which are considered effective in project management and business analysis contexts. By addressing the issue privately, the project manager can prevent further team disruption and work towards a resolution that maintains team cohesion and productivity.

References: The answer is verified with the principles of conflict resolution as outlined in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials, which suggest that direct and supportive communication is key to resolving such conflicts123.

In situations where it is not feasible to deliver all the features in the required time, focusing on defining a Minimum Viable Product (MVP) is a strategic approach. An MVP is the version of a new product that allows the team to collect the maximum amount of validated learning about customers with the least effort. It is a core concept in agile methodologies, which emphasizes the importance of delivering a product incrementally, starting with the most essential features that provide value to the customer12. By assisting the team in defining an MVP, the project manager can ensure that the most critical features are ready by the launch date, providing a functional product to the market while continuing to develop and refine additional features over time.

References:

• Disciplined Agile at Project Management Institute.
• Atlassian’s Agile Coach.

In a hybrid work environment, especially when a significant portion of the team is working remotely, it is crucial to maintain regular communication and collaboration. Holding virtual daily standups each workday morning using collaboration tools ensures that all team members are informed and can share updates, progress, and any blockers they may be facing. This approach aligns with best practices for managing remote or hybrid teams, as it allows for consistent communication and fosters a sense of team unity and engagement12. It also adheres to the bank’s directive of not having in-person daily standups while still ensuring that the necessary information sharing among the team members takes place.

References: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and Standards. Project Management Institute.)

The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK’s emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project’s objectives and deliverables12. It is also in line with the PMI-PBA’s focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34. References:

• PMBOK Guide and Standards1
• Scope Management | PMI2
• PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3
• Link your business analysis plan to the organization’s strategy | IIBA®4

• A user focus group is a group of potential or actual customers who provide feedback on a product or service. User focus groups can help project managers understand the needs, preferences, and expectations of the target market, as well as identify any problems or issues with the product or service12.
• Defining a user focus group as external stakeholders with a high influence on outcomes means that the project manager recognizes the importance of involving the users in the project initiation and planning phases. By doing so, the project manager can ensure that the project aligns with the user requirements and delivers value to the customers34.
• Defining a user focus group as external stakeholders also implies that the project manager will communicate with them regularly, solicit their feedback, and incorporate their suggestions into the project scope, schedule, budget, and quality5 . This can help prevent customer dissatisfaction and negative feedback, as well as increase customer loyalty and retention .

References:

1: What is a Focus Group? Definition, Examples, and Benefits 2: Focus Groups: What They Are and How to Use Them 3: Project Stakeholder Management - Project Management Institute 4: Stakeholder Analysis and Mapping: A Guide for Beginners 5: How to Manage Stakeholder Expectations in Project Management : [The Importance of Communication in Project Management] : [Customer Satisfaction: The Ultimate Guide] : [How to Increase Customer Loyalty: 5 Strategies for Success]

 In situations where there is a disagreement or misalignment of expectations between a project manager and a program manager, it is advisable to schedule a meeting to discuss the different perspectives and agree on a decision. This approach allows for open communication and collaborative problem-solving, ensuring that both parties can express their views and work towards a mutually beneficial resolution. It aligns with the PMI’s emphasis on communication and stakeholder engagement as critical components of effective project and program management.

References: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and Standards. Project Management Institute.)

 When a project encounters a risk that was not fully anticipated, and the project manager has developed a new response that deviates from the original plan, it is essential to obtain management approval before proceeding. This ensures that the new approach is aligned with the project’s objectives and that management is aware of the changes being made to the risk response plan. The PMBOK Guide highlights the importance of involving project stakeholders, particularly management, when significant changes are proposed1. This is also supported by best practices in business analysis, which advocate for stakeholder engagement and approval in the decision-making process to address risks effectively2.

References:

• PMBOK Guide, 6th Edition, Project Management Institute.
• Professional in Business Analysis (PMI-PBA) resources, Project Management Institute.

For a project with a long timeline and complex scope, where the client requires both a high-level, long-term plan and the ability to add features incrementally, a hybrid approach is suitable. Starting with a predictive approach allows the project manager to establish a clear structure and plan using a work breakdown structure (WBS). This sets the foundation for the project’s scope, deliverables, and milestones. Transitioning to an agile approach for execution enables the project to adapt to changes and deliver value incrementally, which meets the client’s need for immediate functionality and continuous improvement. This hybrid method leverages the strengths of both approaches: the clarity and predictability of a predictive approach and the flexibility and responsiveness of an agile approach12.

References: The PMBOK® Guide and PMI-PBA guidelines support the use of hybrid methodologies for managing projects with complex scopes and long timelines. They advocate for a structured planning phase followed by an adaptive execution phase to ensure that projects can respond to changes while delivering incremental value12.

The project manager should assess the influence and power of the employee to determine if they will add value to the project. This involves considering the employee’s experience, skills, and the relevance of their recommendation to the project’s objectives. The project charter, which has been recently approved, provides the project manager with the authority to make such assessments and decisions. It is important to align the employee’s capabilities and the project’s needs to ensure that their involvement will contribute positively to the project’s success.

References:

• Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition.
• Project Management Institute. (2023). Project Management Professional (PMP)® Certification Handbook.

In this scenario, the project manager should consider the delay as an opportunity due to the upcoming tax reduction on renewable energy products. By updating the risk register, the project manager can document this opportunity and plan how to leverage it, potentially reducing costs. This approach aligns with risk management practices that not only address threats but also identify and capitalize on opportunities that can benefit the project.

References: The guidance provided is in accordance with the principles of risk management outlined in the PMBOK® Guide, which includes the identification, analysis, and response planning for project risks and opportunities. Additionally, the PMI-PBA emphasizes the importance of stakeholder engagement and communication, which would be relevant in discussing and managing the changes with all stakeholders involved.

As a servant leader, the project manager should continue iterating and monitoring quality aspects sprint by sprint1. This approach aligns with the principles of servant leadership, which emphasize the importance of communication, risk management, and proactive problem-solving2345. It also encourages a focus on delivering value, rather than simply meeting predefined targets2345. References: PMI, PMTraining, Business Analyst Learnings, Project Insight, Project Management Academy

According to the PMBOK® Guide, 7th edition, one of the principles of project management is to tailor the delivery approach based on context1. This principle suggests that project managers should select and adapt the delivery approach that best suits the project characteristics, stakeholder needs, and organizational goals. It also implies that project managers should recognize and respond to changes in the project environment and facilitate the transition between different delivery approaches1.

In a hybrid project, the delivery approach combines elements of predictive, adaptive, and iterative methods2. A hybrid project may start with a predictive phase to define the scope, schedule, and budget, and then switch to an adaptive or iterative phase to deliver the product or service incrementally2. A hybrid project may also use different delivery approaches for different components or work packages within the same project2.

In this scenario, the project manager observes that the team performance was excellent during the predictive stages, but declined when the iterations began. This could indicate that the team members are not comfortable or familiar with the change in the delivery approach, and that they are lacking the skills, mindset, or tools to work effectively in an adaptive or iterative environment. Therefore, the best course of action for the project manager is to perform team-building activities and enhance collaboration. This will help the team to build trust, rapport, and cohesion among themselves and with other stakeholders, and to align their expectations, roles, and responsibilities with the new delivery approach. It will also help the team to learn and apply the agile values and principles, such as customer collaboration over contract negotiation and working software over comprehensive documentation3.

The other options are not as effective as option B. Option A, giving team members more authority to make decisions, may be appropriate for an agile team, but it does not address the root cause of the problem, which is the change in the delivery approach. It may also create more confusion and conflicts if the team members are not clear about the decision-making process or criteria. Option C, identifying the team members who are impacting low morale, may be helpful, but it does not solve the problem of the team’s performance. It may also create a blame culture or a sense of isolation among the team members. Option D, coaching the team members on agile processes and knowledge, is also a good practice, but it is not sufficient to improve the team’s morale. Coaching should be complemented by team-building and collaboration activities to foster a positive and supportive team culture.

References: 1: PMBOK® Guide, 7th edition, page 10 2: PMBOK® Guide, 7th edition, page 19 3: Agile Manifesto,

The project manager should have ensured that the project repository is up to date and contains all the relevant information and documentation related to the project deliverables, such as user stories, acceptance criteria, test cases, design specifications, etc. This way, the remaining team members can access the information they need to continue working on the deliverable, even if a senior team member leaves the organization. This practice is consistent with the agile principle of maintaining a single source of truth and ensuring transparency and collaboration among the team members12. References: 1: PMBOK Guide, 6th Edition, Chapter 4: Project Integration Management 2: Agile Practice Guide, Chapter 3: Life Cycle Selection

According to the PMBOK Guide, an iteration is a fixed time period during which a set of activities are performed to deliver a potentially releasable product increment. In an agile or hybrid environment, the project manager should encourage the team to continuously inspect and adapt their processes and practices to improve their performance and deliver value to the customer. If a team member suggests a new method of doing things that provides no value to the end customer, but may help the team to work more efficiently, the project manager should consider the change because it will help the team work more efficiently. This means that the project manager should evaluate the benefits and costs of the proposed change, and determine if it is worth implementing. The project manager should also consult with the team and the product owner to get their feedback and approval. The change should not be immediately added to the product backlog, as it may disrupt the prioritization and planning of the customer requirements. The change should not be presented to the project sponsor for approval, as it is not a significant change that affects the project scope, schedule, or budget. The change should not be rejected because it adds no value to the end customer, as it may add value to the team and the project by improving the team’s efficiency and quality. References: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.

According to the PMBOK Guide, a Scrum team is a self-organizing, cross-functional team that delivers value in short iterations called sprints. A burndown chart is a graphical representation of the work remaining versus time. An impediment is anything that prevents the team from achieving its sprint goal. The project manager, or Scrum Master, is responsible for facilitating the Scrum process and removing impediments that hinder the team’s progress and performance. The project manager should take two actions to manage impediments and improve the team’s velocity when a burndown chart indicates that the project is behind schedule. The first action is to look for processes that cause bottlenecks and slow down the team’s agility. This will help to identify and eliminate any unnecessary or inefficient steps, rules, or procedures that hamper the team’s ability to deliver value quickly and effectively. The second action is to work with the team to remove impediments as quickly as possible. This will help to resolve any issues, risks, or conflicts that affect the team’s work, and to provide any support, guidance, or resources that the team needs to complete their tasks. Looking for processes that cause bottlenecks and slow down the team’s agility and working with the team to remove impediments as quickly as possible are the two best actions that the project manager should take in this situation. Assigning the items with high complexity to senior developers (B) may not be optimal or fair, as it may create an imbalance in the team’s workload, skills, and collaboration. Empowering the team to make decisions to remove impediments © may be a good practice, but not an action that the project manager should take, as it is part of the team’s self-organization and autonomy. Moving the items with high complexity to the last iterations (E) may not be feasible or advisable, as it may increase the project risk, scope creep, and technical debt. References: PMBOK Guide, 6th edition, pages 18, 177-178, 541-542.D

 According to the PMBOK Guide, quality assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. Quality assurance helps to identify and correct any deficiencies in the project processes and deliverables. In this scenario, the project manager should perform quality assurance to review the processes against the quality management plan and identify the gaps that led to the missing documents and approvals. This will help to ensure that the project is compliant with the quality standards and prevent future nonconformities. References: PMBOK Guide, 6th edition, page 288-289. PMP Questions page 495, question 495. How To Find The Correct Answer On PMP Exam Questions.

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

• PMBOK Guide, 6th edition, page 30-31, section 2.2.2 Organizational Culture
• [Agile Practice Guide], page 16-17, section 2.1.2 Organizational Culture
• PMP Exam Prep, 10th edition, page 435, question 435, answer and explanation

According to the PMBOK Guide, an issue log is a project document that records and tracks any issues that arise during the project and how they are resolved. It is part of the project communications management knowledge area and the monitor communications process. A project manager should update the issue log whenever a new issue is identified, analyzed, or resolved. Updating the issue log and defining the mitigation strategy is the immediate action that the project manager should take to improve the situation of a new team member impacting the project performance. This will help to document the issue, communicate it to the relevant stakeholders, and plan how to address it effectively. Communicating the issue to the human resources department (A) may be a subsequent action, but not the immediate one. Providing additional training to the new hire (B) may be a possible mitigation strategy, but not an action to take before updating the issue log. Increasing team cohesiveness by sharing information and experiences openly © may be a good practice for team development, but not a direct response to the issue at hand. References: PMBOK Guide, 6th edition, pages 377-378, 529-530.

A cost baseline is the approved version of the projected costs for the entire project. It is fixed, and, along with other aspects of the project baseline, is used as a benchmark for the rest of the project1. A cost baseline includes the cost estimates for all the tasks on the project schedule, plus the contingency reserves for identified risks (known unknowns)2. A cost budget is the cost baseline plus the management reserves for unidentified risks (unknown unknowns)2. Therefore, before determining the cost baseline, the project manager needs to add contingency into the budget to account for inflation and other changes that may affect the project costs. This is different from looking at a previous project, requiring stakeholder approval, or revising the project timeline and scope, which are not necessary steps for creating a cost baseline. References:

• 3: What Exactly is a Cost Baseline in Project Management? | Runn
• 2: Project Cost Management: Cost Baseline vs Budget for PMP Exam

According to the PMBOK Guide, a project budget is the authorized amount of funds allocated to the project. The project budget is derived from the cost baseline, which is the aggregation of the estimated costs of individual activities or work packages. The project budget should reflect the project scope, schedule, resources, risks, and quality requirements. A project manager should review the base budget model with the team leaders in each country to establish an independent budget for each phase when delivering a highly customizable software solution in multiple countries with significantly different cultures. This will help to account for the variations in the project requirements, constraints, assumptions, and risks in each country and phase, and to ensure the accuracy and adequacy of the project budget. Reviewing the base budget model with the team leaders in each country to establish an independent budget for each phase is the best action that the project manager should do next in this situation. Overestimating costs and underestimating revenues to include the impacts of different cultural elements (B) may not be realistic or reliable, as it may create a false sense of security, waste resources, or reduce profitability. Applying the company’s operational budgeting model © may not be suitable or applicable, as it may not capture the specific characteristics and challenges of the project. Asking the project management office (PMO) to review the draft budget (D) may be a possible action, but not the next one, as it may be premature or ineffective without reviewing the base budget model with the team leaders in each country first. References: PMBOK Guide, 6th edition, pages 235-236, 260-261.

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

• 1: PMBOK Guide, 6th edition, page 30
• 2: PMBOK Guide, 6th edition, page 89
• 3: PMBOK Guide, 6th edition, page 112
• 4: PMBOK Guide, 6th edition, page 123

The project manager should proactively engage with the stakeholders to address their dissatisfaction and work with them to find a solution. This is consistent with the stakeholder engagement plan, which defines the strategies and actions for managing stakeholder expectations and involvement. The project manager should not ignore the stakeholder issue, rely on the management team to intervene, or try to socialize with the stakeholders without addressing the root causes of the problem. References:

• PMP Exam Content Outline (2021), Domain III: Executing the Project, Task 8: Engage with stakeholders to meet expectations and foster relationships, p. 131
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.3.1.1: Stakeholder Engagement Plan, p. 5182
• Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 6: Manage Stakeholder Collaboration, p. 15

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

When a project is running behind schedule, it is essential to address the issue through proper change management processes. The project manager should issue a change order to the change control board (CCB) to review and approve changes to the project that may include rebaselining the schedule. This process ensures that any modifications to the project plan are documented, evaluated, and authorized before implementation, maintaining the project’s integrity and stakeholders’ expectations.

References:

• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management. Project Management Institute.
• Project Management Institute. (2021). PMI’s Professional in Business Analysis (PMI-PBA)® Examination Content Outline.

 The hybrid approach in project management is chosen because it allows for the management of uncertainties regarding product definitions and requirements while also adhering to a specific delivery date due to regulatory requirements. This approach combines elements of both predictive (waterfall) and adaptive (agile) methodologies, enabling the project to start activities promptly and continue to refine the product specifications as the project progresses. It provides the flexibility to adapt to changes and uncertainties while maintaining a focus on the fixed delivery date1234.

References: The explanation is based on the principles of hybrid project management methodologies that blend agile and traditional PM approaches to capitalize on the strengths of each while mitigating their weaknesses, as discussed in resources from the Project Management Institute and other expert sources on hybrid project management1234.

Ensuring compliance adherence is a continuous process that should be integrated into the project’s development tools and practices. This proactive approach allows for ongoing monitoring and management of compliance requirements, which is essential in maintaining the integrity of the project and meeting mandatory guidelines. Including compliance within the development tools ensures that compliance checks are part of the daily workflow, making it easier to address potential issues as they arise and reducing the risk of non-compliance. This method aligns with the PMI’s principles of integrating project compliance as part of the project management process123.

References:

• PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide)4
• Planning and Managing Project Compliance (2021 Update)5
• Plan and Manage Project Compliance - PM Illustrated PMP Exam2
• How compliance in project management works | microTOOL3

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

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

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

• PMP Exam Content Outline, Domain II: Process, Task 5, page 101
• PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

The project manager should not compare the velocity of two agile teams as teams can size items differently. Velocity is a measure of the amount of work a team can complete in a given time period. It is not a measure of the quality or value of the work. Comparing the velocity of two teams can lead to inaccurate conclusions and unhealthy competition. Instead, the project manager should use the velocity of each team to help them plan and forecast their own work, and focus on other metrics that reflect the outcomes and benefits of the project. References: Agile Practice Guide, page 48; PMBOK Guide 7th Edition, page 97.

According to the PMBOK Guide, the stakeholder engagement plan and the communications management plan are two key project documents that guide the project manager on how to manage stakeholder expectations and communicate project information. The stakeholder engagement plan identifies the stakeholder needs, interests, and level of engagement, and defines the strategies and actions to increase their support and minimize their resistance. The communications management plan specifies the communication requirements, methods, frequency, and formats for each stakeholder or stakeholder group. The project manager should review these plans to determine if the stakeholder requesting the status updates is appropriately engaged and informed, and if any changes are needed to accommodate the request. Reviewing the stakeholder engagement and communications management plans is the best action that the project manager should take in this situation. Starting to send status updates to this stakeholder based on the request (A) may not be appropriate or feasible, as it may violate the communication protocols, overload the stakeholder with unnecessary information, or create inconsistencies with other stakeholders. Asking the stakeholder’s manager if the stakeholder can be added to the list (B) may not be necessary or effective, as it may bypass the stakeholder’s own preference, authority, or influence, or create conflict with the stakeholder’s manager. Escalating the stakeholder’s request to the project sponsor (D) may not be warranted or advisable, as it may indicate a lack of project management skills, create unnecessary involvement of the project sponsor, or damage the relationship with the stakeholder. References: PMBOK Guide, 6th edition, pages 513-514, 537-538.

 According to the PMBOK Guide, the project manager should follow the change management process to handle any change request, regardless of the source or nature of the change. The change management process involves identifying, analyzing, documenting, presenting, deciding, communicating, and implementing the change request. The first step in this process is to validate the proposed change’s impact on the project, which means assessing how the change would affect the project scope, schedule, cost, quality, risk, and other aspects. This would help the project manager to determine the feasibility, desirability, and priority of the change request, and to prepare a recommendation for the change control board (CCB). The project manager should not check the budget, accept, or refuse the change request without validating its impact first, as these actions would bypass the change management process and could lead to negative consequences for the project. References:

• PMBOK Guide’s Change Management Process For PMP Exam
• Change Management Process for Project
• Managing Change in Organizations: A Practice Guide

According to the PMBOK guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete1. The DoD helps to ensure that the customer’s expectations are met and that the quality standards are maintained2. The PMI-PBA guide also states that the business analyst should collaborate with the customer and the team to define and validate the acceptance criteria for each feature3. Therefore, the best way for the project manager to avoid the situation of features being rejected by the customer is to ensure that the DoD is well defined and complete for future iterations, and that it aligns with the customer’s needs and preferences. References:

• 1: PMBOK guide, page 207
• 2: PMBOK guide, page 286
• 3: PMI-PBA guide, page 131

According to the Agile Practice Guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables. References: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)

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

 According to the PMBOK Guide, daily standup meetings are a common tool used in agile and hybrid project management approaches. They are short, time-boxed meetings that allow the project team to communicate their progress, issues, and plans for the day. Daily standup meetings can enhance collaboration, transparency, and alignment among the project team members. However, some team members may resist or challenge the use of daily standup meetings, especially if they are not familiar with them or perceive them as a waste of time. In this situation, the project manager should define the ground rules, responsibilities, and conflict management strategies for the project team. The project manager should explain the purpose and benefits of daily standup meetings, and establish clear expectations and guidelines for their conduct. The project manager should also assign roles and responsibilities to the team members, such as facilitator, timekeeper, recorder, etc. The project manager should also address any conflicts or issues that may arise from the use of daily standup meetings, and resolve them in a constructive and respectful manner. The project manager should not engage an external vendor, request new team members, or update the project schedule, as these actions may not address the root cause of the team’s resistance or challenge to the daily standup meetings. References:

• PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53, 54, 55, …

According to the PMBOK® Guide, the project manager is responsible for identifying, analyzing, and responding to project risks, and documenting them in the risk register (Section 11.1). If the project manager discovers that the same team has been missing delivery dates in previous projects, this indicates that there is a potential risk that may affect the project schedule and performance. The project manager should include this in the risk register, and assign a probability and impact rating, a risk owner, and a risk response strategy. This will help the project manager to monitor and control the risk, and to take appropriate actions if the risk occurs. This is also consistent with the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, which states that one of the tasks of a business analyst is to “identify and analyze risks and opportunities related to the business need, requirements, and recommended solutions” (Task 3.5). References:

• PMBOK® Guide, 6th Edition, Section 11.1
• Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task 3.5

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

• PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…
• PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

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

• PMBOK Guide, 6th edition, page 52, section 2.4.2 Project Team
• [Agile Practice Guide], page 27, section 3.1.2 Working Agreements
• PMP Exam Prep, 10th edition, page 465, question 465, answer and explanation

According to the PMBOK Guide, risk management is an iterative process that should be performed throughout the project life cycle1. Agile projects also follow this principle, as they use frequent iterations to deliver value and respond to changes2. Therefore, the project manager should follow the risk management process while ensuring that risks are identified, analyzed, and managed during each iteration. This will help the project manager to monitor and control the project risks effectively and proactively. The other options are incorrect because:

• A. There is no such thing as an agile risk manifesto. The Agile Manifesto is a set of values and principles that guide agile software development, but it does not specifically address risk management3.
• B. Asking the product owner to act as a risk manager is not a good practice, as it may create role confusion and conflict of interest. The product owner is responsible for defining and prioritizing the product requirements, not for managing the project risks4. The project manager should collaborate with the product owner and other stakeholders to identify and manage the project risks, but not delegate this responsibility to them.
• C. Implementing the role of an agile risk manager is not necessary, as the project manager already has the responsibility and authority to manage the project risks. Creating a separate role for risk management may create duplication of work and communication barriers. The project manager should leverage the skills and knowledge of the project team and other stakeholders to perform risk management activities, but not create a new role for this purpose. References:
• 1: PMBOK Guide, 6th edition, Chapter 11, Section 11.1, page 397
• 2: PMBOK Guide, 6th edition, Chapter 3, Section 3.8, page 52
• 3: Agile Manifesto
• 4: PMBOK Guide, 6th edition, Chapter 9, Section 9.3.2.2, page 286
• : PMBOK Guide, 6th edition, Chapter 9, Section 9.1.2.1, page 273

The project manager should educate the new sponsor about the agile approach for project delivery, which is an iterative and adaptive way of working that focuses on delivering value to the customer and responding to change. The project manager should also explain how agile teams are self-organized, meaning that they have the autonomy and authority to plan, execute, and monitor their own work, without excessive control or interference from the sponsor or other stakeholders. The project manager should emphasize the benefits of self-organization, such as increased motivation, collaboration, innovation, and quality. The project manager should also clarify the role and responsibilities of the sponsor in agile projects, which include providing vision, funding, support, and feedback, but not micromanaging or dictating the work of the team. 123 References:

• 1: What is agile project management? - APM
• 2: What is Agile? - Project Management Institute
• 3: Role of Project Sponsor in Agile Project Management - PM Majik

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

• PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications Management
• PMP Exam Prep, 10th edition, page 405, question 405, answer and explanation

 The project manager should invite the stakeholder to the regular “show and tell” sessions, also known as sprint reviews or demonstrations, where the team showcases the features that have been completed in the current iteration. This way, the stakeholder can be aware of the project progress, provide feedback, and validate the value and quality of the features. This can improve the communication and collaboration between the team and the stakeholder, and reduce the risk of deploying the wrong features. Assessing the stakeholder’s needs and communication style and proposing a tailored approach may not be enough, as it does not address the issue of missing critical information about the features. Conducting stakeholder remapping and evaluating stakeholders by their level of influence and interest may not be necessary or effective, as it does not involve the stakeholder in the project delivery. Including the stakeholder on regular project communications may not be sufficient, as it does not provide the opportunity for the stakeholder to see and interact with the features. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement
• Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.3: Implementing Agile: Delivering in an Agile Environment
• Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 9: Validate Requirements
• Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 4: Analysis, Task 9: Validate Requirements

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

• Role of Agile Mentor - PM Majik
• Mentoring | Scrum.org
• Agile Team Roles: The 7 Most Important People in Agile Project

Team velocity is a measure of the amount of work a team can complete in a given time period, usually a sprint or iteration. It is calculated by adding up the story points or effort estimates of the user stories that were completed and accepted during the sprint. Team velocity can help project managers and teams to plan, monitor, and improve their performance and delivery. However, team velocity can vary due to various factors, such as changes in scope, team size, team skills, dependencies, risks, and impediments. Impediments are any issues or obstacles that prevent the team from achieving their goals or performing at their optimal level. Impediments can be internal or external, technical or non-technical, and can affect the team’s productivity, quality, morale, or collaboration. Some examples of impediments are: lack of resources, unclear requirements, technical debt, bugs, conflicts, communication gaps, etc. Therefore, it is important for the project manager and the team to identify, track, and resolve impediments as soon as possible, to avoid negative impacts on the team velocity and the project outcome. One of the best ways to do this is to use the daily standup meeting, which is a short, time-boxed, and focused meeting where the team members share their progress, plans, and problems. The standup meeting can help the project manager and the team to: - Align on the sprint goals and priorities - Monitor the team’s progress and performance - Identify any impediments or risks that are affecting or could affect the team’s velocity - Assign ownership and accountability for resolving the impediments - Collaborate and support each other to overcome the challenges - Adapt and adjust the plan as needed to meet the sprint and project objectives By using the standup meeting to assess impediments and problems, the project manager can help the team to improve their velocity and meet the next review gate goal. The other options are not the best choices, because: - Increasing the sprint duration to allow the team more time would violate the agile principle of delivering value in short and frequent iterations, and would not address the root causes of the low velocity. - Prioritizing the contents of the backlog and removing some stories would reduce the scope and quality of the project, and would not solve the impediments that are affecting the team’s velocity. - Creating a change request to modify the gate review goals would delay the project delivery and increase the cost and risk of the project, and would not improve the team’s performance or velocity. References:

• Velocity Chart in Project Management – What Is It and How Do You Use It?
• What is Velocity in Agile?
• Velocity - Project Management Knowledge
• PMP Questions velocity
• How to Calculate Team Velocity
• What is team velocity and how to calculate it

According to the PMBOK Guide, the project manager should use a participatory approach to develop the project schedule, involving the team members who will perform the work1. This will increase the accuracy and reliability of the schedule estimates, as well as the commitment and ownership of the team2. Therefore, the best option is to organize a planning session with the development team and use their estimations to complete the schedule. Option B is incorrect because changing the delivery date for the project schedule based on the availability of a new contractor may not be feasible or acceptable to the stakeholders. Option C is incorrect because asking the sponsor to provide the desired completion date for project activities may not reflect the realistic effort and duration required to complete the work. Option D is incorrect because using expert judgment to estimate all of the tasks may not account for the variability and uncertainty of the work, and may not involve the input and feedback of the team members. References: 1: PMBOK Guide, 6th edition, section 6.1.2.5, p. 191 2: PMBOK Guide, 6th edition, section 6.5.2.4, p. 218

According to the PMBOK Guide, the project management plan is a formal, approved document that defines how the project is executed, monitored, and controlled1. It integrates and consolidates all of the subsidiary plans and baselines from the project management processes1. One of the subsidiary plans is the procurement management plan, which describes how the project will acquire goods and services from outside the performing organization2. The procurement management plan should include the procurement strategy, the types of contracts, the procurement documents, the source selection criteria, the roles and responsibilities, the make-or-buy decisions, and the assumptions and constraints2. Therefore, the project manager should have communicated the project management plan, including the procurement management plan, to the procurement division earlier in the project to ensure the purchase of the specific equipment. The other options are not the best actions for the project manager to have done earlier in the project. Communicating the project charter to the procurement division may not be sufficient, as the project charter only provides the high-level description of the project and its boundaries, not the details of the procurement activities3. Including a procurement division member on the project team may not be necessary or feasible, as the project team may have limited authority or influence over the procurement division’s policies and procedures. Reminding the project sponsor about the procurement division’s reputation is not a constructive or professional way to deal with the issue, as it may create conflict or resentment between the parties. References:

• 1: PMBOK Guide, 6th edition, page 89
• 2: PMBOK Guide, 6th edition, page 463
• 3: PMBOK Guide, 6th edition, page 77
• : PMBOK Guide, 6th edition, page 33
• : PMBOK Guide, 6th edition, page 558

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

The project manager should organize a discussion with the product team to clarify the missing information and resolve the discrepancy between the stakeholder’s expectations and the product team’s deliverables. The project manager should facilitate effective communication and collaboration among the project team and the stakeholder, and ensure that the product feature requirements are clear, complete, and consistent. Redirecting the stakeholder to discuss this request with the functional manager may not be helpful, as it may create confusion and conflict among the project parties. Recording the new requirements and asking the product team to develop them may not be feasible or appropriate, as it may introduce unnecessary changes and rework to the project scope. Conducting new risk and scope analyses, identifying the missing information may not be necessary or sufficient, as it may not address the root cause of the stakeholder’s concern and the product team’s disagreement. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement
• Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 8: Manage Solution Scope
• Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 4: Analysis, Task 8: Manage Solution Scope

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

 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 disagreements. An issue log is a project document that provides a mechanism for recording and communicating issues that arise during a project. It also helps to monitor their resolution. According to the PMBOK Guide, the first step in managing issues is to identify and document them in the issue log. The issue log should include information such as issue description, type, priority, owner, due date, status, and resolution. Updating the issue log will help the project manager to track and resolve the issue of the government-owned area, and communicate it to the relevant stakeholders. Identifying an alternative site, issuing a change request, or updating the risk register are possible actions that may be taken after the issue is documented and analyzed, depending on the impact and urgency of the issue. References: : PMBOK Guide, 6th edition, page 89 : PMBOK Guide, 6th edition, page 558 : PMP Sample Test Questions

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

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

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

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

The references for this answer are:

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

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

• PMBOK® Guide, 6th edition, page 25, section 1.2.4
• PMI-PBA Guide, 1st edition, page 14, section 1.3.3
• [Agile Manifesto]
• PMP Questions page 494, question 494
• Free PMP Practice Exam Questions, question 2
• PMP Project Management Professional Exam Study Guide, page 494, section 9.1

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

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

References:

• PMBOK Guide, 6th edition, pages 141-142, 161-162, 171-172
• PMP Exam Questions - Part 17 (Q 161-170), YouTube video by Certify Me Now
• [PMP Exam Prep: 100% Coverage for PMP Exam Success], Udemy course by Joseph Phillips

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

• PMBOK Guide, 7th edition, page 163
• PMI-PBA Exam Content Outline, 2018, page 10
• PMP question 391

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

 According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. However, any changes to the product scope should be controlled and evaluated for their impact on the project objectives, risks, quality, and customer satisfaction34. Therefore, the best option for the project manager in this scenario is to follow the proper change control process and evaluate the change for further impact. This way, the project manager can ensure that the change is justified, approved, documented, and communicated to all relevant stakeholders5. The project manager can also assess the potential risks and benefits of the additional feature and take appropriate actions to mitigate or exploit them6.

The other options are not the best ways to avoid this situation in the future. Managing the scope baseline to influence the factors that drive change is a proactive approach to prevent unnecessary or excessive changes, but it does not address the change that has already occurred7. Working with the customer to ensure the feature adds value is a good practice to align the product with the customer needs, but it does not consider the impact of the change on the project constraints or other stakeholders8. Performing frequent reviews with the customer to ensure that the product is working as expected is a useful technique to gather feedback and validate the product quality, but it does not prevent the introduction of new features without proper change control. References: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management: What is it, Approach & Software - Teamhood 3: [Project Scope Management | Project Management Institute] 4: [A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition], p. 131-132 5: [Change Control Process: A Complete Guide - ProjectManager.com] 6: [Project Risk Management | Project Management Institute] 7: [Project Scope Management | Project Management Institute] 8: [Project Stakeholder Management | Project Management Institute] : [Project Quality Management | Project Management Institute] : Project Scope Management | Project Management Institute : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition : Change Control Process: A Complete Guide - ProjectManager.com : Project Risk Management | Project Management Institute : Project Stakeholder Management | Project Management Institute : Project Quality Management | Project Management Institute

The project manager should determine the critical requirements to bridge the gap and ensure the project delivers the expected business value. This is because the project manager is dealing with a new and innovative solution that may have unclear or ambiguous scope and expectations. The project manager should review the RFP and identify the key terms and conditions that define the project objectives, deliverables, and constraints. The project manager should also engage with the customer and other stakeholders to elicit, analyze, and prioritize the requirements that are essential for the project success. The project manager should ensure that the critical requirements are aligned with the project vision, scope, and business value, and that they address the compliance issues that may arise in the project context. The project manager should not document the risks and mitigations, as this would be a subsequent step after determining the critical requirements. The project manager should not define the project schedule, as this would be a premature and risky action without having a clear understanding of the project scope and requirements. The project manager should not create a project scope statement, as this would be a formal document that requires the approval of the customer and other stakeholders, and that may not be feasible or appropriate for a new and innovative solution. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Section 5.2, “Collect Requirements”
• PMBOK® Guide, 6th edition, Section 5.3, “Define Scope”
• PMBOK® Guide, 6th edition, Section 5.4, “Create WBS”
• PMBOK® Guide, 6th edition, Section 5.6, “Control Scope”

According to project management best practices, one of the key elements of successful project implementation is to manage the risks and avoid scope creep12. If there are high-priority issues that require external domain expertise, the project manager should not ignore them, ask the issue reporter to close them, or reduce the project scope. These actions could compromise the quality and value of the project deliverables, and lead to customer dissatisfaction and potential litigation.

Instead, the project manager should review the open issues with the issue reporter and assess the impact and urgency of each issue. Then, the project manager should issue a change request to hire an external domain expert who can help resolve the issues and ensure the project meets the requirements and expectations of the stakeholders. This way, the project manager can maintain the project scope and quality, and manage the risks effectively34.

1: Project Management Best Practices | TeamGantt 2: Project Management Best Practices: 8 Strategies for Success 3: Best practices–the nine elements to success - Project Management Institute 4: 10 project management best practices you MUST know - Teamwork

According to the PMBOK Guide, the project manager is responsible for managing the project team, which includes developing, leading, motivating, and supporting the team members. One of the tools and techniques for managing the project team is interpersonal and team skills, which include mentoring and coaching. Mentoring and coaching are ways of providing guidance, feedback, and support to the team members to help them improve their performance, skills, and motivation. By providing routine mentoring and coaching, the project manager can identify any issues that may be affecting the team members’ performance, such as stress, burnout, conflict, or lack of recognition, and address them accordingly. This can help maintain the project team’s performance level and prevent further deterioration. References: PMBOK Guide, 6th edition, pages 349-350, 360-361; PMP Sample Test Questions, question 2.

According to the Professional in Business Analysis (PMI-PBA)® Guide, a minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development. A MVP is a way of delivering value to customers quickly and iteratively, while minimizing waste and risk. In this scenario, the project manager is faced with a drastic reduction in the project timeline, from 18 months to six months. This means that the original scope and schedule are no longer feasible, and the project manager needs to find a way to deliver a product that meets the customer’s needs and expectations within the new constraints. Reviewing the project backlog and prioritizing the high-value items that can be delivered in six months is a sensible approach to achieve this goal. The project manager can then work with the stakeholders to define and agree on the MVP that will provide the most value to the customer and the business. This option also allows for flexibility and feedback, as the MVP can be refined and improved based on customer feedback and changing requirements. Planning for overtime, applying crashing and fast tracking, and sharing the risk of failure are options that try to compress the schedule without reducing the scope. These options may increase the cost, quality, and resource risks, and may not be acceptable to the stakeholders or the customer. Seeking approval to triple the project budget and hiring more people is an option that tries to increase the resources without reducing the scope. This option may not be feasible or realistic, as it assumes that the sponsor is willing and able to provide the additional funds, and that the project can benefit from adding more people in a short time. This option may also introduce communication, coordination, and integration challenges, and may not guarantee the delivery of the product in six months. Going over the critical path with stakeholders and explaining why it is not possible to deliver all the scope in the expected timeline is an option that tries to justify the original plan without considering alternatives. This option may not be satisfactory to the stakeholders or the customer, as it does not offer any solution or value proposition. This option may also damage the relationship and trust between the project manager and the stakeholders, and may result in the cancellation or termination of the project. Conclusion: Given the options, Option B stands out as the most viable and effective action. Reviewing the project backlog and coming up with a MVP that fits the expected timeline addresses the customer’s needs and expectations, delivers value quickly and iteratively, and minimizes waste and risk. Among the presented choices, Option B emerges as the optimal solution. PMP Exam Content Outline Mapping Domain Task Process Task 2: Execute the project Topics Covered Minimum Viable Product (MVP) Project Backlog Prioritization Value Delivery References: (Professional in Business Analysis Reference Materials source and documents)

• Professional in Business Analysis (PMI-PBA)® Guide, Chapter 5, Section 5.3.1.2
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5, Section 5.2.2.2
• The Standard for Project Management – Seventh Edition, Chapter 3, Section 3.2.2.2

The project manager should inform the sponsor and document the request in the stakeholder engagement plan, as this is the best way to handle the situation without compromising the project scope, budget, or schedule. The sponsor can then decide how to deal with the key stakeholder’s request, and the project manager can update the stakeholder engagement plan accordingly. This will also help the project manager to maintain a positive relationship with the key stakeholder and avoid any potential conflicts or misunderstandings.

According to the PMBOK Guide, 7th edition, one of the principles of project management is to support team performance. This means that the project manager should foster a collaborative project team environment, build team competencies, and address and remove impediments, obstacles, and blockers for the team. In this scenario, the project manager should provide appropriate training to the team members who lack the necessary skills or knowledge to perform their tasks, rather than emphasizing deadlines, updating the schedule, or accepting the risk. Providing training will help the team improve their performance, deliver value, and meet the expectations of the steering committee and other stakeholders. References: PMBOK Guide, 7th edition, page 9, Principle 8: Support team performance.

According to the PMI-PBA guide, quality standards are the criteria that the project team uses to measure the quality of the product or service. Quality standards should be aligned with the customer’s needs and expectations, and should be defined and agreed upon by the project team and the stakeholders. Quality standards should also be adaptable to the changing requirements and feedback in an agile environment. One of the agile principles is to deliver working software frequently, which implies that testing should be done early and continuously throughout the project lifecycle. Testing is not only a way to verify the quality of the product, but also a way to validate the value of the solution and elicit feedback from the customer. Therefore, the project manager should coach the team to determine the tools and techniques suitable for the project and ensure that testing is done early and continuously, as this will help the team deliver a high-quality product that meets the customer’s needs and expectations. References:

• PMI-PBA guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Quality Standards, p. 115-116
• PMI-PBA guide, Chapter 6: Traceability and Monitoring, Section 6.2.1: Testing, p. 141-142
• PMI-PBA guide, Appendix A: Agile Principles and Practices, Section A.1: Agile Principles, p. 263
• PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.1: Plan Quality Management, p. 395-396
• PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.4: Control Quality, p. 413-414

 According to the PMI, a hybrid approach is a combination of two or more project methodologies, such as waterfall and agile, to suit the needs of the project. A hybrid approach can offer flexibility, adaptability, and customer focus, while also maintaining some level of predictability, structure, and control. However, a hybrid approach can also pose some challenges, such as stakeholder resistance, misalignment, or confusion. Therefore, the project manager needs to address and remove any obstacles and blockers that may prevent the team from achieving their goals. Obstacles and blockers are issues or impediments that hinder or stop the team’s progress, such as lack of resources, unclear requirements, technical debt, conflicts, communication gaps, etc. The project manager should follow these steps to address and remove obstacles and blockers for the team:

• Identify the obstacles and blockers by using various techniques, such as daily stand-up meetings, retrospectives, feedback sessions, surveys, etc.
• Analyze the impact, root cause, and priority of the obstacles and blockers by using tools, such as issue logs, risk registers, impact analysis, root cause analysis, prioritization matrix, etc.
• Develop and implement solutions to remove the obstacles and blockers by using methods, such as problem-solving, negotiation, escalation, delegation, collaboration, etc.
• Monitor and evaluate the effectiveness of the solutions by using measures, such as team velocity, customer satisfaction, quality metrics, etc.
• Communicate and report the status and results of the solutions to the relevant stakeholders, such as the team, the sponsor, the customer, etc.

By addressing and removing obstacles and blockers for the team, the project manager can improve the project performance, as well as the team’s productivity, quality, morale, and collaboration.

The other options are not the best choices, because:

• Asking stakeholders to communicate with the project manager and not directly with the team would create a communication bottleneck, reduce transparency, and increase the risk of misunderstanding or miscommunication.
• Empowering the team members to remove obstacles and blockers would be a good practice, but it would not be sufficient without the project manager’s support, guidance, and intervention, especially if the obstacles and blockers are beyond the team’s authority or capability.
• Adding blockers to the issue log and risk management plan would be a necessary step, but it would not be enough without taking action to resolve them. Simply documenting the blockers would not help the team to overcome them or improve their performance. References:
• Hybrid Project Management: What is it, Methodology & Software - Teamhood
• Agile, Traditional, and Hybrid Approaches to Project Success
• Impediments, Obstacles, and Blockers: How to Address and Remove Them
• 1.7. Address and remove impediments, obstacles, and blockers for the team - KnowledgeMap
• 1.7 Address and Remove Impediments, Obstacles, and Blockers … - BrainBOK

Answer steps

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

According to the PMBOK Guide, an impediment board is a visual tool that tracks the impediments or blockers that prevent the team from completing their work1. The project manager should create an entry in the impediment board and assign it to the person or team responsible for resolving it. This will help the project manager monitor the progress of the impediment resolution and communicate it to the stakeholders. The other options are not the best actions for the project manager to do. Inviting the project team to a swarming session to define a solution is a technique that can be used to address complex or urgent problems, but it is not appropriate for an issue that is outside the project team’s control2. Leveraging the network of the former department and asking for help is a possible way to expedite the completion of the task, but it is not a formal or transparent way to manage the impediment. Escalating the issue to the product owner to define the next steps is not the project manager’s responsibility, as the product owner is mainly concerned with the product vision and value, not the project execution3. References:

• 1: PMBOK Guide, 6th edition, page 570
• 2: PMBOK Guide, 6th edition, page 571
• 3: PMBOK Guide, 6th edition, page 49

According to the PMBOK Guide, the project manager should plan, manage, and monitor the communication activities throughout the project life cycle. The project manager should also consider the stakeholder needs, preferences, and expectations when choosing the communication methods, tools, and technologies. The project manager should also update the communications management plan as needed to reflect any changes in the communication requirements or approach. Therefore, the project manager should update the communications management plan based on the product owner’s preferences and distribute it to the team. This will ensure that the communication is effective, timely, and consistent among the project stakeholders. References: PMBOK Guide, 6th edition, pages 361-362, 368-369.

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

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

According to the PMBOK Guide, the project management plan is a formal, approved document that defines how the project is executed, monitored, and controlled1. It integrates and consolidates all of the subsidiary plans and baselines from the project management processes1. One of the inputs to the process of developing the project management plan is the project charter, which provides the high-level description of the project and its boundaries, as well as the high-level requirements, risks, assumptions, and constraints2. Therefore, the project manager should clarify the high-level business requirements with the event organizer as a basis for forming the deliverables list, which is part of the project scope management plan, a component of the project management plan3. The other options are not the best actions for the project manager to complete the task of developing the project management plan. Benchmarking other similar exhibitions’ deliverable lists and final outcomes is a technique that can be used to collect requirements, but it is not sufficient to form the deliverables list without clarifying the high-level business requirements first. Initiating a survey to solicit end-customer opinions and prioritize exhibition contents is also a technique to collect requirements, but it is not the first step in developing the project management plan. Initiating an additional services agreement in case the key deliverables list was not clearly stated in the contract is a risk response strategy that can be used to deal with potential scope changes, but it is not a necessary action to develop the project management plan. References:

• 1: PMBOK Guide, 6th edition, page 89
• 2: PMBOK Guide, 6th edition, page 77
• 3: PMBOK Guide, 6th edition, page 131
• : PMBOK Guide, 6th edition, page 148
• : PMBOK Guide, 6th edition, page 443

The project manager should perform a qualitative risk analysis to assess the probability and impact of the resource availability problem on the project objectives. The project manager should also identify the triggers and warning signs of the risk, and assign a risk rating or priority to the risk. This will help the project manager to determine the appropriate risk response strategy and plan accordingly. Updating the issue log may not be sufficient, as it does not address the uncertainty and potential impact of the risk. Performing a root cause analysis may not be necessary or feasible, as the resource availability problem may be beyond the project manager’s control or influence. Implementing a risk response plan may be premature, as the project manager should first analyze the risk before taking any action. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 11: Risk, Section 11.3: Assess Risks
• Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 5: Evaluation, Task 6: Assess Solution Limitations
• Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 5: Evaluation, Task 6: Assess Solution Limitations

 According to the PMBOK Guide, quantitative risk analysis is a process that numerically analyzes the effect of identified risks on overall project objectives. It is usually performed on risks that have been prioritized by the qualitative risk analysis process. Quantitative risk analysis requires specialized skills and tools, such as statistical analysis, simulation, and modeling. Therefore, not every project team member may have the knowledge or experience to perform this task. If the project manager encounters such a situation, the best option is to help the team member to perform the quantitative risk analysis through coaching, mentoring and training. This way, the project manager can ensure that the team member learns the necessary skills and techniques, and can contribute to the risk management process. This also aligns with the project manager’s responsibility to develop the project team and enhance their competencies. Option A is not the best answer because contacting the PMO and requesting another team member may cause delays and disruptions in the project schedule and team dynamics. Option B is not the best answer because escalating the issue to the functional manager may not solve the problem, and may create conflict between the project manager and the functional manager. Option D is not the best answer because performing the quantitative risk analysis for the team member may not be feasible or efficient, and may deprive the team member of the opportunity to learn and grow. References: PMBOK Guide, 6th edition, pages 431-432, 440-441.

 According to the PMBOK® Guide, the project manager should include projected inflation rates in the budget estimate for a long-term project that will be executed over several years. This is because inflation rates affect the purchasing power of the project funds and the cost of resources over time. By including projected inflation rates, the project manager can account for the changes in the value of money and the cost of goods and services, and adjust the budget accordingly. This is part of the Estimate Costs process, which involves developing an approximation of the monetary resources needed to complete the project activities. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Chapter 7, Section 7.2, Estimate Costs
• PMP Exam Prep, 10th edition, Rita Mulcahy, Page 223, Estimate Costs

This answer is based on the agile principle of responding to change over following a plan1. By reviewing the backlog and prioritizing the tasks, the project manager can deliver value to the customer faster and reduce the risk of rework. The other options are not aligned with agile principles, as they either delay the project, ignore the customer feedback, or cancel the project altogether. References: 1: Agile Manifesto

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

• : PMP Exam Content Outline
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4.1.3.2 and 4.6.3.2
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4.6
• : Business Analysis for Practitioners: A Practice Guide, Chapter 5.5.2 and 5.5.3

Answer steps as below

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 In an agile project that is part of a larger program with interconnected projects, it is essential to have a high-level plan to monitor dependencies. This ensures that all projects within the program are aligned and that dependencies are managed proactively. The PMI’s guidance on agile project management recognizes the importance of visibility and coordination among projects to manage dependencies effectively12. By developing a high-level plan, the project manager can facilitate collaboration and communication across projects, which is crucial for identifying and addressing potential issues early on.

References: = The recommendation is based on best practices in agile project management, which include planning and collaboration as key components for managing dependencies among multiple projects123.

Direct communication with the HR resource is the most effective approach to understand their concerns regarding the project plan. This aligns with conflict resolution strategies that emphasize direct engagement and problem-solving as key methods for addressing disagreements and misunderstandings in project management contexts12. By speaking directly, the project manager can gather firsthand information, clarify any misconceptions, and work collaboratively with the HR resource to address any issues, ensuring that the project plan aligns with HR requirements and constraints.

References: = This approach is supported by PMI’s guidelines on conflict resolution, which suggest that direct conversation is often the best first step in resolving conflicts, as it allows for immediate clarification and the opportunity to address concerns in a constructive manner123.

 When missing requirements specifications are identified during the design phase, the project manager should meet with the development team to review and assess the requirements. This collaborative approach ensures that all team members are aware of the discrepancies and can contribute to finding a solution. It is also aligned with the PMBOK® Guide’s emphasis on engaging stakeholders and maintaining open communication throughout the project lifecycle. By assessing the requirements with the team, the project manager can ensure that the project remains aligned with its objectives while addressing the gaps in the specifications.

References:

• Requirements Management Practice Guide | PMI1.
• Effective requirements management - Project Management Institute2.
• PMBOK Guide Seventh Edition FAQs3.

 In Agile project management, retrospectives are conducted to reflect on the previous sprint or phase of work. The Agile principle of self-organization emphasizes that teams are best positioned to determine how to accomplish their work, which includes task allocation. The project manager should support this principle by informing the functional manager that the team is responsible for self-organizing, which includes task allocation. This approach empowers the team and supports Agile methodologies’ emphasis on team autonomy and accountability.

References: = While I cannot provide direct references from the Professional in Business Analysis Reference Materials, this answer aligns with the general principles found in Agile and Scrum frameworks, as described in the Scrum Guide and Agile Manifesto.

According to the best practices in project management, when facing significant changes that impact project timelines, the project manager should first assess the situation with the project stakeholders. This involves analyzing the new circumstances, evaluating the potential impact on the project delivery, and exploring alternative solutions or adjustments to the project plan. Once a clear assessment is made, the project manager should then communicate the impact to the customer, providing them with the most accurate and updated information. This approach ensures that the customer is informed of the situation based on a thorough analysis and collaborative effort, rather than a hasty, unilateral decision by the project manager.

References:

• PMI’s Code of Ethics and Professional Conduct emphasizes the importance of responsibility, including making decisions and taking actions based on the best interests of society, public safety, and the environment1.
• The PMBOK® Guide highlights the need for project managers to engage with stakeholders to understand their needs and expectations, and to manage their engagement throughout the project2.
• The PMI Guide to Business Analysis states that business analysts should work with stakeholders to define requirements and shape project outputs3.

1: PMP Examination Content Outline - June 2019 - Project Management Institute 2: A Guide to the Project Management Body of Knowle

The PMBOK® Guide emphasizes the importance of stakeholder engagement and project communication management. When a functional manager expresses concerns about the project’s quality management techniques, it is important for the project manager to address these concerns while also maintaining the integrity of the current project schedule. Negotiating a mutually agreeable time for the workshops respects the functional manager’s concerns and the project team’s current commitments. This approach is consistent with the principles of stakeholder engagement and effective communication, ensuring that all parties’ needs are considered and addressed in a collaborative manner1.

References: (PMBOK® Guide - Sixth Edition, Section 10.1 - Project Communications Management)

According to the Project Management Body of Knowledge (PMBOK) Guide, when a stakeholder requests a change, especially when the project is nearing completion, the project manager should first raise a change request to the Change Control Board (CCB). The CCB is responsible for reviewing and approving or rejecting change requests. Informing the project sponsor about the change is also important as they need to be aware of potential impacts on the project’s objectives and deliverables. This process ensures that changes are managed in a controlled manner, minimizing the risk of scope creep and maintaining the integrity of the project management plan. References: Project Management Professional (PMP) Reference Materials, PMBOK Guide, Chapter 4: Integration Management.

When a regulatory authority announces changes that affect a project, it is essential for the project manager to review these new requirements with the compliance department. This is to understand the implications of the changes and to determine if a change request is necessary. The project manager must ensure that the project remains compliant with all relevant regulations, and this often requires adapting the project scope and plan to accommodate new regulatory requirements. Ignoring such changes or delaying their implementation could result in non-compliance and potential legal and financial repercussions for the project.

References:

• Project Management Institute. (2024). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition.
• Project Management Institute. (2024). Project Management Professional (PMP)® Certification Handbook.
• Epicflow. (2024). Changing Requirements in Project Management: How to Stay on Track1.
• Project Management Institute. (2024). An overview of the regulatory process2.
• The Digital Project Manager. (2024). Project Manager’s Guide To Implementing A Compliance Program3.

 In an agile environment, accountability is achieved through transparency, collaboration, and shared understanding of the project’s goals and objectives. The agile model emphasizes the importance of open communication and collective responsibility among team members. By fostering an environment where the marketing vice president and other stakeholders can openly discuss issues and agree on objectives, the project manager ensures that everyone is aligned and accountable for the project’s success. This approach aligns with the principles of both Agile and Business Analysis, which advocate for stakeholder engagement and collaborative decision-making to deliver value and meet business needs. References: (Agile Methodology in Project Management as a Licensed PMP1, Accountability is a Quality of Agile2, Professional in Business Analysis Certification | PMI3, What is Personal accountability? – The Functional BA4)

After resolving quality issues with deliverables, it is essential for the project manager to conduct a lessons learned session. This process is part of the knowledge area of Project Quality Management, which emphasizes the importance of continuous improvement. Conducting lessons learned helps the team understand what went wrong, why it went wrong, and how similar problems can be prevented in the future. It is a proactive step to enhance the quality of future deliverables and processes.

References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition1.
• PMI Professional in Business Analysis (PMI-PBA)® Reference Materials2.

The best course of action is for the project manager to engage with the team member to understand their concerns and work together to redefine the purpose of the report. This approach aligns with the PMI’s emphasis on collaboration, communication, and stakeholder engagement as key aspects of effective project management. By reviewing the report’s requirements, the project manager can ensure that it serves its intended purpose and is valuable to stakeholders, while also addressing the team member’s concerns about its relevance and length. References: = Project Management Professional (PMP)® Certification1, PMI Professional in Business Analysis (PMI-PBA)®2.

When faced with a significant testing backlog that is becoming a bottleneck, and the team has identified a tool that could resolve this issue, the project manager should take proactive steps to integrate this tool effectively. Enrolling team members in training on the tool is a strategic move that equips the team with the necessary skills to use the new tool efficiently, thereby addressing the bottleneck. This approach aligns with the principles of Agile and Lean methodologies, which emphasize continuous improvement and the importance of equipping team members with the skills needed to adapt to changing project demands12.

References: The decision to enroll team members in training is supported by best practices in backlog management as discussed in Agile project management resources and the PMI-PBA guidelines, which advocate for enhancing team capabilities to improve productivity and project outcomes34.

In agile project management, retrospectives are a fundamental part of the continuous improvement process. They provide an opportunity for the team to reflect on the past iteration, discuss what went well and what didn’t, and create a plan for improvements moving forward. Addressing the root cause of the quality issues is essential to prevent them from recurring. By involving the team in the problem-solving process, not only can more effective solutions be found, but it also ensures team buy-in and accountability for the quality of the deliverables. This approach aligns with the principles of the PMBOK® Guide and the agile methodology, which emphasize the importance of team collaboration, regular reflection, and adaptation to change.