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

The project manager should 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

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

According to the PMBOK Guide, 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

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