PMI PMP Exam With Confidence Using Practice Dumps

The best course of action for the project manager in this situation is to review the stakeholder’s communication requirements. This aligns with the principles of stakeholder engagement and communication management in project management. By reviewing the communication requirements, the project manager can ensure that the information needs of the stakeholder are being met without causing undue disruption to the team’s work. This may involve adjusting the communication plan to provide the stakeholder with the necessary updates in a manner that is less intrusive to the team member’s workflow.

References: = The answer is verified by the principles found in the PMBOK® Guide, which emphasizes the importance of managing stakeholder expectations through effective communication strategies1. Additionally, the Professional in Business Analysis Reference Materials supports the approach of tailoring communication to meet the needs of stakeholders2.

 The project manager should work collaboratively with functional management and team members to agree on a vacation schedule that would have minimal impact on the project schedule. This approach allows for the necessary vacation time while still maintaining project progress and meeting project objectives. It is a proactive approach that involves negotiation and compromise to balance the needs of the project with the needs of the team members. References: Project Management Professional (PMP)® Examination Content Outline, June 2015, PMI; A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.

According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1. Therefore, the scenarios that are impediments are:

• A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.
• A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team’s ability to inspect and adapt their work and process3.
• A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team’s motivation, creativity, and productivity.

The scenarios that are not impediments are:

• A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog. Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.
• A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.

References: 1: Scrum Guide, November 2020, p. 9 2: The Scrum Master as an Impediment Remover, Scrum.org, April 2016, 1 3: Navigating Impediments, Scrum.org, October 2020, 2 : Solving Impediments as a Scrum Team, Scrum.org, August 2018, 3 : Scrum Guide, November 2020, p. 10 : Scrum Guide, November 2020, p. 11