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 = The project manager should determine cross-dependencies and plan a spike in the next sprint to investigate the causes of the delay and find possible solutions. A spike is a time-boxed activity that allows the team to explore a complex problem or learn a new skill1. The project manager should also determine the risks and identify a resolution during the retrospective meeting, which is a regular event that enables the team to reflect on their performance and improve their processes2. These actions will help the project manager to address the issues that are affecting the delivery of the user stories and ensure the quality of the product. References: = PMBOK Guide 7th Edition, Chapter 5: Delivery Performance, Section 5.2.3: Plan and Manage Iterations; PMBOK Guide 6th Edition, Chapter 6: Project Schedule Management, Section 6.2.2.5: Agile Release Planning.

According to the PMBOK Guide, 6th edition, procurement management is the process of purchasing or acquiring the products, services, or results needed from outside the project team to perform the work. Procurement management can be done in a virtual environment, where the project manager and the vendors communicate and collaborate using online tools and platforms. This can help the project manager to overcome thechallenges posed by the unexpected major event that prevents the local vendors from operating. Planning to execute the procurement tasks in a virtual environment can also help the project manager to maintain the project schedule, scope, and quality, as well as to manage the risks and stakeholder expectations. References: PMBOK Guide, 6th edition, Chapter 12: Project Procurement Management1; PMI, 2023, PMP Exam Content Outline2, Domain II: Process, Task 8: Plan and manage procurement activities.

1: PMBOK Guide, 6th edition 2: [PMP Exam Content Outline]

According to the Agile Practice Guide, one of the techniques to manage stakeholder expectations and resolve conflicts is to use a voting system. This allows the stakeholders to express their preferences and reach a consensus on the requirements. A voting system can be done in various ways, such as dot voting, fist of five, or planning poker. The project manager should facilitate the voting process and ensure that the stakeholders understand the criteria and the implications of their choices. References:

• : Agile Practice Guide, page 47
• : Agile Practice Guide, page 48

= According to the PMBOK Guide, communication is one of the key skills of a project manager, and it is essential for building and maintaining relationships with the project stakeholders, including the project team. Communication can help to create a shared understanding of the project vision, goals, benefits, and expectations, as well as to address any issues, concerns, or conflicts that may arise during the project. Communication can also foster trust, collaboration, and motivation among the project team members, and enhance their performance and satisfaction. In this scenario, the project manager should communicate the project’s impact and plans to engage the project team throughout the project, as this can help to overcome the pessimism and resistance of some team members, and to align them with the project objectives and tasks. Providing team members with specific and clear instructions, escalating the team’s concerns and asking for a change in the team’s composition, or engaging the functional managers to describe the project’s impact are not the best options, as they may not address the root cause of the team’s pessimism, or may even worsen the situation by creating moreconfusion, resentment, or detachment among the team members. References: = PMBOK Guide, 7th edition, pages 50-51, 58-59, 62-63.

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

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

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

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

 According to the PMBOK Guide 7th Edition, the project manager should identify and engage stakeholders throughout the project life cycle and collect their requirements using various techniques such as interviews, surveys, focus groups, workshops, observation, prototyping, etc. The project manager should also analyze the interests and influence of stakeholders and prioritize their requirements based on the project objectives, scope, and value. The project manager should not exclude or ignore any stakeholder requirements, as this may lead to dissatisfaction, conflicts, or scope changes later in the project12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.

According to the PMBOK Guide, the project manager should manage the stakeholder expectations and engagement throughout the project lifecycle. This includes identifying the stakeholder needs and requirements, communicating with them effectively, and resolving any issues or conflicts that may arise. In this case, the project manager has learned from previous experience that the client’s turn-around times on documents sent for approval were very slow and well outside of the agreed timelines. This could affect the project schedule, scope, quality, and cost. Therefore, the project manager should work with the client on an acceptable amount of time for document approval, and establish clear and realistic expectations and criteria for the approval process. This way, the project manager can avoid or minimize the potential delays and ensure the project deliverables meet the customer satisfaction. Informing the client that extra resources will be added, updating the project risk register, or informing the client of their responsibility are not effective ways to approach this issue, as they do not address the root cause of the problem or foster a collaborative relationship with the client. References: PMBOK Guide, 7th edition, pages 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, and 35. PMP Question 351.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to “embrace adaptability and resiliency”. This means that the project manager should anticipate and respond to changes that may affect the project objectives, scope, schedule, cost, quality, or risks. The project manager should also use appropriate change management processes and tools to evaluate and implement changes in a controlled manner. The PMBOK Guide 7th Edition also states that “changes are inevitable and may originate from any source at any time during the project life cycle”. The project manager should assess the change’s overall impact to the project before submission to the change control board (CCB), which is the authorized body to approve or reject changes. The project manager should also communicate with the stakeholders who are affected by or involved in the change, and manage their expectations and feedback. Therefore, the best answer is D. References: PMBOK Guide 7th Edition, pages 11, 12, 49, 50, 51.

According to the PMBOK® Guide, a change request is a formal proposal to modify any document, deliverable, or baseline1. A change request can be initiated by any stakeholder, including the project sponsor, and should be processed through the perform integrated change control process2. The change control board (CCB) is a formally chartered group responsible for reviewing, approving, rejecting, or delaying changes on the project3. The project manager should create a change request for the CCB to review and evaluate the impact of the proposed scope change on the project objectives, constraints, and other knowledge areas. The project manager should not disregard the request, update the team, or adjust the schedule without following the change management plan and obtaining the CCB’s approval. References: 1:PMBOK® Guide, 6th edition, p. 112 2: PMBOK® Guide, 6th edition, p. 123 3: PMBOK® Guide, 6th edition, p. 125 : PMBOK® Guide, 6th edition, p. 128

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

These three techniques are suitable for planning a schedule with limited information, as they allow the project manager to adjust the plan as more details become available. Iterations and reviews involve breaking down the project into smaller cycles of work, delivering value incrementally, and obtaining feedback from stakeholders. Rolling wave planning and an adaptive approach involve planning the near-term work in detail and the distant work in broad terms, and revising the plan as the project progresses. Relative estimation involves comparing the size and complexity of tasks or deliverables to each other, rather than using absolute units of measure, and refining the estimates as more information is known. References: PMBOK® Guide, Sixth Edition, Chapter 6, Section 6.4.2.6, Section 6.5.2.3, and Section 6.5.2.4; Project Scheduling: How to Make a Schedule, ProjectManager.com, 2023.

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

This answer is based on the common ground principle, which states that effective communication requires that the parties involved share a mutual understanding of the meaning and intent of the information exchanged. To achieve common ground, the project lead should invite the participants to the workshop with sufficient lead time to prepare, so that they can review the scope statement, the project charter, and any other relevant documents. This will also allow them to raise any questions, concerns, or clarifications before the workshop. By doing so, the project lead can ensure that the workshop is productive, collaborative, and focused on achieving a common understanding of the scope among the distributed project team. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 3: The Project Environment, Section 3.2: Project Stakeholders and Governance, page 57.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.2: Project Planning, page 45.

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

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

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

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

According to the PMBOK Guide, a salience model is a stakeholder classification model that uses three attributes to categorize stakeholders: power, legitimacy, and urgency1. Power is the degree of influence or authority that a stakeholder has over the project or its outcomes. Legitimacy is the degree of involvement or interest that a stakeholder has in the project or its deliverables. Urgency is the degree of need or demand that a stakeholder has for the project or its results. The salience model helps the project manager to identify and prioritize the stakeholders based on their relative importance and impact on the project2.

In this scenario, a senior employee with experience relevant to a highly complex project is seeking a promotion to be able to join the project. The employee has made a recommendation regarding the project, which implies that the employee has some legitimacy and interest in the project. However, the project charter was recently approved, which means that the project scope, objectives, and key stakeholders have been defined and authorized. The project manager should create a salience model to determine if the employee will have influence on the project, which depends on the employee’s power and urgency. The project manager should assess the employee’s power by considering the employee’s position, role, relationship, and expertise in the organization and the project. The project manager should also assess the employee’s urgency by considering the employee’s needs, expectations, and deadlines for the project. The project manager should then compare the employee’s salience with the other stakeholders and decide whether the employee should be included in the project or not.

The project manager should not assess the influence and power of the employee to see if the employee will add value, as this is only one aspect of the salience model. The project manager should also consider the employee’s legitimacy and urgency, as well as the other stakeholders’ salience. The project manager should not evaluate the employee’s recommendation by reviewing the lessons learned from a similar project, as this is not relevant to the employee’s request. The project manager should focus on the employee’s salience, not the employee’s suggestion. The project manager should not ask the project sponsor to revisit the project charter to consider the employee’s recommendation, as this may cause unnecessary changes and delays in the project initiation. The project manager should first determine the employee’s salience and then communicate with the project sponsor and the other stakeholders about the employee’s request.

References: 1: Salience Model - BrainBOK 2: Salience Model to Analyze Project Stakeholders - PM Study Circle

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

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

This question is about managing an agile team when a team member leaves the project temporarily due to some urgent personal issues. In such a situation, the project manager should follow the agile principles and values, such as collaboration, self-organization, and customer satisfaction. Therefore, the best option is to reach an agreement with the team on how to handle the situation. The project manager should communicate with the team and the team member who is leaving, and facilitate a discussion on how to redistribute the tasks, adjust the scope, or reprioritize the backlog. The project manager should also support the team in finding the best solutions, such as cross-training, mentoring, or pairing. The project manager should also monitor and control the project performance and the team morale, as well as communicate the progress and the issues to the relevant stakeholders. The other options are not consistent with the agile principles and values, as they may compromise the quality, functionality, or value of the product, or the trust, respect, or empowerment of the team. Convincing the team member not to leave until the project is completed may not be realistic or ethical, as the team member may have a valid reason to leave, or it may affect their personal or professional well-being. Reaching out to the procurement team to hire a substitute for the team member may not be feasible or beneficial, as it may increase the cost, risk, or complexity of the project, or it may disrupt the team dynamics or the sprint rhythm. Allowing senior management to decide how to proceed with the project may not be necessary or effective, as the senior management may not have the authority or the expertise to make the best decisions for the project, or it may undermine the team’s autonomy or accountability. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 487.
• What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave), Project Management Stack Exchange, 2018, pp. 1-2.
• Are You Handling a Team Member Leaving Your Project Properly?, Online PM Courses, 2017, pp. 1-2, 4-5.
• Four things you should do whenever someone leaves your project, Planview Blog, 2018, p. 1.
• How to save your project when a key team member leaves, Futuramo Blog, 2017, p. 1.

According to the PMBOK® Guide, project communication management involves the processes of planning, managing, and monitoring project communications. The project manager is responsible for ensuring that the communication needs of the project stakeholders are met and that the information is timely, clear, and consistent. One of the tools and techniques for managing communications is communication methods, which include interactive, push, and pull communication. The project manager should inform the relevant stakeholders about the delay in the installation of the internet service, using the appropriate communication method for each stakeholder group. The relevant stakeholders include the call center agents, their functional managers, the carrier, and any other parties that are affected byor interested in the project. Informing the relevant stakeholders will help the project manager to manage their expectations, avoid confusion or conflict, and maintain good relationships. References:

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

According to the PMBOK Guide, the project manager should monitor and control the project work, including identifying and responding to risks, issues, and changes that may affect the project objectives. The project manager should also communicate relevant information to the project stakeholders in a timely and appropriate manner. In this scenario, the project manager faces a resource risk that may impact the project deliverable and schedule. The best course of action is to perform an impact analysis to assess the severity and probability of the risk, and then readjust the schedule as needed to accommodate the resource gap. The project manager should also communicate the changes to the customer and other stakeholders, and seek their feedback and approval. This option demonstrates proactive and transparent project management, and aligns with the agile values of customer collaboration and responding to change. Asking the product owner to stretch the delivery team further to complete the final product in the original timeline (option B) may not be feasible or desirable, as it may compromise the quality and scope of the product, and increase the stress and workload of the team. Requesting additional funding from the sponsor to obtain a new resource to fill in the gap (option C) may also be unrealistic or unnecessary, as it may incur additional costs and time to onboard and train the new resource, and may disrupt the existing team dynamics and performance. Informing the customer of the impact immediately and preparing for escalation (option D) may also be premature and counterproductive, as it may create unnecessary panic and conflict, and may undermine the trust and confidence of the customer and other stakeholders. The project manager should first analyze the impact and propose a solution before informing the customer and escalating the issue. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author2

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

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

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

 The product backlog is a prioritized list of features and requirements that the project team needs to deliver. The iteration backlog is a subset of the product backlog that the team commits to complete in a given iteration. Adding a feature that is not part of the MVP to the iteration backlog can disrupt the team’s workflow and compromise the quality of the deliverables. Therefore, the project manager should ensure that the feature is added to the product backlog, explain to the sponsor the impact of the request on the team’s performance and the project schedule, and ask the team to include the feature’s tasks in the next iteration, after they have completed the current iteration’s tasks. This way, the project manager can balance the sponsor’s expectations and the team’s capacity, while maintaining the project’s scope and quality. References: PMBOK Guide, PMI Study Hall, PMP Question Bank

PMBOK Guide, 7th edition, pages 128-129, 132-133 :

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

According to the Project Management Professional (PMP) Reference Materials, the project manager should request additional resources to be incorporated to the project team when a few key team members recently left the project team, and the remaining members took time to understand the details and found it difficult to make progress, resulting in a serious delay in the project schedule. This is because the project manager needs to ensure that the project has sufficient resources to complete the work within the agreed time, cost, and quality constraints. By requesting additional resources, the project manager can fill the gaps left by the departed team members, and provide the necessary skills, expertise, and experience to the project. The project manager can also use the additional resources to accelerate the work, reduce the learning curve, and mitigate the risks associated with the team turnover. Requesting additional resources can help the project manager to recover from the setback, and deliver the project successfully. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, How To Handle A Key Team Member Leaving At A Critical Project Point.

According to the PMBOK Guide 7th Edition, the communications management plan is a document that describes how the project information will be planned, managed, monitored, and controlled. It includes information such as the communication requirements, methods, channels, frequency, roles, responsibilities, and escalation procedures for each stakeholder group. The communications management plan should be used to help avoid this kind of situation, as it would specify how the team member should communicate with the supplier, what mode and frequency of communication should be used, what information should be exchanged, and what actions should be taken if the communication fails or the response is delayed. The communications management plan would also define the escalation process for reporting andresolving issues that affect the project performance or stakeholder satisfaction. A statement of work, an escalation process, or a stakeholder register are not sufficient documents to help avoid this kind of situation, as they do not provide the comprehensive and detailed guidance on how to communicate effectively and efficiently with the supplier and other stakeholders involved in the server acquisition. References: PMBOK Guide 7th Edition, page 105-106.

This answer is based on the knowledge area of project cost management, which involves planning, estimating, budgeting, managing, and controlling the project costs. Earned value (EV) is a tool that measures the actual work completed and the value of that work, compared to the planned work and the budget. By using EV, the project manager canmonitor the project performance and progress, and identify any variances or deviations from the baseline. The project manager can also use cost triggers and trend analyses to detect and respond to any potential issues or risks that may affect the project cost. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 7: Planning and Managing the Budget, Section 7.3: Managing the Budget, page 173.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.3: Project Monitoring and Controlling, page 53.

According to the PMBOK® Guide 7th Edition, the project manager should select the project approach that best suits the project context and stakeholder needs. The project manager should also consider the impact of the chosen approach on the project delivery and the organization. Therefore, the project manager should review the adaptive tools’ impact and obtain agreement from the functional manager before implementing them in the project. This would help to address the functional manager’s concerns and ensure alignment with the PMO’s request. Option A is incorrect because it ignores the functional manager’s concerns and may cause resistance or conflict. Option C is incorrect because it disregards the PMO’s request and may miss the opportunity to use adaptive tools that could benefit the project. Option D is incorrect because it assumes that the project manager can make the decision on the project approach without consulting the functional manager or the PMO, which could lead to misalignment or misunderstanding. References: PMBOK® Guide 7th Edition, Chapter 2: Creating a High-Performing Team, Section 2.3: Selecting the Project Approach, p. 37-38.

 The project manager should analyze the cost and identify the project benefits before initiating a project involving a new technology. This is because the project manager needs to justify the business case and the return on investment (ROI) of the project to the project sponsor and other stakeholders who will approve the project. The projectmanager should also consider the alignment of the project with the organizational strategy and goals. The project manager should use tools and techniques such as cost-benefit analysis, net present value (NPV), internal rate of return (IRR), and benefit-cost ratio (BCR) to evaluate the feasibility and viability of the project.

• Option A is not a good action, as reviewing the cost and schedule baselines for execution is a planning activity that should be done after the project is approved and initiated. The project manager should not assume the project baselines before conducting a thorough analysis of the project scope, requirements, resources, and constraints.
• Option B is not a good action, as identifying the risks in implementing the new technology is also a planning activity that should be done after the project is approved and initiated. The project manager should not focus on the potential negative outcomes of the project before establishing the positive outcomes and benefits of the project.
• Option C is not a good action, as defining change management for the new technology is also a planning activity that should be done after the project is approved and initiated. The project manager should not anticipate the changes that may occur during the project execution before defining the project scope, objectives, and deliverables. References:
• [PMBOK Guide], 6th edition, page 33, section 1.2.3
• [PMP Exam Content Outline], page 8, task 1 under domain 1

project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get the project back on track.

The other three options are not the best actions for a servant leader to take, because:

• Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the first thing to do. The project manager should first try to address the root causes of the team’s low performance, and explore other ways to improve the schedule, such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and confidence of the team members and the sponsor.
• Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.
• Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered and demotivated. It may also increase the workload and stress of the project manager, and hinder the team’s collaboration and learning.

References:

• Leadership Styles - BrainBOK
• 7 Traits of Servant Leadership in Agile Project Management - Project Management Academy
• Servant Leadership in PMO Management: A Path to Success - IIL Blog
• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.

According to the PMBOK Guide, a project manager should always comply with the applicable laws, regulations, and policies that affect the project. The project manager should also use various tools and techniques to optimize the project schedule, such as fast tracking, crashing, or agile methods. By doing this, the project manager can ensure that the project meets the quality standards and customer expectations, while also delivering the product as soon as possible. References:

• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, page 17
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, page 51
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, page 53

The project lead should first discuss with the product owner, who is responsible for defining and prioritizing the product requirements and ensuring that they deliver value to the customer and the organization. The project lead should understand the rationale behind the senior manager’s request and the impact it would have on the product vision, scope, and schedule. The project lead should also collaborate with the product owner to assess the feasibility and desirability of the proposed redesign and determine the best way to handle it in the hybrid delivery approach. This approach is consistent with the principles of stakeholder engagement, communication management, and agile project management. References:

• PMBOK Guide, 6th edition, pages 51-52, 513-514, 686-687.
• PMP Exam Content Outline, June 2019, pages 6-7, 10-11, 16-17.
• Agile Practice Guide, pages 19-20, 27-28, 35-36.

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

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

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

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

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

= According to the PMBOK Guide, 7th edition, one of the project manager’s roles is to facilitate collaboration among team members and stakeholders1. This includes resolving conflicts and promoting a positive team environment2. Therefore, the best option for the project manager is to encourage both team members to meet as soon as possible and resolve the problem. This way, the project manager can help them understand each other’s perspectives, find common ground, and reach a mutually acceptable solution3. Reporting the disruptive team member to the HR department (option A) may escalate the conflict and damage the trust and relationship between the team members. Suggesting that the team member ignore the disruptive team member and focus only on the work (option B) may not address the root cause of the problem and may lead to further resentment and frustration. Monitoring the situation for a few weeks to determine if the disruptive team member’s attitude changes (option C) may not be effective, as the conflict may worsen over time and affect the team’s performance and morale. References: 1: PMBOK Guide, 7th edition, page 95 2: PMBOK Guide, 7th edition, page 97 3: PMBOK Guide, 7th edition, page 98

According to the Project Management Professional (PMP) Reference Materials, a stakeholder register is a tool that the project manager should have used to prevent this situation. A stakeholder register is a document that identifies and analyzes the project stakeholders, their roles, interests, expectations, influence, and communication needs. A stakeholder register helps the project manager to plan and manage stakeholder engagement, and ensure that the project meets the stakeholder requirements and expectations. A stakeholder register also helps the project manager to identify and address any potential conflicts, risks, or issues that may arise from the stakeholder involvement. By using a stakeholder register, the project manager could have avoided the situation where a key stakeholder did not receive the functionality test status reports, and noticed that an important functionality for their area was not tested. The project manager could have ensured that the stakeholder was properly informed and involved in the testing process, and that their feedback and approval were obtained before moving to the next phase of the project. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Stakeholder Register.

This answer is based on the principle of stakeholder engagement, which involves identifying and addressing the needs, expectations, and concerns of the project stakeholders, including the project team members. By having a meeting with the resource who wants to leave the project, the project manager can try to understand the reason behind this decision, and explore the possible options to retain the resource or mitigate the impact of the resource change. This will also help to maintain a good relationship with the resource and avoid any negative consequences for the project performance or morale. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Engaging Stakeholders, Section 13.2: Planning Stakeholder Engagement, page 305.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.1: Project Initiation, page 39.

According to the PMBOK Guide 7th Edition, the project manager should engage stakeholders throughout the project life cycle and leverage their expertise, insights, and influence to achieve project objectives. In an agile approach, the project manager should also foster collaboration and communication among the project team and the stakeholders, and encourage feedback and adaptation. In this case, the project manager should recognize the stakeholder’s skills as an asset for the project and evaluate the possibility of the stakeholder supporting the project team, either as a subject matter expert, a customer representative, a mentor, or a sponsor12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61; Chapter 5: Project Delivery Approaches and Life Cycles, Section 5.2: Agile Delivery Approach, Page 125.

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1 blog.masterofproject.com2 buddy4exam.com3reddit.com

this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where a project manager has taken over an agile project that has several issues during product development due to unclear product requirements. The question asks how the project manager should resolve this issue.

Based on this information, the best answer is option B, which is to review issues and identify opportunities for improvement that add value to the product. This is because reviewing issues and identifying opportunities for improvement is an agile practice that can help the project manager to address the root cause of the problem, which is the lack of clarity and alignment on the product requirements. Reviewing issues and identifying opportunities for improvement can involve conducting retrospectives, which are sessions that allow the project team to reflect on what went well, what went wrong, and what can be improved in the project. Reviewing issues and identifying opportunities for improvement can also involve engaging the product owner, who is the person who represents the customer and defines the product vision, value, and features. Reviewing issues and identifying opportunities for improvement can help the project manager to ensure that the product requirements are clear, prioritized, and validated, as well as to deliver value and quality to the customer and stakeholders.

Option A, which is to ask the team to rework the definition of done (DoD) before items can be pulled into the backlog, is not a good answer. This is because asking the team to rework the definition of done may not be relevant or effective to resolve the issue of unclear product requirements. The definition of done is a set of criteria that determines when a product increment or a backlog item is completed and ready for delivery. The definition of done may include technical, functional, and quality standards that the product must meet. Asking the team to rework the definition of done may not address the issue of unclear product requirements, as it may not reflect the customer needs and expectations. Asking the team to rework the definition of done may also delay the project progress, as it may prevent the team from pulling items into the backlog, which is a list of features, functions, requirements, enhancements, and fixes that deliver value to the customer.

Option C, which is to gather the project team and product owner to find a solution design, is not a good answer. This is because gathering the project team and product owner to find a solution design may not be the next step or the best way to resolve the issue of unclear product requirements. The solution design is a process that involves creating and documenting the technical and functional specifications of the product. The solution design may include the architecture, components, interfaces, data models, algorithms, and testing methods of the product. Gathering the project team and product owner to find a solution design may not be the next step, as it may require some prior analysis and validation of the product requirements. Gathering the project team and product owner to find a solution design may not be the best way, as it may not follow the agile principle of delivering working software over comprehensive documentation, and responding to change over following a plan.

Option D, which is to assist the team in estimating project tasks such as milestones and story points, is not a good answer. This is because assisting the team in estimating project tasks may not be relevant or sufficient to resolve the issue of unclear product requirements. Estimating project tasks is a process that involves determining the amount of time, effort, and resources required to complete the project work. Estimating project tasks may include using techniques such as analogous, parametric, three-point, or bottom-up estimation. Estimating project tasks may also involve using units of measurement such as milestones, which are significant events or achievements in the project, or story points, which are relative values that indicate the size or complexity of a backlog item. Assisting the team in estimating project tasks may not be relevant, as it may not address the issue of unclear product requirements, which may affect the accuracy and reliability of the estimates. Assisting the team in estimating project tasks may not be sufficient, as it may not ensure that the project delivers value and quality to the customer and stakeholders. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.

A project management information system (PMIS) is a tool that helps project managers and team members to collect, organize, and distribute project information. A PMIS can also facilitate collaboration and communication among project stakeholders, as well as control changes and manage configuration of project documents. By implementing a PMIS, the project manager can avoid the situation of having outdated or conflicting versions of the requirements document, and ensure that everyone is working on the same page. References: = PMBOK Guide, 6th Edition, Section 4.1.2.2, Project Management Information System1; PMP Exam Prep, 10th Edition, Page 1312

According to the PMBOK Guide, the project manager should evaluate the performance of the project team members based on the agreed-upon KPIs, which are measurable values that demonstrate how effectively the team is achieving the project objectives. The KPIs should be defined and communicated at the beginning of the project, and monitored and reported throughout the project lifecycle. The KPIs can include metrics such as quality, schedule, cost, scope, customer satisfaction, and team engagement. The project manager should use the KPIs as the main reference to provide a fair and objective performance rating of the team members, and to recognize and reward their contributions. References: PMBOK Guide, 7th edition, pages 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, and 41. Quizlet.

According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “enable team members and stakeholders to align their efforts and work as a team” (p. 13). Thisprinciple implies that the project manager should support the team members in developing their skills, knowledge, and capabilities, and provide them with the necessary resources, tools, and guidance. The project manager should have allocated additional time for mentoring the intern, as this would have helped the intern to learn from the senior engineer, gain confidence, and contribute effectively to the project. Requesting an experienced resource, convincing the critical resource, or negotiating additional time are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the lack of adequate training and support for the intern. References: PMBOK Guide, 7th edition, p. 13; PMP Exam Content Outline, Domain II: Process, Task 6.

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

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

The project manager should have ensured that communications were sent to all stakeholders when requirements change, as this is one of the key processes in the Project Communications Management knowledge area. According to the PMBOK Guide, the project manager should implement the approved actions and workarounds required to manage project risks, which may include changes to the project management plan, project documents, and organizational process assets. The project manager should also monitor and control project work to track, review, and regulate the progress and performance of the project, identify any areas in whichchanges to the plan are required, and initiate the corresponding changes. The project manager should communicate the project status, issues, risks, and changes to the relevant stakeholders, as well as obtain their feedback and input. Ensuring changing stakeholder needs and requests were properly monitored (A) is not enough, as the project manager also needs to communicate the changes to the affected stakeholders. Ensuring project requirements were validated and communicated with the procurement team © is not sufficient, as the project manager also needs to communicate the changes to the other stakeholders, such as the end users, sponsors, and senior management. Ensuring procurement contracts were able to be canceled when situations like this arise (D) is not a proactive or effective way to manage changes, as it may incur additional costs, delays, and conflicts with the vendors. References: PMBOK Guide, 6th edition, pages 368-369, 387-388, 443-444; PMP Examination Content Outline, pages 9-10, 13-14.

According to the Project Management Professional (PMP) Reference Materials, a project manager should work with the IT team to prioritize the validation and release of the new features. This is because the project manager is responsible for ensuring that the product delivers value to the customer on an incremental basis, as per the agile principles. The project manager should collaborate with the IT team to understand their constraints and challenges, and help them align their work with the product vision and roadmap. The project manager should also facilitate communication and coordination between the IT team and the agile development team, and ensure that the release process is streamlined and efficient. By working with the IT team, the project manager can foster a culture of trust and mutual respect, and avoid unnecessary conflicts or escalations. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Agile Release Planning Best Practices for Product Managers, Agile Release Train.

According to the PMBOK Guide, 6th edition, page 349, a monetary award is a type of recognition and reward that can be used to motivate and appreciate the project team members for their performance and contribution. However, a monetary award alone may not be sufficient to address the underlying issues of scheduling delays, overtime work, and misunderstandings among team members. Therefore, the project manager should also use the award to arrange a luncheon for all team members and include team-building sessions. This way, the project manager can foster a sense of camaraderie, collaboration, and trust among the team members, as well as provide them with an opportunity to relax, socialize, and celebrate their achievements. A luncheon and team-building sessions can also help the project manager to identify and resolve any conflicts, communication gaps, or interpersonal problems that may affect the team performance and morale. References:

• PMBOK Guide, 6th edition, page 349
• Free PMP Practice Exam Questions - 120 Sample Test Questions

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

According to the PMBOK Guide, the issue log is a project document that records and monitors the resolution of issues that arise during a project. Issues are points or matters in question or in dispute, or that are not settled and are under discussion or over which there are opposing views or disagreements. Issues can be related to any aspect of the project, such as scope, schedule, cost, quality, resources, communication, risk, procurement, or stakeholder engagement. The issue log helps the project manager and the project team to track the status of issues, assign responsibilities, establish priorities, and set target dates for resolution. The issue log is updated as new issues are identified and current issues are resolved. The issue log is also a communication tool that informs stakeholders about the issues and how they are being handled. References: PMBOK Guide, 6th edition, pages 89, 123, 558.

According to the PMBOK Guide, the project manager is responsible for managing the project team by tracking team member performance, providing feedback, resolving issues, and managing team changes. One of the tools and techniques for managing the project team is interpersonal and team skills, which include conflict management, negotiation, and emotional intelligence. In this scenario, a key team member informs the project manager that they have been accepted to a master’s degree program, which will coincide with the last phase of the project. This may create a potential conflict between the team member’s personal and professional goals, and affect the project performance. The best way to handle this situation is to assess the team member’s commitment to the master’s program and its impact on project performance, using interpersonal and team skills. This option allows the project manager to understand the team member’s perspective, evaluate the risks and benefits of the situation, and negotiate a mutually acceptable solution that balances the team member’s needs and the project’s objectives. Asking the team member to inform HR, delegate some of their tasks, or postpone their enrollment are not the best options, as they do not address the underlying conflict, or respect the team member’s autonomy and career aspirations. These options may also create resentment, demotivation, or turnover among the team member, which can negatively affect the project performance. References: PMBOK Guide, 7th edition, pages 217-218, 9.6 Manage Team.

 In a hybrid project, the project manager needs to balance the customer’s expectations and the team’s capabilities, while following the contract terms and the project management plan. The project manager should ask the customer for their priorities regarding the requirements for the second milestone, as this can help to identify the most important features or functionalities that the customer wants to deliver in the first quarter. This can also help to manage the scope and avoid scope creep. The project manager should also go back to the development team and discuss which second milestone requirements can be performed in the first quarter, as this can help to assess the feasibility and the impact of the change request on the schedule, cost, quality, and resources. The project manager should then communicate the results of the analysis to the customer and negotiate a mutually acceptable solution.

The other options are not appropriate actions for the project manager to take. Option B is not customer-oriented and does not address the customer’s need for a tangible outcome. Option C is not constructive and does not offer any alternatives or solutions. Option E is not proactive and does not involve the customer or the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 134-135, 176-177, 444-445; PMP Exam Content Outline, 2021, pages 9-10, 14-15

According to the PMBOK Guide 7th Edition, the project manager should first assess the impact of any issue or risk on the project objectives before taking any action. In this case, the project manager should evaluate the impact of nonrenewal of the license on the project scope, schedule, cost, quality, and other factors. This will help the project manager to determine the best course of action, such as renewing the license, finding an alternative solution, or accepting the risk. References: PMBOK Guide 7th Edition, Chapter 4: Project Delivery, Section 4.3: Monitor and Control Project Work, Page 97.

= This answer is based on the concept of process tailoring, which is the act of determining the appropriate project management processes, tools, techniques, inputs, and outputs for a specific project. By meeting with the PMO/compliance entity, the project manager can ensure that the agile project is aligned with the organizational strategy, governance, and standards, and that the agile deliverables meet the compliance requirements of the organization. This will also help to establish a common understanding and agreement on the roles, responsibilities, expectations, and communication channels among the project stakeholders. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: The Project Environment, Section 2.3: Project Management Office, page 41.
• Agile Practice Guide, Chapter 3: Life Cycle Selection, Section 3.2: Implementing Agile: Assessing the Current State of the Project, page 28.

According to the PMBOK® Guide, project resource management involves the processes of planning, acquiring, developing, managing, and controlling project resources. The project manager is responsible for ensuring that the project team members have the necessary skills, knowledge, and abilities to perform their assigned tasks. One of the tools and techniques for developing the project team is training, which includes formal or informal learning activities to enhance the competencies of the team members. The project manager should assign an experienced resource to support the team member who is having difficulty with the new system, and provide them with the appropriate training to help them understand and use the system effectively. This will help the project manager to improve the team member’s performance, reduce the risk of delay, and increase the quality of the deliverables. References:

• PMBOK® Guide, Sixth Edition, Chapter 9: Project Resource Management, pp. 313-360.
• PMP Exam Prep Coursebook, Chapter 9: Project Resource Management, pp. 9-1 - 9-16.

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

 According to the PMBOK Guide 7th Edition, the project manager should act as a facilitator and coach in an agile environment, which means supporting the team members in their self-organization, collaboration, and decision making. The project manager should also respect the team’s autonomy and empower them to deliver value. Therefore, the best option is to allow the team to decide on their own which option should be implemented, based on the results of the spikes. Asking the project sponsor, organizing a multivoting event, or organizing more spike events are possible actions that the project manager can take later, but they are not the best option to support the team in their agile approach. References: PMBOK Guide 7th Ed., 2.0 The Project Delivery Principles, Page 9; PMBOK Guide 7th Ed., 3.0 The Project Team, Page 23; 1

One of the key principles of agile project management is to deliver value to the customer frequently and iteratively. This means that the team should aim to deliver working software or features that meet the customer’s needs and expectations in each iteration, rather than waiting until the end of the project to deliver the whole product. This way, the team can get feedback from the customer and make adjustments as needed, as well as reduce the risk of delivering something that does not satisfy the customer. Therefore, if the team discovers that they are unable to implement a feature completely in the first iteration, and that the feature is a critical component that the customer has prioritized, the best option is to split the feature into smaller subfeatures, implement them, and then deliver them incrementally in multiple iterations. This will allow the team to deliver value to the customer sooner, as well as to manage the scope and complexity of the feature more effectively. The other options are not consistent with the agile principles and values, as they may compromise the quality, functionality, or customer satisfaction of the feature. Reducing the scope of the feature to fit into one iteration may result in delivering a feature that does not meet the customer’s requirements or expectations, or that is not fully tested or integrated. Going back to the customer and explaining that they cannot implement the feature completely in one iteration may cause the customer to lose trust or confidence in the team’s ability or commitment, or to perceive the team as inflexible or unresponsive. Asking the customer to simplify the feature so that it can be implemented in one iteration may imply that the team is not willing or able to handle the complexity or challenge of the feature, or that the team is not respecting the customer’s needs or preferences. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55.
• Agile project management and the PMBOK® guide, Sliger, M. (2008). Agile project management and the PMBOK® guide. Paper presented at PMI® Global Congress 2008—North America, Denver, CO. Newtown Square, PA: Project Management Institute.
• What Is Agile Project Management?, Good, L. (2023). What Is Agile Project Management? Project-Management.com.

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

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

 In an agile team, the project manager should foster a culture of self-organization and empowerment, where the team members are given the authority and responsibility to make decisions that affect their work. This can increase the team’s motivation, creativity, and productivity, as well as reduce the need for micromanagement and bureaucracy. Discouraging the team members from asking for more autonomy, or delegating the decision-making to the team lead or the management team, can undermine the agile principles and values, and create dissatisfaction, confusion, or conflict among the team members. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.3.1: Agile Principles and Values
• Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.2: Empowerment and Collaboration
• [PMP Exam Content Outline], Domain III: People, Task 8: Support team performance.

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

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

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

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

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

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

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

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

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

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

According to the PMBOK Guide, a change management process is the mechanism used to initiate, record, assess, approve, and resolve project changes1. Project changes are needed when it is deemed necessary to change the scope, time, or cost of one or more previously approved project deliverables. Most changes will affect the budget and/or schedule of the project. A change management process should include the following steps2:

• First, identify opportunities for improvement and secure approval from stakeholders.
• Then, make a plan and evaluate your processes.
• Communicate the changes, monitor progress, and continue to assess any risks.

In this scenario, the project manager received a request to add features and functions to the project after the scope had already been established. This means that the request is a proposed change to the project scope statement, which is a formally controlled document that describes the project’s deliverables and the work required to create them3. The project manager should follow the change management process to handle the request, which involves:

• Documenting the request by completing a change request form, which contains the description, justification, and impact analysis of the change.
• Submitting the request to the change control board (CCB), which is a formal group that reviews, evaluates, and approves or rejects changes.
• Implementing the approved changes and updating the project management plan, the project documents, and the project baselines accordingly.
• Communicating the status and outcome of the change request to the relevant stakeholders.

The project manager should not follow the stakeholder engagement process, as this is not directly related to the change request. The stakeholder engagement process is the process of identifying, analyzing, planning, and managing the expectations and involvement of the project stakeholders4. The project manager should not follow the risk management process, as this is not sufficient to deal with the change request. The risk management process is the process of identifying, analyzing, planning, and controllingthe uncertainties that may affect the project objectives. The project manager should not follow the requirements management process, as this is not applicable to the change request. The requirements management process is the process of eliciting, documenting, analyzing, validating, and managing the needs and expectations of the project stakeholders.

References: 1: PMBOK Guide, 6th edition, page 115. 2: 8 Steps for an Effective Change Management Process 3: PMBOK Guide, 6th edition, page 154. 4: PMBOK Guide, 6th edition, page 513. : PMBOK Guide, 6th edition, page 397. : PMBOK Guide, 6th edition, page 139.

According to the PMBOK Guide, 7th edition, project planning is the process of establishing the scope, objectives, and course of action for the project. Project planning involves developing the project management plan, which is a document that describes how the project will be executed, monitored, and controlled. Project planning also involves engaging the project stakeholders, identifying the project requirements, defining the project scope, estimating the project resources, creating the project schedule, determining the project budget, assessing the project risks, and establishing the project governance. Project planning is essential for the project success, as it provides the basis for project performance measurement and control. In this question, the project manager has been assigned to a project that involves building 100 wells for a small community that is urgently in need of access to water. The question asks what the project manager should do next.

Based on this information, the best answer is option B, which is to start project planning and develop the project management plan. This is because starting project planning and developing the project management plan is the logical and necessary next step for the project manager after being assigned to the project. Starting project planning and developing the project management plan can help the project manager to define the project scope, objectives, and course of action, as well as to align the project with thestakeholder needs and expectations. Starting project planning and developing the project management plan can also help the project manager to address the project urgency, as it can enable the project manager to prioritize the project activities, allocate the project resources, and manage the project risks.

Option A, which is to hire local contractors who are familiar with the environment, is not a good answer. This is because hiring local contractors who are familiar with the environment may not be the next step for the project manager, as it may require some prior planning and analysis. Hiring local contractors who are familiar with the environment may involve defining the project procurement strategy, conducting market research, preparing the procurement documents, soliciting bids or proposals, evaluating and selecting vendors, and negotiating and signing contracts. Hiring local contractors who are familiar with the environment may also depend on the availability, suitability, and affordability of the local contractors, as well as the legal and ethical implications of the procurement process.

Option C, which is to face the challenge immediately and start sending relief to the town, is not a good answer. This is because facing the challenge immediately and starting sending relief to the town may not be the next step for the project manager, as it may not be part of the project scope or objectives. Facing the challenge immediately and starting sending relief to the town may involve providing humanitarian aid, such as food, water, medicine, or shelter, to the affected community. Facing the challenge immediately and starting sending relief to the town may also require coordination and collaboration with other organizations, such as government agencies, non-governmental organizations, or international bodies, that are involved in the relief efforts. Facing the challenge immediately and starting sending relief to the town may also entail additional risks and challenges, such as security, logistics, or cultural issues, that may affect the project delivery.

Option D, which is to process a change request for additional funding due to project urgency, is not a good answer. This is because processing a change request for additional funding due to project urgency may not be the next step for the project manager, as it may not be justified or approved. Processing a change request for additional funding due to project urgency may involve documenting the rationale, impact, and benefits of the change, as well as submitting the change request to the appropriate authority for review and approval. Processing a change request for additional funding due to project urgency may also depend on the availability, allocation, and distribution of the project funds, as well as the alignment of the change with the project scope, schedule, quality, and risks. References: PMBOK Guide, 7th edition, Chapter 5: Planning1; Chapter 6: Project Management Plan2; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 2: Plan and manage project/phase scope3.

According to the PMBOK Guide, a project approach is the way a project is planned, executed, monitored, controlled, and closed. A project approach should be designed based on the context of the project, its objectives, stakeholders, governance, and the environment1. A project approach should use “just enough” process to achieve thedesired outcome while maximizing value, managing cost, and enhancing speed1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2.

In this scenario, the project is in a very initial stage and the requirements are evolving, which means there is a high level of uncertainty and change. The customer would like to launch the product keeping the scope flexible, which means they are open to feedback and adaptation. The project team intends to start the work based on the forecast of a similar project delivered last year, which means they have some historical data and experience to guide them. These factors suggest that an agile approach would be suitable for this project, as it can provide flexibility, adaptability, and customer focus while delivering value incrementally and iteratively2.

One of the most popular agile approaches is Scrum, which is a framework for managing complex projects that deliver products or services in short iterations called sprints3. Scrum involves a self-organizing and cross-functional team, a product owner who represents the customer and defines the product backlog, and a Scrum master who facilitates the Scrum process and removes impediments3. Scrum also involves several events, such as sprint planning, daily Scrum, sprint review, and sprint retrospective, to ensure collaboration, communication, and continuous improvement3.

Therefore, executing the project as a Scrum project would suit the scenario, as it can accommodate the evolving requirements, the flexible scope, and the competitive market. Scrum can also leverage the forecast of the similar project as an input for the product backlog and the sprint planning, and adjust the work based on the feedback and the changes in the environment.

References: 1: 12 Principles of Project Management 2: Project Management Professional (PMP)® Certification 3: PMP® Certification Info Summary

= In an agile project, the project manager should use various methods to monitor and track the project performance and progress, such as burn charts, cumulative flow diagrams, Kanban boards, etc. These methods can help the project manager identify any impediments or issues that may affect the project delivery and take corrective actions as soon as possible. The project manager should also encourage the team to raise any impediments during the daily stand-up meetings and facilitate the removal of those impediments. By seeking and implementing alternative ways to track progress and impediments, the project manager can prevent the situation where a technical impediment puts the project delivery in jeopardy overnight. B, C, and D are not the best answers because they do not address the root cause of the problem, which is the lack of effective monitoring and tracking of the project performance and progress. Historical data, technical training, and risk response plan are useful tools and techniques, but they are not sufficient to prevent the situation described in the question. References: PMBOK Guide, PMI Study Hall, PMP Question Bank

PMBOK Guide, 7th edition, pages 128-129, 132-133 :

According to the PMBOK Guide, the project manager should develop the project team by improving the competencies, interaction, and environment of the team members. The project manager should also use various methods and techniques to enhance the team performance and satisfaction, such as coaching, mentoring, training, feedback, recognition, and rewards. In this scenario, the project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully. This is a human resource risk that may affect the quality and delivery of the project. The best course of action is to provide team members with the necessary coaching and mentoring to help them acquire the skills and knowledge needed for the project, and to guide them through the challenges and issues that may arise. Providing team members with the necessary coaching and mentoring (option C) is the best solution to the issue, as it demonstrates proactive and effective project human resource management. Asking the sponsor to add experienced professionals to the team (option A) may not be feasible or desirable, as it may incur additional costs and time to onboard and integrate the new resources, and may disrupt the existing team dynamics and morale. Approving the appropriate training program for team members (option B) may also be helpful, but it is not the only or most comprehensive approach. Training is a formal and structured way of imparting knowledge and skills to the team members, but it may not address the specific needs and issues of the project or the team. Coaching and mentoring are more personalized and interactive ways of developing the team members, as they involve providing advice, feedback, support, and encouragement to the team members throughout the project. Assigning a dedicated resource to check the quality of each deliverable (option D) may also be ineffective or inefficient, as it may create a bottleneck and dependency on the resource, and may undermine the trust and responsibility of the team members. The project manager should empower the team members to perform quality assurance and control activities, and to ensure that the deliverables meet the quality standards and expectations of the project. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Professional (PMP)® Certification | PMI 2 : What Counts as Project Management Experience? - CBT Nuggets 3 : PMP® Certification Info Summary | PMI - Project Management Institute 4 : PMP Certification Requirements | Are you eligible for PMP5

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

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

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

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

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

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

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

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

References:

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

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

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

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

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

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

= The risk management plan is the document that describes how the project team will manage risks throughout the project life cycle. It includes information such as the risk management processes, roles and responsibilities, risk categories, risk tolerance, risk reporting, and risk review frequency. The project manager should check the risk management plan first to determine how often the risks are being reviewed, as this is part of the risk monitoring and control process. The other documents are outputs of the risk management process, but they do not specify the frequency of risk reviews. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Tried and true methods in managing project risks and issues

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

= According to the PMBOK Guide, 7th edition, the communications management plan is a component of the project management plan that describes how, when, and by whom information about the project will be shared, stored, and distributed1. It also defines the communication requirements and expectations of the project stakeholders, such as thelevel of detail, frequency, format, and confidentiality of the information2. Therefore, the project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the meeting agenda and content are appropriate and aligned with the stakeholder communication needs and preferences. This would have helped to avoid any potential conflicts, misunderstandings, or surprises that could have caused the CEO to end the meeting abruptly. References:

• 1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 69
• 2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 70-71

According to the PMBOK Guide 7th Edition, the project charter is a document that authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and key stakeholders. The project charter should be approved by the project sponsor and communicated to all relevant stakeholders, including senior managers, to ensure their alignment and commitment to the project. If some of the senior managers claim not to know about the deliverable, it indicates that they may not have been properly informed or involved in the project charter development or approval process. Therefore, the project manager should meet with these stakeholders to review the project charter and clarify their roles, responsibilities, expectations, and interests in the project. This will help to resolve any confusion or conflict and to gain their support and buy-in for the project. Checking if these stakeholders attend regular project meetings, reviewing the project charter, or validating if the project charter changed are not sufficient actions, as they do not address the root cause of the communication gap or the stakeholder engagement issue, and they may not improve the relationship or trust between the project manager and the senior managers. References: PMBOK Guide 7th Edition, page 45-46.

According to the PMBOK Guide, a project manager should use communication methods that are appropriate for the project context and stakeholder needs. Videoconferencing is a communication method that allows real-time, synchronous, and visual interaction among distributed teams. Videoconferencing can help improve team collaboration, engagement, trust, and understanding, as well as reduce communication barriers and misunderstandings. Videoconferencing is the best option for project teams that are involved in a global program, as it can facilitate cross-cultural communication, knowledge sharing, and decision making. Chat conversations, encrypted emails, and phone conversations are not the best options, as they do not provide the same level of interaction, feedback, and clarity as videoconferencing. References: PMBOK Guide, 7th edition, page 191-192, 195-196.

 The project manager should use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems. This is the best way to apply the agile principle of inspecting and adapting the process and the product continuously. The retrospective meeting is a regular opportunity for the team to reflect on their performance, identify the strengths and weaknesses, and generate improvement actions. The project manager should facilitate the meeting and ensure that the team members are engaged, honest, and collaborative. The other options are not the best actions to take in this situation, as they do not follow the agile values of customer collaboration, team empowerment, and responding to change. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 7: Project Delivery, Section 7.3: Deliver Iteration, Page 197-198.

The project manager should work with the team to develop a risk response plan to address the delays in completing the required work. A risk response plan is a document that describes the actions to be taken to reduce the probability and/or impact of identified risks on the project objectives1. The project manager and the team should identify the root causes of the delays, assess their impact on the project schedule, cost, and quality, and determine the appropriate strategies to avoid, mitigate, transfer, or accept the risks2. Empowering the team members to do their work (A) may not be sufficient or effective, as the team may not have the skills, resources, or authority to deal with the delays. Informing the project sponsor about the situation (B) may be a good communication practice, but it does not solve the problem or prevent it from recurring. Sending an email to HR about the situation (D) may not be relevant or helpful, as HR may not have the responsibility or capability to address the delays. References: 1: PMBOK Guide, 6th Edition, p. 3952: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

= This answer is based on the knowledge area of project schedule management, which involves planning, developing, managing, and controlling the project schedule. The project manager should review the work allocation and reassign some tasks to shorten the critical path, which is the longest sequence of activities that determines the project duration. By doing so, the project manager can optimize the use of the project resources, reduce the project completion time, and avoid unnecessarydelays. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 6: Planning and Managing the Schedule, Section 6.2: Developing the Schedule, page 149.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.2: Project Planning, page 47.

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

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

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

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

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

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

 According to the Project Management Professional (PMP) Reference Materials, the first thing that the project manager should do when a project deliverable requires corrective actions to meet the project quality requirements is to update the issue log, identify the involved stakeholders, and assign resources to the corrective actions. This is because the issue log is a tool that records and tracks any issues that arise during the project, such as quality deviations, and how they are resolved. By updating the issue log, the project manager can document the problem, its impact, and the actions taken to address it. The project manager can also use the issue log to communicate the issue to the relevant stakeholders, such as the project sponsor, the customer, the team members, and the quality assurance personnel, and obtain their feedback and approval. The project manager can also assign the appropriate resources, such as staff, equipment, or budget, to implement the corrective actions and ensure that the project deliverable meets the quality requirements. Updating the issue log, identifying the involved stakeholders, and assigning resources to the corrective actions can help the project manager to manage the quality deviation in a timely and effective manner, and prevent further delays or defects in the project. References: Project Management Professional (PMP) Exam ContentOutline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Issue Log.

According to the PMBOK Guide, a project manager should be able to adapt their leadership style to the needs and abilities of the team. Different situations may require different leadership styles, such as directive, supportive, participative, or achievement-oriented. A project manager should assess the team’s maturity, skills, motivation, and expectations, and choose the most effective leadership style for the given situation. This can help improve team performance, commitment, and satisfaction. References: PMBOK Guide, 7th edition, page 177-178.

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

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

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

According to the PMBOK Guide, the project manager is responsible for planning, managing, and controlling quality throughout the project life cycle. One of the tools and techniques for planning quality management is stakeholder engagement, which involves identifying and involving the key stakeholders who have an interest or influence on the project quality. Stakeholder engagement can help the project manager understand the quality expectations, requirements, and acceptance criteria of the key stakeholders, and ensure that they are aligned with the project objectives. In this scenario, the bank has initiated a project to replace an existing core system with a new one, which will be launched in several stages after the completion of each project deliverable that must be approved by the key stakeholders. The first thing that the project manager should do is to agree on quality standards with the key stakeholders, using stakeholder engagement as a tool. This option can help the project manager establish the quality baseline, define the quality metrics and targets, and obtain the stakeholder buy-in and support for the project quality. Engaging experienced key stakeholders in the implementation of the project, developing a requirements traceability matrix, or reviewing the test and inspection plan with the key stakeholders are not the first things that the project manager should do, as they are related to executing, monitoring, or controlling quality, not planning quality. These options may also be premature or ineffective if the quality standards are not agreed upon with the key stakeholders beforehand. References: PMBOK Guide, 7th edition, pages 223-224, 8.1 Plan Quality Management.

= The project manager should take a proactive and collaborative approach to deal with the neighborhood resistance, which is a potential risk to the project. The project manager should analyze the situation and find out the root cause of the negative attitude, such as noise, pollution, traffic, safety, or other concerns. The project manager should also set up a meeting with the neighborhood representatives to win their cooperation and support, by addressing their issues, providing information, offering benefits, or negotiating solutions. Asking the customer to extend the deadline, asking the mayor to intervene, or sending letters to the neighbors are not effective actions, as they may escalate the conflict, damage the relationship, or ignore the problem. References:

• PMBOK® Guide 7th Edition, Chapter 8: Stakeholder Performance, Section 8.2: Engage Stakeholders, Page 205
• PMBOK® Guide 6th Edition, Chapter 13: Stakeholder Management, Section 13.3: Manage Stakeholder Engagement, Page 523
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Customer Engagement Practices, Page 37

According to the PMBOK® Guide 7th Edition, the project manager should plan and manage project communications based on the stakeholder needs, preferences, and expectations. The project manager should also monitor and control the communication process to ensure that the information is clear, concise, timely, and relevant. Therefore, the project manager should verify the information needed for steering committee members to ensure that the weekly report meets their requirements and provides the main message and the action items. Option A is incorrect because it implies that the project manager is increasing the frequency of the report without addressing the quality or the content of the information. Option B is incorrect because itsuggests that the project manager is changing the format of the report without consulting the steering committee member or verifying their needs. Option D is incorrect because it assumes that the project manager can present the status at a weekly meeting without resolving the issue of the weekly report or obtaining the feedback from the steering committee member. References: PMBOK® Guide 7th Edition, Chapter 4: Keeping the Team on Track, Section 4.2: Managing Communications, p. 75-76.

According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “tailor the delivery approach based on context” (p. 11). This principle implies that the project manager should adapt the processes and practices to suit the specific needs and characteristics of the project, rather than following a rigid or predefined methodology. The project manager should review and amend the processes to ensure only value-adding activities are present, as this will help to eliminate waste, optimize efficiency, and improve performance. Reviewing the resources, updating the variation register, or updating the schedule are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the misalignment between the processes and the project context. References: PMBOK Guide, 7th edition, p. 11; PMP Exam Content Outline, Domain II: Process, Task 2.

 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 engage the team and other stakeholders in the planning, execution, and monitoring of the project, and seek their input and feedback. When a new request to integrate more features to a product arises, the project manager should discuss the problem with the team and decide how to do the work together, as this will help to find the best solution that meets the stakeholder expectations and the project constraints. Asking the team to accelerate the iterations, verifying the team performance, or recommending an increase in the budget are not collaborative strategies, as they do not involve the team in the decision-making process, and they may not address the root cause of the problem or the impact of the new request on the project scope, schedule, quality, and risks. References: PMBOK Guide 7th Edition, page 11-12.

 In a large-scale project with unclear requirements, a fixed deadline, and a fixed budget, the project manager should adopt an agile approach that allows for flexibility, feedback, and collaboration. The project manager should agree with the client on a minimum viable product (MVP), which is the smallest version of the product that can deliver value to the customer. The project manager should also establish deadlines for review, where the client can provide feedback and prioritize the features for the next iteration. The project manager should run the project with a backlog, which is a list of features and requirements that are prioritized and refined by the team, and weekly sprints, which are short cycles of work where the team delivers a potentially shippable product increment. This way, the project manager can manage the project scope, schedule, and cost effectively, and deliver a product that meets the customer’s needs and expectations. Option A is the best answer because it follows the agile principles and practices that are suitable for this type of project. Option B is not a good answer because it shows a lack of professionalism and responsibility from the project manager. Option C is not a good answer because it may not be feasible or realistic to convince the client to provide a product owner, and it may delay the start of the project. Option D is not a good answer because it follows a traditional approach that is not suitable for this type of project, as it assumes that the requirements are clear and stable, and does not allow for frequent feedback and changes. References: [Agile Practice Guide], pages 14-15, 21, 25-26; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, pages 18-19, 174-175.

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

 The project manager should review the list of team members’ skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK® Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, andperformance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team’s ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members’ skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.

• Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration.
• Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.
• Asking prospective team members to write a short biography explaining how they can contribute to the team’s success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members’ skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the projectmanager to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders.

References: 1: PMBOK® Guide, 7th edition, pages 96-97.

According to the PMBOK® Guide 7th Edition, the project manager should monitor and control the project schedule by identifying and analyzing any variances, and by implementing corrective or preventive actions to ensure the timely completion of the project. The project manager should also consider the project environment and the stakeholder needs when managing the schedule, and use appropriate tools and techniques to optimize the schedule performance. Therefore, the project manager should update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage. This would help to respect the cultural differences and the work-life balance of the team members, and to leverage the resources and the capabilities of the different offices. Option A is incorrect because it implies that the project manager is increasing the project cost and the complexity by hiring additional personnel on a temporary basis, which may not be feasible or effective. Option B is incorrect because it suggests that the project manager is imposing an unrealistic and unfair expectation on the offices in overseas locations, which may affect their motivation and productivity. Option C is incorrect because it indicates that the project manager is accepting the schedule delay without exploring any alternatives or solutions, which may compromise the project value and the stakeholder satisfaction. References: PMBOK® Guide 7th Edition, Chapter 4: Keeping the Team on Track, Section 4.1: Monitoring and Controlling the Project, p. 69-70.

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

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

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

According to the PMBOK Guide, one of the interpersonal skills that a project manager should have is conflict management. Conflict management involves resolving, eliminating, or reducing the impact of conflicts that may arise among stakeholders during the project life cycle. Conflicting stakeholder requirements are a common source of conflict on projects, and the project manager should use appropriate techniques to balance and resolve them. Some of these techniques are: identifying the root cause of the conflict, understanding the stakeholders’ perspectives and interests, finding areas of agreement and common ground, facilitating constructive communication and dialogue, and negotiating a mutually acceptable solution. The project manager should not ignore, avoid, or postpone dealing with the conflicting requirements, as this may lead to more problems and dissatisfaction later. The project manager should also not escalate the issue to the PMO or let the project team decide, as this may undermine the project manager’s authority and responsibility. The project manager should take the lead in resolving the conflict and ensuring that the stakeholder requirements are aligned with the project objectives and scope. References: PMBOK Guide, 6th edition, pages 56-57, 513-514.

According to the PMBOK Guide, a project manager should manage the transition of the project deliverables to the operations team and ensure that they have the necessary skills andknowledge to support the new system. A project using a hybrid approach to migrate from a current system to a new and enhanced system in stages should include knowledge transfer sessions between the project and operations team at every stage. This can help the operations team to understand the features, functions, and benefits of the new system, as well as the potential issues, risks, and changes that may arise during the migration. This can also help the project team to obtain feedback, validation, and acceptance from the operations team. Including knowledge transfer sessions is the best option, as it can improve the readiness, confidence, and satisfaction of the operations team. Creating a lessons learned register, changing the project management plan, or preparing detailed documentation are not the best options, as they do not address the immediate concern of the operations team and may not provide enough information or interaction to ensure a smooth transition. References: PMBOK Guide, 7th edition, page 214-215, 218-219.

The project manager should identify the root cause of communication issues because this is the first step to address the problem and improve the project team effectiveness. Communication is a vital aspect of project management, especially for global virtual teams, who face various challenges such as time zones, languages, cultures, and technologies. The project manager should analyze the communication needs, preferences, and barriers of the team members and stakeholders, and determine the root cause of the communication issues that are affecting the project performance and quality. The root cause may be related to the communication methods, channels, frequency, content, feedback, or expectations. By identifying the root cause, the project manager can then implement appropriate solutions, such as enhancing the communication plan, using effective tools and techniques, providing training and coaching, establishing trust and rapport, and monitoring and controlling the communication process. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 3.2.2, page 51
• Agile Practice Guide, Chapter 2.1.2, page 15
• PMP Exam Content Outline, Domain II: Planning, Task 3

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

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

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

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

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

 = The project manager should address and remove obstacles and blockers for the team to improve project performance. Obstacles and blockers are anything that prevents the team from completing their work or delivering value to the customer. They can be internal or external, technical or non-technical, predictable or unpredictable. The project manager should identify, prioritize, and resolve them as soon as possible, by using effective communication, negotiation, and problem-solving skills. The project manager should also protect the team from unnecessary distractions and interruptions, and provide them with the necessary resources and support. Empowering the team members, asking stakeholders to communicate directly, or adding blockers to the issue log and risk management plan are not the best actions to take, as they may not address the root cause or the urgency of the obstacles and blockers, or they may create more confusion or conflict. References:

• PMBOK® Guide 7th Edition, Chapter 7: Team Performance, Section 7.2: Enable Team Performance, Page 181
• PMBOK® Guide 6th Edition, Chapter 9: Resource Management, Section 9.4: Manage Team, Page 341
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.4: Delivery Practices, Page 40

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

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

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

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

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

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

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

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