PMP Exam Dumps : Project Management Professional (2025 Version)

According to the PMBOK® Guide, the project manager is responsible for tailoring the project management processes and practices to suit the project context and environment. Therefore, the project manager should have assessed the organization’s culture, performed a suitability analysis, and determined the future state before adopting an agile methodology. This would have helped to identify the readiness, gaps, and risks of implementing agile in the organization, and to plan for the necessary changes and support. Conducting agile training for all employees may be a good practice, but it is not sufficient to avoid the implementation failure. Training alone does not guarantee the adoption or success of agile, as there may be other factors such as resistance, misalignment, or misunderstanding that hinder the agile transformation. Conducting a postmortem and capturing the learning in OPAs may be a useful activity, but it is not a preventive measure. It is a reactive action that occurs after the implementation failure, and it does not address the root causes or the solutions for the failure. Hired a third-party agile delivery team to do the implementation may not be the best option, as it may create dependency, communication, or integration issues. The project manager should have involved the internal project team and stakeholders in the agile implementation, and ensured that they have the skills, knowledge, and commitment to adopt agile. References: PMBOK® Guide, Sixth Edition, Chapter 1, Section 1.2.4 (Tailoring) and Chapter 3, Section 3.2 (Project Management Process Groups)

 An agile project manager would like to convert the requirements document into epics, capabilities, features and stories in order to create a product backlog that can be prioritized and refined by the agile team and the product owner. The product backlog is a dynamic and evolving artifact that represents the customer’s needs and expectations for the product. To estimate the story duration, the agile project manager should use the team’s historical data and empirical evidence from previous iterations. The agile project manager should also involve the team members who will perform the work in the estimation process, as they have the best knowledge and expertise about the tasks and the complexity involved. The agile project manager should estimate the story duration in one iteration, as this is the timebox for delivering a potentially releasable product increment. Estimating the story duration in one iteration allows the agile project manager to plan and monitor the iteration progress, adjust the scope and priorities based on feedback and changes, and ensure that the team delivers value to the customer in a timely manner. Estimating the story duration in more than one iteration would introduce uncertainty and risk, as the team’s velocity, the customer’s requirements, and the product’s quality might change over time. Estimating the story duration in less than one iteration would not be feasible, as the team would not have enough time to complete the work and validate the results. References: PMBOK Guide, 6th edition, Section 6.2, 6.3, 6.4, 6.5, Agile Practice Guide, Section 3.2, 3.3, 4.2, 4.3