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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 :