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The statement of work (SOW) is a document that describes the project scope, deliverables, acceptance criteria, assumptions, and constraints1. It is usually part of the contract between the buyer and the seller2. If the project manager remembers negotiating and agreeing to the deliverable during the tender process, they should look to see if the deliverable is described in the SOW, which would be a contractual obligation for the seller. Requesting a change in the contract, adding the deliverable to the requirements traceability matrix, or terminating the contract are not appropriate actions in this situation. References:

1 PMBOK Guide, 6th edition, page 154

2 PMBOK Guide, 6th edition, page 473

 The project manager should use mentoring and coaching as an activity to help train the stakeholders who need help understanding how to deal with difficult situations. Mentoring and coaching are techniques that involve providing guidance, feedback, and support to individuals or groups to improve their performance, skills, or behavior. Mentoring and coaching can help stakeholders overcome challenges, learn from experiences, and achieve their goals. This option aligns with the PMBOK Guide, 6th edition, which states that “mentoring and coaching are used to help team members and other stakeholders enhance their project management competencies or to address issues and concerns” (p. 349). The other options are not the best choices because they are not activities that directly help train the stakeholders on how to deal with difficult situations. Contract negotiation (option A) is a technique that involves discussing and agreeing on the terms and conditions of a contract between two or more parties. Contract negotiation is not a training activity, but a procurement activity that may involve some stakeholders, such as the buyer and seller. Team assessment (option B) is a technique that involves evaluating the performance, skills, and competencies of the project team members. Team assessment is not a training activity, but a monitoring and controlling activity that may provide feedback and recommendations for improvement. On-the-job training (option D) is a technique that involves providing instruction and practice to individuals or groups while they perform their regular work tasks. On-the-job training is a training activity, but it is not specific to dealing with difficult situations. It is more suitable for developing technical or operational skills. References:

PMBOK Guide, 6th edition, p. 349 1

PMBOK Guide, 6th edition, p. 480 2

The best approach for a project manager to help a new compliance specialist improve is to engage directly with the specialist to understand their perspective and provide targeted feedback. This aligns with the PMBOK® Guide’s emphasis on effective communication and stakeholder engagement as key aspects of project management. By coordinating a one-to-one meeting, the project manager can offer constructive feedback, understand any challenges the specialist is facing, and work together to develop a plan for improvement. This method is also supported by the Professional in Business Analysis (PBA) reference materials, which advocate for direct communication and feedback as tools for professional development.

 Adding an experienced professional to the agile project team is a strategic approach to bridge the knowledge gap while fostering an environment of learning and expertise development within the team. This aligns with the PMI’s guidance on leveraging project team expertise to develop better project solutions, as it facilitates the acquisition and recognition of expertise on the project team and promotes effective sharing and use of information possessed by the experts1. It also resonates with the PMI-PBA’s emphasis on enhancing team effectiveness through knowledge sharing and continuous improvement in team capabilities2. References:

Leveraging Project Team Expertise for Better Project Solutions | PMI1

Increase Project Team Effectiveness - Step-by-Step | PMI2