New Release PMP Project-Management-Professional Questions

 = 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.