PDF PMP Study Guide

The Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) lists the four initial (pre-execution) processes of procurement as: Procurement Planning, Solicitation Planning, Solicitation, and Source Selection1. The inputs to Procurement Planning include the project scope statement and information on available resources and market conditions, and are used to drive a build-or-buy analysis, which results in a procurement management plan and a Statement of Work (SOW). The SOW is used as input to the Solicitation Planning process, during which a Request for Bid or RFP-like document is developed to elicit vendor proposals, in addition to the criteria to be used to evaluate vendor responses or software1. Therefore, even in the case of urgency, it is important for the project manager to follow the company’s standard vendor selection criteria process to ensure the selection of a reputable vendor that can meet the project’s needs. References: 

 According to the Project Management Professional (PMP) principles, when transitioning from a predictive to an iterative approach, it’s crucial to maintain clear and transparent communication about project requirements and changes. This is often achieved through the use of product and sprint backlogs, which should be well-documented and visible to all team members. If the team is unsure of what needs to be done due to changes requested by the product owner, it indicates that the backlogs may not be adequately maintained or visible to the team. Therefore, the project manager should ensure that these backlogs are properly documented and accessible to the team. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide (6th Edition), Chapter 3: Project Management Processes for a Project, Section 3.8 Closing Process Group. Professional in Business Analysis (PMI-PBA) Handbook, Chapter 2: Needs Assessment.

 According to the Project Management Body of Knowledge (PMBOK), a project manager’s role includes facilitating communication and resolving conflicts among stakeholders. In this scenario, the project manager should work with both the team member and the key stakeholder to reach a consensus. This approach ensures that all parties are heard and that the best solution for the project is found. References: PMBOK Guide, 6th Edition, Section 9.5.2.1: Conflict Management.

 In an agile project, it’s crucial to ensure that all requirements, including compliance standards, are met. The project manager should meet with the compliance team to understand their requirements and ensure they are included in the Definition of Done (DoD) for each story. The DoD is a clear and concise list of requirements that a software increment must meet to be considered complete. By including the compliance requirements in the DoD, the project manager can ensure that each increment of the project meets the organization’s compliance standards, thereby mitigating the risk of non-compliance. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials.