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 A resource management plan is a document that describes how the project resources will be acquired, allocated, monitored, and controlled throughout the project life cycle1. A resource management plan helps project managers to ensure that the project has sufficient and appropriate resources to complete the project work on time and within budget. A resource management plan also defines the roles and responsibilities of the project team members and the resource managers, and the processes and tools for managing resource availability, utilization, and performance2.

In this question, the project manager should have asked the manager responsible for the equipment delivery to follow the agreed-upon resource management plan, which would have specified the resource requirements, allocation, and schedule for the equipment installation. By following the resource management plan, the manager could have avoided the capacity issue for the installation team, or at least communicated it to the project manager in advance, so that the project manager could have taken corrective actions to mitigate the impact on the project schedule. The project manager should also have monitored and controlled the resource management plan throughout the project, and updated it as needed to reflect any changes or issues in the resource availability or demand3.

Option A is not the best answer because conducting periodic reviews with the manager on resource availability may not be enough to prevent the situation from happening.The project manager should have established a clear and formal resource management plan with the manager, and ensured that the manager followed it consistently and reported any deviations or problems.

Option B is not the best answer because defining the skill requirements more clearly in the scope statement may not be relevant to the situation. The scope statement is a document that defines the project scope, deliverables, assumptions, and constraints4. The skill requirements are part of the resource requirements, which are defined in the resource management plan, not the scope statement.

Option C is not the best answer because consulting with the installation team on a regular basis to check for conflicts may not be the project manager’s responsibility. The project manager should have delegated the responsibility of managing the installation team to the manager in charge of the equipment delivery, and relied on the manager to follow the resource management plan and report any issues or conflicts to the project manager. References:

• 1: PMBOK Guide, 7th edition, page 83
• 2: Resource Plan: The Ultimate Guide to Resource Planning5
• 3: PMBOK Guide, 7th edition, page 85
• 4: PMBOK Guide, 7th edition, page 77
• 5: Resource Plan: The Ultimate Guide to Resource Planning

 According to the Project Management Professional (PMP) Reference Materials, the first thing that the project manager should do when a project deliverable requires corrective actions to meet the project quality requirements is to update the issue log, identify the involved stakeholders, and assign resources to the corrective actions. This is because the issue log is a tool that records and tracks any issues that arise during the project, such as quality deviations, and how they are resolved. By updating the issue log, the project manager can document the problem, its impact, and the actions taken to address it. The project manager can also use the issue log to communicate the issue to the relevant stakeholders, such as the project sponsor, the customer, the team members, and the quality assurance personnel, and obtain their feedback and approval. The project manager can also assign the appropriate resources, such as staff, equipment, or budget, to implement the corrective actions and ensure that the project deliverable meets the quality requirements. Updating the issue log, identifying the involved stakeholders, and assigning resources to the corrective actions can help the project manager to manage the quality deviation in a timely and effective manner, and prevent further delays or defects in the project. References: Project Management Professional (PMP) Exam ContentOutline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Issue Log.

According to the PMBOK Guide, a project manager should be able to adapt their leadership style to the needs and abilities of the team. Different situations may require different leadership styles, such as directive, supportive, participative, or achievement-oriented. A project manager should assess the team’s maturity, skills, motivation, and expectations, and choose the most effective leadership style for the given situation. This can help improve team performance, commitment, and satisfaction. References: PMBOK Guide, 7th edition, page 177-178.

 Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be performed sequentially1. This can increase the risk of rework and errors, as well as the stress and workload of the team members2. To motivate the team, the project manager should introduce team-building activities that can enhance the team’s trust, collaboration, and morale3. Team-building activities can also help the team cope with the challenges and uncertainties of fast-tracking4. References: 1: PMBOK Guide, 6th edition, p. 215 2: PMBOK Guide, 6th edition, p. 216 3: PMBOK Guide, 6th edition, p. 336 4: PMBOK Guide, 6th edition, p. 337