PMP Exam Questions Tutorials

The project manager should first assess the impact of the layoff on the project objectives, scope, schedule, cost, quality, and risk. The project sponsor is the person who provides the resources and support for the project and is accountable for enabling success1. Therefore, the project manager should request a meeting with the project sponsor to discuss the viability of the project and determine the next actions, such as revising the project plan, securing additional resources, or terminating the project. This is the best option among the given choices.

Option B is not the best answer because the project manager should not discuss trade-offs with the customer without consulting the project sponsor first. The project sponsor is the one who authorizes any changes to the project scope or quality1.

Option C is not the best answer because the project manager should not request a meeting with the finance department to increase the budget without consulting the project sponsor first. The project sponsor is the one who approves the project budget and any changes to it1.

Option D is not the best answer because the project manager should not request a meeting with the HR department and demand they find a solution to retain the project team members. This is not a realistic or respectful way to handle the situation. The project manager should work with the project sponsor and the HR department to find the best possible solution for the project and the affected team members2. References: 1: PMBOK Guide, 7th Edition, Section 4.1.2, Project Sponsor Role and Responsibilities 2: PMBOK Guide, 7th Edition, Section 9.1.3, Develop Team: Tools and Techniques

Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo1. A team lead who is highly engaged and involved in a project and is operating without a chain of command or authority levels is demonstrating adaptive leadership by anticipating future needs, articulating those needs to build collective support and understanding, adapting their responses based on continuous learning, and demonstrating accountability through transparency in their decision-making process1.

The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead’s behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels. References: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons, Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.

The project charter is a document that formally authorizes a project or a phase and documents initial requirements that satisfy the stakeholder’s needs and expectations. It provides the project manager with the authority to apply organizational resources to project activities. When a new project manager is assigned to a project, they should refer to the project charter to understand the project objectives, key stakeholders, risks, and the authority delegated to them. References: Project Management Professional (PMP) Reference Materials12.

According to project management best practices, one of the key elements of successful project implementation is to manage the risks and avoid scope creep12. If there are high-priority issues that require external domain expertise, the project manager should not ignore them, ask the issue reporter to close them, or reduce the project scope. These actions could compromise the quality and value of the project deliverables, and lead to customer dissatisfaction and potential litigation.

Instead, the project manager should review the open issues with the issue reporter and assess the impact and urgency of each issue. Then, the project manager should issue a change request to hire an external domain expert who can help resolve the issues and ensure the project meets the requirements and expectations of the stakeholders. This way, the project manager can maintain the project scope and quality, and manage the risks effectively34.

1: Project Management Best Practices | TeamGantt 2: Project Management Best Practices: 8 Strategies for Success 3: Best practices–the nine elements to success - Project Management Institute 4: 10 project management best practices you MUST know - Teamwork