PMP PMI Exam Lab Questions

 A definition of ready (DoR) is a set of criteria or conditions that a product backlog item (PBI) must meet to be considered ready to be pulled into the sprint backlog1. A DoR ensures that the PBIs are clear, feasible, valuable, testable, and independent23. By creating a DoR for the backlog items, the project manager can avoid work overruns and ensure that the team can effectively tackle the tasks in the sprint2. References:

Definition of Ready (DoR) [+ Key Components] | Atlassian

Definition of Ready: Keeping Your Backlog in Check - Atlassian Community

Ready or Not? Demystifying the Definition of Ready in Scrum

According to the PMBOK Guide, closing a project or phase is the process of finalizing all activities across all of the project management process groups to formally complete the project or phase1 One of the main outputs of this process is the final product, service, or result transition, which involves transferring the ownership and accountability of the project deliverables to the customer, sponsor, or other designated entity1 Another important output is the project documents updates, which involves archiving all the project documents following the organization’s accepted practices so that they can be used in other future projects1 Archiving the project documents ensures that the project information is properly stored, organized, and accessible for future reference, lessons learned, audits, or legal purposes2 Some examples of project documents that should be archived are the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the risk register, the issue log, the change log, the stakeholder register, the lessons learned register, and the project closure report12

In the given scenario, the project manager is instructed by the project sponsor to immediately close the project and to move on to another project. The project manager should complete the critical task of archiving all the project documents before closing the project. This will ensure that the project information is preserved and available for future use, and that the project closure is done in a systematic and consistent manner2

The other options are not the best choices for the following reasons:

Option A: Ensure that the whole team is appropriately recognized and organize a project farewell party to celebrate the project success and closure. This option suggests recognizing the project team and celebrating the project success and closure. While this is a good practice to motivate and appreciate the project team, it is not the most critical task that the project manager should complete before closing the project. The project manager should first ensure that the project deliverables are transferred to the customer or sponsor, and that the project documents are archived, before organizing any recognition or celebration events2

Option B: Update and close both the risk register and issue log with the latest updates, and save them in the organization’s project management information system (PMIS). This option suggests updating and closing the risk register and issue log, and saving them in the PMIS. While this is a necessary task to document and communicate the status and resolution of the project risks and issues, it is not the only task that the project manager should complete before closing the project. The project manager should also update and archive other project documents, such as the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the change log, the stakeholder register, the lessons learned register, and the project closure report12

Option D: Meet with the project sponsor and advise that the new project might be difficult to undertake because the current project is not yet complete. This option suggests meeting with the project sponsor and advising that the new project might be difficult to undertake because the current project is not yet complete. While this is a valid concern that the project manager should raise with the project sponsor, it is not the most critical task that the project manager should complete before closing the project. The project manager should first finalize all the activities and deliverables of the current project, and archive all the project documents, before moving on to another project2

 1: PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.6: Close the Project or Phase, pp. 80-81 2: PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.6.2: Close the Project or Phase: Outputs, pp. 82-83

According to the PMBOK Guide, the project manager should assess the situation to understand how the organization’s culture impacts the decision-making process, and coach the team toward a new model. This is because the project manager is responsible for facilitating the team’s decision-making process and ensuring that it aligns with the agile principles and values1. The project manager should also consider the following factors that may affect the team’s decision-making process2:

The level of empowerment and autonomy given to the team by the organization and the stakeholders

The degree of collaboration and communication among the team members and with other parties

The availability and quality of information and data to support the decision-making process

The complexity and uncertainty of the project environment and the product requirements

The time and resource constraints and the impact of delays on the project outcomes

The potential risks and opportunities associated with the decisions and the alternatives

The feedback and learning mechanisms to evaluate and improve the decision-making process

The project manager should coach the team toward a new model of decision-making that is more agile and adaptive, such as the following3:

Decentralized decision-making: The team members are empowered to make decisions within their scope of work and authority, without waiting for approval from higher levels of management. This can increase the team’s speed, efficiency, and ownership of the decisions.

Collaborative decision-making: The team members work together to make decisions that benefit the project and the stakeholders, rather than competing or conflicting with each other. This can enhance the team’s creativity, innovation, and quality of the decisions.

Data-driven decision-making: The team members use empirical evidence and data to support their decisions, rather than relying on assumptions or opinions. This can improve the team’s accuracy, reliability, and transparency of the decisions.

Iterative decision-making: The team members make decisions in small increments and cycles, rather than in large batches and phases. This can allow the team to adapt to changing conditions and feedback, and to deliver value early and frequently.

Value-based decision-making: The team members make decisions that maximize the value delivered to the customer and the stakeholders, rather than focusing on the cost or the schedule. This can ensure the team’s alignment with the project vision and goals.

 The project manager should evaluate the current effectiveness of the team and define development needs. This is the best option because it allows the project manager to identify the gaps in the team’s skills and knowledge, as well as the opportunities for improvement and learning. By evaluating the team’s performance, the project manager can also provide feedback, recognition, and support to the team members, as well as foster a positive team culture. This option also aligns with the PMBOK® Guide’s guidance on managing project team, which includes assessing team members’ skills, providing training, and enhancing team competencies1.

The other options are not as effective as option B. Option A is not the project manager’s responsibility and may undermine the team’s autonomy and trust. Option C is not realistic and may lead to poor quality and inefficiency. Option D is not flexible and may ignore the team’s preferences and potential. References: 1: PMBOK® Guide, 6th edition, page 349