PMP Questions Bank

 According to the PMBOK® Guide, the project vision is a high-level description of the project’s purpose, scope, and objectives. It provides the direction and alignment for the project team and stakeholders. The project vision should be clear, concise, inspiring, and consistent with the organization’s strategy. When the scope has changed significantly and the product owner has been replaced multiple times, the project vision may become unclear or outdated. The team members may feel disassociated from the project and lose motivation and engagement. To ensure team alignment with the goals, the project manager should facilitate a discussion of the vision for the project, involving the new product owner and the team members. This will help to clarify the project’s value proposition, expected outcomes, and success criteria. It will also help to reestablish trust, collaboration, and commitment among the team and the product owner. Asking the new product owner to explain the importance of the project, emailing the team a detailed outline of the business requirements, or reviewing the project charter with the team are not sufficient or effective ways to ensure team alignment with the goals. These options may not address the underlying issues of the team’s disassociation, such as lack of involvement, ownership, or empowerment. They may also not reflect the current state of the project or the organization’s strategy. References: PMBOK® Guide, 6th edition, pages 30-31, 89-90.

According to the PMBOK Guide, stakeholder engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The project manager should engage with the town’s authorities to understand the root cause of their resistance, address their concerns, and negotiate a mutually acceptable solution that aligns with the project objectives and scope. This is also consistent with the PMI Code of Ethics and Professional Conduct, which states that project managers should respect the legitimate interests of others and seek to resolve conflicts constructively. Changing the project scope, moving to the next town, or sending the minutes of stakeholder engagements are not effective ways of dealing with stakeholder resistance, as they may create more problems, risks, or dissatisfaction for the project and its stakeholders. References:

PMBOK Guide, 7th edition, pages 156-157, 161-162, 166-167

PMI Code of Ethics and Professional Conduct, pages 4-5

PMI-PBA Guide, 2nd edition, pages 75-76, 80-81, 85-86

According to the PMBOK Guide, a retrospective is a meeting held by a project team at the end of a project or process (often after an iteration) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements into future iterations or projects. In an agile project, retrospectives are usually held at the end of each iteration or sprint, regardless of the size or duration of the increment, milestone, or progress. The purpose of retrospectives is to enable continuous improvement and learning throughout the project life cycle, not just at the end of a major phase or deliverable. Therefore, the project manager should organize the first team retrospective when the work is progressing well through the team, which implies that the team has completed at least one iteration or sprint and has some feedback to share and act upon. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 4, Section 4.6.1.2, page 123

PMBOK Guide, 6th edition, Appendix X3, Section X3.2.2, page 718

PMI PMP-Project Management Professional Practice Exam Q. 781 to 790

 According to the PMBOK Guide, 7th edition, one of the project management principles is to “create a collaborative project team environment”. This means that the project manager should foster a culture of trust, empowerment, and feedback among the team members, and encourage them to make decisions that align with the project objectives and values. In this case, the project manager should remind the engineers that safety is a priority for the company and the project, and that they have the authority and responsibility to raise any concerns or issues that may jeopardize the safety of the work crew. The project manager should also communicate with the stakeholders and sponsors to ensure that the project schedule and scope are realistic and do not compromise the quality and safety standards. References: PMBOK Guide, 7th edition, page 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48…