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When a project experiences a delay, it’s crucial to reassess the project plan and identify options to meet stakeholders’ expectations. This involves revisiting the scope and quality of the project. The project manager should explore all possible options to deliver the project within the constraints. This could involve adjusting the project schedule, reallocating resources, or identifying efficiencies in the project processes. It’s important to communicate these changes and their potential impact to all stakeholders. References: PMBOK Guide, 6th Edition, Section 6.7 Control Schedule

According to the PMBOK Guide, 7th edition, a root cause analysis is a technique used to identify the underlying factors or causes of a problem or issue. It helps to prevent recurrence of the same or similar problems in the future. A quality breach is a deviation from the quality standards or requirements agreed upon with the customer. It can result in customer dissatisfaction, rework, delays, or defects. Therefore, the project manager should run a root cause analysis to find out why the product has discrepancies with the customer’s request and take corrective actions to prevent further quality issues. The project manager should also update the quality management plan to reflect any changes in the quality processes, tools, metrics, or responsibilities. This will help to ensure that the project delivers a product that meets the customer’s expectations and requirements. References:

PMBOK Guide, 7th edition, page 237, section 8.2.3.1, Root Cause Analysis

PMBOK Guide, 7th edition, page 238, section 8.2.3.2, Quality Management Plan Updates

According to the PMBOK Guide, 7th edition, a joint requirements session is a technique used to elicit and prioritize requirements from multiple stakeholders in a collaborative and interactive way. It can also be called a workshop, a focus group, or a brainstorming session. To ensure that the session is effective and efficient, the project manager should organize a formal session led by a skilled facilitator who can guide the discussion, manage conflicts, and ensure participation from all attendees. The facilitator should also establish and communicate the rules for how the participants will interact with one another, such as respecting different opinions, using constructive feedback, and following an agenda. This will help to avoid chaos and confusion, and to achieve the desired outcomes of the session. References:

PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session

PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation

According to the PMP Exam Content Outline, one of the tasks under the domain of Business Environment is to plan and manage project compliance, which includes confirming project compliance requirements and classifying compliance categories. Compliance requirements are the rules and regulations that the project must follow to meet the standards of quality, safety, security, and legality. Compliance categories are the types of compliance requirements that apply to the project, such as security, health and safety, regulatory, environmental, etc. Compliance requirements and categories may vary depending on the industry, country, and organization of the project. Therefore, the project manager should not assume that there are no compliance requirements for the project based on the sponsor’s knowledge, but should seek expert advice from the compliance leader, who is the person responsible for ensuring that the project meets the compliance standards and requirements. The compliance leader can help the project manager confirm if there are any compliance requirements for the project, and if so, what they are and how to comply with them. This will help the project manager avoid the risks and consequences of non-compliance, such as fines, penalties, lawsuits, reputation damage, or project failure. The other options are not correct because they do not involve consulting the compliance leader, who is the best source of information and guidance on compliance matters. Checking with the national compliance agency may not be sufficient, as there may be other compliance requirements at the regional, local, or organizational level. Trusting in the expertise of the sponsor may be risky, as the sponsor may not be aware of all the compliance requirements or changes that may affect the project. Conducting independent research may be helpful, but it may not be comprehensive, accurate, or up-to-date, and it may not address the specific needs and context of the project. References:

PMP Exam Content Outline

How compliance in project management works1

3.1 Plan and Manage Project Compliance2