Project-Management-Professional PMP Book

According to the PMBOK® Guide, the project manager should ensure that the project benefits are aligned with the business objectives and the needs of the intended users1. One of the best ways to achieve this is to conduct a review with a representative group of users who can provide feedback on the program’s functionality, usability, and value2. This can help the project manager validate the program’s benefits, identify any gaps or issues, and implement any changes or improvements before releasing the program to the public3.

Option A is not the best answer because testing the program only ensures its quality, but not its benefits. Testing the program may reveal technical errors or defects, but it may not capture the user’s perspective or satisfaction4. Option C is not the best answer because meeting with government officials may ensure the program’s compliance, but not its benefits. Meeting with government officials may help the project manager understand the policy requirements and regulations, but it may not reflect the user’s expectations or preferences5. Option D is not the best answer because documenting the features and updating the specifications only ensures the program’s scope, but not its benefits. Documenting the features and updating the specifications may help the project manager control the program’s deliverables, but it may not measure the program’s outcomes or value6. References: 1 PMBOK® Guide, 6th edition, page 332 PMBOK® Guide, 6th edition, page 1503 PMBOK® Guide, 6th edition, page 1234 PMBOK® Guide, 6th edition, page 2875 PMBOK® Guide, 6th edition, page 396 PMBOK® Guide, 6th edition, page 141.

According to the PMBOK Guide, an issue is “a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements” (p. 720). Issues can arise from any aspect of the project, such as changes, risks, quality, stakeholders, etc. The issue log is a project document that records and tracks the issues that affect the project, along with their status, resolution, and ownership. The issue log is updated throughout the project as new issues are identified, analyzed, and resolved.

In this question, the change in environmental regulations is an external factor that could affect the project scope, schedule, cost, quality, or other aspects. Therefore, it is an issue that needs to be documented and tracked in the issue log. The project manager should update the issue log as an immediate action to ensure that the issue is properly addressed and communicated to the relevant stakeholders. Updating the issue log will also help the project manager to monitor and control the project performance and take corrective or preventive actions as needed.

Updating the project baseline, the risk management plan, or the change request log are not immediate actions that the project manager should take in this situation. The project baseline is the approved version of the project scope, schedule, and cost that serves as a reference for measuring and reporting the project performance. The project baseline can only be changed through the formal change control process, which requires a change request. The risk management plan is a subsidiary plan of the project management plan that describes how risk management activities will be planned, implemented, and monitored throughout the project. The risk management plan can also be changed through the change control process, if necessary. The change request log is a project document that records and tracks the change requests that are submitted, reviewed, approved, or rejected during the project. A change request is a formal proposal to modify any document, deliverable, or baseline of the project.

The project manager may need to update the project baseline, the risk management plan, or the change request log later, after analyzing the impact of the issue and determining the appropriate response. However, these are not immediate actions that the project manager should take before updating the issue log. References:

PMBOK Guide, 6th edition, Project Management Institute, 2017, pp. 123, 129, 152, 456, 720.

PMP Sample Test Questions, Project Management Institute, 2019, p. 15.

According to the PMBOK Guide, 6th edition, section 12.3.3.1, procurement agreements are legal documents that define the contractual relationship between the buyer and the seller. They include terms and conditions, scope of work, pricing, payment schedule, delivery dates, and other clauses that govern the procurement process. If the vendor is unable to deliver some of the equipment at the agreed dates, the project manager should review the procurement agreements to determine the impact of the delay on the project scope, schedule, cost, quality, and risk. The project manager should also communicate with the vendor to understand the root cause of the delay and negotiate possible solutions or alternatives. Depending on the severity of the delay and the clauses in the procurement agreements, the project manager may also invoke penalties, incentives, or termination options to protect the interests of the project. References: PMBOK Guide, 6th edition, section 12.3.3.1; PMI website

The best way to resolve any stakeholder issues is to communicate with them directly and openly. Setting up a meeting with the stakeholder will allow the project manager to understand their expectations, needs, and concerns, and to negotiate a mutually acceptable solution. Moving to a predictive approach, talking to the team separately, or scheduling a team retrospective will not address the root cause of the problem, which is the stakeholder’s dissatisfaction with the product concept. Moreover, these options may create more confusion, conflict, or delay in the project. References:

PMBOK® Guide, 6th edition, page 518: “The project manager should proactively and regularly engage with stakeholders to understand their needs and expectations, address issues as they occur, manage conflicting interests, and foster appropriate stakeholder engagement in project decisions and activities.”

PMI-PBA® Guide, 1st edition, page 35: “The business analyst should communicate with stakeholders to elicit, analyze, and validate their needs and expectations, and to facilitate collaboration and consensus-building.”