Project-Management-Professional PMP Dumps PDF

According to the PMBOK Guide 7th Edition, the project manager should apply the leadership skill of having a holistic and systemic view, which means understanding the interrelationships and dependencies among the project components, the project environment, and the project stakeholders. The project manager should also align the project objectives with the customer’s needs and expectations. Therefore, the best option is to have a holistic and systemic view, which is demonstrated by asking each team member to present how their deliverables are impacting the customer’s final product requirements. Ensuring that expectations are clear, maintaining team spirit and cooperation, and focusing on the important things are also important leadership skills, but they are not the best option to answer this question. References: PMBOK Guide 7th Ed., 2.0 The Project Delivery Principles, Page 9; PMBOK Guide 7th Ed., 3.0 The Project Team, Page 23; 1

= The project manager should offer cross-training and mentoring to the new team member to maintain project performance while a new team member is being onboarded. According to the PMBOK® Guide, cross-training is a technique that involves training team members in multiple skills so that they can perform more than one role on the project1. Mentoring is a technique that involves providing guidance and support to less experienced team members by more experienced team members1. Both techniques can help the new team member to learn the necessary skills and knowledge to perform the project tasks, and to integrate into the team culture. This way, the project manager can minimize the impact of losing a highly skilled team resource and maintain the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to train and support the new team member.

• Logging a risk in the risk register and working with the new team member to mitigate it is a passive and reactive approach that does not help the new team member to acquire the skills and knowledge needed for the project.
• Motivating the new team member to perform is a general and vague action that does not specify how the project manager will help the new team member to perform the project tasks.
• Sharing project documents with the new team member is a necessary but not sufficient action that does not ensure that the new team member will understand and apply the information in the project documents.

References: 1: PMBOK® Guide, 7th edition, page 96.

 According to the PMBOK Guide 7th Edition, the project manager should identify and engage stakeholders throughout the project life cycle and collect their requirements using various techniques such as interviews, surveys, focus groups, workshops, observation, prototyping, etc. The project manager should also analyze the interests and influence of stakeholders and prioritize their requirements based on the project objectives, scope, and value. The project manager should not exclude or ignore any stakeholder requirements, as this may lead to dissatisfaction, conflicts, or scope changes later in the project12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.

According to the PMBOK Guide, the project manager should manage the stakeholder expectations and engagement throughout the project lifecycle. This includes identifying the stakeholder needs and requirements, communicating with them effectively, and resolving any issues or conflicts that may arise. In this case, the project manager has learned from previous experience that the client’s turn-around times on documents sent for approval were very slow and well outside of the agreed timelines. This could affect the project schedule, scope, quality, and cost. Therefore, the project manager should work with the client on an acceptable amount of time for document approval, and establish clear and realistic expectations and criteria for the approval process. This way, the project manager can avoid or minimize the potential delays and ensure the project deliverables meet the customer satisfaction. Informing the client that extra resources will be added, updating the project risk register, or informing the client of their responsibility are not effective ways to approach this issue, as they do not address the root cause of the problem or foster a collaborative relationship with the client. References: PMBOK Guide, 7th edition, pages 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, and 35. PMP Question 351.