Project-Management-Professional PMP Exam Questions and Answers PDF

= The risk management plan is the document that describes how the project team will manage risks throughout the project life cycle. It includes information such as the risk management processes, roles and responsibilities, risk categories, risk tolerance, risk reporting, and risk review frequency. The project manager should check the risk management plan first to determine how often the risks are being reviewed, as this is part of the risk monitoring and control process. The other documents are outputs of the risk management process, but they do not specify the frequency of risk reviews. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Tried and true methods in managing project risks and issues

 According to the PMBOK Guide, 7th edition, integrated change control is the process of reviewing and approving all change requests that may affect the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholders1. The project manager should perform integrated change control when a change request is initiated, either by the project team, the vendor, the customer, or any other stakeholder2. In this case, the vendor’s resource unavailability is a change that may affect the project deliverables, cost, and quality. The project team has identified an alternative solution, but it will incur an additional cost. Therefore, the project manager should submit a change request to the change control board (CCB) or the appropriate authority, and follow the established change control procedures to obtain approval for the change3. Performing a cost-benefit analysis (option A) is a good practice, but it is not the next step for the project manager. The project manager should first seek approval for the change before performing any analysis. Implementing risk responses (option B) is not the correct answer, as the vendor’s resource unavailability is not a risk, but a change. A risk is an uncertain event or condition that may have a positive or negative effect on the project objectives4. Requesting a replacement resource (option D) is not the correct answer, as it maynot be feasible or desirable for the vendor or the project. The project manager should consider the alternative solution proposed by the project team, and seek approval for the change. References: 1: PMBOK Guide, 7th edition, page 123 2: PMBOK Guide, 7th edition, page 124 3: PMBOK Guide, 7th edition, page 125 : PMBOK Guide, 7th edition, page 126 4: PMBOK Guide, 7th edition, page 149

= According to the PMBOK Guide, 7th edition, the communications management plan is a component of the project management plan that describes how, when, and by whom information about the project will be shared, stored, and distributed1. It also defines the communication requirements and expectations of the project stakeholders, such as thelevel of detail, frequency, format, and confidentiality of the information2. Therefore, the project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the meeting agenda and content are appropriate and aligned with the stakeholder communication needs and preferences. This would have helped to avoid any potential conflicts, misunderstandings, or surprises that could have caused the CEO to end the meeting abruptly. References:

• 1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 69
• 2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 70-71

According to the PMBOK Guide 7th Edition, the project charter is a document that authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and key stakeholders. The project charter should be approved by the project sponsor and communicated to all relevant stakeholders, including senior managers, to ensure their alignment and commitment to the project. If some of the senior managers claim not to know about the deliverable, it indicates that they may not have been properly informed or involved in the project charter development or approval process. Therefore, the project manager should meet with these stakeholders to review the project charter and clarify their roles, responsibilities, expectations, and interests in the project. This will help to resolve any confusion or conflict and to gain their support and buy-in for the project. Checking if these stakeholders attend regular project meetings, reviewing the project charter, or validating if the project charter changed are not sufficient actions, as they do not address the root cause of the communication gap or the stakeholder engagement issue, and they may not improve the relationship or trust between the project manager and the senior managers. References: PMBOK Guide 7th Edition, page 45-46.