Selected PMP Project-Management-Professional Questions Answers

According to the PMBOK Guide, 7th edition, project planning is the process of establishing the scope, objectives, and course of action for the project. Project planning involves developing the project management plan, which is a document that describes how the project will be executed, monitored, and controlled. Project planning also involves engaging the project stakeholders, identifying the project requirements, defining the project scope, estimating the project resources, creating the project schedule, determining the project budget, assessing the project risks, and establishing the project governance. Project planning is essential for the project success, as it provides the basis for project performance measurement and control. In this question, the project manager has been assigned to a project that involves building 100 wells for a small community that is urgently in need of access to water. The question asks what the project manager should do next.

Based on this information, the best answer is option B, which is to start project planning and develop the project management plan. This is because starting project planning and developing the project management plan is the logical and necessary next step for the project manager after being assigned to the project. Starting project planning and developing the project management plan can help the project manager to define the project scope, objectives, and course of action, as well as to align the project with thestakeholder needs and expectations. Starting project planning and developing the project management plan can also help the project manager to address the project urgency, as it can enable the project manager to prioritize the project activities, allocate the project resources, and manage the project risks.

Option A, which is to hire local contractors who are familiar with the environment, is not a good answer. This is because hiring local contractors who are familiar with the environment may not be the next step for the project manager, as it may require some prior planning and analysis. Hiring local contractors who are familiar with the environment may involve defining the project procurement strategy, conducting market research, preparing the procurement documents, soliciting bids or proposals, evaluating and selecting vendors, and negotiating and signing contracts. Hiring local contractors who are familiar with the environment may also depend on the availability, suitability, and affordability of the local contractors, as well as the legal and ethical implications of the procurement process.

Option C, which is to face the challenge immediately and start sending relief to the town, is not a good answer. This is because facing the challenge immediately and starting sending relief to the town may not be the next step for the project manager, as it may not be part of the project scope or objectives. Facing the challenge immediately and starting sending relief to the town may involve providing humanitarian aid, such as food, water, medicine, or shelter, to the affected community. Facing the challenge immediately and starting sending relief to the town may also require coordination and collaboration with other organizations, such as government agencies, non-governmental organizations, or international bodies, that are involved in the relief efforts. Facing the challenge immediately and starting sending relief to the town may also entail additional risks and challenges, such as security, logistics, or cultural issues, that may affect the project delivery.

Option D, which is to process a change request for additional funding due to project urgency, is not a good answer. This is because processing a change request for additional funding due to project urgency may not be the next step for the project manager, as it may not be justified or approved. Processing a change request for additional funding due to project urgency may involve documenting the rationale, impact, and benefits of the change, as well as submitting the change request to the appropriate authority for review and approval. Processing a change request for additional funding due to project urgency may also depend on the availability, allocation, and distribution of the project funds, as well as the alignment of the change with the project scope, schedule, quality, and risks. References: PMBOK Guide, 7th edition, Chapter 5: Planning1; Chapter 6: Project Management Plan2; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 2: Plan and manage project/phase scope3.

According to the PMBOK Guide, a project approach is the way a project is planned, executed, monitored, controlled, and closed. A project approach should be designed based on the context of the project, its objectives, stakeholders, governance, and the environment1. A project approach should use “just enough” process to achieve thedesired outcome while maximizing value, managing cost, and enhancing speed1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2.

In this scenario, the project is in a very initial stage and the requirements are evolving, which means there is a high level of uncertainty and change. The customer would like to launch the product keeping the scope flexible, which means they are open to feedback and adaptation. The project team intends to start the work based on the forecast of a similar project delivered last year, which means they have some historical data and experience to guide them. These factors suggest that an agile approach would be suitable for this project, as it can provide flexibility, adaptability, and customer focus while delivering value incrementally and iteratively2.

One of the most popular agile approaches is Scrum, which is a framework for managing complex projects that deliver products or services in short iterations called sprints3. Scrum involves a self-organizing and cross-functional team, a product owner who represents the customer and defines the product backlog, and a Scrum master who facilitates the Scrum process and removes impediments3. Scrum also involves several events, such as sprint planning, daily Scrum, sprint review, and sprint retrospective, to ensure collaboration, communication, and continuous improvement3.

Therefore, executing the project as a Scrum project would suit the scenario, as it can accommodate the evolving requirements, the flexible scope, and the competitive market. Scrum can also leverage the forecast of the similar project as an input for the product backlog and the sprint planning, and adjust the work based on the feedback and the changes in the environment.

References: 1: 12 Principles of Project Management 2: Project Management Professional (PMP)® Certification 3: PMP® Certification Info Summary

= In an agile project, the project manager should use various methods to monitor and track the project performance and progress, such as burn charts, cumulative flow diagrams, Kanban boards, etc. These methods can help the project manager identify any impediments or issues that may affect the project delivery and take corrective actions as soon as possible. The project manager should also encourage the team to raise any impediments during the daily stand-up meetings and facilitate the removal of those impediments. By seeking and implementing alternative ways to track progress and impediments, the project manager can prevent the situation where a technical impediment puts the project delivery in jeopardy overnight. B, C, and D are not the best answers because they do not address the root cause of the problem, which is the lack of effective monitoring and tracking of the project performance and progress. Historical data, technical training, and risk response plan are useful tools and techniques, but they are not sufficient to prevent the situation described in the question. References: PMBOK Guide, PMI Study Hall, PMP Question Bank

PMBOK Guide, 7th edition, pages 128-129, 132-133 :

According to the PMBOK Guide, the project manager should develop the project team by improving the competencies, interaction, and environment of the team members. The project manager should also use various methods and techniques to enhance the team performance and satisfaction, such as coaching, mentoring, training, feedback, recognition, and rewards. In this scenario, the project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully. This is a human resource risk that may affect the quality and delivery of the project. The best course of action is to provide team members with the necessary coaching and mentoring to help them acquire the skills and knowledge needed for the project, and to guide them through the challenges and issues that may arise. Providing team members with the necessary coaching and mentoring (option C) is the best solution to the issue, as it demonstrates proactive and effective project human resource management. Asking the sponsor to add experienced professionals to the team (option A) may not be feasible or desirable, as it may incur additional costs and time to onboard and integrate the new resources, and may disrupt the existing team dynamics and morale. Approving the appropriate training program for team members (option B) may also be helpful, but it is not the only or most comprehensive approach. Training is a formal and structured way of imparting knowledge and skills to the team members, but it may not address the specific needs and issues of the project or the team. Coaching and mentoring are more personalized and interactive ways of developing the team members, as they involve providing advice, feedback, support, and encouragement to the team members throughout the project. Assigning a dedicated resource to check the quality of each deliverable (option D) may also be ineffective or inefficient, as it may create a bottleneck and dependency on the resource, and may undermine the trust and responsibility of the team members. The project manager should empower the team members to perform quality assurance and control activities, and to ensure that the deliverables meet the quality standards and expectations of the project. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Professional (PMP)® Certification | PMI 2 : What Counts as Project Management Experience? - CBT Nuggets 3 : PMP® Certification Info Summary | PMI - Project Management Institute 4 : PMP Certification Requirements | Are you eligible for PMP5