PMI PMP Dumps Questions Answers

 According to the PMBOK Guide, 7th edition, one of the principles of project management is to engage stakeholders proactively. This means that the project manager should communicate effectively with the project sponsor and other key stakeholders about the project status, issues, risks, and changes. When the project manager observes that the project is likely to miss a deadline due to a lack of resources, the best course of action is to escalate the issue to the sponsor and debrief them about the situation. This way, the project manager can seek the sponsor’s support and guidance on how to resolve the resource problem and mitigate the impact on the project schedule. The sponsor may also have the authority and influence to allocate more resources or negotiate a revised deadline with the customer or other stakeholders. By escalating the issue to the sponsor, the project manager demonstrates transparency, accountability, and professionalism. References: PMBOK Guide, 7th edition, page 9, Principle 3: Engage Stakeholders Proactively; page 32, Section 2.3.2.1, Project Sponsor; page 36, Section 2.4.2.1, Project Manager.

According to the PMBOK® Guide, the project manager should identify the source of the disagreement among the project stakeholders as the first step to facilitate the approval of project requirements. This is because identifying the source of the disagreement can help the project manager understand the root cause of the conflict, the interests and needs of the stakeholders, and the potential impact of the disagreement on the project objectives and deliverables. By identifying the source of the disagreement, the project manager can then choose an appropriate conflict resolution technique, such as compromising, collaborating, smoothing, forcing, or withdrawing, to resolve the issue and obtain the approval of the project requirements1. The other options are not the first steps to facilitate the approval of project requirements, because:

Reviewing the project charter may help the project manager clarify the project scope, objectives, and high-level requirements, but it does not address the specific source of the disagreement among the stakeholders2.

Performing a stakeholder analysis may help the project manager identify the stakeholders, their roles, expectations, influence, and communication needs, but it does not address the specific source of the disagreement among the stakeholders3.

Holding a team-building event may help the project manager improve the team morale, trust, and collaboration, but it does not address the specific source of the disagreement among the stakeholders4. References: 1: PMBOK® Guide, Sixth Edition, Chapter 9.5.2.1, Conflict Management 2: PMBOK® Guide, Sixth Edition, Chapter 4.1.3.1, Project Charter 3: PMBOK® Guide, Sixth Edition, Chapter 13.1.3.1, Stakeholder Analysis 4: PMBOK® Guide, Sixth Edition, Chapter 9.4.2.4, Team-Building Activities

According to the PMBOK Guide, the project manager should plan, manage, and monitor the communication activities throughout the project life cycle. The project manager should also consider the stakeholder needs, preferences, and expectations when choosing the communication methods, tools, and technologies. The project manager should also update the communications management plan as needed to reflect any changes in the communication requirements or approach. Therefore, the project manager should update the communications management plan based on the product owner’s preferences and distribute it to the team. This will ensure that the communication is effective, timely, and consistent among the project stakeholders. References: PMBOK Guide, 6th edition, pages 361-362, 368-369.