PMI PMP Dumps Questions Answers

 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

 A stakeholder engagement plan is a document that describes how the project manager and the project team will communicate and interact with the stakeholders throughout the project. The stakeholder engagement plan should include all the stakeholders who have been identified and who have needs and a potential impact on the project, regardless of their level of support or opposition. This is because the project manager needs to understand the expectations, interests, and concerns of all the stakeholders, and to manage them effectively. By including all thestakeholders in the stakeholder engagement plan, the project manager can also identify and address any issues or risks that may arise from the stakeholder relationships, and to enhance the stakeholder satisfaction and support for the project. References: PMBOK Guide, 6th edition, pages 513-514; 5 steps to creating a stakeholder engagement plan (with template)

 In a large-scale project with unclear requirements, a fixed deadline, and a fixed budget, the project manager should adopt an agile approach that allows for flexibility, feedback, and collaboration. The project manager should agree with the client on a minimum viable product (MVP), which is the smallest version of the product that can deliver value to the customer. The project manager should also establish deadlines for review, where the client can provide feedback and prioritize the features for the next iteration. The project manager should run the project with a backlog, which is a list of features and requirements that are prioritized and refined by the team, and weekly sprints, which are short cycles of work where the team delivers a potentially shippable product increment. This way, the project manager can manage the project scope, schedule, and cost effectively, and deliver a product that meets the customer’s needs and expectations. Option A is the best answer because it follows the agile principles and practices that are suitable for this type of project. Option B is not a good answer because it shows a lack of professionalism and responsibility from the project manager. Option C is not a good answer because it may not be feasible or realistic to convince the client to provide a product owner, and it may delay the start of the project. Option D is not a good answer because it follows a traditional approach that is not suitable for this type of project, as it assumes that the requirements are clear and stable, and does not allow for frequent feedback and changes. References: [Agile Practice Guide], pages 14-15, 21, 25-26; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, pages 18-19, 174-175.