PMP Project Management Professional (2025 Version) Questions and Answers

According to the PMBOK Guide, the project manager should be involved in the procurement process to ensure that the project requirements are clearly defined and communicated to the potential suppliers1. The project manager should also verify that the project objectives are aligned with the business needs and the expectations of the stakeholders before approving an agreement2. Therefore, the best option is to ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement. Option B is incorrect because informing the project sponsor that there cannot be any changes to the scope of the project is unrealistic and may not account for the possible risks and uncertainties that may arise during the project execution3. Option C is incorrect because notifying the project sponsor that the project manager cannot be involved in the agreement negotiation process is not a proactive or collaborative approach, and may result in a poor or unsuitable agreement for the project. Option D is incorrect because asking the project sponsor to involve the legal department in the negotiation for the project agreement is not the responsibility of the project manager, and may not address the issue of the project manager’s participation in the procurement process. References: 1: PMBOK Guide, 6th edition, section 12.1.3.1, p. 465 2: PMBOK Guide, 6th edition, section 4.1.3.1, p. 89 3: PMBOK Guide, 6th edition, section 5.6.3.1, p. 161 : PMBOK Guide, 6th edition, section 12.2.3.1, p. 473 : PMBOK Guide, 6th edition, section 12.2.3.2, p. 474

According to the PMBOK Guide, an iteration is a fixed time period during which a set of activities are performed to deliver a potentially releasable product increment. In an agile or hybrid environment, the project manager should encourage the team to continuously inspect and adapt their processes and practices to improve their performance and deliver value to the customer. If a team member suggests a new method of doing things that provides no value to the end customer, but may help the team to work more efficiently, the project manager should consider the change because it will help the team work more efficiently. This means that the project manager should evaluate the benefits and costs of the proposed change, and determine if it is worth implementing. The project manager should also consult with the team and the product owner to get their feedback and approval. The change should not be immediately added to the product backlog, as it may disrupt the prioritization and planning of the customer requirements. The change should not be presented to the project sponsor for approval, as it is not a significant change that affects the project scope, schedule, or budget. The change should not be rejected because it adds no value to the end customer, as it may add value to the team and the project by improving the team’s efficiency and quality. References: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.

According to the PMBOK® Guide, hybrid project management is a technique where high-level project phases are planned using the waterfall approach, and project phase work (actual tasks) execution is done the Agile way1. Hybrid project management is getting more attention as it offers the flexibility to combine the best practices from both waterfall and agile methodologies2. One of the benefits of hybrid project management is that it allows the project team to adapt to changing requirements and customer needs, which are common in projects with a high level of uncertainty3. However, this also requires the project manager to adopt a different role than in a traditional waterfall project. Instead of being a central authority who directs and controls the project, the project manager should act as a facilitator, coach, and servant leader who supports and empowers the project team to do the work4. This means that the project manager should trust the team’s expertise and experience, delegate decision-making authority, provide feedback and guidance, and remove any impediments that hinder the team’s progress5. By doing so, the project manager can foster a collaborative and agile culture that enhances the team’s performance and satisfaction6.

Therefore, the best way for the project manager to address the issue of losing control of the project is to adopt the role of supporting and empowering the project team to do the work (option C). This will help the project manager to cope with the uncertainty and complexity of the project, and to leverage the team’s skills and knowledge. Modifying the daily standup meetings to include project status reporting (option A) may not be effective, as it may disrupt the purpose and flow of the standup meetings, which are meant to be brief and focused on the team’s progress, issues, and plans. Escalating the issue to the change control board (CCB) and asking for advice (option B) may not be appropriate, as the CCB is usually responsible for reviewing and approving changes to the project scope, schedule, cost, or quality, not for providing guidance on the project management approach. Changing the approach for the project to a predictive approach (option D) may not be feasible or desirable, as it may not suit the nature and context of the project, and it may cause resistance and confusion among the project stakeholders. References:

1: PMBOK® Guide, 6th edition, p. 19

2: Teamhood, Hybrid Project Management: What is it, Approach & Software

3: The Digital Project Manager, Ultimate Guide To Hybrid Project Methodologies & How To Make Them

4: PMBOK® Guide, 6th edition, p. 54

5: PMI, Agile Practice Guide, p. 21

6: PMI, Agile Practice Guide, p. 22

[7]: PMI, Agile Practice Guide, p. 50

[8]: PMBOK® Guide, 6th edition, p. 115

[9]: PMBOK® Guide, 6th edition, p. 18

The project manager should schedule a one-on-one meeting with the team member to talk about the issue and get their cooperation. This is an example of the problem-solving technique, which involves confronting the issue directly and cooperatively to find a mutually acceptable solution1. This technique is usually the most effective way to manage conflict in a project team2. Scheduling a meeting with the team member and their manager to discuss the issue (A) is not a good option since it may create a sense of distrust and resentment in the team member. Talking to the project sponsor about the team member’s attitude (B) is also not advisable since it may escalate the conflict and damage the relationship between the project manager and the team member. Finding another person to replace this team member (D) is not a viable option since it would disrupt the project schedule, budget, and scope. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.2

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.3

According to the PMBOK Guide, the project management plan is a formal, approved document that defines how the project is executed, monitored, and controlled1. It integrates and consolidates all of the subsidiary plans and baselines from the project management processes1. One of the inputs to the process of developing the project management plan is the project charter, which provides the high-level description of the project and its boundaries, as well as the high-level requirements, risks, assumptions, and constraints2. Therefore, the project manager should clarify the high-level business requirements with the event organizer as a basis for forming the deliverables list, which is part of the project scope management plan, a component of the project management plan3. The other options are not the best actions for the project manager to complete the task of developing the project management plan. Benchmarking other similar exhibitions’ deliverable lists and final outcomes is a technique that can be used to collect requirements, but it is not sufficient to form the deliverables list without clarifying the high-level business requirements first. Initiating a survey to solicit end-customer opinions and prioritize exhibition contents is also a technique to collect requirements, but it is not the first step in developing the project management plan. Initiating an additional services agreement in case the key deliverables list was not clearly stated in the contract is a risk response strategy that can be used to deal with potential scope changes, but it is not a necessary action to develop the project management plan. References:

1: PMBOK Guide, 6th edition, page 89

2: PMBOK Guide, 6th edition, page 77

3: PMBOK Guide, 6th edition, page 131

: PMBOK Guide, 6th edition, page 148

: PMBOK Guide, 6th edition, page 443

According to the PMBOK Guide, when using an agile approach, the project manager needs to embrace change and respond to customer feedback by continuously refining and reprioritizing the product backlog1. The product backlog is a dynamic list of the product requirements, user stories, and other work items that need to be completed by the project team. By working with the product manager and the rest of the team to update the project backlog, the project manager can incorporate the new feature requested by the customer, and deliver value early and often1. The other options are not appropriate, as they do not reflect the agile mindset and principles. Assessing the impact of the new requirements and initiating the change request process, assessing the impact and communicating the updated product roadmap, and following the change management plan to update the risk register are all possible actions that could be taken in a predictive or waterfall approach, where changes are more controlled and formalized. However, in an agile approach, changes are expected and welcomed, and the project manager should collaborate with the customer and the team to deliver the best possible product2. References:

1: PMBOK Guide, 6th edition, page 18

2: PMBOK Guide, 6th edition, page 156

 The project manager should meet with the PMO/compliance entity to work on process tailoring, as this will help them to adapt the agile approach to the specific compliance requirements of the organization. Process tailoring is the act of customizing the project management processes, practices, and tools to suit the needs and characteristics of a particular project. By meeting with the PMO/compliance entity, the project manager can identify the relevant compliance standards, regulations, and policies that apply to the project, and determine how to align the agile deliverables with them. The project manager can also negotiate the level of documentation, reporting, and auditing that is required for the project, and seek ways to streamline and simplify them. This will help to ensure that the project is compliant, while also maintaining the agility and performance of the project team. References:

Project Manager’s Guide To Implementing A Compliance Program

Project Management Compliance Process - RMC Learning Solutions

Compliance - Scaled Agile Framework

Agile Approach in Regulatory Enviroment | DA - Project Management Institute

Achieving Regulatory and Industry Standards Compliance with the Scaled …

The project manager should proactively engage with the stakeholders to address their dissatisfaction and work with them to find a solution. This is consistent with the stakeholder engagement plan, which defines the strategies and actions for managing stakeholder expectations and involvement. The project manager should not ignore the stakeholder issue, rely on the management team to intervene, or try to socialize with the stakeholders without addressing the root causes of the problem. References:

PMP Exam Content Outline (2021), Domain III: Executing the Project, Task 8: Engage with stakeholders to meet expectations and foster relationships, p. 131

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.3.1.1: Stakeholder Engagement Plan, p. 5182

Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 6: Manage Stakeholder Collaboration, p. 15

The project manager should request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project. This is because working on multiple projects at the same time can reduce the team’s focus, productivity, quality, and morale. It can also increase the risk of delays, errors, conflicts, and rework. Agile approaches require dedicated and cross-functional teams that can deliver value in short iterations. Therefore, the project manager should seek the support of the project sponsor to ensure that the team has the necessary resources and time to work on one project at a time. Providing an incentive plan so the team members will work more unaccounted hours on multiple projects (option B) is not a good solution, as it may lead to burnout, stress, and dissatisfaction among the team members. It may also violate the labor laws and ethical standards. Brainstorming with the team members on how they can deliver on multiple projects within the given budget (option C) is a possible option, but it may not be realistic or feasible, as it may compromise the quality and scope of the projects. Instructing the team members to spread evenly across projects so mistakes will not occur within the current budget (option D) is not a good option, as it may create confusion, duplication, and inconsistency among the team members. It may also prevent the team from forming, storming, norming, and performing as a cohesive unit. References:

PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team

[Agile Practice Guide], page 26-27, section 3.1.1 Team Composition

PMP Exam Prep, 10th edition, page 455, question 455, answer and explanation

According to the PMBOK Guide1, project communication management includes the processes of planning, managing, and monitoring project communications. The first process, plan communications management, involves determining the information and communication needs of the project stakeholders, such as the sponsor. The project manager should have analyzed the sponsor’s communication requirements, such as the type, format, frequency, and level of detail of the information they need, as well as their preferred communication channels and methods. By doing so, the project manager could have designed and implemented a communication system that meets the sponsor’s expectations and needs, and avoids any dissatisfaction or complaints. The other options are not the best preventive actions, as they are either reactive or irrelevant. Confirming that the portal is providing adequate information, verifying that the project team is following the communications management plan, and ensuring the sponsor had the necessary skills to use the portal are all actions that could be taken after the situation has occurred, but they do not address the root cause of the problem, which is the lack of alignment between the communication system and the sponsor’s requirements. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition

Project Communication Management - Five Steps | PMI

ProjectManagement.com - Project Communication Management

According to the PMBOK® Guide Seventh Edition, one of the agile practices that can be used in a predictive environment is incremental delivery. This means that the project delivers value to the customer or end user in small increments throughout the project life cycle, rather than waiting until the end of the project to deliver the final product. Incremental delivery allows the project to respond to changing requirements, reduce risks, and increase customer satisfaction. To support incremental delivery, the project manager should also perform frequent backlog refinement, which is the process of reviewing, prioritizing, and updating the list of features or requirements that the project team will work on. Backlog refinement helps the project manager and the team to align their work with the customer’s needs and expectations, and to adjust the scope and schedule accordingly. References:

PMBOK® Guide Seventh Edition, page 29

Agile Practice Guide, page 13

According to the PMBOK Guide, the stakeholder engagement plan and the communications management plan are two key project documents that guide the project manager on how to manage stakeholder expectations and communicate project information. The stakeholder engagement plan identifies the stakeholder needs, interests, and level of engagement, and defines the strategies and actions to increase their support and minimize their resistance. The communications management plan specifies the communication requirements, methods, frequency, and formats for each stakeholder or stakeholder group. The project manager should review these plans to determine if the stakeholder requesting the status updates is appropriately engaged and informed, and if any changes are needed to accommodate the request. Reviewing the stakeholder engagement and communications management plans is the best action that the project manager should take in this situation. Starting to send status updates to this stakeholder based on the request (A) may not be appropriate or feasible, as it may violate the communication protocols, overload the stakeholder with unnecessary information, or create inconsistencies with other stakeholders. Asking the stakeholder’s manager if the stakeholder can be added to the list (B) may not be necessary or effective, as it may bypass the stakeholder’s own preference, authority, or influence, or create conflict with the stakeholder’s manager. Escalating the stakeholder’s request to the project sponsor (D) may not be warranted or advisable, as it may indicate a lack of project management skills, create unnecessary involvement of the project sponsor, or damage the relationship with the stakeholder. References: PMBOK Guide, 6th edition, pages 513-514, 537-538.

According to the PMBOK Guide, a project manager is responsible for leading and motivating the project team and ensuring their engagement with the project. A project manager should create an environment that encourages leadership, translates ambitions into growth opportunities, and rewards overtime workers when working with a project team composed of recent university graduates. This will help to inspire, empower, and recognize the team members, and to align their personal and professional goals with the project objectives. Creating an environment that encourages leadership, translates ambitions into growth opportunities, and rewards overtime workers is the best action that the project manager should take in this situation. Providing clear direction on the work to be done and its alignment to the major objectives of the organization, using technology to communicate (A) may be a necessary action, but not sufficient to ensure the team’s engagement, as it may not address their needs, interests, and expectations. Establishing a clear hierarchical environment and allowing them to navigate through the project faster using social networks (B) may not be effective or appropriate, as it may create a rigid or bureaucratic structure, and undermine the team’s collaboration and communication. Fostering proactive decision making and developing a hierarchy to approve decisions based on different levels of complexity © may be a good practice, but not the best one, as it may not create a conducive environment for the team’s development and growth. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers. References:

PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6

PMI-PBA Guide, section 6.3.3.1

According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers. References:

PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6

PMI-PBA Guide, section 6.3.3.1

According to the PMBOK Guide, the project manager should identify the key stakeholders and their needs and expectations at the beginning of the project and throughout the project life cycle1. The project manager should also involve the key stakeholders in the project agreement discussions, as it helps to establish a common understanding of the project objectives, scope, deliverables, and acceptance criteria2. Therefore, the best option is to identify key stakeholders and include all of them in project agreement discussions. Option A is incorrect because distributing a detailed quality management plan to the key stakeholders may not ensure that they agree with the project objectives or the quality standards. Option B is incorrect because including the final report during the closing phase may not address the issue of stakeholder dissatisfaction or misalignment, as it may be too late to make any changes or adjustments. Option D is incorrect because performing project reporting according to the communications management plan may not guarantee that the stakeholders are aware of or satisfied with the project outcomes, as it may not reflect their feedback or concerns. References: 1: PMBOK Guide, 6th edition, section 13.1.3.1, p. 513 2: PMBOK Guide, 6th edition, section 4.1.3.1, p. 89

According to the PMBOK Guide, 7th edition, section 4.3.2.1, when a project faces a technical issue that requires specialized knowledge or expertise, the project manager should consult with external subject matter experts (SMEs) and the team to find a solution. External SMEs are individuals or groups who have specialized knowledge or skills related to a specific aspect of the project, such as aerospace design. They can provide valuable insights, recommendations, and guidance to the project team. The project team consists of the project manager and the project staff who are responsible for performing the project work. They have the most knowledge and experience about the project and its deliverables. The project manager should involve both the external SMEs and the team in the discussion of the technical issue, as they can contribute different perspectives and ideas to resolve the issue. The project manager should also communicate the issue and the proposed solution to the project sponsor and other relevant stakeholders, but they do not need to be part of the initial meeting.

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Communications Management knowledge area is Plan Communications Management, which involves determining the information and communication needs of the project stakeholders. One of the tools and techniques for this process is communication requirements analysis, which considers factors such as the availability, frequency, format, and level of detail of the information. By asking the project sponsor what sort of information is needed and agreeing on a frequency for the communication, the project manager is performing communication requirements analysis, which will help to tailor the communications management plan to the specific needs and preferences of the project sponsor. References: PMBOK Guide, 6th edition, pages 361-362, 367.

The project manager should follow the risk management plan that was developed during the planning phase of the project. The risk management plan should include a risk register that identifies the potential risks, their probability and impact, and the planned responses for each risk. Since the labor union contract negotiation was documented as a risk, the project manager should log the issue and execute the risk response plan that was prepared for this situation. This may involve implementing contingency plans, fallback plans, or workarounds to minimize the negative effects of the risk on the project objectives. The other options are not appropriate because they do not follow the risk management plan or they introduce new risks or changes to the project scope, schedule, or budget. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 11: Project Risk Management, pp. 397-441.

PMP® Examination Practice Questions: 400 Practice Questions and Answers to help you Pass, Question 400, p. 401.

According to the PMBOK® Guide, the project manager is responsible for leading and directing the project team and ensuring that the project objectives are met. Therefore, the project manager should not delegate the decision-making authority to the team or the sponsor without analyzing the impacts and creating a plan for team decision making. The project manager should also consider the risks, issues, and stakeholder expectations that may arise during their absence and communicate the plan to the relevant parties. Postponing the vacation to a different time may not be feasible or desirable for the project manager, and it may also affect their work-life balance. Allowing the team to make decisions to stay on schedule may result in scope creep, quality issues, or conflicts among team members. Asking the project sponsor to make any necessary decisions may undermine the project manager’s authority and credibility, and it may also burden the sponsor with additional work. References: PMBOK® Guide, Sixth Edition, Chapter 9, Section 9.4.2.3 (Team Decision Making) and Chapter 13, Section 13.3.2.4 (Project Manager)

 The project manager should share the organization’s decision with the team and make plans to adopt an agile approach in the upcoming project because this is the best way to align the team with the new direction and prepare them for the change. Agile approaches are based on values and principles that emphasize collaboration, flexibility, and customer satisfaction, which may differ from the traditional predictive methods that the team is used to. Therefore, the project manager should communicate the rationale and benefits of the agile approach, and involve the team in planning and executing the project using agile practices and tools. The other options are not the best choices because they do not support the organization’s decision or the project sponsor’s preference. Preparing a risk report that captures the probability and impact of risks, and then sharing it with the project sponsor (option A) may imply that the project manager is resistant or skeptical about the agile approach, and may not address the team’s readiness or capability. Making a request to human resources for new team members who have agile experience (option C) may undermine the existing team’s skills and motivation, and may not be feasible or necessary. Asking the project sponsor to change the approach back to predictive as that is the team’s strength (option D) may contradict the organization’s strategy and the project sponsor’s authority, and may not reflect the project manager’s willingness to learn and adapt. References: PMBOK Guide, 6th edition, pages 18-19, 686-687. Exam PMP topic 1 question 434 discussion. Episode 434: The PMP® Exam is Changing on 1 July 2020.

 The project manager should take these two actions to align customer expectations with the current situation of the project. The sprint velocity is a measure of how much work the agile team can complete in a sprint. By reviewing the updated sprint velocity with the customer, the project manager can show the impact of losing two team members on the project schedule and scope. The customer can then adjust their expectations accordingly and provide feedback on the project progress. The prioritized backlog is a list of features and requirements that the customer wants to have in the product. By asking the product owner to review the prioritized backlog with the customer, the project manager can ensure that the most valuable and important features are delivered first. The customer can also reprioritize the backlog items based on their changing needs and preferences. This way, the project manager can deliver early results that meet the customer’s satisfaction.

The other options are not the best actions to align customer expectations. Asking the agile team to review and update the quality management plan with the customer is not relevant to the budget reduction or the early results. The quality management plan defines the quality standards, criteria, and methods for the project. It is not a tool for communicating the project status or scope with the customer. Reviewing the impediments log with the customer is not a good practice, as it may expose the internal issues and challenges of the agile team. The impediments log is a record of the obstacles and problems that the agile team faces during the project. It is used by the agile team and the scrum master to identify and resolve the impediments. The customer does not need to know the details of the impediments log, as it may affect their trust and confidence in the project team. Sending a detailed project management plan to the customer is not appropriate for an agile project, as it may imply a fixed and rigid approach to the project. The project management plan is a formal document that describes how the project will be executed, monitored, and controlled. It is not suitable for an agile project, as it does not accommodate the changes and uncertainties that occur during the project. An agile project relies on frequent and informal communication, collaboration, and feedback with the customer, rather than a detailed project management plan. References:

PMBOK® Guide, 6th Edition, Chapter 6, Section 6.7, “Control Schedule”

PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2, “Plan Stakeholder Engagement”

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.3, “Sprint Velocity”

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.4, “Prioritized Product Backlog”

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.5, “Impediments Log”

PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1

 According to the PMBOK Guide, the product owner is the person responsible for defining and prioritizing the product backlog, and ensuring that the product delivers value to the customer and stakeholders1. The product owner also collaborates with the project team and the project manager to review the work in progress and provide feedback2. Therefore, if a stakeholder has a new requirement or a change request, the correct procedure is to provide it directly to the product owner, who will evaluate it and decide whether to add it to the product backlog or not. The other options are not the correct procedures for new requirements in a hybrid project. The change control board (CCB) is a group of stakeholders who review and approve change requests in a traditional project, but not in a hybrid project that follows agile principles3. The project sponsor is the person or group who provides the financial resources and support for the project, but not the owner of the product requirements or scope. The project manager is the person who leads the project team and manages the project work, but not the person who defines or prioritizes the product backlog. References:

1: PMBOK Guide, 6th edition, page 49

2: PMBOK Guide, 6th edition, page 50

3: PMBOK Guide, 6th edition, page 115

: PMBOK Guide, 6th edition, page 33

: PMBOK Guide, 6th edition, page 51

According to the PMBOK® Guide, integrated change control is the process of reviewing all change requests, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan. It also involves communicating the decisions on the change requests to the relevant stakeholders. The project manager should evaluate the proposed change with integrated change control to determine its impact on the project objectives, scope, schedule, cost, quality, risk, and benefits. The project manager should also discuss the change with the project sponsor, who is the person or group that provides resources and support for the project and is accountable for enabling success. The project sponsor can help the project manager to obtain approval for the change, resolve conflicts, and align the change with the strategic objectives of the organization. References:

PMBOK® Guide, Seventh Edition, Section 8.2.2.1, “Integrated Change Control”

PMBOK® Guide, Seventh Edition, Section 4.4.3.2, “Project Sponsor”

 This answer is based on the concept of adaptive life cycle or agile project management, which is one of the approaches to managing projects in the PMBOK Guide1. Adaptive life cycle is suitable for projects that have high uncertainty, changing requirements, and complex or innovative products1. The main characteristics of adaptive life cycle are:

Delivering products in iterations or increments, each with a fixed duration and scope1.

Seeking frequent feedback from customers and stakeholders to validate the product value and quality1.

Embracing changes and responding to them quickly and effectively1.

Empowering the project team to make decisions and collaborate with each other1.

A minimum viable product (MVP) is a version of the product that has enough features to satisfy the initial needs of the customers and stakeholders, and to provide feedback for future development2. By focusing on releasing an MVP quickly, the project manager can:

Reduce the risk of wasting time and resources on building a product that does not meet the customer’s expectations or needs2.

Increase the customer’s satisfaction and engagement by involving them in the product development process2.

Learn from the feedback and data collected from the MVP and use them to improve the product in the next iteration2.

Adapt to the changing requirements and market conditions by delivering value incrementally2.

Therefore, option D is the best answer, as it aligns with the adaptive life cycle approach and the benefits of MVP. Option A is not a good answer, as it implies a predictive life cycle or waterfall project management, which is more suitable for projects that have low uncertainty, stable requirements, and well-defined products1. Waiting to start the project execution phase until all requirements and acceptance criteria are clear can result in:

Missing the opportunity to deliver value early and often to the customers and stakeholders1.

Increasing the risk of scope creep, change requests, and rework due to changing customer needs or expectations1.

Reducing the flexibility and responsiveness of the project team to adapt to changes1.

Limiting the collaboration and communication between the project team and the customers and stakeholders1.

Option B is also not a good answer, as it assumes that the customer knows all of the requirements at the beginning of the project, which is unlikely for a brand new product. Asking the customer to include all of the requirements in the project charter can lead to:

Creating a rigid and unrealistic scope that does not reflect the customer’s actual needs or preferences3.

Overwhelming the customer and the project team with too many details and specifications that may not be relevant or necessary3.

Ignoring the feedback and learning opportunities that can arise during the project execution phase3.

Reducing the chances of innovation and creativity by restricting the product features and functions3.

Option C is a better answer than option A and B, as it involves the customer in the requirement elicitation process and prioritizes the most important requirements. However, it is still not the best answer, as it does not address the customer’s concern about extra costs and work. Scheduling a brainstorming session and selecting the top ten most important requirements can still result in:

Spending too much time and resources on planning and analysis, instead of delivering value and testing assumptions.

Failing to validate the requirements with the end users and other stakeholders, who may have different needs or expectations.

Missing the opportunity to learn from the feedback and data collected from the product delivery and use.

Delaying the adaptation and improvement of the product based on the changing requirements and market conditions.

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The project manager should use the alignment of the project with the benefits management plan as an indicator that the project is actually delivering value because this is the best way to measure the project’s contribution to the organization’s strategic objectives and expected outcomes. The benefits management plan defines the benefits that the project is expected to deliver, the metrics and targets to evaluate them, the roles and responsibilities for benefits realization, and the timeline and process for benefits review and transition. By comparing the project’s performance and deliverables with the benefits management plan, the project manager can assess the value of the project and identify any gaps or issues that need to be addressed. The other options are not the best choices because they do not necessarily reflect the value of the project. Stakeholders’ satisfaction with the current status (option A) may be subjective and biased, and may not consider the long-term benefits of the project. The project being under budget and on schedule (option B) may indicate the project’s efficiency and adherence to the plan, but it does not guarantee the project’s effectiveness and alignment with the business needs. The project being aligned with the project charter (option C) may show the project’s compliance with the initial scope, objectives, and assumptions, but it does not account for any changes or updates that may affect the project’s value proposition. References: PMBOK Guide, 6th edition, pages 33-34, 75-76, 129-130. PMP Questions page 457. PMP Practice Exam | Free PMP Practice Questions.

 The project manager should review the communication needs of key stakeholders because this is the first step in developing an effective communication management plan. By reviewing the communication needs, the project manager can identify what information is relevant, important, and useful for each stakeholder, and tailor the communication accordingly. The other options are not the best choices because they are either too late or too broad. Confirming that the project information is understood and feedback is received (option B) is a good practice, but it does not address the root cause of the problem, which is the missing information. Determining communication methods, frequency, and level of detail (option C) is part of the communication management plan, but it should be based on the communication needs analysis. Providing all project information to the stakeholder (option D) may overwhelm the stakeholder with unnecessary or irrelevant information, and may also compromise the confidentiality or security of the project. References: PMBOK Guide, 6th edition, pages 361-362, 366-367. PMP Questions page 427. PMP Practice Exam | Free PMP Practice Questions.

The project manager should review the communications management plan and submit a change request if required. The communications management plan is a document that describes how the project information will be communicated to the stakeholders. It defines the communication requirements, methods, formats, frequency, and responsibilities for each stakeholder group. The project manager should review the communications management plan to understand the current communication expectations and agreements, and to identify any gaps or conflicts between the sponsor’s request and the key team members’ preferences. If the communications management plan needs to be updated to accommodate the sponsor’s request, the project manager should submit a change request and follow the change control process. Negotiating with the key team members to send a daily report and letting the sponsor know that the project cost will increase (option A) may be a possible solution, but it should be done after reviewing the communications management plan and submitting a change request if required. Recommending to the sponsor that performance of the project be reviewed once per week (option B) may not satisfy the sponsor’s needs and expectations, and may also contradict the communications management plan. Evaluating the capacity of each team member to attend daily meetings in person or virtually and reducing the time of each meeting (option D) may be a good practice, but it should also be done after reviewing the communications management plan and submitting a change request if required. References:

PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications Management

PMP Exam Prep, 10th edition, page 474, question 474, answer and explanation

 According to the PMBOK Guide, the project manager is responsible for managing the project work according to the project management plan and implementing approved changes1. If the project manager discovers that the blueprints received from the client appear incomplete, the first thing to do is to consult with the client to determine if project execution should be continued or if changes are needed. The client is the source of the project requirements and the ultimate authority on the project scope2. The other options are not the best actions for the project manager to do first. Rescheduling the project execution date is a change that requires a formal change request and approval from the change control board3. Continuing project execution using the current blueprints from the client may result in rework, waste, or defects if the blueprints are not accurate or complete4. Escalating this issue to the project sponsor is not the first step, as the project sponsor is not the owner of the project requirements or scope. References:

1: PMBOK Guide, 6th edition, page 95

2: PMBOK Guide, 6th edition, page 141

3: PMBOK Guide, 6th edition, page 115

4: PMBOK Guide, 6th edition, page 149

: PMBOK Guide, 6th edition, page 33

 A risk register is a tool to identify, document, monitor and resolve project risks. It is an essential part of the risk management process and should involve the participation of relevant stakeholders. Stakeholder engagement is a process of identifying, understanding and involving people who have a stake in the outcome of the project. Effective stakeholder engagement requires ongoing communication, consultation, and collaboration. Therefore, the best option for the project manager is to run the meeting with the available stakeholders and then follow up with each one of the absent stakeholders to get their input. This way, the project manager can ensure that the risk register is comprehensive, accurate and reflects the views and concerns of all stakeholders. Canceling the meeting and creating the risk register using the project documents (option A) is not a good option because it does not involve the stakeholders and may miss some important risks or perspectives. Continuing the meeting and sending the updated risk register to all stakeholders (option B) is also not a good option because it does not allow the absent stakeholders to provide their input or feedback on the risk register. Escalating the issue of stakeholders not attending the meeting to the project sponsor (option D) is not a good option either because it does not address the root cause of the problem and may create unnecessary conflict or resentment among the stakeholders. References:

1: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana

2: 10 Principles Of Stakeholder Engagement | APM

3: What is Stakeholder Engagement, and Why is it Important for Strategic Planning?

 According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess and prioritize impact on project scope, schedule, cost, quality, and risks of approved changes, and determine cause and effect relationships” (Task 5, Domain II: Process). This implies that the project manager should evaluate the impact of any change that affects the project performance, such as the removal of a key team member. By doing so, the project manager can identify the potential consequences and benefits of the change, and look for alternatives to mitigate the negative effects or enhance the positive ones. The project manager should also submit a change request if required, to update the project management plan and baselines accordingly. This will help to maintain the project alignment with the objectives and expectations of the stakeholders. References:

PMP Exam Content Outline, Domain II: Process, Task 5, page 101

PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233

Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

According to the PMBOK Guide, one of the key project management processes is stakeholder engagement1, which involves identifying, analyzing, planning, managing, and monitoring the stakeholders’ expectations and involvement throughout the project life cycle2. The project manager should use effective communication and collaboration techniques to ensure that the stakeholders are aligned with the project vision, objectives, scope, and deliverables3. This will help to build trust, resolve conflicts, and enhance stakeholder satisfaction. Meeting with the stakeholders regularly is an example of such a technique, as it allows the project manager to share project information, solicit feedback, address issues, and agree on common goals and plans. This is especially important for a project that involves multiple partners and has to comply with various standards and policies.

The other options are not the best ways to ensure project success, because they do not involve stakeholder engagement or collaboration. Option A is too authoritarian and may create resistance or resentment from the contracting partner. Option B is too passive and may result in loss of control or accountability for the project. Option C is too unilateral and may ignore or conflict with the partners’ needs and expectations. References:

1: PMBOK Guide, 6th Edition, page 513

2: PMBOK Guide, 6th Edition, page 515

3: PMBOK Guide, 6th Edition, page 518

: PMBOK Guide, 6th Edition, page 520

: PMBOK Guide, 6th Edition, page 524

According to the PMBOK® Guide, 7th edition, one of the principles of project management is to tailor the delivery approach based on context1. This principle suggests that project managers should select and adapt the delivery approach that best suits the project characteristics, stakeholder needs, and organizational goals. It also implies that project managers should recognize and respond to changes in the project environment and facilitate the transition between different delivery approaches1.

In a hybrid project, the delivery approach combines elements of predictive, adaptive, and iterative methods2. A hybrid project may start with a predictive phase to define the scope, schedule, and budget, and then switch to an adaptive or iterative phase to deliver the product or service incrementally2. A hybrid project may also use different delivery approaches for different components or work packages within the same project2.

In this scenario, the project manager observes that the team performance was excellent during the predictive stages, but declined when the iterations began. This could indicate that the team members are not comfortable or familiar with the change in the delivery approach, and that they are lacking the skills, mindset, or tools to work effectively in an adaptive or iterative environment. Therefore, the best course of action for the project manager is to perform team-building activities and enhance collaboration. This will help the team to build trust, rapport, and cohesion among themselves and with other stakeholders, and to align their expectations, roles, and responsibilities with the new delivery approach. It will also help the team to learn and apply the agile values and principles, such as customer collaboration over contract negotiation and working software over comprehensive documentation3.

The other options are not as effective as option B. Option A, giving team members more authority to make decisions, may be appropriate for an agile team, but it does not address the root cause of the problem, which is the change in the delivery approach. It may also create more confusion and conflicts if the team members are not clear about the decision-making process or criteria. Option C, identifying the team members who are impacting low morale, may be helpful, but it does not solve the problem of the team’s performance. It may also create a blame culture or a sense of isolation among the team members. Option D, coaching the team members on agile processes and knowledge, is also a good practice, but it is not sufficient to improve the team’s morale. Coaching should be complemented by team-building and collaboration activities to foster a positive and supportive team culture.

According to the PMBOK Guide, the project manager is responsible for ensuring that the project deliverables meet the acceptance criteria and obtaining formal acceptance of the deliverables from the customer or sponsor1. The project manager should also involve the relevant stakeholders in the validation and acceptance process to ensure their satisfaction and buy-in2. Therefore, the best option is to set up a meeting with stakeholders to validate and confirm acceptance of the deliverables. Option A is incorrect because the project sponsor is not the only stakeholder who needs to approve the deliverables. Option B is incorrect because updating the project management plan and marking the milestone as completed are actions that should be done after obtaining formal acceptance, not before. Option C is incorrect because asking the vendor to validate the agreement for any deviations is not a sufficient way to ensure the quality and compliance of the deliverables. References: 1: PMBOK Guide, 6th edition, section 4.6.3.2, p. 123 2: PMBOK Guide, 6th edition, section 13.4.2.2, p. 529

According to the PMI-PBA guide, one of the key competencies of a business analyst is to facilitate collaboration and negotiation among stakeholders1. This is especially important in agile projects, where the business analyst may also act as the project manager or product owner2. The PMBOK guide also states that the project manager should foster a collaborative project team environment that enhances individual and team performance3. Therefore, the best way for the project manager to influence the agile team is to express trust in their ability to deliver value and meet the project objectives, rather than imposing authority, control, or additional resources. References:

1: PMI-PBA guide, page 16

2: PMI-PBA guide, page 23

3: PMBOK guide, page 59

The project manager should perform a qualitative risk analysis to assess the probability and impact of the resource availability problem on the project objectives. The project manager should also identify the triggers and warning signs of the risk, and assign a risk rating or priority to the risk. This will help the project manager to determine the appropriate risk response strategy and plan accordingly. Updating the issue log may not be sufficient, as it does not address the uncertainty and potential impact of the risk. Performing a root cause analysis may not be necessary or feasible, as the resource availability problem may be beyond the project manager’s control or influence. Implementing a risk response plan may be premature, as the project manager should first analyze the risk before taking any action. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 11: Risk, Section 11.3: Assess Risks

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 5: Evaluation, Task 6: Assess Solution Limitations

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 5: Evaluation, Task 6: Assess Solution Limitations

According to the PMBOK Guide, a project budget is the authorized amount of funds allocated to the project. The project budget is derived from the cost baseline, which is the aggregation of the estimated costs of individual activities or work packages. The project budget should reflect the project scope, schedule, resources, risks, and quality requirements. A project manager should review the base budget model with the team leaders in each country to establish an independent budget for each phase when delivering a highly customizable software solution in multiple countries with significantly different cultures. This will help to account for the variations in the project requirements, constraints, assumptions, and risks in each country and phase, and to ensure the accuracy and adequacy of the project budget. Reviewing the base budget model with the team leaders in each country to establish an independent budget for each phase is the best action that the project manager should do next in this situation. Overestimating costs and underestimating revenues to include the impacts of different cultural elements (B) may not be realistic or reliable, as it may create a false sense of security, waste resources, or reduce profitability. Applying the company’s operational budgeting model © may not be suitable or applicable, as it may not capture the specific characteristics and challenges of the project. Asking the project management office (PMO) to review the draft budget (D) may be a possible action, but not the next one, as it may be premature or ineffective without reviewing the base budget model with the team leaders in each country first. References: PMBOK Guide, 6th edition, pages 235-236, 260-261.

The project manager should address this concern with the functional managers to ensure there will be no further delays in the project. The functional managers are the managers who have authority over the team members in their respective functional areas, such as engineering, marketing, finance, etc. The functional managers are responsible for assigning and releasing the team members to the project, as well as providing them with the necessary training, support, and feedback. The project manager should communicate and coordinate with the functional managers to ensure that the team members are available and committed to the project, and that they are not distracted or overloaded by other nonproject-related tasks. The project manager should also explain to the functional managers the impact of their emails on the team’s productivity and morale, and request them to respect the team’s priorities and schedules. The project manager should also seek the support and intervention of the project sponsor or the senior management, if needed, to resolve any resource conflicts or issues.

The other options are not the best actions for the project manager to take in this situation. Asking the product owner to speak with the functional managers to ensure future requirements come through the product owner is not relevant or effective, as it does not address the current problem of the team members receiving emails from their functional managers to support other nonproject-related tasks. The product owner is the person who represents the customer’s voice and defines and prioritizes the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner is not involved in the resource management or allocation of the project, and may not have the authority or influence to negotiate with the functional managers. Logging this as a risk in the risk register and continuing to monitor the issue at subsequent meetings is not proactive or sufficient, as it does not prevent or mitigate the negative impact of the team members receiving emails from their functional managers to support other nonproject-related tasks. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, and owners. The project manager should not just document and monitor the issue, but also take action to resolve it as soon as possible. Scheduling a meeting with all of the functional managers to resolve the resource conflicts may be too time-consuming and complicated, as it may involve multiple parties and perspectives. The project manager should not wait for a meeting to address the issue, but rather contact the functional managers individually and directly, and seek their cooperation and understanding. References:

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.2, “Plan Resource Management”

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.3, “Acquire Resources”

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.5, “Control Resources”

PMBOK® Guide, 6th Edition, Chapter 11, Section 11.4, “Plan Risk Responses”

PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 8, Section 8.2, “Planning Resources” 1

The project manager should evaluate the impact to the users and create a plan to address it, as this is part of identifying stakeholders. Identifying stakeholders involves identifying the people, groups, or organizations that could impact or be impacted by the project, and analyzing their expectations, interests, and influence. By evaluating the impact to the users, the project manager can determine their needs, requirements, and potential issues, and create a plan to engage them effectively and manage their expectations. The other options are not the best ways to handle this situation, as they either ignore, assume, or delegate the stakeholder identification process. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 13, Section 13.1

PMP Exam Content Outline, June 2019, Domain I, Task 2

PMP Sample Test Questions, Question 382

The definition of done (DoD) is a clear and concise list of requirements that a deliverable must meet to be considered complete and acceptable by the main stakeholder. The DoD helps to ensure that the quality standards are met and that the deliverables are aligned with the stakeholder’s expectations. The project manager should reinforce the DoD during sprint planning so that the team has a common understanding of what needs to be done and how to do it. This will help to prevent the deliverables from being rejected during the next iteration. Submitting a change request to prioritize resolutions for the quality issue (option A) may be necessary, but it does not address the root cause of the problem, which is the lack of clarity and agreement on the DoD. Assuring that the product backlog is properly prioritized to avoid dependencies that cause rejection (option C) is a good practice, but it does not ensure that the deliverables will meet the quality specifications. Creating a dedicated sprint to complete all of the pending specifications from previous sprints (option D) may be a viable option, but it may also delay the project and increase the cost. The best option is to reinforce the DoD and ensure that the team delivers what the stakeholder expects. References:

PMBOK Guide, 6th edition, page 176, section 5.4.2.1 Definition of Done

[Agile Practice Guide], page 54, section 4.2.2.1 Definition of Done

PMP Exam Prep, 10th edition, page 425, question 425, answer and explanation

The agile project leader should explain the new team velocity to the customer and negotiate the scope and schedule of the project accordingly. Team velocity is a measure of the amount of work a team can handle during a single iteration1. It is affected by factors such as team size, skills, experience, and availability2. Since the team has lost two members, the team velocity will likely decrease, which means the team will not be able to deliver the same amount of work as before. The agile project leader should communicate this change to the customer and collaborate with them to prioritize the most valuable features and adjust the release plan3. Updating the restriction log with the new team capacity (A) is not a sufficient action since it does not address the impact on the project scope and schedule. Explaining the new project requirements to the team (B) is also not a good option since it may overload the team and compromise the quality and value of the product. Updating the project budget with the released team members © is not relevant since the budget has already been reduced by the customer. References:

1: Agile Practice Guide, Glossary, page 91

2: Agile Practice Guide, Chapter 2, Section 2.4.2.2

3: Agile Practice Guide, Chapter 2, Section 2.4.2.3

 According to the PMBOK Guide, the project manager should follow the change management process to handle any change request, regardless of the source or nature of the change. The change management process involves identifying, analyzing, documenting, presenting, deciding, communicating, and implementing the change request. The first step in this process is to validate the proposed change’s impact on the project, which means assessing how the change would affect the project scope, schedule, cost, quality, risk, and other aspects. This would help the project manager to determine the feasibility, desirability, and priority of the change request, and to prepare a recommendation for the change control board (CCB). The project manager should not check the budget, accept, or refuse the change request without validating its impact first, as these actions would bypass the change management process and could lead to negative consequences for the project. References:

PMBOK Guide’s Change Management Process For PMP Exam

Change Management Process for Project

Managing Change in Organizations: A Practice Guide

 According to the PMBOK Guide, a hybrid delivery approach is a combination of predictive, iterative, incremental, and agile methods that best suit the project context and objectives. A hybrid delivery approach may require a phased structure, where each phase has a review gate to ensure alignment and quality. To ensure consistency for this hybrid delivery, the project manager should get agreement from stakeholders on high-level deliverables and requirements. This will help to define the scope and objectives of each phase, as well as the acceptance criteria and success factors. The project manager should also involve the stakeholders in the planning and execution of each phase, and solicit their feedback and approval at the review gates. The project manager should not ask SMEs to provide a detailed plan for each phase, as this may not reflect the stakeholder needs and expectations. The project manager should not commit to a detailed global plan from the initiation phase, as this may not accommodate changes and uncertainties in a hybrid environment. The project manager should not request the PMO to review the initial plan, as this may not ensure the stakeholder buy-in and satisfaction. References:

PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

The project manager should address the communication needs of all stakeholders and ensure that they are satisfied with the level and frequency of information they receive. The best way to do this is to discuss the issue with all stakeholders and work on a communications management plan that defines the communication requirements, methods, formats, frequency, and responsibilities for each stakeholder group. This will help to avoid misunderstandings, conflicts, and complaints in the future. Recording the meeting and sharing it with the stakeholders who missed it (option C) is a good practice, but it does not solve the root cause of the problem. Ensuring that the stakeholders who are complaining are present for the next meeting (option B) or changing the meeting time to their time zone (option D) are not feasible or fair solutions, as they may create inconvenience or dissatisfaction for other stakeholders. The project manager should consider the time zones of all stakeholders and try to find a suitable time that works for most of them, or use alternative communication methods such as email, video, or audio recordings. References:

PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications Management

PMP Exam Prep, 10th edition, page 405, question 405, answer and explanation

According to the PMBOK Guide, 7th edition, section 8.1.3, page 269, the Kanban board is a visual tool that shows the status of work items and the flow of work through different stages. The Kanban board helps the team to limit the work in progress, identify bottlenecks, and optimize the delivery of value. When a project sponsor requests to prioritize a new backlog item, the project manager should communicate the impact of starting the item with the project sponsor, as this may affect the existing work items, the team capacity, and the project schedule. The project manager should also seek to understand the rationale and urgency of the request, and negotiate a mutually agreeable solution with the project sponsor. The other options are not the best actions for the project manager, as they do not address the need to communicate and collaborate with the project sponsor, who is a key stakeholder and decision maker. Decomposing the item immediately and beginning work may cause disruption and confusion to the team and the project. Discussing the impact of starting the item with the team may be helpful, but it does not involve the project sponsor who made the request. Finishing the small tasks in progress before decomposing the item may delay the delivery of value and the satisfaction of the project sponsor. References:

PMBOK Guide, 7th edition, section 8.1.3, page 269

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179

 According to the PMBOK® Guide, the project manager is responsible for closing the project or phase, which includes verifying that all the project deliverables are completed and accepted, updating the project records and documents, releasing the project resources, and communicating the project closure to the stakeholders. Performing administrative closure of the project ensures that the project is formally completed and closed, and that the project budget is finalized and closed as well. This will prevent any confusion or issues with the accounting manager or other parties in the future. Conveying task completion information to accounting may be part of the project closure process, but it is not sufficient to close the project budget. The project manager should also update the project status, financial records, and lessons learned. Closing the procurement process properly is necessary for projects that involve contracts or agreements with external vendors or suppliers, but it is not the only aspect of closing the project. The project manager should also close the internal aspects of the project, such as deliverables, resources, and stakeholder satisfaction. Completing the transition process is relevant for projects that produce products, services, or results that need to be transferred to the operations or maintenance teams, but it is not the only activity for closing the project. The project manager should also ensure that the project objectives are met, the project scope is verified, and the project performance is evaluated. References: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.7 (Close Project or Phase) and Appendix X3, Table X3-1 (Project Closure Checklist)

According to the PMBOK Guide, 6th edition, section 6.2.2.4, the project manager should use agile practices such as sprint reviews and retrospectives to ensure that the product backlog items are delivered according to the product owner’s expectations and that the team continuously improves its performance. Sprint reviews are meetings where the team demonstrates the product increment to the product owner and other stakeholders and collects feedback for future iterations. Retrospectives are meetings where the team reflects on its processes, tools, interactions, and outcomes and identifies areas for improvement. These practices help to align the team and the product owner on the project vision, scope, and quality, and to prevent or resolve any issues or conflicts that may arise during the project. The PMI-PBA Guide, section 5.2.3.1, also supports this approach, as it states that the business analyst should participate in sprint reviews and retrospectives to validate the requirements and to ensure that the product meets the business needs and stakeholder expectations. References:

PMBOK Guide, 6th edition, section 6.2.2.4

PMI-PBA Guide, section 5.2.3.1

 In a hybrid project, the project manager is responsible for managing the expectations and requirements of all the stakeholders, both internal and external. The project manager also has the authority to approve or reject changes to the project scope, schedule, budget, and quality. Therefore, the team member should inform the stakeholder that the correct procedure for new requirements is to provide it directly to the project manager, who will then evaluate the impact of the change and decide whether to accept or reject it. This way, the team member can avoid being distracted from their work and maintain the productivity of the project. References:

Hybrid Project Management: What is it, Methodology & Software - Teamhood

What Is Stakeholder Management? - ProjectManager

 According to the PMI, a hybrid approach is a combination of two or more project methodologies, such as waterfall and agile, to suit the needs of the project. A hybrid approach can offer flexibility, adaptability, and customer focus, while also maintaining some level of predictability, structure, and control. However, a hybrid approach can also pose some challenges, such as stakeholder resistance, misalignment, or confusion. Therefore, the project manager needs to address and remove any obstacles and blockers that may prevent the team from achieving their goals. Obstacles and blockers are issues or impediments that hinder or stop the team’s progress, such as lack of resources, unclear requirements, technical debt, conflicts, communication gaps, etc. The project manager should follow these steps to address and remove obstacles and blockers for the team:

Identify the obstacles and blockers by using various techniques, such as daily stand-up meetings, retrospectives, feedback sessions, surveys, etc.

Analyze the impact, root cause, and priority of the obstacles and blockers by using tools, such as issue logs, risk registers, impact analysis, root cause analysis, prioritization matrix, etc.

Develop and implement solutions to remove the obstacles and blockers by using methods, such as problem-solving, negotiation, escalation, delegation, collaboration, etc.

Monitor and evaluate the effectiveness of the solutions by using measures, such as team velocity, customer satisfaction, quality metrics, etc.

Communicate and report the status and results of the solutions to the relevant stakeholders, such as the team, the sponsor, the customer, etc.

By addressing and removing obstacles and blockers for the team, the project manager can improve the project performance, as well as the team’s productivity, quality, morale, and collaboration.

The other options are not the best choices, because:

Asking stakeholders to communicate with the project manager and not directly with the team would create a communication bottleneck, reduce transparency, and increase the risk of misunderstanding or miscommunication.

Empowering the team members to remove obstacles and blockers would be a good practice, but it would not be sufficient without the project manager’s support, guidance, and intervention, especially if the obstacles and blockers are beyond the team’s authority or capability.

Adding blockers to the issue log and risk management plan would be a necessary step, but it would not be enough without taking action to resolve them. Simply documenting the blockers would not help the team to overcome them or improve their performance. References:

Hybrid Project Management: What is it, Methodology & Software - Teamhood

Agile, Traditional, and Hybrid Approaches to Project Success

Impediments, Obstacles, and Blockers: How to Address and Remove Them

1.7. Address and remove impediments, obstacles, and blockers for the team - KnowledgeMap

1.7 Address and Remove Impediments, Obstacles, and Blockers … - BrainBOK

According to the PMBOK Guide, a servant leader is a leadership style that focuses on serving the needs of the team, empowering them, and creating a culture of trust, collaboration, and ownership. A servant leader should also motivate and inspire the team, especially when they face challenges or fatigue. If some team members are starting to complain about the length of the project, creating a risk for lack of performance at this critical stage, the project manager should schedule a team event with the project sponsor to highlight the importance of the project and recognize the work of the team. This will help the project manager to mitigate the risk by showing appreciation and gratitude to the team, reinforcing the project vision and value, and boosting the team morale and engagement. Scheduling a team event with the project sponsor is also a way of celebrating the team’s achievements and rewarding them for their efforts. Meeting with the team to reinforce their responsibilities and the consequences if the project deliverables are not completed on time is not a servant leader approach, as it may demotivate and pressure the team, and create a negative atmosphere. Applying additional controls to the project deliverables to ensure that all milestones are achieved on time is not a servant leader approach, as it may micromanage and constrain the team, and reduce their autonomy and creativity. Contacting the functional manager to ensure that team motivation remains high until the end of the project is not a servant leader approach, as it may delegate the responsibility and authority of the project manager, and undermine the relationship and trust between the project manager and the team. References: PMBOK Guide, 6th edition, pages 56-57, 686-687, 723-724.

According to the PMBOK Guide, the project manager is responsible for managing the project resources, including materials, and ensuring that they are available and delivered on time. The project manager should also monitor and control the project risks, and implement appropriate responses when they occur. If one important material is still not on site and the delivery date is approaching, the project manager should engage the project team to look for alternatives to find a solution. This means that the project manager should involve the team members who have the relevant expertise, knowledge, and skills to identify and evaluate possible options to overcome the problem, such as using a substitute material, changing the design or scope, or negotiating with the supplier or the client. Engaging the project team to look for alternatives to find a solution will help the project manager to leverage the collective intelligence and creativity of the team, and to find the best solution that meets the project objectives and satisfies the stakeholders. Recording it in the risk register is not a sufficient action, as it does not address the problem or prevent the delay. The project manager should have identified and recorded this risk earlier, and developed a contingency plan to deal with it. Asking the client to help solve the problem is not a good option, as it may damage the relationship and trust between the project manager and the client, and imply that the project manager is not capable of managing the project. The project manager should communicate the problem to the client, but not rely on the client to solve it. Starting procuring this material from another supplier is a risky and costly option, as it may not guarantee the quality, availability, or delivery of the material, and it may incur additional expenses and contractual issues. The project manager should consider this option only after exhausting other alternatives, and with the approval of the relevant stakeholders. References: PMBOK Guide, 6th edition, pages 355-356, 441-442, 456-457.

 When a new technology or requirement emerges during the final stages of a project, it’s important for the project manager to assess the business value impact of this change. This involves understanding how the change could affect the project’s objectives, deliverables, and stakeholders. If the impact is significant, the project manager should review the product roadmap to include any necessary changes. This approach ensures that the project remains aligned with its strategic objectives and stakeholder expectations, while also staying adaptable to changes in the market or technology landscape. References: PMBOK® Guide – Sixth Edition, Section 4.3 Direct and Manage Project Work, pg. 89; Section 4.4 Manage Project Knowledge, pg. 98; Section 4.5 Monitor and Control Project Work, pg. 104; Section 4.6 Perform Integrated Change Control, pg. 115.

The project manager should review the resources required for the tasks on the critical path because these are the tasks that determine the project duration and have the highest risk of causing delays. By reviewing the resources, the project manager can identify any resource shortages, conflicts, or overallocation, and take corrective actions to optimize the resource utilization and avoid penalties. The other options are not the best choices because they do not directly address the root cause of the delay, which is the resource allocation. Discussing the issue with the project sponsor (option A) may help to escalate the problem, but it does not solve it. Reviewing and updating the risk management plan (option C) may help to identify and mitigate any potential risks, but it does not address the current situation. Allocating resources to develop the competencies of the other team members (option D) may help to improve the team performance in the long run, but it does not help to complete the critical project on time. References: PMBOK Guide, 6th edition, pages 215-216, 258-259, 333-334. How To Find The Correct Answer On PMP Exam Questions. Free PMP Questions and Answers – Are You Ready for PMP Exam?.

When a project manager encounters a potential change in the project environment, such as a new law that may affect the project, the first two actions they should perform are to identify the risks and consult the stakeholders. Risk identification is the process of determining the risks that may affect the project and documenting their characteristics. It is an iterative process that should be performed throughout the project life cycle, especially when there are changes or uncertainties. Consulting the stakeholders is also important, as they may have valuable insights, opinions, or expectations regarding the potential impacts of the new law on the project. The project manager should communicate with the stakeholders and seek their feedback and support. Creating a change request, requesting additional budget, or discussing with SMEs are not the first actions to perform, as they require more analysis and evaluation of the situation. A change request should be submitted only after the project manager has assessed the impact of the change and determined the best course of action. Requesting additional budget should be based on a realistic estimate of the cost implications of the change, not on a contingency. Discussing with SMEs may be helpful, but it is not as essential as involving the project team and the stakeholders, who have more direct interest and influence on the project. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 11, Section 11.2

Practice Standard for Project Risk Management, Chapter 3, Section 3.1

The Standard for Project Management, Chapter 4, Section 4.3.2

The project manager should analyze both projects to determine the most effective use of common resources, such as human, material, equipment, or facilities1. This will help the project manager to allocate and balance the resources across the two projects, and to identify and resolve any resource conflicts or shortages2. This may also help to reduce the duration of the critical project by ensuring that the required resources are available when needed. The other options are not appropriate or feasible in this situation. Applying fast-tracking techniques to compress the schedule of the critical project is not possible, as the question states that the schedule does not have activities that can be overlapped3. Using resource optimization to justify requesting more resources for the critical project may not be realistic, as the question implies that the project manager does not have access to additional resources4. Providing schedule optimization training to the project teams to improve their skills may not have an immediate impact on the duration of the critical project, and may also consume more time and resources. References: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute Inc., 2021, p. 201. 2: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute Inc., 2021, p. 202. 3: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute Inc., 2021, p. 211. 4: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute Inc., 2021, p. 203. : PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute Inc., 2021, p. 212.

According to the PMBOK Guide, the project manager is responsible for managing the project team and ensuring that the team members perform their roles and responsibilities in an ethical manner1. The project manager should also apply the PMI Code of Ethics and Professional Conduct2, which states that project managers should respect the confidentiality and privacy of others3. If a team member violates the ethical standards, the project manager should address the issue promptly and constructively4. The best way to do this is to speak with the key team member to clarify the situation, understand the reasons behind the breach, and explain the consequences and expectations. This will help to resolve the conflict, restore trust, and prevent further escalation.

The other options are not the best ways to handle the situation, because they do not involve direct communication or problem-solving with the key team member. Option A is too passive and may imply that the project manager is not capable of managing the team. Option C is too collective and may create more tension or resentment among the team members. Option D is too harsh and may violate the due process or the employment contract of the team member. References:

1: PMBOK Guide, 6th Edition, page 335

2: PMBOK Guide, 6th Edition, page 29

3: PMI Code of Ethics and Professional Conduct, page 5

4: PMBOK Guide, 6th Edition, page 343

A statement of work (SOW) is a formal document that outlines the specific tasks, deliverables, and requirements of a project. It serves as a contractual agreement between a vendor and a client, providing a comprehensive description of the work to be performed. A SOW is used to document the project deliverables when outsourcing work to external parties, as it defines the scope, schedule, quality, and payment terms of the project. A SOW can also include a work breakdown structure (WBS), which is a hierarchical decomposition of the project deliverables into smaller, manageable components. References:

What Is a Statement of Work (SOW)? - Coursera

Statement Of Work Ultimate Guide: Simple Definition & Template

What Is a Statement of Work? Definition & Examples - ProjectManager

Team velocity is a measure of the amount of work a team can complete in a given time period, usually a sprint or iteration. It is calculated by adding up the story points or effort estimates of the user stories that were completed and accepted during the sprint. Team velocity can help project managers and teams to plan, monitor, and improve their performance and delivery. However, team velocity can vary due to various factors, such as changes in scope, team size, team skills, dependencies, risks, and impediments. Impediments are any issues or obstacles that prevent the team from achieving their goals or performing at their optimal level. Impediments can be internal or external, technical or non-technical, and can affect the team’s productivity, quality, morale, or collaboration. Some examples of impediments are: lack of resources, unclear requirements, technical debt, bugs, conflicts, communication gaps, etc. Therefore, it is important for the project manager and the team to identify, track, and resolve impediments as soon as possible, to avoid negative impacts on the team velocity and the project outcome. One of the best ways to do this is to use the daily standup meeting, which is a short, time-boxed, and focused meeting where the team members share their progress, plans, and problems. The standup meeting can help the project manager and the team to: - Align on the sprint goals and priorities - Monitor the team’s progress and performance - Identify any impediments or risks that are affecting or could affect the team’s velocity - Assign ownership and accountability for resolving the impediments - Collaborate and support each other to overcome the challenges - Adapt and adjust the plan as needed to meet the sprint and project objectives By using the standup meeting to assess impediments and problems, the project manager can help the team to improve their velocity and meet the next review gate goal. The other options are not the best choices, because: - Increasing the sprint duration to allow the team more time would violate the agile principle of delivering value in short and frequent iterations, and would not address the root causes of the low velocity. - Prioritizing the contents of the backlog and removing some stories would reduce the scope and quality of the project, and would not solve the impediments that are affecting the team’s velocity. - Creating a change request to modify the gate review goals would delay the project delivery and increase the cost and risk of the project, and would not improve the team’s performance or velocity. References:

Velocity Chart in Project Management – What Is It and How Do You Use It?

What is Velocity in Agile?

Velocity - Project Management Knowledge

PMP Questions velocity

How to Calculate Team Velocity

What is team velocity and how to calculate it

According to the PMBOK Guide, a retrospective meeting is a process of reviewing and analyzing the past performance of a project team, especially in an agile or hybrid environment. The purpose of the retrospective meeting is to identify the strengths and weaknesses of the team, the lessons learned, and the improvement actions for the future. The project manager should facilitate the retrospective meeting and encourage the team to share their feedback, opinions, and suggestions. If the project team’s performance has declined for the last three iterations, the project manager should focus on remediation not merely on correcting symptoms. This means that the project manager should help the team to find the root causes of the performance issues, and implement effective solutions that address the underlying problems, not just the superficial symptoms. For example, if the team is facing communication challenges, the project manager should not just provide more communication tools, but also improve the communication processes, protocols, and skills of the team. Focusing on remediation not merely on correcting symptoms will help the team to improve their performance and prevent recurrence of the same issues. Comparing the team’s performance against other project teams is not a good option, as it may demoralize the team, create unhealthy competition, and ignore the unique context and challenges of each project. Identifying potential failure points based on the iteration workload is a useful technique, but it is not enough to improve the team’s performance. The project manager should also analyze the actual failure points and the reasons behind them, and take corrective and preventive actions accordingly. Motivating the team to perform better is a desirable outcome, but it is not a specific action that the project manager should do. The project manager should use various motivational techniques, such as recognition, rewards, empowerment, and feedback, to inspire the team and enhance their morale and engagement. References: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.

According to the PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179, incremental budgeting is a technique that allows agile teams to estimate and allocate funds for each iteration or release of a product. This technique enables the teams to respond to changing requirements and priorities, and to deliver value to the customer faster. Incremental budgeting also reduces the risk of over- or under-budgeting, as the teams can adjust their estimates based on the actual costs and benefits of each increment. The other options are not suitable for agile teams, as they do not support the agile principles of flexibility, collaboration, and customer satisfaction. Requesting the finance team to allocate a budget based on historical data may not reflect the current or future needs of the product. Providing the budget to the finance team for only the planned increments may not account for the changes that may occur during the product development. Extrapolating the budget based on the current cost performance index (CPI) may not be accurate or reliable, as the CPI may vary depending on the scope, schedule, and quality of each increment. References:

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179

PMBOK Guide, 7th edition, section 8.1.3, page 269

According to the PMBOK® Guide, the project manager is responsible for tailoring the project management processes and practices to suit the project context and environment. Therefore, the project manager should have assessed the organization’s culture, performed a suitability analysis, and determined the future state before adopting an agile methodology. This would have helped to identify the readiness, gaps, and risks of implementing agile in the organization, and to plan for the necessary changes and support. Conducting agile training for all employees may be a good practice, but it is not sufficient to avoid the implementation failure. Training alone does not guarantee the adoption or success of agile, as there may be other factors such as resistance, misalignment, or misunderstanding that hinder the agile transformation. Conducting a postmortem and capturing the learning in OPAs may be a useful activity, but it is not a preventive measure. It is a reactive action that occurs after the implementation failure, and it does not address the root causes or the solutions for the failure. Hired a third-party agile delivery team to do the implementation may not be the best option, as it may create dependency, communication, or integration issues. The project manager should have involved the internal project team and stakeholders in the agile implementation, and ensured that they have the skills, knowledge, and commitment to adopt agile. References: PMBOK® Guide, Sixth Edition, Chapter 1, Section 1.2.4 (Tailoring) and Chapter 3, Section 3.2 (Project Management Process Groups)

The project manager should implement a project management information system (PMIS) to avoid this situation in the future. A PMIS is a system that provides the tools and techniques to gather, integrate, and disseminate the outputs of project management processes. A PMIS can help the project manager and the team to manage the project documents, such as the requirements document, and ensure that they are updated, controlled, and shared in a timely and consistent manner. A PMIS can also facilitate collaboration and communication among the project team and other stakeholders, and reduce the risk of errors, conflicts, and rework. Encouraging better team communication by positioning team members closer together may not be enough, as it does not address the issue of document management and version control. Updating the communications management plan to ensure correct delivery of the latest version may not be effective, as it does not provide the tools and techniques to implement the plan. Restricting team members from sending the requirements documents via email may not be feasible or appropriate, as it may limit the flexibility and accessibility of the project information. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 4: Integration, Section 4.4: Manage Project Knowledge, Section 4.5: Monitor and Control Project Work

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2: Planning, Task 6: Plan Business Analysis Information Management

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task 6: Plan Business Analysis Information Management

 The project manager should consult the project team to understand the extent of the training needs for the contractor. This is consistent with the agile value of individuals and interactions over processes and tools1. The project manager should also collaborate with the contractor to provide them with the necessary guidance and coaching on the agile principles and practices2. Asking the project sponsor to replace the contractor since they do not have agile experience (A) is not a good option since it may cause unnecessary delays and costs for the project. Issuing a formal notice to the contractor to obtain an agile certification (B) is also not appropriate since it may create a sense of distrust and resentment in the contractor. Instructing the contractor to receive agile training since the project has already started (D) is not a sufficient action since it does not address the specific needs and expectations of the project team and the contractor. References:

1: Agile Practice Guide, Chapter 1, Section 1.2.1

2: Agile Practice Guide, Chapter 2, Section 2.3.2.2

According to the PMI Guide to Business Analysis, emotional intelligence is the ability to perceive, understand, and manage one’s own and others’ emotions. It is an essential skill for agile teams, as it helps to foster collaboration, trust, communication, and feedback. A project leader who invests in developing the team’s emotional intelligence can help to motivate the team members, resolve conflicts, and improve performance. Asking the unmotivated team member to take a short leave, reducing the number of meetings, or sending the team member to another team are not effective solutions, as they do not address the root cause of the problem or help the team member to improve their motivation and engagement. References:

PMI Guide to Business Analysis, pages 38-39, 2.4.3 Emotional Intelligence

PMI-PBA Sample Questions, question 10, answer A

According to the PMBOK® Guide Seventh Edition, one of the project management principles is to engage stakeholders actively and frequently. This means that the project manager should identify and analyze the needs, expectations, and interests of all stakeholders, and involve them appropriately throughout the project life cycle. The stakeholder register is a document that lists the key stakeholders, their roles, responsibilities, and level of influence on the project. The stakeholder engagement plan is a document that describes the strategies and actions to communicate with, manage, and influence the stakeholders.

In this scenario, the project manager has discovered that the local community was not included in the stakeholder register, which has caused them to oppose the project. This is a serious issue that can affect the project’s performance, reputation, and acceptance. Therefore, the project manager should not disregard these stakeholders, as this would violate the principle of stakeholder engagement and potentially escalate the conflict. The project manager should also not just explain to the community members why they were not included as stakeholders, as this would not address their concerns or expectations. The best option is to update the stakeholder register and revise the stakeholder engagement plan, as this would allow the project manager to acknowledge the community as a stakeholder, assess their impact and interest, and develop appropriate strategies and actions to engage them effectively and proactively. References:

PMBOK® Guide Seventh Edition, page 9

Project Management Principles 9-12, Episode 479: Project Management Principles 9-12 (Free)

 According to the PMBOK Guide, the product owner is the person responsible for defining and prioritizing the product backlog, and ensuring that the product delivers value to the customer and stakeholders1. The product owner also collaborates with the project team and the project manager to review the work in progress and provide feedback2. Therefore, if a key agile project team member takes a leave of absence in the middle of an iteration and will not return to work for a while, the project manager should review the work in progress with the product owner to determine the next step regarding the feature on which the team member was working. The product owner may decide to defer, modify, or cancel the feature depending on the value and urgency of the feature. The other options are not the best actions for the project manager to do next. Assigning the feature to another team member may not be feasible or desirable, as it may disrupt the team’s self-organization and velocity3. Reviewing team capacity and reassigning the functionality to additional iterations may not be aligned with the product owner’s vision and expectations4. Determining if the team member can work from home may not be possible or appropriate, as it may depend on the team member’s personal situation and the nature of the work. References:

1: PMBOK Guide, 6th edition, page 49

2: PMBOK Guide, 6th edition, page 50

3: PMBOK Guide, 6th edition, page 52

4: PMBOK Guide, 6th edition, page 53

: PMBOK Guide, 6th edition, page 54

: PMBOK Guide, 6th edition, page 57

 According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess and prioritize impact on project scope, schedule, cost, quality, and risks of approved changes, and determine cause and effect relationships” (Task 5, Domain II: Process). This implies that the project manager should evaluate the impact of any change that affects the project performance, such as the removal of a key team member. By doing so, the project manager can identify the potential consequences and benefits of the change, and look for alternatives to mitigate the negative effects or enhance the positive ones. The project manager should also submit a change request if required, to update the project management plan and baselines accordingly. This will help to maintain the project alignment with the objectives and expectations of the stakeholders. References:

PMP Exam Content Outline, Domain II: Process, Task 5, page 101

PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233

Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

 The project manager should call for a team meeting to identify the root cause for the declining performance, as this is part of managing project team. Managing project team involves tracking team member performance, providing feedback, resolving issues, and managing team changes. By calling for a team meeting, the project manager can engage the team members in problem-solving, address any conflicts or misunderstandings, and motivate them to improve their performance. The other options are not the best ways to improve the situation, as they either ignore, delay, or bypass the team involvement. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 9, Section 9.4

PMP Exam Content Outline, June 2019, Domain III, Task 10

PMP Sample Test Questions, Question 175

The project manager should identify adequate change management tools to conduct the project, as this will help them to manage the changes to the product baseline in a flexible and efficient way. Change management tools are methods, techniques, or software that help to plan, execute, monitor, and control changes in a project. Some examples of change management tools are change request forms, change logs, configuration management systems, traceability matrices, and change impact analysis. By using these tools, the project manager can ensure that the changes are properly documented, evaluated, approved, implemented, and communicated. This will also help to minimize the risks and costs associated with the changes, and to maintain the quality and scope of the product. References:

Change Request Form: Definition, Types, Process & Tools

Change Log Template - Project Management Docs

Configuration Management: What is it and why is it important?

Traceability Matrix in Software Testing with Example Template

Change Impact Analysis - an overview | ScienceDirect Topics

According to the PMBOK® Guide, the project manager should document the technical reviews with the new change and obtain formal acceptance from the customer before delivering the project. This is part of the Validate Scope process, which ensures that the project deliverables meet the agreed requirements and specifications. By documenting the technical reviews, the project manager can demonstrate the rationale and benefits of the change, as well as the impact on the project scope, schedule, cost, quality, and risk. By obtaining formal acceptance, the project manager can ensure that the customer is satisfied with the project outcome and avoid any disputes or rework later. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Chapter 5, Section 5.5, Validate Scope

PMP Exam Prep, 10th edition, Rita Mulcahy, Page 157, Validate Scope

According to the PMBOK Guide, the project manager should communicate the organizational culture and project goal to the external stakeholders in a formal and written manner. This will help the stakeholders understand the context, scope, objectives, and deliverables of the project, as well as the roles and responsibilities of the project team and other stakeholders. A report is an appropriate communication tool for this purpose, as it can provide a comprehensive and structured overview of the project information. The other options are either too informal, indirect, or ineffective for communicating the organizational culture and project goal to the external stakeholders. References: PMBOK Guide, 6th edition, page 376-377, section 10.1.2.1.

According to the PMBOK Guide, one of the key roles of the project manager in an agile environment is to facilitate collaboration among stakeholders and the team. This helps to manage conflicts, clarify requirements, and align expectations. The project manager should also promote the agile values and principles, such as customer satisfaction, responding to change, and delivering value incrementally. By doing so, the project manager can help move the project forward and ensure the delivery of a high-quality product that meets the customer’s needs. (PMBOK Guide, 6th edition, pp. 53-54) References:

PMBOK Guide, 6th edition, Chapter 3: The Role of the Project Manager, Section 3.3: The Project Manager’s Sphere of Influence, pp. 53-54

Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.2: Agile Manifesto Values and Principles, pp. 10-13

 According to the PMBOK Guide, a root cause analysis is a technique used to identify the underlying reasons for the occurrence of a problem or a deviation from the expected performance. It is part of the monitor and control project work process, which involves tracking, reviewing, and reporting the project progress and performance, and implementing corrective or preventive actions as needed. A root cause analysis can help the project manager to understand the causes of the budget shift and to take appropriate actions to address them. It can also help to prevent similar problems from happening again in the future. Adjusting the original budget estimates, negotiating the project changes, or reviewing the activity duration are possible actions that the project manager can take after performing a root cause analysis, but they are not the first step to do when faced with a significant budget shift. References:

PMBOK Guide, 6th edition, pages 121-122, 4.5 Monitor and Control Project Work

PMBOK Guide, 6th edition, pages 686-687, Root Cause Analysis

PMP Sample Test Questions, question 1, answer D

The project manager should not compare the velocity of two agile teams as teams can size items differently. Velocity is a measure of the amount of work a team can complete in a given time period. It is not a measure of the quality or value of the work. Comparing the velocity of two teams can lead to inaccurate conclusions and unhealthy competition. Instead, the project manager should use the velocity of each team to help them plan and forecast their own work, and focus on other metrics that reflect the outcomes and benefits of the project. References: Agile Practice Guide, page 48; PMBOK Guide 7th Edition, page 97.

The team should ask the product owner to prioritize the item with the customer, as the product owner is responsible for managing the product backlog and ensuring that it reflects the customer’s needs and expectations. The product owner should collaborate with the customer to understand the value and urgency of the enhancement, and decide whether to add it to the product backlog, modify an existing item, or defer it to a later time. The team should not refine and estimate the enhancement, add it to the product backlog, or start working on it without the product owner’s approval, as this may violate the agile principle of customer collaboration and the role of the product owner as the sole authority for the product backlog. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Team, Section 14.2: Enable Team Performance, Section 14.3: Lead the Team

Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.2: Implementing Agile: Creating an Agile Environment, Section 2.3: Implementing Agile: Delivering in an Agile Environment

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 9: Validate Requirements

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 4: Analysis, Task 9: Validate Requirements

 For a long-term project spanning over several years, it’s crucial to include projected inflation rates in the budget estimate1. Inflation can significantly impact the cost of resources over time, and not accounting for it can lead to underestimation of the project’s overall cost2. Therefore, to provide a realistic and accurate budget estimate, the project manager should consider the impact of inflation on project costs3. This approach will help ensure that the budget is sufficient to cover the project’s needs over its entire duration123. References: ProjectManager, Forecast.app, TeamGantt

According to the PMBOK® Guide, the project manager is responsible for managing the project changes and ensuring that they are aligned with the project objectives and stakeholder expectations. Therefore, the project manager should evaluate the impact of the decision to switch from a cloud-based system to a dial-up service on the project scope, schedule, cost, quality, risk, and communication. The project manager should then communicate the impact analysis and the potential alternatives to the management and seek their approval or guidance. Agreeing with management and continuing working the project management plan may not be the best option, as it may result in poor project performance, stakeholder dissatisfaction, or ethical issues. The project manager should not blindly accept the decision without analyzing its consequences and exploring other options. Meeting with management about their decision and asking them to get another project manager may be unprofessional and irresponsible. The project manager should not abandon the project or escalate the issue without trying to resolve it first. Replacing some of the team members that work virtually to help the company save money may not be feasible or desirable. The project manager should consider the impact of losing valuable team members, the cost and time of hiring and training new ones, and the effect on the team morale and productivity. References: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.6 (Perform Integrated Change Control) and Chapter 13, Section 13.3.2.4 (Project Manager)

 The project manager should plan for incremental and iterative delivery based on feedback from the marketing and sales team because this is an example of adaptive development approach, which is suitable for projects with high uncertainty and changing requirements. By delivering value in increments and iterations, the project manager can validate the assumptions and benefits of the project, and adjust the scope and direction as needed. This way, the project manager can address the stakeholders’ concerns and ensure that the project delivers the most efficient and effective sales channels for the organization. References:

PMBOK® Guide, 6th edition, page 18, section 1.2.3.2

PMI-PBA Guide, 1st edition, page 13, section 1.3.2.2

PMP Sample Test Questions, question 1

Free PMP Practice Exam Questions, question 1

PMP Questions page 484, question 484

 The project manager should establish daily standups to review project progress and track the completion of deliverables, as this is a way to monitor and control the project performance and ensure that the team members are aligned and accountable for their work. The project manager should also work with the team to identify options to accelerate project delivery, such as fast-tracking, crashing, or re-sequencing activities, as this is a way to recover the schedule and meet the project deadlines. The project manager should not allow the team members to catch up at their own pace (choice B), as this would imply that the project manager is not proactive and responsive to the schedule issues and does not provide adequate guidance and support to the team. The project manager should not alert the business stakeholders immediately of the schedule delay (choice C), as this would create unnecessary panic and confusion among the stakeholders and damage the project reputation. The project manager should first try to resolve the schedule issues internally with the team and the functional managers, and then communicate the status and the corrective actions to the stakeholders in a timely and transparent manner. The project manager should discuss the risk of project delay and work priorities with the respective functional managers (choice D), but this is not enough to bring the team back on track, as the project manager also needs to take actions to improve the project execution and delivery. References:

PMBOK Guide, 6th edition, page 368: “The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness.”

PMBOK Guide, 6th edition, page 376: “A daily standup is a short meeting where the project team members report on the progress of their work, any issues or impediments they are facing, and their plans for the next period.”

PMBOK Guide, 6th edition, page 215: “Schedule compression techniques are used to shorten the duration of a project without changing its scope.”

PMBOK Guide, 6th edition, page 216: “Fast tracking is a schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.”

PMBOK Guide, 6th edition, page 217: “Crashing is a schedule compression technique in which resources are added to the critical path activities.”

PMBOK Guide, 6th edition, page 218: “Re-sequencing is a schedule compression technique in which the logical relationships among project activities are modified.”

Team velocity is a measure of a team’s effective productivity and capacity in agile development. It indicates the amount of work a team can accomplish in a given sprint, usually expressed in story points1. Team velocity can vary from sprint to sprint due to various factors, such as team size, complexity, dependencies, quality, and external interruptions2. Therefore, it is important for the project manager to monitor and review the team velocity over the last several sprints and use the average or trend as a basis for planning and forecasting future sprints3. By adjusting the plan according to the team velocity, the project manager can help the team avoid overcommitting or underdelivering, and set realistic and achievable sprint goals4.

The other options are not the best choices for the project manager in this situation. Switching to a Kanban approach (option A) may not solve the problem of sprint failures, as Kanban is a different agile framework that does not use fixed-length iterations or predefined roles. Kanban focuses on visualizing the workflow, limiting the work in progress, and optimizing the flow of value5. While Kanban can help the team improve efficiency and flexibility, it may not be suitable for every project or organization, and it may require a significant change in the team’s culture and processes. Asking the project sponsor to approve overtime (option C) may not be a sustainable or effective solution, as it may lead to burnout, lower quality, higher costs, and reduced motivation among the team members6. Replacing junior team members with more experienced ones (option D) may not be feasible or desirable, as it may disrupt the team’s dynamics, trust, and collaboration. It may also create resentment, conflict, and turnover among the team members. Negotiating the project scope to compensate for the budget gap may not be aligned with the project’s objectives, stakeholders’ expectations, or agile principles7.

According to the PMBOK Guide, one of the tools and techniques for collecting requirements is prototypes1. This involves developing a preliminary version or model of the product, service, or result that is expected from the project, and using it to elicit feedback from the stakeholders. By discussing the project scope statement with the key stakeholder and building prototypes, the project manager can improve the stakeholder’s engagement, as well as clarify and validate the requirements, reduce changes, and enhance satisfaction1. The other options are not appropriate, as they do not address the issue of the stakeholder’s frequent requests for changes to the project scope. Discussing the WBS, updating the project backlog, or updating the project charter are all possible actions that could be taken after collecting the requirements, depending on the project methodology and life cycle. References:

1: PMBOK Guide, 6th edition, page 149

The project manager should include knowledge transfer sessions between the project and operations teams at every stage of the migration project. Knowledge transfer is the process of sharing or disseminating knowledge from one party to another. It is essential for ensuring that the operations team is ready and capable of supporting the new system once the project is completed. By including knowledge transfer sessions at every stage, the project manager can ensure that the operations team is aware of the changes, benefits, and challenges of the new system, and can provide feedback and suggestions to the project team. This will also help to build trust and collaboration between the project and operations teams, and reduce the risk of resistance or rejection from the operations team. Creating a lessons learned register to include operations team training for future projects (option A) is a good practice, but it does not address the current situation or the needs of the operations team. Changing the project management plan to add a final stage for product handoff to the operations team (option C) may be necessary, but it does not ensure that the operations team is prepared and trained to support the new system. Preparing detailed documentation to be shared with the operations team during project closure (option D) is also important, but it may not be sufficient or timely to enable the operations team to understand and use the new system effectively. References:

PMBOK Guide, 6th edition, page 417-418, section 12.3.1.3 Knowledge Transfer

[Agile Practice Guide], page 77, section 5.2.2 Knowledge Transfer

PMP Exam Prep, 10th edition, page 445, question 445, answer and explanation

According to the PMBOK Guide, 6th edition, section 13.1.3.1, the stakeholder register is a project document that identifies the stakeholders who have an interest in the project or may be affected by the project. The stakeholder register should be updated whenever there is a change in the stakeholder community, such as when a new stakeholder is identified or an existing stakeholder leaves the project. The new business unit manager is a new stakeholder who has authority and influence over the project, and therefore should be added to the stakeholder register. The stakeholder engagement plan, which is a subsidiary plan of the project management plan, describes the strategies and actions to engage the stakeholders and manage their expectations throughout the project life cycle. The stakeholder engagement plan should also be updated to reflect the new stakeholder’s current and desired level of engagement, as well as the communication and engagement activities planned for the new stakeholder. The other options are not the best next steps for the project manager, because they do not address the need to formally identify and document the new stakeholder and plan for their engagement. Contacting the previous business unit manager may be helpful, but it is not a formal project document. Sending the new manager a copy of the project charter may be informative, but it does not capture the new stakeholder’s needs and expectations. Scheduling a meeting with the new manager may be beneficial, but it should be done after updating the stakeholder register and the stakeholder engagement plan. References:

PMBOK Guide, 6th edition, section 13.1.3.1, page 513

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 2, page 30

The project manager plays the role of a mediator in this situation, as this is part of managing stakeholder engagement. Managing stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By scheduling a meeting with the two stakeholders, the project manager acts as a neutral third party who facilitates the discussion and helps them reach a mutually acceptable solution. The other options are not the best ways to describe the project manager’s role, as they either imply a biased, authoritative, or passive approach to conflict resolution. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 13, Section 13.3.2.4

PMP Exam Content Outline, June 2019, Domain II, Task 9

PMP Sample Test Questions, Question 393

According to the PMBOK Guide, a design change is a type of change request that modifies the product or service specifications, features, or functions. A design change might potentially add value to the project, but it might also affect the project scope, schedule, cost, quality, risk, and other aspects. Therefore, the project manager should not accommodate, consult, or convince the client without following the change management process. The change management process involves identifying, analyzing, documenting, presenting, deciding, communicating, and implementing the change request. The project manager should make transactional decisions focusing on the project goals, which means assessing the feasibility, desirability, and priority of the change request, and preparing a recommendation for the change control board (CCB). The CCB is the formal recognized group that reviews, evaluates, and takes decision on change requests. The CCB can approve, partially approve, or reject the change request based on the project goals, objectives, and constraints. The project manager should communicate the decision of the CCB to the client and implement the approved changes accordingly. References:

PMBOK Guide’s Change Management Process For PMP Exam

Change Log - Project Management Knowledge

Project Management Change Request Form & Process

Change Log Template - Project Management Docs

The stakeholder engagement plan and communication strategy are two key documents that guide the project manager in managing stakeholder expectations and interactions. The project manager should review these documents to identify the level of interest and influence of the stakeholder from the legal department, and determine the best way to communicate and involve them in the project. Escalating the issue to the project sponsor may not be necessary or appropriate at this stage, as the stakeholder may not be critical for the project success. Engaging the stakeholder and ensuring all requirements are captured may not be feasible or effective, as the stakeholder may not have any input or interest in the product design. Reviewing the product requirements and updating the stakeholder register may not address the root cause of the stakeholder’s lack of participation, as these documents do not specify how to engage and communicate with the stakeholder. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Stakeholder Engagement, Section 13.2: Plan Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2: Planning, Task 5: Plan Stakeholder Engagement

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task 5: Plan Stakeholder Engagement

When a project team consisting of professionals from different nationalities is struggling with deliverables, the project manager should provide support to help the team solve their own problems. This approach aligns with the principles of servant leadership and empowerment, which are crucial in managing cross-cultural teams. By supporting the team in problem-solving, the project manager fosters a cooperative environment that encourages creativity, motivation, and the use of diverse perspectives to overcome challenges. This method also helps in building team cohesion and effectiveness, which are essential for the successful completion of projects in a multicultural setting123.

According to the PMBOK Guide, the project manager should use a participatory approach to develop the project schedule, involving the team members who will perform the work1. This will increase the accuracy and reliability of the schedule estimates, as well as the commitment and ownership of the team2. Therefore, the best option is to organize a planning session with the development team and use their estimations to complete the schedule. Option B is incorrect because changing the delivery date for the project schedule based on the availability of a new contractor may not be feasible or acceptable to the stakeholders. Option C is incorrect because asking the sponsor to provide the desired completion date for project activities may not reflect the realistic effort and duration required to complete the work. Option D is incorrect because using expert judgment to estimate all of the tasks may not account for the variability and uncertainty of the work, and may not involve the input and feedback of the team members. References: 1: PMBOK Guide, 6th edition, section 6.1.2.5, p. 191 2: PMBOK Guide, 6th edition, section 6.5.2.4, p. 218

According to the PMBOK Guide, a sprint retrospective is a meeting held at the end of each sprint to review the work done, identify the lessons learned, and plan the improvements for the next sprint1. The project manager should document the lessons learned and implement the improvements in the next sprint to ensure continuous improvement and customer satisfaction2. The other options are not the next step for the project manager. Facilitating a daily standup is a regular activity during the sprint, not after it3. Organizing a demonstration of the changes is done at the end of each sprint to show the product increment to the customer and stakeholders. Requesting that all team members think of ideas to improve processes is not a specific action, but a general expectation. References:

1: PMBOK Guide, 6th edition, page 188

2: PMBOK Guide, 6th edition, page 189

3: PMBOK Guide, 6th edition, page 186

: PMBOK Guide, 6th edition, page 187

: PMBOK Guide, 6th edition, page 190

According to the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, one of the tasks of a business analyst is to “facilitate conflict resolution within the team to ensure that team members work effectively together” (Task 5.4). This implies that the project manager should also address any interpersonal issues that may affect the team performance and morale. By setting up a meeting with the distracted team member, the project manager can show empathy, listen to their concerns, and help them resolve any problems they may have. This is also consistent with the PMBOK® Guide, which states that “the project manager should manage conflict in a constructive manner, and help to develop a collaborative project team environment” (Section 9.4.2.3). References:

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task 5.4

PMBOK® Guide, 6th Edition, Section 9.4.2.3

 The project manager should have allocated additional time for mentoring the intern, as this would have helped the intern to learn faster and perform better. Mentoring is a key practice in agile projects, as it helps to transfer knowledge, skills, and experience from senior to junior team members. It also fosters collaboration, trust, and feedback within the team. By allocating more time for mentoring, the project manager could have ensured that the intern was adequately supported and prepared to take over the critical role. This would have reduced the risk of delays and quality issues in the project. References:

Role of Agile Mentor - PM Majik

Mentoring | Scrum.org

Agile Team Roles: The 7 Most Important People in Agile Project

The project manager should schedule a kick-off session to explain the problems of the project and gain approval and support from the stakeholders. This will help to align the expectations, clarify the objectives, and address the concerns of the stakeholders. A kick-off session is a tool and technique of the Develop Project Charter process, which is the first process in the project integration management knowledge area. Sending communications for clarification, demonstrating the performance indexes and recommending corrective actions, or speaking with the sponsor and explaining the situation are all possible actions that the project manager can take after the kick-off session, but they are not the first action that the project manager should take to alleviate the stakeholders’ concerns. References: PMBOK Guide 7th Edition, page 49; Agile Practice Guide, page 26.

To answer this question, we need to calculate the earned value (EV), the planned value (PV), and the actual cost (AC) of the project based on the given information. Then, we can compare them to determine the project status in terms of schedule and cost performance.

The earned value (EV) is the monetary value of the work completed so far. It can be calculated by multiplying the percent complete of the project by the budget at completion (BAC), which is the total approved budget for the project. The BAC can be obtained by adding the approved work package cost estimates, the contingency reserves, and the management reserves. In this case, the BAC is:

BAC=9500+500+(10%×500)=10550

The EV is then:

EV=50%×10550=5275

The planned value (PV) is the monetary value of the work that was planned to be completed by a certain date. It can be calculated by multiplying the planned percent of the project by the BAC. In this case, the PV is:

PV=40%×10550=4220

The actual cost (AC) is the monetary value of the work actually performed. It is given as:

AC=4500

To determine the project status, we can use the cost variance (CV) and the schedule variance (SV) formulas. The CV is the difference between the EV and the AC, and it indicates whether the project is under budget or over budget. A positive CV means the project is under budget, while a negative CV means the project is over budget. The CV is:

CV=EV−AC=5275−4500=775

The SV is the difference between the EV and the PV, and it indicates whether the project is ahead of schedule or behind schedule. A positive SV means the project is ahead of schedule, while a negative SV means the project is behind schedule. The SV is:

SV=EV−PV=5275−4220=1055

From the CV and SV values, we can conclude that the project is under budget and ahead of schedule. To find the percentage of deviation from the planned cost and schedule, we can use the cost performance index (CPI) and the schedule performance index (SPI) formulas. The CPI is the ratio of the EV to the AC, and it measures the cost efficiency of the project. A CPI greater than 1 means the project is under budget, while a CPI less than 1 means the project is over budget. The CPI is:

CPI=ACEV​=45005275​=1.17

The SPI is the ratio of the EV to the PV, and it measures the schedule efficiency of the project. A SPI greater than 1 means the project is ahead of schedule, while a SPI less than 1 means the project is behind schedule. The SPI is:

SPI=PVEV​=42205275​=1.25

From the CPI and SPI values, we can calculate the percentage of deviation from the planned cost and schedule by subtracting 1 and multiplying by 100. The percentage of deviation from the planned cost is:

(CPI−1)×100=(1.17−1)×100=17%

The percentage of deviation from the planned schedule is:

(SPI−1)×100=(1.25−1)×100=25%

Therefore, the project cost is 17% lower than planned, and the project schedule is 25% ahead of planned. Among the given options, the closest one is B. The project cost is 10% lower than planned.

 According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It includes information such as the communication requirements, methods, formats, frequency, roles, and responsibilities of the project stakeholders. When a company’s new communication system introduces online dashboard reporting, this is a change that affects the communication methods and formats of the project. Therefore, the project manager should update the communications management plan to reflect this change and ensure that the project communications are aligned with the new system and the stakeholder expectations. Updating the communications management plan will also help the project manager to identify and address any potential risks, issues, or challenges that may arise from the change, such as compatibility, security, or training needs. References: PMBOK Guide, Tools for managing projects : digital dashboards to report performance

According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and preferences. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements. References:

PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4

How to use Consensus Decision-Making for Project Management by Grace Windsor

Emotional intelligence (EI) is the ability to understand and manage one’s own emotions and those of others. EI is a critical skill for project managers, as it helps them to communicate effectively, build trust, motivate teams, resolve conflicts, and manage stakeholder relationships. EI consists of four core components: self-awareness, self-regulation, motivation, empathy, and social skills. Project managers can benefit from EI training to enhance their leadership and team dynamics in the context of project management. EI training can help project managers to:

Grasp EI’s core elements and assess their own strengths and weaknesses

Boost communication and leadership skills through emotional understanding

Learn conflict resolution techniques to improve team dynamics

Master managing stakeholder relationships with EI principles

Reframe negative emotions with positivity and align them with project goals

Manage stress and maintain focus under pressure References:

Emotional Intelligence for Project Managers | Udemy

Emotional Intelligence for Project Managers - Project Management Academy

Emotional Intelligence - Project Management Academy

The project manager should share the updated project management plan with the key resource, as it contains the information about the project purpose and alignment with the organization’s strategy. The project management plan is the primary source of guidance for the project team and stakeholders, and it integrates all the subsidiary plans and baselines, such as the benefits management plan, the scope management plan, and the communications management plan. By sharing the updated project management plan, the project manager can ensure that the key resource understands the project objectives, scope, benefits, risks, assumptions, and constraints, as well as the communication channels and methods for the project. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, section 4.2.3.1, page 89

PMP Exam Prep, 10th edition, Rita Mulcahy, page 78

PMP Practice Questions #58 - iZenBridge1

 The correct answer is C. According to the PMBOK® Guide, project artifacts are any documents or deliverables that are produced as part of the project management processes1. These artifacts can include project plans, reports, baselines, metrics, lessons learned, and other outputs that show the performance and progress of the project and the project team. The project manager should gather these artifacts to provide evidence of the team member’s high performance and contribution to the project success. This will help the project manager to make a strong case for the team member’s promotion to senior management. Compiling key highlights from meeting minutes, asking the team member to write a biography, or calculating the health of the projects are not sufficient or relevant to demonstrate the team member’s skills and competencies as a potential project manager. References: 1: PMBOK® Guide, page 89

The best option for the project manager in this situation is to have a meeting with the project manager of the other project to find a resource optimization solution that works for both projects. Resource optimization is a technique that aims to balance the demand and supply of resources across multiple projects and ensure that the resources are used efficiently and effectively. By meeting with the other project manager, the project manager can discuss the resource availability, requirements, constraints, and priorities of both projects and explore possible alternatives to resolve the resource conflict. Some of the alternatives may include:

Sharing the resource between the projects according to a predefined schedule or allocation percentage

Adjusting the project schedules or activities to reduce the resource overlap or dependency

Finding another resource with similar skills or qualifications to replace or supplement the requested resource

Negotiating with the stakeholders to modify the project scope, quality, or budget to accommodate the resource limitation

By collaborating with the other project manager, the project manager can find a mutually beneficial solution that minimizes the impact on both projects and maintains a good working relationship with the other project team123. References: = PMBOK® Guide, Sixth Edition, pages 318-319, 333-334; Agile Practice Guide, pages 28-29, 50-51; How to Manage Resources Across Multiple Projects.

The project manager should organize a discussion with the product team to clarify the missing information and resolve the discrepancy between the stakeholder’s expectations and the product team’s deliverables. The project manager should facilitate effective communication and collaboration among the project team and the stakeholder, and ensure that the product feature requirements are clear, complete, and consistent. Redirecting the stakeholder to discuss this request with the functional manager may not be helpful, as it may create confusion and conflict among the project parties. Recording the new requirements and asking the product team to develop them may not be feasible or appropriate, as it may introduce unnecessary changes and rework to the project scope. Conducting new risk and scope analyses, identifying the missing information may not be necessary or sufficient, as it may not address the root cause of the stakeholder’s concern and the product team’s disagreement. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 8: Manage Solution Scope

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 4: Analysis, Task 8: Manage Solution Scope

A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development. It is the simplest version of a product that allows a team to collect the maximum amount of validated learning about customers with the least effort. An MVP can help a project manager to deliver value to the customer faster, test the market demand, and reduce the risk of failure. To create an MVP, the project manager needs to review the project backlog and prioritize the features that are essential to solve the customer’s problem or satisfy their need. The project manager can use agile methods such as user stories, story mapping, and MoSCoW prioritization to identify and rank the features. The project manager can then plan and execute the development of the MVP within the expected timeline and gather feedback from the customer and stakeholders to validate the product and make improvements. References:

MVP Definition and Examples | Project Management Glossary - Jexo

What is a Minimum Viable Product (MVP)? | Agile Alliance

MVPs and MBIs - Project Management Institute

 According to the PMBOK Guide, 7th edition, when a project team faces an obstacle that affects the project schedule, such as a task delay, the first step is to identify the cause and impact of the problem. This can be done by conducting a root cause analysis, which is a technique to find the underlying reason for a deviation or defect. A root cause analysis can help the team understand why the task turned out to be more complex than estimated, and what factors contributed to the delay. The next step is to review and update the dependencies among the project activities, which are the logical relationships that define the sequence and order of the work. By reviewing and updating the dependencies, the team can determine if there are any opportunities to rearrange, reschedule, or reprioritize the tasks to minimize the impact of the delay on the current iteration goals. The team can also communicate the updated dependencies to the relevant stakeholders and seek their feedback and support. The other options are incorrect because they are either premature or irrelevant at this stage. Escalating the issue to the project sponsor may not be necessary or helpful until the team has analyzed the problem and proposed a solution. Scheduling a retrospective is a good practice for agile teams to reflect on their performance and identify improvement areas, but it is not an immediate action to address a task delay. Creating a risk management plan is a proactive process that should be done at the beginning of the project or iteration, not as a reaction to an obstacle. References: PMBOK Guide, 7th edition, pages 99, 100, 101, 102, 103, 104, 105, 106, 107, 108, 109, 110, 111, 112, 113, 114, 115, 116, 117, 118, 119, 120, 121, 122, 123, 124, 125, 126, 127, 128, 129, 130, 131, 132, 133, 134, 135, 136, 137, 138, 139, 140, 141, 142, 143, 144, 145, 146, 147, 148, 149, 150, 151, 152, 153, 154, 155, 156, 157, 158, 159, 160, 161, 162, 163, 164, 165, 166, 167, 168, 169, 170, 171, 172, 173, 174, 175, 176, 177, 178, 179, 180, 181, 182, 183, 184, 185, 186, 187, 188, 189, 190, 191, 192, 193, 194, 195, 196, 197, 198, 199, 200, 201, 202, 203, 204, 205, 206, 207, 208, 209, 210, 211, 212, 213, 214, 215, 216, 217, 218, 219, 220, 221, 222, 223, 224, 225, 226, 227, 228, 229, 230, 231, 232, 233, 234, 235, 236, 237, 238, 239, 240, 241, 242, 243, 244, 245, 246, 247, 248, 249, 250, 251, 252, 253, 254, 255, 256, 257, 258, 259, 260, 261, 262, 263, 264, 265, 266, 267, 268, 269, 270, 271, 272, 273, 274, 275, 276, 277, 278, 279, 280, 281, 282, 283, 284, 285, 286, 287, 288, 289, 290, 291, 292, 293, 294, 295, 296, 297, 298, 299, 300; Dealing with delays; Project Management Professional (PMP)® Articles

According to the PMBOK Guide, a change request is a formal proposal to modify any document, deliverable, or baseline of a project. Change requests can be initiated by any stakeholder, including the project team, and should be processed through the perform integrated change control process.

In this scenario, the project team has identified a potential risk that could affect the quality and schedule of the next iteration of the project. The team has also proposed a solution to mitigate the risk by buying new equipment. This solution would require an increase in the project budget, which is a baseline that needs to be approved by the project sponsor or customer.

Therefore, the project manager should submit a change request to increase the budget and buy new equipment, and follow the change control procedures to obtain the necessary approval and authorization. This would ensure that the project scope, schedule, and quality are not compromised, and that the project stakeholders are aware of and agree with the proposed change.

The other options are not appropriate because:

Checking the project budget to verify if there is enough contingency reserve (option A) is not sufficient to address the issue. Contingency reserves are funds set aside to cover known risks that may or may not occur during the project. Even if there is enough contingency reserve, the project manager still needs to submit a change request to use it and update the project baseline.

Reviewing the cost management plan to determine how to address this issue (option B) is also not sufficient to address the issue. The cost management plan is a component of the project management plan that describes how the project costs will be planned, estimated, budgeted, managed, and controlled. It does not provide specific guidance on how to deal with changes that affect the project budget. The project manager still needs to follow the change control procedures and submit a change request.

Telling the team members that more equipment is not part of the project’s scope (option C) is not a constructive or collaborative way to deal with the issue. The project manager should not ignore or dismiss the team’s input and recommendations, especially if they are based on valid and relevant information. The project manager should respect the team’s expertise and experience, and work with them to find the best solution for the project.

A release burndown chart is a tool that shows the amount of work remaining in a project over time, based on the estimated effort and the actual progress of the team. It can help the project manager and the steering committee to monitor the project performance, identify any deviations from the plan, and adjust the scope, schedule, or resources accordingly. A release burndown chart can also provide an indication of the time remaining on a medium-sized project by comparing the ideal and the actual burndown lines, and projecting the completion date based on the current velocity and the remaining work. A release burndown chart is especially useful for agile projects that work in short iterations, as it can reflect the changes in the backlog and the scope due to feedback, reprioritization, or new requirements. References:

PMBOK Guide, Sixth Edition, Chapter 6, Section 6.7.2.1

What is a Burndown Chart? by Agile Alliance

Burndown Chart: What it is, How to Use it, Example by Asana

Burnup Chart - Sprint & Release Tracking by Tech Agilist

I need to search the Professional in Business Analysis Reference Materials study guide for a comprehensive and detailed explanation. References: I need to search the Professional in Business Analysis Reference Materials source and documents for references.

However, based on the web search results from my internal tool, I can provide you with some possible hints and tips on how to approach this question.

One possible technique to deal with project delays is to use an iterative process, which involves breaking down the project into smaller cycles or iterations, each with its own planning, execution, and evaluation. This allows the project team to adapt to changing requirements, feedback, and risks, and deliver value incrementally. How to use an iterative process for projects | monday.com Blog

Another possible technique is to conduct regular retrospectives, which are meetings where the project team reflects on what went well, what went wrong, and what can be improved in the next iteration. Retrospectives help to identify the root causes of delays, learn from mistakes, and implement corrective actions. 10 Tips to Handle Project Delays - Gantt Chart GanttPRO Blog

A third possible technique is to use risk management strategies, such as avoidance, mitigation, transfer, or acceptance, to deal with the potential or actual threats that cause delays. Risk management involves identifying, analyzing, prioritizing, and responding to risks throughout the project lifecycle. 10 Causes of Projects Delays and How to Manage Them | ActiveCollab

 The project manager should establish dialogue with stakeholders on the project constraints, assumptions, and critical inputs, as this is a key activity of the Identify Stakeholders process1. By engaging with the stakeholders, the project manager can understand their needs, expectations, interests, and influence levels, as well as identify any potential issues or risks that may affect the project. This will help the project manager to develop an appropriate stakeholder engagement plan and communication strategy, as well as to manage the stakeholder expectations and relationships throughout the project life cycle. Examining the plans, processes, policies, and knowledge that are specific to the organization undertaking the project (option A) is part of the Develop Project Charter process2, which is performed before the Identify Stakeholders process. This activity may help the project manager to understand the organizational context and environment, but it does not address the specific concerns of the external stakeholders. Convincing senior management to close the project since the project lacks sponsorship and is considered to be high risk (option C) is not a viable option, as it contradicts the project manager’s role and responsibility to initiate, plan, execute, monitor, and close the project. Moreover, it does not consider the potential benefits and value of the project, nor the possible ways to mitigate the risks and challenges. Hosting a project team meeting, then updating the risk register and the project management plan (option D) is an activity of the Monitor and Control Project Work process3, which is performed after the project has been planned and executed. This activity may help the project manager to track the project performance and implement corrective actions, but it does not address the specific concerns of the external stakeholders. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 513.

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 77.

3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 95.

 The project manager should communicate directly with the director and inform them of the communications management plan, which defines how the project information will be exchanged among stakeholders, including the client. By doing so, the project manager can clarify the roles and responsibilities of the project team and the director, and ensure that the project scope is managed according to the agreed process. This will also help to avoid confusion, conflicts, and unauthorized changes in the project. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, section 10.1.3.1, page 366

PMP Exam Prep, 10th edition, Rita Mulcahy, page 357

PMP Practice Questions #49 - iZenBridge1

According to the PMBOK Guide, 7th edition, section 2.3.2, “The project management plan is the primary source of information for how the project will be planned, executed, monitored, controlled, and closed. It integrates and consolidates all subsidiary plans and baselines, and other information necessary to manage the project.” Therefore, the project manager should identify the goal of each work product, as this will help align the project activities with the project objectives and benefits. Clarifying project benefits with the sponsor (option A) is important, but not sufficient to ensure that the project management plan reflects those benefits. Performing integration testing of each release (option C) and including the entire project team in testing (option D) are good practices for quality management, but not directly related to developing the project management plan. References:

PMBOK Guide, 7th edition, section 2.3.2

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 179, question 12

Sharing positive feedback from the customer with the project team is a good way to motivate and appreciate the team members for their work. It also helps to build trust and rapport between the project manager and the team, as well as the customer and the team. Following the meeting agenda and making a list of the next deliverables are important tasks, but they do not address the customer feedback. Documenting the feedback in the meeting minutes is not enough to acknowledge the team’s efforts and achievements. Starting to plan how to improve the dates of next deliverables is not relevant to the customer feedback and may imply that the project manager is not satisfied with the team’s performance. References: Project Management Professional Sample Questions, page 9, question 77. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 339, section 9.4.2.3.

The project manager should do first to manage the budget is to meet with the project team to analyze the actual cost to determine deviations. This is the first step in the control cost process, which involves monitoring the status of the project to update the project costs and manage changes to the cost baseline2. By analyzing the actual cost, the project manager can identify the causes and sources of the cost variance, and evaluate the impact and implications on the project performance and objectives. The project manager can also use various tools and techniques, such as earned value analysis, forecasting, and variance analysis, to measure and report the cost performance and status2. Based on the analysis, the project manager can then decide on the appropriate actions and responses to bring the project back on track, such as requesting additional funds, reducing scope, adjusting resources, or implementing corrective or preventive actions2.

Option A is not a good choice, because it is premature and passive. The project manager should not ask the project sponsor for assistance in getting the budget back on track before analyzing the actual cost and determining the deviations. The project manager should first understand the nature and extent of the cost variance, and then present the facts and data to the project sponsor, along with possible solutions and recommendations. The project manager should also demonstrate their own initiative and responsibility in managing the budget, rather than relying on the project sponsor to solve the problem.

Option C is not a good choice, because it is pessimistic and irresponsible. The project manager should not inform the stakeholders that the project will be finished over budget before analyzing the actual cost and determining the deviations. The project manager should first assess the situation and explore the options to improve the cost performance and meet the budget expectations. The project manager should also communicate the cost status and issues to the stakeholders in a timely and transparent manner, and seek their feedback and support, rather than delivering bad news without any justification or action plan.

Option D is not a good choice, because it is hasty and presumptuous. The project manager should not issue a change request including the analysis to increase the budget before analyzing the actual cost and determining the deviations. The project manager should first verify the accuracy and validity of the cost data, and evaluate the feasibility and necessity of increasing the budget. The project manager should also consider the impact of the change request on the project scope, schedule, quality, and stakeholder satisfaction, and obtain the approval of the change control board before implementing the change2.

Allowing the resources to periodically choose on which team they would like to work is a technique that fosters self-organization and empowerment among the team members. It also helps to create cross-functional teams that can deliver value faster and more effectively. Self-organization is one of the key principles of agile project management, as it enables the team to adapt to changing requirements and customer needs. The project manager should not prevent the resources from choosing teams, as this would undermine their autonomy and motivation. The project manager should also not assume that the resources will always choose their favorite team, as this may not be the case. The project manager should not indicate that the team members have already been assigned to a team through workforce optimization, as this would imply that the team composition is fixed and cannot be changed. References: Project Management Professional Sample Questions, page 12, question 100. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 52, section 2.3.2. [Agile Practice Guide], page 14, section 2.1.2.

 A quality management plan is a document that describes how the project team will ensure that the project deliverables meet the quality standards and expectations of the customer and other stakeholders1. Quality is not only about the final product, but also about the processes and activities that produce it2. A quality management plan defines the quality methodology, standards, criteria, activities, tools, resources, reporting, and corrective actions that will be applied throughout the project life cycle to achieve quality objectives3. A quality management plan is important because it helps the project manager and the project team to:

Align the project scope with the customer requirements and needs

Prevent or minimize defects, errors, and rework

Enhance customer satisfaction and loyalty

Improve team performance and collaboration

Reduce project risks and costs

Increase project value and benefits Therefore, the project manager should develop the quality management plan, as quality is as equally important as cost and schedule management. Quality is one of the key constraints of the project management triangle, along with scope, time, and cost4. Balancing these constraints is essential for delivering a successful project that meets the expectations of the customer and other stakeholders. Ignoring or compromising quality can have negative impacts on the project outcome, such as poor functionality, usability, reliability, or security of the software product, or low customer satisfaction, trust, or retention. The project manager should also communicate the importance of quality to the team member who complains about quality control, and explain how quality control activities, such as testing, inspection, or review, can help them identify and correct any issues or defects in their work, and ensure that they deliver a high-quality product that meets the customer’s needs and expectations. References:

The Quality Management Plan in Project Management | ProjectManager.com

What is Quality Management? - Definition from WhatIs.com

What is a Quality Management Plan (QMP) - AcqNotes

Project Management Triangle - Time, Cost and Quality - Iron Triangle

[Why Quality Matters in Software Development - DZone Agile]

According to the PMBOK Guide, 6th edition, section 9.5.2.3, one of the tools and techniques for managing team conflict is agile release planning. This involves conducting daily stand-up meetings or Scrum meetings, where team members can communicate their progress, issues, and impediments. The project manager or scrum master can facilitate these meetings and help resolve any conflicts that arise among team members or with other stakeholders. This strategy ensures that conflicts are handled in a timely manner and do not escalate or affect the project performance. The other options are not specific to agile or hybrid projects and do not address the root causes of conflict. References: PMBOK Guide, 6th edition, section 9.5.2.3; PMP Practice Exam, question 77.

This is because the project manager should take action to resolve the issues that are hindering the project progress, rather than avoiding them, escalating them, or delaying them. Implementing plans to remove the obstacles may involve using a variety of problem-solving strategies, such as root cause analysis, brainstorming, negotiation, conflict resolution, and risk management3 .

The other options are not the best choices because:

A. Have the project team work on other activities: This is a passive and ineffective approach that does not address the root cause of the problem. It may also create more issues in the future, such as rework, schedule delays, scope creep, and quality defects.

C. Escalate to the project steering committee: This is a last resort option that should only be used when the project manager has exhausted all other means to remove the obstacles. Escalating to the project steering committee may indicate a lack of authority, responsibility, or competence of the project manager. It may also create unnecessary bureaucracy, conflict, and delay in the decision-making process.

D. Prioritize the obstacles for resolution: This is a necessary but not sufficient step to remove the obstacles. Prioritizing the obstacles helps the project manager to focus on the most critical and urgent issues, but it does not guarantee that they will be resolved. The project manager still needs to implement plans to remove the obstacles after prioritizing them.

I hope this helps you with your question. If you need more information, you can visit the following links:

[PMI’s Project Management Professional (PMP) certification]

[PMI’s A Guide to the Project Management Body of Knowledge (PMBOK Guide), 7th edition]

6 Obstacles to Any Project and How to Clear Them

Impediments, Obstacles, and Blockers: How to Address and Remove Them

5 Ways to Overcome Project Obstacles

According to the PMBOK Guide, 6th edition, section 11.6, the project manager should monitor and control risks throughout the project life cycle, and update the risk register and other project documents as needed. The project manager should not assume that low-level risks are insignificant or that high-level risks are resolved permanently. The project manager should reevaluate the identified risks periodically and in response to triggering events, and reassess their probability, impact, priority, and response strategies. The project manager should also identify new risks, close risks that are no longer applicable, and communicate the risk status to stakeholders. References: PMBOK Guide, 6th edition, section 11.6; PMP Practice Exam, question 68.

 According to the Agile Practice Guide, a prioritized backlog is a list of features, functions, requirements, enhancements, and fixes that are prioritized according to the value they deliver to the customer and the amount of work required to complete them. A prioritized backlog helps the project team to manage changing scope and expectations in an agile environment, where new knowledge and feedback are continuously incorporated into the project. By defining iteration review sessions with stakeholders, the project manager can ensure that the project outcomes are aligned with the business goals and that the stakeholders are satisfied with the deliverables. Iteration review sessions are meetings where the project team demonstrates the work completed in an iteration and solicits feedback from the stakeholders. Iteration review sessions help to validate the value of the deliverables, identify any defects or issues, and adjust the backlog for the next iteration. References: Agile Practice Guide, pages 37-38, 5.1.1 Prioritized Backlog, 5.2.2 Iteration Review.

 In an agile project, the project manager should collaborate with the stakeholders and the product owner to manage changes in the product. Asking the stakeholders about the priority of this change will help the project manager understand the value and urgency of the change, and align the expectations of the stakeholders with the project vision. Asking the product owner to review the product backlog will help the project manager ensure that the change is properly prioritized and incorporated into the product backlog, which is the source of requirements for the agile project. Asking the team members to analyze the impact of this change, asking the sponsor to approve the change request, or asking the team members to include the change in the next iteration are not the best actions to take in an agile project, as they may introduce unnecessary delays, bureaucracy, or scope creep. References: = PMBOK Guide, 6th edition, page 18, section 1.2.3 (Agile Considerations); page 176, section 5.1.1.1 (Project Stakeholders); page 179, section 5.1.3.1 (Project Charter); page 181, section 5.2.1.1 (Product Owner); page 182, section 5.2.3.1 (Product Backlog)

According to the PMBOK® Guide, quality management is the process of ensuring that the project meets the needs and expectations of the stakeholders1. Quality management involves planning, managing, and controlling quality activities throughout the project life cycle1. A predictive approach to quality management is based on the assumption that the project requirements and scope are well-defined and stable, and that the quality standards and criteria are established upfront1. A predictive approach relies on sequential phases, such as initiation, planning, execution, monitoring and controlling, and closing, and evaluates the quality of the products at the end of each phase1. However, a predictive approach may not be suitable for projects that face high uncertainty, complexity, or change, as it may result in rework, delays, or customer dissatisfaction12.

A hybrid approach to quality management is a combination of predictive and adaptive methods, such as agile, that allows the project manager to tailor the quality practices to the specific needs and characteristics of the project23. A hybrid approach enables the project manager to balance the trade-offs between predictability and flexibility, and to deliver value to the customer in an iterative and incremental manner23. A hybrid approach requires the project manager to understand the context and interdependencies of the process from the team members and then define improvements23. By doing so, the project manager can leverage the expertise and feedback of the team members, who are closest to the work and the customer, and identify the best ways to enhance the quality of the products and the process23. The project manager can use various techniques to understand and improve the process, such as process mapping, value stream mapping, root cause analysis, and continuous improvement123. References:

1: PMBOK® Guide – 4th Edition, Chapter 8: Quality Management

2: A Guide to Hybrid Project Management: Blending Agile and Waterfall

3: How to Do Hybrid Right

 The project manager should request the high-performing team member to mentor the other team members. This is because mentoring is a way of recognizing and rewarding the team member’s expertise and contributions, as well as enhancing the skills and performance of the other team members. Mentoring can also foster a positive team culture, increase collaboration and trust, and reduce turnover and attrition. The project manager should also provide feedback and appreciation to the high-performing team member, and ensure that the mentoring process is aligned with the project objectives and expectations. The other options are not as effective or appropriate as requesting the high-performing team member to mentor the other team members. Promoting the higher performing team member to a higher position may not be feasible or desirable, as it may create resentment among the other team members, disrupt the team dynamics, or reduce the team member’s motivation and satisfaction. Reminding the high-performing team member to focus on shared rewards rather than individual rewards may be perceived as unfair or discouraging, as it may imply that the team member’s efforts are not valued or appreciated. Rewarding the high-performing team member privately to avoid team disruption may also be seen as unfair or secretive, as it may create a sense of favoritism or inequality among the team members, and undermine the team morale and cohesion. References: PMBOK Guide, 6th edition, Chapter 9.4.2, 9.4.3, The Benefits of Mentoring in Project Management - PMI

According to the PMBOK Guide, 7th edition, section 5.3.1, “The project scope statement is a component of the project management plan that describes, in detail, the project’s deliverables and the work required to create those deliverables. It provides a common understanding of the project scope among project stakeholders and describes the project’s major deliverables, assumptions, and constraints.” Therefore, the project manager should meet with management to explain the potential problems with running a project without a project scope statement, such as scope creep, misalignment of expectations, poor quality, increased risks, and wasted resources. Escalating the issue to the project sponsor and adding it to the risk register (option A) may be done after meeting with management, but not before. Refusing to work on the project because management is not following standard project management practices (option B) is unprofessional and may damage the relationship with the management and the project stakeholders. Starting the project with inputs from the project charter to save time (option D) may not be feasible or effective, as the project charter is a high-level document that does not provide enough details to define and control the project scope. References:

PMBOK Guide, 7th edition, section 5.3.1

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 182, question 18

The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project. References: = PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis)

Some of the other options are not appropriate because:

A. Tell the junior team member that the information is available in lessons learned. This option does not address the immediate need of the junior team member for direction and advice on risk mitigation. Lessons learned are valuable sources of information, but they are usually documented and reviewed at the end of the project or phase3. The project manager should not rely on lessons learned alone to provide guidance to the junior team member, but rather use them as a reference to supplement their own experience and expertise.

C. Inform the junior team member that risk mitigation is not part of their work. This option is incorrect because risk mitigation is part of the project team’s work. PMI states that "The project team is responsible for identifying, analyzing, and responding to project risk."4 The project manager should not exclude the junior team member from the risk management process, but rather involve them and delegate appropriate tasks and responsibilities to them.

D. Refer the junior team member to the senior team member who develops the risk mitigation strategy. This option may seem reasonable, but it does not demonstrate the project manager’s leadership and coaching skills. The project manager should not pass on the junior team member’s request to another team member, but rather take the opportunity to mentor and develop the junior team member. The project manager can consult with the senior team member who develops the risk mitigation strategy, but they should also provide their own guidance and feedback to the junior team member.

I hope this information helps you with your query. However, I suggest that you consult the official PMP and PBA reference materials and guides for more accurate and reliable information. Thank you for using Bing. ????

According to the PMBOK Guide, 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 communicated to stakeholders. It also includes the communication methods, formats, frequency, and escalation process for resolving issues. When there is a change in the project stakeholders, the project manager should review and update the communications management plan to ensure that the new stakeholder is informed and engaged in the project. Sending evidence or suggesting a review of the project status may not address the root cause of the communication gap, and may not satisfy the new stakeholder’s expectations and needs. Sharing the existing communications management plan without discussing the project requirements may not reflect the current situation and may not be effective for the new stakeholder. References: : PMBOK Guide, 6th edition, page 377 : PMBOK Guide, 6th edition, page 386 : How To Find The Correct Answer On PMP Exam Questions

Creating prototypes is a technique to elicit, analyze, and validate requirements by providing a working model of the expected product or service. Prototypes can help reduce ambiguity, resolve conflicts, and obtain feedback from the stakeholders and the development team. Prototypes can also facilitate communication and collaboration across different locations and cultures, and improve the quality and efficiency of the development process. By creating prototypes with the development team, the project manager can ensure that the client’s needs are understood and met, and that the rework and delays are minimized. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 5.2.2.4, p. 154

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 7, p. 9

Business Analysis for Practitioners: A Practice Guide, Section 4.3.3, p. 93

According to the PMBOK Guide, a project manager should proactively engage with stakeholders to identify and resolve issues that may impact the project’s objectives, scope, schedule, cost, quality, resources, or risks. In this scenario, the project manager faces a bottleneck in the release management process, which may delay the delivery of the joint application development module and affect the integration with other modules. Therefore, the best option is to speak to the stakeholders, such as the sponsor, the customer, the release manager, and the development team, to resolve the bottleneck and see how the entire process can be streamlined. This way, the project manager can ensure that the project delivers value to the customer and meets the expectations of the management. Pushing the team to deliver more, working toward the tighter deadline, or slowing the current pace are not effective options, as they may compromise the quality, scope, or alignment of the project. References: PMBOK Guide, 7th edition, pages 95-96, 101-102, 105-106.

According to the Project Management Professional (PMP) certification exam content outline, one of the tasks under the domain of executing the project is to “Implement approved changes, actions, and workarounds, including escalating decisions to the appropriate stakeholders, as necessary, to meet project objectives” 1. This implies that the project manager should have a risk management plan that includes predefined risk responses for potential threats and opportunities. A data breach is a serious threat that could compromise the confidentiality, integrity, and availability of the project data and deliverables. Therefore, the project manager should follow the planned risk response to handle the issue as the first step. The planned risk response could involve mitigating the impact of the breach, transferring the risk to a third party, avoiding further exposure, or accepting the consequences. The project manager should also communicate the issue to the relevant stakeholders and seek their support and guidance.

The other options are not the first steps that the project manager should take. Reviewing possible alternative documentation methods with the team (B) is not relevant to the data breach issue and could delay the resolution. Updating the risk register with the risk and proposed impact © is important, but it should be done after implementing the risk response, not before. Asking the team to fix the system to resolve the issue (D) is not sufficient, as the project manager should also coordinate with other parties, such as the security team, the legal team, the customer, and the senior management, to address the breach and its implications. References: 1 Project Management Professional (PMP) Examination Content Outline, June 2019, p. 112 How to Effectively Manage a Data Breach 3 6 Steps to Developing a Data Breach Response Plan How to handle data breaches according to the GDPR

 Feedback is the process of providing constructive and timely information to the project team members about their performance, behaviour, and contribution to the project. Feedback can help the project team to improve their skills, knowledge, and motivation, and to achieve the project goals and deliverables. According to the Project Management Professional (PMP) Reference Materials1, feedback can be given in various ways, such as:

Formal or informal: Formal feedback is planned and structured, and follows a specific format, criteria, and frequency. Informal feedback is spontaneous and flexible, and does not follow a predefined format or schedule.

Positive or negative: Positive feedback is praise or recognition for doing something well, and aims to reinforce and encourage the desired performance or behaviour. Negative feedback is criticism or correction for doing something poorly, and aims to address and improve the undesired performance or behaviour.

Individual or group: Individual feedback is given to one person at a time, and focuses on their specific performance or behaviour. Group feedback is given to a team or a group of people at the same time, and focuses on their collective performance or behaviour.

In this scenario, the team is working on a critical project deliverable and the project manager is concerned about meeting the deadline. There have been complaints from some stakeholders about some of the team members’ performance. The project manager wants to understand the situation and provide feedback to the team as soon as possible. Therefore, the best three actions that the project manager should take to address this situation are:

Define team ground rules: Team ground rules are the agreed-upon norms and expectations that guide the team’s work and interactions. They can help the team to establish a common vision, purpose, and values, and to define their roles, responsibilities, and accountabilities. They can also help the team to communicate effectively, collaborate efficiently, and resolve conflicts constructively. By defining team ground rules, the project manager can ensure that the team members are aware of and aligned with the project goals and deliverables, and that they respect and support each other’s performance and behaviour.

Perform a retrospective session: A retrospective session is a meeting that allows the team to reflect on their past performance and behaviour, and to identify what went well, what went wrong, and what can be improved. It can help the team to learn from their experiences, celebrate their achievements, and address their challenges. It can also help the team to generate ideas and action plans for future improvement and innovation. By performing a retrospective session, the project manager can provide formal and group feedback to the team, and involve them in the feedback process.

Implement daily team meetings: Daily team meetings are short and frequent meetings that allow the team to share their progress, issues, and plans for the day. They can help the team to stay on track, coordinate their tasks, and solve their problems. They can also help the team to communicate regularly, transparently, and collaboratively. By implementing daily team meetings, the project manager can provide informal and individual feedback to the team members, and monitor and support their performance and behaviour.

The other options are not the best choices, because:

Request a manager performance review: A manager performance review is a formal and individual feedback that is given by the team member’s direct manager, and focuses on their overall performance, behaviour, and career development. It is usually done annually or semi-annually, and follows a specific format and criteria. While a manager performance review can be useful and beneficial for the team member, it is not the responsibility of the project manager, unless they are also the team member’s direct manager. Moreover, it is not the most appropriate or timely feedback for the situation, as it does not address the specific project deliverable, deadline, or stakeholder complaints.

Conduct an annual review: An annual review is a formal and group feedback that is given by the project manager, and focuses on the team’s overall performance, behaviour, and achievements for the year. It is usually done at the end of the year or the project, and follows a specific format and criteria. While an annual review can be useful and beneficial for the team, it is not the most appropriate or timely feedback for the situation, as it does not address the specific project deliverable, deadline, or stakeholder complaints.

According to the PMBOK Guide, the project manager should manage stakeholder expectations by communicating and working with stakeholders to meet their needs and address issues as they occur. This includes understanding the stakeholder’s concerns, interests, and expectations, and providing timely and accurate information to keep them informed and satisfied. By working to understand the key stakeholder’s concerns and providing feedback in regular project status reports, the project manager can maintain a positive relationship with the stakeholder and avoid unnecessary interruptions and conflicts. References: PMBOK Guide, 6th edition, page 540-541, section 13.3.2.4 Manage Stakeholder Engagement: Data Analysis.

 According to the PMBOK Guide, 7th edition, one of the principles of project management is to focus on value. This means that the project manager should ensure that the project delivers the most valuable outcomes to the stakeholders, especially the customer. In an agile project, the sprint goal is a short-term objective that aligns with the customer’s needs and expectations. The sprint backlog is a list of tasks that the development team commits to complete within the sprint to achieve the sprint goal. If the developers want to deviate from the sprint backlog and work on something else, the project manager should remind them of the importance of focusing and meeting the sprint goal. The project manager should also facilitate a discussion with the product owner and the development team to clarify the priority and value of the tasks in the sprint backlog and the refactoring work. The project manager should help the team to balance the trade-offs between delivering the sprint goal and improving the quality of the product. References: PMBOK Guide, 7th edition, page 9 (Principles of Project Management); page 71 (Focus on Value); page 137 (Agile Project Delivery); page 139 (Sprint Goal and Sprint Backlog)

 The project manager should first meet with the project team to understand the issue and define actions. This is because the project manager needs to analyze the root cause of the problem, identify the impact on the project scope, schedule, cost, and quality, and determine the best course of action to resolve the issue. Raising a change request, escalating the issue, or conducting a quality audit are possible actions that the project manager may take after meeting with the project team, depending on the outcome of the analysis. However, they are not the first steps that the project manager should take in this situation. References: = PMBOK Guide, 6th edition, page 152, section 4.3.1.1 (Work Breakdown Structure); page 121, section 4.2.3.1 (Project Scope Statement); page 115, section 4.1.3.1 (Project Charter); page 112, section 4.1.2.2 (Project Sponsor)

According to the PMBOK Guide, a stakeholder engagement plan is a document that identifies the current and desired levels of stakeholder engagement, and the strategies and actions to increase or maintain stakeholder support throughout the project. A stakeholder engagement plan is an essential tool for managing stakeholder expectations, addressing stakeholder concerns, and resolving stakeholder conflicts. Conflicts between project stakeholders can result in delays, rework, scope changes, or even project failure. Therefore, the project manager should focus on revisiting the stakeholder engagement plan, focusing on specific overlooked stakeholders, to identify the root causes of the conflicts and the best ways to engage them. By doing so, the project manager can improve the stakeholder relationships, align the stakeholder interests, and facilitate the deliverable and output approval process. References:

PMBOK Guide, 7th edition, Chapter 8: Communications, Section 8.3: Manage Communications, pp. 126-1271

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.2: Plan Stakeholder Engagement, pp. 141-1431

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 2: Planning, Task 2.4: Develop a stakeholder engagement plan, pp. 22-232

According to the Agile Practice Guide, one of the roles of the project manager in an agile environment is to facilitate collaboration and decision making among the team members1. The project manager should not delegate the decision to the product owner or impose a solution based on a majority vote. Instead, the project manager should help the team evaluate the different ideas and reach a consensus that satisfies everyone. References: 1: Agile Practice Guide, page 27

 According to the PBA Guide, the product owner is the person who is responsible for defining and prioritizing the product backlog, which contains the requirements for the project. The product owner also provides feedback and acceptance for the deliverables produced by the development team. Therefore, the project manager should work with the product owner to clarify the requirement and the acceptance criteria for the task, as they are the best source of information and authority for the project scope. This is also consistent with the agile principles of collaboration, customer satisfaction, and responding to change. References:

PBA Guide, Chapter 2, Section 2.3.1, Roles and Responsibilities of the Product Owner

PBA Guide, Chapter 3, Section 3.2.1, Product Backlog

PBA Guide, Chapter 4, Section 4.3.2, Feedback and Acceptance

PMBOK Guide, Chapter 13, Section 13.2.2.1, Agile/Adaptive Environments

PMBOK Guide, Appendix X3, Section X3.2, Agile Principles

According to the PBA Guide, the project manager should employ collaborative discussions as the primary tool to gain an understanding of the risks for an agile project1. Collaborative discussions are interactive sessions that involve the project team and other relevant stakeholders to identify, analyze, prioritize, and respond to project risks1. Collaborative discussions can take various forms, such as brainstorming, interviews, focus groups, surveys, or retrospectives1. Collaborative discussions enable the project manager to leverage the collective knowledge and experience of the participants, foster a shared understanding of the project risks, and promote a risk-aware culture within the project team1. Collaborative discussions are especially suitable for agile projects, as they support the agile principles of communication, collaboration, feedback, and adaptation2. Collaborative discussions can be conducted throughout the project life cycle, as part of the agile events such as sprint planning, daily scrum, sprint review, or sprint retrospective3. Collaborative discussions can also be integrated with other risk management tools, such as probability assessments, risk avoidance workshops, or interviews with the project champion, to enhance the quality and effectiveness of the risk management process1. References:

1: PBA Guide, Chapter 4, Section 4.3.2.1, Page 88

2: Agile Manifesto

3: Making Risk Management for Agile Projects Effective

 According to the PMBOK Guide, the project manager should adapt the project management approach to the development approach and the project life cycle. In a hybrid environment, where some aspects of the project are predictive and some are adaptive, the project manager should balance the level of control and flexibility, and empower the team to make decisions based on the customer feedback and the project objectives. By supporting the decisions of the team and transferring the decision making responsibility to them, the project manager can foster collaboration, innovation, and customer satisfaction. References: PMBOK Guide, 6th edition, page 19-20, section 1.2.3.2 Project Management Approaches and Development Lifecycles.

A change request is a formal document that proposes a modification to some aspect of the project, such as the user requirements, the deliverables, the schedule, the budget, or the quality standards123. Change requests can originate from various sources, such as the stakeholders, the project team, the customer, or the environment12. Change requests need to be evaluated and approved before they can be implemented, as they may have significant impacts on the project performance, scope, cost, time, quality, and risk123.

The project scope statement is a document that defines and documents the project objectives, deliverables, requirements, assumptions, constraints, and acceptance criteria12. The project scope statement is the basis for making project decisions and controlling changes12. Therefore, the project manager should evaluate the change request against the project scope statement to determine if the change is necessary, feasible, and beneficial for the project123. The project manager should also consider the impact of the change on the other project components, such as the schedule, the budget, the quality, and the risk123.

The other options are not the best actions for the project manager to take next. Discussing approval of the change request in the next project meeting (A) may delay the decision-making process and cause confusion among the project team and stakeholders. Performing a risk assessment on the required change request (B) is an important step, but it should be done after evaluating the change request against the project scope statement, as the risk assessment may depend on the scope implications of the change. Asking the sponsor for more funds to cover the change request (D) is not appropriate, as the project manager should first determine if the change is justified and aligned with the project scope statement, and then explore alternative ways to accommodate the change within the existing budget or negotiate a trade-off with the sponsor. References: 123

According to the PMBOK Guide, a root cause analysis is a technique that involves identifying the underlying causes of problems or issues in a project. A root cause analysis can help the project manager and the team to understand the factors that contribute to the negative group behaviors and the lack of motivation and productivity. By conducting a root cause analysis session, the project manager can facilitate a collaborative problem-solving process that involves asking why the problem occurred, finding the root causes, and developing corrective actions to address them. A root cause analysis can also help to improve the team’s communication, trust, and morale, as well as the project’s quality, risk, and stakeholder management. Defining and analyzing performance metrics, escalating poor performance to functional managers, or updating the stakeholder engagement plan are not effective actions for improving the project team’s performance, as they do not address the root causes of the problem, and may create more resentment, frustration, or conflict among the team members. References: PMBOK Guide, Sixth Edition, pages 176, 558; PMI-PBA Guide, First Edition, pages 87, 102.

Compliance requirements are the rules and regulations that a project must follow to meet the standards of quality, safety, security, and reliability in a given industry or domain. Compliance requirements can be classified into different categories, such as legal, ethical, contractual, organizational, or environmental. Compliance requirements can pose potential threats to the project if they are not identified, analyzed, and addressed properly. For example, noncompliance can result in fines, penalties, lawsuits, reputational damage, or project failure.

To plan and manage project compliance, the project manager needs to confirm the project compliance requirements, determine the necessary approach and action to address them, and measure the extent to which the project is in compliance. To do this, the project manager can use various methods and tools, such as compliance audits, checklists, matrices, gap analysis, risk management, stakeholder analysis, and communication management.

The project manager can also seek the help of different stakeholders who can provide valuable input, guidance, and support for the project compliance. Two of the most important stakeholders are the functional managers and the advisory team panel. Functional managers are the managers of the functional departments or units within the organization, such as finance, marketing, human resources, or operations. They are responsible for providing the project with the necessary resources, expertise, and authorization to meet the compliance requirements. They can also help the project manager to align the project compliance with the organizational policies, procedures, and goals. Advisory team panel is a group of experts or consultants who can advise the project manager on the best practices, standards, and regulations for the project compliance. They can also help the project manager to identify and address the compliance gaps, risks, and issues, and to monitor and control the project compliance performance.

Therefore, the correct answer is B. Functional managers and D. Advisory team panel. The other options are not as relevant or helpful as these two stakeholders. Risk steering committee is a group of senior executives who oversee the risk management of the organization or the portfolio of projects. They are not directly involved in the project compliance, although they can provide strategic direction and support. Board of directors is the highest governing body of the organization, who set the vision, mission, and objectives of the organization. They are not directly involved in the project compliance, although they can approve the project charter and the project budget. Chief executive officer is the highest-ranking executive of the organization, who leads the overall management and operations of the organization. They are not directly involved in the project compliance, although they can sponsor the project and provide executive support. References:

PMBOK Guide 7th Edition, chapters 2.4, 3.1 (part ‘Standard’) and 2.5, 3.1, 3.4 (part ‘PMBOK’).

Process Groups: A Practice Guide, chapters 1.5, 2.1, 2.3, 2.5, 2.6, 3.3, 5.14, 7.7, 9 (Enterprise environmental factors, Quality metrics), and 3.DEFINITIONS (Regulations).

In Agile, the Product Owner is responsible for prioritizing the product backlog, which includes both features and technical work (such as reducing technical debt). If the technical debt is critical for performance, it must be addressed even at the expense of delivering new features. Once the team and Product Owner agree, these tasks should be pulled into the sprint backlog during sprint planning.

Per the Agile Practice Guide, “The product backlog may include technical work, bug fixes, and other items necessary for product health—not just features.” Adding technical debt items to the sprint backlog is an accepted and necessary practice for long-term product sustainability.

The benefits realization plan is a document that describes how the benefits of the project will be delivered, measured, and sustained. It includes the benefits identification, analysis, planning, realization, and transition activities. By monitoring and updating the benefits realization plan, the project manager can ensure that the work carried out and the product being created do not deviate from the prescribed business value. Monitoring and updating the benefits realization plan helps to track the progress and performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Monitoring and updating the benefits realization plan also helps to communicate and report the value of the project to the stakeholders and the senior management. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.5.3.1, p. 123

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV: Traceability and Monitoring, Task 2, p. 13

Business Analysis for Practitioners: A Practice Guide, Section 5.3.1, p. 113

The Project Management Body of Knowledge (PMBOK) Guide emphasizes the importance of effective communication in project management. It suggests that project managers should use a variety of communication methods that respect the cultural, practical, and personal preferences of the stakeholders. This approach ensures that all stakeholders are kept informed in a manner that is most suitable for them, thereby increasing the likelihood of project success. References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition. Project Management Institute.

The project manager should use a collaborative or problem-solving strategy to resolve this conflict in the meeting. This strategy involves finding a solution that fully satisfies the concerns of both parties and results in a win-win outcome. The project manager should ensure that both managers understand the requirements and the impact of their contradiction on the project scope, quality, and schedule. The project manager should also facilitate a constructive dialogue between the managers and help them identify and evaluate alternative solutions that can meet the project objectives and satisfy the stakeholders. The project manager should avoid imposing a decision or favoring one side over the other, as this may lead to resentment, resistance, or further conflict.

Option A is not a good choice, because it does not address the root cause of the conflict or seek a resolution. It may also create confusion, ambiguity, or inconsistency in the project deliverable, as well as increase the project risk and complexity.

Option B is not a good choice, because it does not involve the managers in finding a solution or consider their interests and needs. It may also create dissatisfaction, frustration, or hostility among the managers, as well as affect the project quality and stakeholder satisfaction.

Option D is not a good choice, because it does not foster a cooperative or integrative approach to resolving the conflict. It may also create a competitive or adversarial atmosphere in the meeting, as well as ignore the non-monetary or intangible factors that may influence the managers’ preferences and expectations.

According to the PMBOK Guide, one of the tools and techniques for managing team resources is ground rules. Ground rules are the standards of behavior that the team members agree to follow while working on the project. They can include topics such as communication, decision making, conflict resolution, meeting etiquette, and so on. Ground rules help to establish a common understanding and expectations among the team members, especially when they are geographically distributed and have different cultural backgrounds. Developing protocols for resolving conflicts between team members is an example of setting ground rules that can help to address the development issues and improve productivity. Forcing the team members to work from one location, obtaining special expertise, or setting up face-to-face meetings are not the best options, as they may not address the root cause of the problem, may be impractical or costly, or may create more conflicts. References: PMBOK Guide, 6th edition, page 336.

This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. Issues can arise from various sources, such as risks, changes, defects, conflicts, or assumptions1. The project manager is responsible for managing issues throughout the project life cycle, using appropriate tools and techniques, such as issue log, issue escalation, and issue resolution1. When an issue arises, the project manager should not ignore it, delay it, or inform only the sponsor, as these actions may worsen the situation and jeopardize the project objectives. Instead, the project manager should hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue, considering the impact, urgency, and priority of the issue, as well as the available resources and alternatives1. The meeting should result in an action plan to resolve the issue, assign responsibilities, and monitor the progress and outcomes1. The meeting should also identify any lessons learned or preventive actions to avoid similar issues in the future1. References:

PMBOK® Guide

 The project manager should take two actions to address the feedback from the security department about regulations that the project must comply with. The first action is to ask the team members to analyze the impact of including this regulation on the project scope, schedule, cost, quality, and risk. This will help the project manager to understand the implications and trade-offs of incorporating the regulation, and to plan accordingly. The second action is to ask the product owner to include the requirements in the product backlog, and prioritize them based on their value and urgency. This will ensure that the regulation is properly documented and communicated to the team and stakeholders, and that it is aligned with the project vision and goals. The project manager should also collaborate with the product owner and the team to determine the best way to deliver the regulation in the upcoming iterations, and to monitor and control its implementation and verification.

Option B is not a good choice, because it is not the project manager’s responsibility to ask the stakeholders about the priority of the regulation. The project manager should defer to the product owner, who is the primary person responsible for managing the product backlog and prioritizing the requirements. The project manager should support the product owner in engaging the stakeholders and obtaining their feedback and approval, but not make the decision on their behalf.

Option D is not a good choice, because it is not a proactive or timely action. The project manager should not wait until the feedback is received to ask the security department for details about the regulations. The project manager should have identified and engaged the security department as a key stakeholder early in the project, and obtained their input and expectations regarding the regulations. The project manager should also have established a regular and effective communication channel with the security department, and ensured that they are involved and informed throughout the project lifecycle.

Option E is not a good choice, because it is not a realistic or feasible action. The project manager should not ask the team members to include the requirements in the next iteration, without considering the impact, priority, and complexity of the regulation. The project manager should respect the team’s autonomy and capacity, and avoid imposing unrealistic or arbitrary deadlines. The project manager should also follow the agile principles and practices, and allow the team to self-organize and plan their work based on the product backlog and the iteration goals.

According to the PMBOK Guide, the schedule performance index (SPI) and the cost performance index (CPI) are two key indicators of the project performance measurement1. The SPI measures how efficiently the project team is using the time allocated for the project, while the CPI measures how efficiently the project team is using the resources allocated for the project1. An SPI or CPI value greater than 1 indicates that the project is ahead of schedule or under budget, respectively. An SPI or CPI value less than 1 indicates that the project is behind schedule or over budget, respectively1. In this question, the project manager notices that the SPI is 1.8 and the CPI is 0.1, which means that the project is ahead of schedule but over budget. This is a serious issue that needs to be addressed as soon as possible, as it may jeopardize the project viability and stakeholder satisfaction. The project manager should not ignore the project sponsor’s concern, as the project sponsor is the person who provides the financial resources and support for the project2. The project manager should also not assume that it is normal to spend more money in the design phase of a project, as this may indicate poor planning, estimation, or control of the project costs3. The project manager should not stop crashing the schedule, as this may affect the project scope, quality, or risk. The project manager should not use a resource-levelling technique, as this may delay the project completion and increase the project costs. The best option for the project manager is to manage the project sponsor closely and revise the project’s resource management plan to improve indicators. This means that the project manager should communicate frequently and transparently with the project sponsor, explain the reasons for the cost overrun, and seek their input and approval for any corrective actions. The project manager should also review and update the project’s resource management plan, which is the document that describes how the project resources will be estimated, acquired, managed, and controlled. The project manager should identify and implement strategies to reduce the project costs, such as optimizing the resource allocation, negotiating better rates, or eliminating unnecessary activities or resources. By managing the project sponsor closely and revising the project’s resource management plan, the project manager can improve the project performance indicators and increase the chances of delivering the project within the approved budget. References:

1: PMBOK Guide, Chapter 7, Section 7.4.2.1, Page 267

2: PMBOK Guide, Chapter 13, Section 13.1.2.1, Page 518

3: 5 Essential Tips for Schedule Control in Project Management

: PMBOK Guide, Chapter 6, Section 6.6.2.5, Page 215

: PMBOK Guide, Chapter 6, Section 6.4.2.5, Page 201

: Guide to Project Budgeting & Scheduling

: PMBOK Guide, Chapter 9, Section 9.1.3.1, Page 313

: How to Make a Project Budget: Project Budgeting Basics

The project manager should arrange a meeting with the functional managers of the two teams and try to reach an agreement that will resolve the conflict and enable the teams to complete their tasks. This is the best option because it addresses the issue directly, involves the parties who have the authority and responsibility to make decisions, and seeks a collaborative and constructive solution. The project manager should act as a facilitator and mediator in the meeting, and help the functional managers to identify the sources of the conflict, the interests and needs of each party, and the possible options for agreement. The project manager should also ensure that the meeting is conducted in a respectful and professional manner, and that the outcome is documented and communicated to the relevant stakeholders. References:

People in Projects, Chapter 13, Section 5: Project Manager/Functional Manager Conflict

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Chapter 13, Section 4.2.3: Conflict Management

7 Big Project Management Conflicts & Ways to Solve Them All, Section 2: Conflicting Interests of Stakeholders

The product owner is responsible for defining and prioritizing the product backlog, which contains the features and requirements that the project team will deliver in each iteration. To ensure that the product backlog reflects the needs and expectations of the stakeholders, the product owner should validate the acceptance criteria with them before refining the backlog. Acceptance criteria are the conditions that a product feature or requirement must meet to be accepted by the stakeholders. By validating the acceptance criteria with the stakeholders, the product owner can ensure that they are clear, measurable, testable, and aligned with the project vision and goals. This will also help to avoid misunderstandings, conflicts, and rework during the iteration demos, as the stakeholders will have agreed on what constitutes a satisfactory product feature or requirement. References: PMBOK Guide, 6th edition, section 5.1.3.2; Agile Practice Guide, section 4.2.1

The finance team is a key stakeholder in the project, as they are responsible for approving the project budget and ROI. If they are not involved in building the business case for the project, they may not understand or agree with the project objectives, benefits, and assumptions. This can lead to conflicts, delays, and rework in the project execution. Therefore, the project manager should schedule a meeting with the product owner and the finance team to discuss the business case, clarify the requirements, expectations, and constraints, and agree on the course corrections needed to align the project with the organizational strategy and goals. This way, the project manager can ensure that the project delivers value to the organization and satisfies the stakeholder needs. References:

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.1: Business Case, pp. 25-26

Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain III: Business Environment, Task 1: Plan and manage project compliance, pp. 16-17

How to Write a Business Case: 4 Steps to a Perfect Business Case Template, by ProjectManager.com, published on January 25, 2019

According to the PMBOK Guide, 7th edition, one of the key activities in the monitoring and controlling phase of a project is to control quality by verifying that the project deliverables conform to the quality standards and requirements. This involves inspecting and testing the deliverables, reviewing the quality documentation, and requesting corrective actions if needed. The other options are either inefficient, ineffective, or not aligned with the quality management principles. References: PMBOK Guide, 7th edition, page 123-124, section 3.5.2.1.

When there are changes in the project requirements, such as changes in the government’s cybersecurity requirements, it is important to manage these changes through a formal change control process1. This process usually involves documenting the change, estimating the effort required to implement the change, modifying the project schedule to include the change, and getting approval from the customer or project sponsor1. In this case, since the design changes can be made at no additional cost, the project manager should direct the team to request a change through the change control process to manage the new cybersecurity requirements1.

 According to the PMBOK Guide, the project manager should design the communication management plan based on the project’s needs, stakeholder’s expectations, and the project life cycle. In a hybrid environment, where some aspects of the project are agile and some are predictive, the project manager should use a combination of formal and informal, synchronous and asynchronous, and written and verbal communication methods. Weekly colocated meetings with the relevant stakeholders can provide the most effective and efficient way of communicating the project’s progress, issues, risks, and changes. It can also facilitate collaboration, feedback, and alignment among the stakeholders. Biweekly conference calls, weekly one-on-one meetings, and biweekly written status reports may not be sufficient or timely enough to ensure the project will be on schedule. References: PMBOK Guide, 6th edition, page 377-378, section 10.1.3.1 Communication Management Plan.

 A hybrid approach is a combination of two or more project management methodologies, such as Waterfall and Agile, that aims to create a better fit for the project and the organization123. A hybrid approach allows for flexibility and adaptability, but also requires alignment and communication among the project stakeholders. One of the key aspects of a hybrid approach is benefits management, which is the identification, definition, planning, tracking and realization of benefits4. Benefits are the positive outcomes and value that the project delivers to the organization and the customers5. A benefits management plan is a document that outlines how the benefits will be identified, measured, tracked and realized throughout the project lifecycle46.

In this scenario, the product owner, who is the person responsible for defining and prioritizing the product requirements and ensuring the delivery of value, stated that the product does not deliver any value, despite meeting the specifications. This indicates a misalignment between the product owner’s expectations and the project’s benefits. The project manager, who is the person responsible for leading and managing the project team and delivering the project objectives, believes that the product meets the specifications and is confused by the product owner’s statement. The development team, who is the group of people responsible for designing, building and testing the product, is also confused by the product owner’s statement.

The best course of action for the project manager in this situation is to review the project’s benefits management plan with the product owner. This will help to clarify the benefits that the project aims to achieve, how they align with the product owner’s expectations and the organization’s strategic objectives, how they will be measured and tracked, and how they will be realized. By reviewing the benefits management plan, the project manager and the product owner can identify any gaps, issues or changes that need to be addressed, and agree on the next steps to ensure the delivery of value. This will also help to improve the communication and collaboration among the project stakeholders, and increase the chances of project success.

The other options are not the best choices for the project manager in this situation. Escalating the matter to the executive board (option A) may be premature and unnecessary, as it may create more confusion and conflict, and undermine the trust and authority of the project manager and the product owner. Prioritizing the project backlog and asking the development team to fix the issues (option B) may be ineffective and inefficient, as it may not address the root cause of the problem, and may waste time and resources on unnecessary or irrelevant changes. Asking the product owner to terminate the project (option D) may be drastic and detrimental, as it may result in the loss of value, investment and reputation, and damage the relationship between the project manager and the product owner.

 The creation of a new department and the request from its manager to be involved in project communications necessitates a review and potential update of the communications management plan. According to best practices in project management, when there are changes in the organizational structure or new stakeholders emerge, it is important to perform a stakeholder analysis to understand their needs and expectations. This analysis will inform any necessary updates to the communications management plan to ensure that all relevant parties are included in the communication cycles, and that the information flow remains effective and aligned with the project’s objectives123.

 Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to deliverables, organizational process assets, project documents, and the Project Management Plan, and communicating the decisions1. This process is important to ensure that only approved changes are implemented and that the project remains aligned with the project objectives and stakeholder expectations. In this scenario, the project manager should perform Integrated Change Control to evaluate the impact of the proposed alternative solution on the project scope, schedule, cost, quality, risk, and other aspects. The project manager should also consult with the project sponsor, customer, and other key stakeholders to obtain their approval or rejection of the change request. The project manager should document the change request and its status in the change log and update the project management plan and other relevant documents accordingly. The project manager should also communicate the change and its implications to the project team and other affected parties. By performing Integrated Change Control, the project manager can ensure that the project is managed in a controlled and consistent manner, and that the project deliverables meet the agreed requirements and expectations. References:

How To Successfully Perform Integrated Change Control

6 Steps for an Integrated Change Control Project Management Strategy

Performing Integrated Change Control: PMP Tips

According to the PMBOK Guide, the first process in the Project Integration Management knowledge area is Develop Project Charter. This process authorizes the project and defines the high-level scope, objectives, and stakeholders of the project. The project charter is based on the business case, which is the document that justifies the need and value of the project. The business case is usually prepared by the project sponsor or initiator, not the project manager. Therefore, option A is incorrect. Option B is also incorrect, because a SWOT analysis is a technique used to identify the project risks, assumptions, and constraints, which are part of the project planning process, not the initiating process. Option C is incorrect, because engaging stakeholders and allocating resources are also part of the project planning and executing processes, not the initiating process. Option D is the correct answer, because gathering requirements from stakeholders is a key activity in the initiating process group, as it helps to define the scope and objectives of the project, as well as the expectations and needs of the stakeholders. The project manager should gather requirements from stakeholders before developing the project charter, as the charter should reflect the stakeholder requirements and align with the business case. References: = PMBOK Guide, 6th edition, pages 30-33, 75-77, 123-125, 135-137.

Given the situation where the project manager has spent $80,000 to complete only two actions in three days, it is clear that both the budget and schedule are not on track as planned. The cost performance index (CPI) and schedule performance index (SPI) are both less than 1.0, indicating that the project is over budget and behind schedule. The CPI is calculated as the earned value (EV) divided by the actual cost (AC), and the SPI is the EV divided by the planned value (PV). In this case, the EV is lower than expected because fewer actions have been completed than planned, and the AC is higher than the EV, leading to a CPI of less than 1.0. Similarly, the SPI is less than 1.0 because the project is behind schedule. Therefore, the project manager should reevaluate and prioritize the remaining actions to maximize the use of the remaining budget and time. This may involve identifying which of the remaining actions are most critical to the project’s objectives and finding ways to complete them within the constraints or seeking additional resources or time if necessary.

According to the Professional in Business Analysis (PMI-PBA)® Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. A change request should include a clear description of the change, the rationale for the change, the impact of the change on the project, and the alternatives considered. A change request should also be evaluated for its feasibility, benefits, risks, and alignment with the project objectives and scope. In this scenario, the project manager should have assessed the change’s overall impact to the project before submitting it to the CCB. This would have helped the project manager to determine if the change was necessary, beneficial, and feasible, and to communicate the pros and cons of the change to the SME and the CCB. This would have also helped the project manager to avoid or mitigate any potential conflicts or resistance from the SME or the CCB. Requesting that the sponsor approved the change request first, ensuring that the change request was aligned with the project scope, or submitting the change request directly to the CCB are actions that should be taken after the change’s impact assessment, not before. These actions do not address the root cause of the situation, which is the lack of a proper impact analysis of the change request. References: (Professional in Business Analysis Reference Materials source and documents)

Professional in Business Analysis (PMI-PBA)® Guide, Chapter 6, Section 6.4.1.1

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8, Section 8.2.2.1

 In a functional organizational structure, departments such as purchasing operate independently and are managed by their respective department heads12. When project tasks are delayed due to other priorities within a department, it is essential for the project manager to engage directly with the department causing the delay—in this case, the purchasing department. By meeting with the purchasing manager, the project manager can discuss the importance of the project’s tasks, understand the reasons for the delay, and work collaboratively to establish a purchasing schedule that aligns with the project’s needs while respecting the department’s constraints345. This approach fosters communication and collaboration, which are key in a functional structure where the project manager has limited authority over departmental resources.

 The project manager should evaluate the impacts of the changes that were made to the project without any approval. This is because any change in the scope can affect the other project constraints, such as time, cost, quality, risk, and stakeholder satisfaction. The project manager should use the change management plan and the integrated change control process to assess the impacts of the changes, determine the appropriate actions, and obtain the necessary approvals. The project manager should also communicate with the project team member who made the changes and explain the importance of following the change control procedures. The project manager should not remove the changes without evaluating them, as they may have some value or benefit for the project. The project manager should not add team members to the project without analyzing the resource requirements and availability. The project manager should not update the project documentation with the new scope without validating and approving the changes. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6, pp. 129-131

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV: Traceability and Monitoring, Task 3, p. 13

Business Analysis for Practitioners: A Practice Guide, Section 5.4.2, p. 118

According to the PMBOK Guide, the project manager should manage stakeholder expectations and engagement throughout the project life cycle. The project manager should also support the product owner’s decisions and authority regarding the product scope and releases. The product owner is responsible for maximizing the value of the product and ensuring that it meets the customer needs and expectations. Therefore, the project manager should support the product owner’s decision to launch the product with the MVP and seek better alignment with the marketing vice president in order to avoid this type of issue in the future. The project manager should also communicate the benefits and risks of the product launch and solicit feedback from the stakeholder. References: PMBOK Guide, 6th edition, pages 18, 37, 51-52, 286-287.

According to the PMBOK Guide, 7th edition, the cost performance index (CPI) is a measure of the cost efficiency of the project. It is calculated by dividing the earned value (EV) by the actual cost (AC). A CPI of 1 indicates that the project is on budget, a CPI greater than 1 indicates that the project is under budget, and a CPI less than 1 indicates that the project is over budget. In this case, the CPI is 0.933, which means that the project is spending more than planned to achieve the same amount of work. This implies that the project will be difficult to complete as planned, unless corrective actions are taken to improve the cost performance. The other options are incorrect because they do not reflect the current situation of the project based on the CPI value. References: PMBOK Guide, 7th edition, page 267; Earned Value for the PMP® Exam; Sample PMP Earned Value Questions

According to the PMBOK Guide, the quality management plan is a component of the project management plan that describes how the project quality will be planned, assured, controlled, and managed. It also includes the quality standards, quality metrics, quality tools, quality roles and responsibilities, and quality audits.

In this scenario, the project manager should review the quality management plan to understand the requirements and expectations for the regulatory labels, the process and criteria for inspecting and verifying them, the actions and responsibilities for resolving any nonconformities, and the documentation and reporting of the quality results.

The other options are not appropriate because:

Conducting an expert judgment evaluation (option A) is not a suitable response to the issue. Expert judgment is a technique that involves consulting subject matter experts to provide information or guidance on a specific topic. While expert judgment can be useful in many situations, it is not a substitute for following the established quality management plan and procedures.

Updating the lessons learned register (option C) is not a priority at this stage. The lessons learned register is a project document that captures the knowledge gained from the project activities, including the positive and negative experiences, the best practices, and the recommendations for improvement. While updating the lessons learned register is an important part of the project closure, it is not a relevant action to address the current quality issue.

Reviewing the risk management plan (option D) is also not a relevant action to address the current quality issue. The risk management plan is a component of the project management plan that describes how the project risks will be identified, analyzed, prioritized, responded to, monitored, and controlled. It also includes the risk categories, risk appetite, risk thresholds, risk roles and responsibilities, and risk reporting. While reviewing the risk management plan can help the project manager to identify and manage any potential or actual risks related to the quality issue, it is not a direct or immediate response to the issue.

 This option reflects the project manager’s responsibility to communicate effectively with the key stakeholder and address their issues and expectations. The project manager should share the relevant project documents, such as the project charter, the project management plan, and the stakeholder engagement plan, and invite the key stakeholder to discuss any concerns they may have. The project manager should also seek to understand the root cause of the stakeholder’s dissatisfaction and try to resolve it in a collaborative and respectful manner. The other options are either too aggressive (B), too passive ©, or too premature (D) for the situation.

However, this is only a suggestion based on one source of reference. You may find other sources that support a different answer, or have a different interpretation of the question. Therefore, you should always check the validity and reliability of the information you find online, and compare it with your own knowledge and experience.

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A project artifact is any document, deliverable, or output that is produced during the project life cycle. Examples of project artifacts include the project charter, the project management plan, the risk register, the issue log, the change log, the status reports, and the lessons learned. According to the Professional in Business Analysis Reference Materials1, project artifacts should be validated to ensure that they are accurate, complete, consistent, and up to date. Validation can be done by reviewing, inspecting, testing, or auditing the artifacts, and by involving the relevant stakeholders, such as the project team, the sponsor, the customer, or the quality assurance team.

In this scenario, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. This indicates that the risk register has not been validated properly, and that there is a lack of configuration management and version control. Configuration management is the process of identifying, tracking, controlling, and auditing the changes made to the project artifacts throughout the project life cycle. Version control is the technique of maintaining and labeling the different versions of the project artifacts, and ensuring that only the latest and approved version is used by the project team and stakeholders. According to the PMBOK Guide2, configuration management and version control are part of the Monitor and Control Project Work process, which is the responsibility of the project manager.

Therefore, the correct answer is C. Validated the project artifacts. The project manager should have validated the project artifacts, such as the risk register, to ensure that they are correct and current, and that they reflect the actual status and progress of the project. The project manager should have also implemented configuration management and version control procedures, such as using a configuration management system, a document management system, or a project management software, to track and manage the changes made to the project artifacts, and to communicate and distribute the latest versions to the project team and stakeholders.

The other options are not the best choices, because:

Referred to the communications management plan: The communications management plan is a document that describes how the project information will be communicated to the project team and stakeholders, such as the frequency, mode, content, and responsibility of communication. While referring to the communications management plan could help the project manager understand how the project artifacts are shared and updated, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

Validated the issue log: The issue log is a document that records and tracks the issues that arise during the project, such as conflicts, errors, defects, or deviations. While validating the issue log could help the project manager identify and resolve the issues that affect the project performance, quality, or scope, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

Performed expert judgment: Expert judgment is a technique that involves using the knowledge and experience of experts to provide guidance, advice, or recommendations for the project. While performing expert judgment could help the project manager obtain insights and best practices for managing the project artifacts, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

The project manager should follow the project escalation policy and communications management plan to address the situation of reduced cost and shortened schedule due to changes in EEFs. EEFs are external factors that can influence the project performance and outcomes, such as market conditions, government regulations, organizational culture, etc. When EEFs change, the project manager should assess the impact of the change on the project objectives, scope, schedule, cost, quality, risk, and stakeholder expectations. The project manager should then communicate the change and its implications to the appropriate stakeholders, such as the sponsor, customer, senior management, team members, etc., following the project escalation policy and communications management plan. The project escalation policy defines the process and criteria for escalating issues and decisions to higher levels of authority within the organization. The communications management plan describes how, when, and by whom information will be distributed, received, and stored throughout the project. By following these plans, the project manager can ensure that the change is properly reported, documented, approved, and implemented, and that the project stakeholders are kept informed and engaged. References: PMBOK Guide, 6th edition, section 2.1.4; PMP Exam Prep, 10th edition, page 111

As a project manager of an agile team, one of your responsibilities is to facilitate team development and collaboration. Coaching is a technique that can help you achieve this goal. Coaching involves providing guidance, feedback, and support to the team members, both individually and collectively, to help them improve their performance, resolve conflicts, and learn from their experiences. Coaching can also help the team members develop their skills, self-confidence, and trust in each other. Coaching is not the same as directing, instructing, or micromanaging the team. Coaching is more about empowering the team to find their own solutions and take ownership of their work. Coaching is an ongoing process that should be done throughout the project, not just at the end of an iteration. Therefore, the best answer is D.

The project manager should meet with the entire team to review the ground rules about safe environments, as this is an important aspect of creating a high-performing team and fostering trust and collaboration among team members1. The project manager should also contact the team member who shared the negative details to explain what information can be shared outside the team and what information should be kept confidential, as this is part of managing the team’s communication and ensuring ethical behavior2. Contacting the team member’s functional manager and inviting them to the next retrospective (option A) may not be appropriate, as it could violate the privacy of the other team member and create more conflict. Meeting with the product owner to talk about the situation (option C) may not be relevant, as the product owner is not directly involved in the issue and may not have the authority or responsibility to resolve it. Meeting with the sponsor to review the situation (option E) may not be necessary, as the sponsor is not directly involved in the issue and may not have the interest or availability to address it. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 336.

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 379.

A. Allocate and use part of the project’s contingency reserves for training purposes. This option may not be sufficient or feasible, as the contingency reserves are meant to address the identified risks that may occur during the project, not the existing risks that are already affecting the project78. The project manager should not use the contingency reserves for training purposes, but rather seek additional funding or approval from the project sponsor or senior management. Moreover, training alone may not be enough to ensure the safety and health of the employees in a dangerous location, as they may still face unpredictable or unavoidable threats or hazards.

C. Perform a retrospective and update the risk register and resource management plan regarding the necessary budget for training. This option may be too late, as the project is already ongoing and the employees are already exposed to the risks in the dangerous location. The project manager should not wait for a retrospective to update the risk register and resource management plan, but rather perform continuous risk monitoring and control throughout the project life cycle910. The project manager should also not focus only on the budget for training, but also on the other aspects of risk management, such as risk identification, analysis, response, and communication.

D. Hire only local resources who are aware of the territory’s hazards, providing employment to the local community. This option may not be realistic or desirable, as the project may require specific skills, qualifications, or experience that the local resources may not have or may be scarce. The project manager should not hire only local resources, but rather balance the project team composition with a mix of local and non-local resources, depending on the project needs and objectives1112. The project manager should also not disregard the safety and health of the local resources, as they may still face risks or challenges in the project environment.

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 According to the PMBOK Guide, one of the agile metrics that measures the quality of the team’s output is the Escaped Defect Rate, which tracks the number of problems found in the product after it has been released to the customer. The lower the defect rate, the higher the quality of the product and the customer satisfaction. Therefore, the team with the least amount of defects in their deliverables is performing better than the other teams, regardless of the number of story points they have calculated or completed. Story points are relative estimates of the size and complexity of the work, and they may vary from team to team depending on their experience, skills, and definition of done. Comparing story points across teams is not a valid way of measuring their performance, as it does not reflect the actual value delivered to the customer or the business. References:

PMBOK Guide, Sixth Edition, Chapter 6, Section 6.7.2.1

How to Measure Agile Team Performance by Wrike Guide

37 Agile Metrics — The Complete Guide for Agile Teams by Aha!

The project manager should actively listen to the team member and identify ways to support their needs in completing the tasks. This is because active listening is a key skill for effective communication and stakeholder engagement. By actively listening to the team member, the project manager can show empathy, respect, and understanding, and can also identify the root causes of the team member’s dissatisfaction and frustration. The project manager can then work with the team member to find solutions that can help them cope with the complexity of the tasks, such as providing training, coaching, mentoring, feedback, or additional resources. The project manager can also help the team member align their personal goals with the project objectives and recognize their contributions and value to the project. By doing so, the project manager can improve the team member’s motivation, performance, and satisfaction, and also prevent potential schedule delays, conflicts, or turnover. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 9.4.2.3, p. 339

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain I: Needs Assessment, Task 4, p. 8

Business Analysis for Practitioners: A Practice Guide, Section 3.3.1, p. 63

An iterative delivery approach is a method of project management that breaks down large projects into smaller cycles or iterations, each delivering a usable and potentially releasable product increment12. An iterative delivery approach is suitable for projects that have a high degree of uncertainty, complexity, or change, such as the transformation of operational processes and the main system of a transportation company3. In order to help the team understand the work that needs to be done, the project manager needs to work with the team to decompose the scope into a work breakdown structure (WBS) and work packages. A WBS is a hierarchical decomposition of the project scope into smaller and more manageable components, each with a unique identifier and a clear definition of what is included and excluded4. A work package is the lowest level of the WBS, which represents a unit of work that can be assigned, executed, monitored, and controlled by a single person or a small group. By creating a WBS and work packages, the project manager can help the team to:

Clarify the project scope and objectives

Identify the deliverables and outcomes of each iteration

Estimate the resources, time, and cost of each work package

Define the roles and responsibilities of each team member

Establish the dependencies and sequence of work packages

Monitor and control the progress and quality of each iteration

Communicate and collaborate effectively with stakeholders References:

Incremental Delivery and the Principles of the Agile Manifesto

What is Iterative, Incremental Delivery? The Hunt for the Perfect …

An iterative and incremental approach to planning ERP projects

Work Breakdown Structure (WBS) | Project Management Institute

[Work Package - Project Management Knowledge]

According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1. Therefore, the scenarios that are impediments are:

A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.

A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team’s ability to inspect and adapt their work and process3.

A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team’s motivation, creativity, and productivity.

The scenarios that are not impediments are:

A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog. Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.

A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.

According to the Professional in Business Analysis (PMI-PBA)® Guide, an impediment is anything that prevents the team from delivering value or achieving its goals. An impediment can be internal or external, technical or non-technical, and can affect the quality, scope, schedule, cost, or risk of the project. In this scenario, the product owner has presented the backlog to the team, and the team has raised concerns over implementing some of the features due to various impediments. The project manager should suggest that the product owner ensure that the impediments are captured and prioritized based on the highest valued features. This would help the product owner to address the most critical impediments first, and to align the backlog with the project objectives and stakeholder expectations. This would also help the team to focus on delivering the most valuable features, and to overcome the impediments with the support of the product owner and the project manager. Estimating the financial impact of the impediments and requesting additional funding, beginning to remove the impediments starting with the easiest ones first, or capturing the impediments and informing management that their assistance is needed are actions that should be taken after the impediments are captured and prioritized, not before. These actions do not address the root cause of the situation, which is the misalignment between the backlog and the team’s capabilities. References: (Professional in Business Analysis Reference Materials source and documents)

Professional in Business Analysis (PMI-PBA)® Guide, Chapter 6, Section 6.3.1.2

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.2.2.2

The Standard for Project Management – Seventh Edition, Chapter 3, Section 3.2.2.2

One of the principles of agile is to build projects around motivated individuals, give them the environment and support they need, and trust them to get the job done. Agile teams are expected to be self-organized, which means they can decide how to best accomplish their work, rather than being directed by others outside the team. Self-organization also implies that teams can inspect and adapt their own processes and practices, and continuously improve their performance and satisfaction. One of the key practices that enable self-organization and improvement is the retrospective, which is a regular meeting where the team reflects on what went well, what went wrong, and what can be done differently in the next iteration. A retrospective is a safe space for the team to share their feedback, concerns, and ideas, and to collaboratively come up with action items to address them. Therefore, if the project lead notices that the team is bored with their daily practices, the best course of action is to allow the team to self-organize and have them analyze the situation in their retrospective session and self correct. This way, the team can identify the root causes of their boredom, such as lack of challenge, variety, autonomy, or feedback, and propose solutions that suit their needs and preferences. The project lead can facilitate the retrospective and provide guidance and support, but should not impose any changes or solutions on the team, as this would undermine their self-organization and motivation. By allowing the team to self-organize and self correct, the project lead can foster a culture of trust, empowerment, and continuous learning within the team, and help them overcome their boredom and achieve higher levels of performance and satisfaction. References:

Agile Teams - Scaled Agile Framework

ProjectManagement.com - Beware the bored team member!

Mastering Agile Team Building: The Key to Enduring Success - Integrant

According to the PMBOK Guide, a sprint cycle is a time-boxed iteration of a fixed duration that delivers a potentially releasable product increment. A sprint cycle consists of four events: sprint planning, daily scrum, sprint review, and sprint retrospective. The purpose of a sprint cycle is to create a rhythm of work that allows the team to deliver value to the customer in a predictable and sustainable way.

The PMI Guide to Business Analysis states that one of the roles of a project manager is to manage stakeholder expectations and ensure alignment of project objectives with business needs. The project manager is also responsible for facilitating communication and collaboration among the project team and other stakeholders, as well as resolving conflicts and issues that may arise during the project.

Therefore, if the project sponsor is consistently changing the prioritization of modular work packages, the project manager should set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle. The project manager should:

Clarify the project scope and objectives, and how they are aligned with the business needs and the sponsor’s vision

Explain the benefits of a sprint cycle, such as delivering value faster, improving quality, increasing feedback, and reducing risk

Highlight the challenges and risks of changing the scope frequently, such as disrupting the team’s workflow, reducing their morale and motivation, increasing technical debt, and compromising the quality and usability of the product

Negotiate with the sponsor to establish a clear and stable prioritization criteria for the work packages, and agree on a process for managing changes and requests

Involve the project team and the product owner in the prioritization and planning process, and ensure their input and feedback are considered and valued

Document and communicate the agreed scope, priorities, and changes to all the stakeholders, and monitor and control the project performance and progress

By setting up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle, the project manager can:

Build trust and rapport with the sponsor, and demonstrate their understanding and respect for the sponsor’s perspective and needs

Educate the sponsor about the agile principles and practices, and how they can help achieve the project goals and deliver value to the customer

Influence the sponsor to adopt a more collaborative and flexible approach to the project, and to respect the team’s autonomy and expertise

Minimize the impact of scope changes on the project schedule, budget, quality, and risk

Enhance the team’s morale and teamwork, and foster a positive and supportive work environment

The best option for the project manager in this situation is to provide mentoring to the newly appointed team leader. Mentoring is a process of using experienced members of the organization to provide personal support and guidance to less experienced members of the staff. Mentoring can help the team leader to develop the necessary skills and competencies to manage the team effectively, to overcome challenges, and to achieve the project goals. Mentoring can also foster a positive and collaborative work environment, where the team leader and the team members can learn from each other and share feedback. The project manager can use various techniques and tools to mentor the team leader, such as setting clear expectations, providing regular coaching, giving constructive feedback, sharing best practices, facilitating problem solving, and recognizing achievements. The other options are not as effective as option D. Option A is not feasible, as it may not be possible to find a senior team leader who is available and willing to take over the project. Option B is not proactive, as it only reports the problem, but does not offer any solution. Option C is not empowering, as it undermines the team leader’s authority and responsibility, and may create resentment and demotivation among the team members. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide – Sixth Edition, Chapter 9: Project Resource Management, Section 9.4.2.3: Interpersonal and Team Skills1

Mentoring - Key Competency for Program and Project Professionals2

How to Improve Your Project Leadership with Coaching and Mentoring3

According to the Project Management Professional (PMP) Reference Materials, the project manager should get commitment from the team to include all of the required regulations in the MVP when there is no consensus to do so. This is because the MVP is the version of the product that delivers the most value to the customer while meeting the minimum requirements and constraints1. If the project manager identifies some mandatory regulations that are essential for the product to be viable, compliant, and safe, then they should be included in the MVP, regardless of the impact on the project duration2. The project manager should explain the importance and rationale of the regulations to the team and stakeholders, and seek their agreement and support to incorporate them in the MVP3. The other options, A, C, and D, are not appropriate actions for the project manager to take. Training the team on the new regulations as requested by management may not resolve the lack of consensus or commitment from the team and stakeholders, and may delay the MVP definition process. Asking the project sponsor to add more time to the project may not be feasible or necessary, and may not address the root cause of the disagreement. Sharing with participants the need to focus only on product functionality may ignore the regulatory requirements and risks, and may compromise the quality and value of the product. References: 1: Agile Practice Guide, Chapter 4.1.2, "Minimum Viable Product". 2: How to Define a Minimum Viable Product (MVP) - ProjectManager.com, Section "What Is a Minimum Viable Product?". 3: How to use Consensus Decision-Making for Project Management, Section "The 6 Stages of Consensus Decision-Making".

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The project manager should first try to address the issue of team members not following the ground rules by scheduling a meeting with the project team to reinforce the ground rules. This is the most proactive and collaborative approach to resolve the problem and ensure team adherence to the ground rules. The project manager should also use this opportunity to listen to the team members’ feedback and concerns, and make any necessary adjustments to the ground rules to suit the project context and team dynamics. This is consistent with the agile principles of self-organizing teams, frequent communication, and continuous improvement. The other options are not the best choices, as they involve escalating the issue to external parties, such as the project sponsor, human resources, or the functional manager, without first trying to resolve it within the team. These options may also create a negative impact on the team morale, trust, and performance, and undermine the project manager’s leadership and authority. References: (Professional in Business Analysis Reference Materials source and documents)

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9: Project Team Management, Section 9.2.2: Team Charter

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Elicitation and Collaboration, Section 5.3.1: Ground Rules

Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.3: Agile Teams

The project manager should plan a working session focusing on the scope, vision, and mission of the initiative, as this is the best way to increase the project’s chances of success. By involving the research and development department and other relevant stakeholders in defining the project objectives, scope, and deliverables, the project manager can ensure that the product development aligns with the organization’s strategic goals and meets the customer’s needs and expectations. This will also help the project manager to establish a clear and shared understanding of the project’s purpose, value, and benefits, and foster a collaborative and innovative environment.

According to the PMBOK Guide, one of the key activities in the closing process group is to ensure that the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors1. Knowledge transfer is an important part of this activity, as it involves sharing the lessons learned, best practices, and project outcomes with relevant stakeholders and other projects. Knowledge transfer helps to improve organizational performance, enhance customer satisfaction, and enable continuous learning2. Therefore, ensuring that knowledge transfer activities are executed as planned should be considered as a priority for the project manager in the closing process group. The other options are not as important or relevant as knowledge transfer. Marking the product backlog completion status and updating the communications management plan are part of the monitoring and controlling process group, not the closing process group1. Releasing the resources and planning for a project completion celebration are also part of the closing process group, but they are not as critical as knowledge transfer for the project success and organizational benefit1. Holding a steering committee meeting to inform them of the project completion is a good practice, but it is not a priority activity, as it can be done after the knowledge transfer is completed3. References: PMBOK Guide, 6th edition, Chapter 4.7, Knowledge Transfer in Project Management - PMI, How to Close a Project - ProjectManager.com

A. Conduct meetings with resistant members to facilitate smooth project implementation. This option may not be enough, as the project manager should not focus only on the resistant members, but also on the other members who may be supportive, neutral, or indifferent to the changes5. The project manager should not isolate or single out the resistant members, but rather involve them in the whole team meetings and discussions. The project manager should also not assume that resistance is always negative or irrational, but rather understand the reasons and emotions behind it and address them constructively.

C. Influence the team to communicate any changes. This option may be vague, as the project manager should not rely on the team to communicate the changes, but rather take the lead and responsibility to do so. The project manager should not delegate or abdicate the communication role, but rather model and encourage it. The project manager should also not use influence as a manipulative or coercive tactic, but rather as a persuasive and respectful skill .

D. Check with the. This option is incomplete, as the project manager should specify who or what they are checking with. The project manager should not check with the wrong or irrelevant sources, but rather with the appropriate and reliable ones. The project manager should also not check with the sources passively or sporadically, but rather proactively and regularly.

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Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be done sequentially. This can reduce the overall project duration by overlapping the start and finish of different activities, but it also increases the risk of rework and errors due to dependencies and uncertainties. Fast-tracking is one of the tools and techniques for the Develop Schedule process, which is part of the Project Schedule Management knowledge area. The other tools and techniques are schedule network analysis, critical path method, critical chain method, resource optimization, data analysis, leads and lags, schedule compression, and project management information system. The other options are not schedule compression techniques, although they may be used in other project management processes or activities. Analyzing both projects to determine the most effective use of common resources is a way of managing multiple projects and optimizing resource allocation. Using resource optimization to justify requesting more resources for the critical project is a way of balancing the demand and supply of resources and resolving resource conflicts. Providing schedule optimization training to the project teams to improve their skills is a way of enhancing the team’s competencies and performance. References:

PMBOK Guide, 6th edition, pages 201-202, 215-216, 718

Project Management Professional (PMP) Certification Handbook, page 9

5 Methods for Shortening A Project Schedule, section “Fast Tracking”

Expert judgment is a technique that uses the knowledge and experience of experts to identify risks in a project. Experts can be internal or external to the project team, and they can provide insights on the sources, causes, and effects of potential risks. Expert judgment can also help to assess the probability and impact of risks, as well as the appropriate responses to them. According to the PMBOK Guide, expert judgment is one of the tools and techniques for the Identify Risks process, which is part of the Project Risk Management knowledge area. The other tools and techniques are data gathering, data analysis, interpersonal and team skills, and prompt lists. The other options are not tools and techniques for the Identify Risks process, although they may be used in other risk management processes or activities. An analysis of shared risks between parties is a way of identifying common risks that affect multiple stakeholders or projects. A SWOT analysis is a strategic planning tool that evaluates the strengths, weaknesses, opportunities, and threats of a project or organization. A risk value assessment is a method of prioritizing risks based on their expected value, which is the product of their probability and impact. References:

PMBOK Guide, 6th edition, pages 397-398, 419-420

Project Management Professional (PMP) Certification Handbook, page 9

Risk Identification in Project Management, section “PMP® Risk Identification Lifecycle”

In a highly adaptive project environment, it is crucial to leverage the collective knowledge and experience of the team. Reviewing lessons learned from similar projects can provide valuable insights into potential challenges and effective strategies, which can help in creating practical plans with high levels of buy-in from team members. This approach aligns with the principles of adaptive project management, which emphasizes learning and continuous improvement.

According to the Professional in Business Analysis Reference Materials, team building is a tool and technique used in the Develop Project Team process, which aims to improve the performance of the project team and enhance project outcomes. Team building activities can help the project manager to address the issues that arise from team member changes, such as loss of trust, communication gaps, and conflicts. Team building can also help the project manager to align the team members with the project goals and expectations, and to motivate them to achieve the key performance indicators (KPIs) that measure the team’s progress and success. References:

Professional in Business Analysis Reference Materials, page 176, section 9.3.2.3

PMI PMP Quiz:35 Topic:1 Questions:171-175, question 3

According to the PBA Guide, one of the competencies for business analysis is emotional intelligence, which is the ability to perceive, understand, and manage one’s own and others’ emotions1. A servant leader is someone who focuses on the needs and development of others, rather than on their own authority or power2. Applying emotional intelligence to leverage this situation to benefit the project would involve recognizing the team member’s frustration, acknowledging their achievement, and encouraging them to share their knowledge with the rest of the team. Asking the team member to use their recently acquired knowledge to develop and provide training to the team is an example of this approach, as it would foster collaboration, learning, and trust among the team members. Requesting budget to reward the team member (choice A) may not be feasible or effective, as it may create resentment or competition among the team members. Promoting the team member to product owner (choice B) may not be appropriate or relevant, as it may not match the team member’s skills, interests, or responsibilities. Providing an incentive to team members who begin using the new tool on this project (choice C) may not be sufficient or sustainable, as it may not address the root cause of the team’s reluctance or lack of knowledge. References:

1: PBA Guide, Chapter 3, Section 3.2.1 Emotional Intelligence

2: PMP Exam Content Outline, Domain II: People, Task 9: Support team development and team members through feedback and recognition.

 The stakeholder register is a project document that identifies and classifies the project stakeholders, their roles, interests, expectations, and influence levels. It is an output of the Identify Stakeholders process, which is the first process in the Project Stakeholder Management knowledge area. The stakeholder register should be updated whenever there are changes in the project environment or stakeholder information, such as a promotion, a change of role, or a change of contact details. Updating the stakeholder register will help the project manager and the project team to communicate effectively and appropriately with the stakeholders, and to manage their expectations and engagement levels throughout the project life cycle.

The project management plan is a comprehensive document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates the subsidiary plans and baselines from the different knowledge areas, such as scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management. The project management plan is an output of the Develop Project Management Plan process, which is the second process in the Project Integration Management knowledge area. The project management plan should be updated only when there are changes in the project scope, objectives, deliverables, or approach, and when these changes are approved through the Perform Integrated Change Control process. Updating the project management plan for a stakeholder promotion is not necessary, unless it affects the project scope or other aspects of the project.

The stakeholder engagement plan is a subsidiary plan of the project management plan that describes the strategies and actions to increase the support and minimize the resistance of the stakeholders throughout the project. It is an output of the Plan Stakeholder Engagement process, which is the second process in the Project Stakeholder Management knowledge area. The stakeholder engagement plan should be updated when there are changes in the stakeholder engagement levels, needs, or expectations, and when these changes are approved through the Perform Integrated Change Control process. Updating the stakeholder engagement plan for a stakeholder promotion may be required, depending on how it affects the stakeholder’s interest, influence, or power over the project.

The communications management plan is a subsidiary plan of the project management plan that describes the communication methods, formats, frequency, and responsibilities for the project. It is an output of the Plan Communications Management process, which is the first process in the Project Communications Management knowledge area. The communications management plan should be updated when there are changes in the communication requirements, preferences, or channels of the project stakeholders, and when these changes are approved through the Perform Integrated Change Control process. Updating the communications management plan for a stakeholder promotion may be necessary, depending on how it affects the stakeholder’s communication needs or preferences.

Therefore, the correct answer is C. Stakeholder register, as it is the most relevant and appropriate document to update for a stakeholder promotion.

According to the PMI-PBA guide, quality standards are the criteria that the project team uses to measure the quality of the product or service. Quality standards should be aligned with the customer’s needs and expectations, and should be defined and agreed upon by the project team and the stakeholders. Quality standards should also be adaptable to the changing requirements and feedback in an agile environment. One of the agile principles is to deliver working software frequently, which implies that testing should be done early and continuously throughout the project lifecycle. Testing is not only a way to verify the quality of the product, but also a way to validate the value of the solution and elicit feedback from the customer. Therefore, the project manager should coach the team to determine the tools and techniques suitable for the project and ensure that testing is done early and continuously, as this will help the team deliver a high-quality product that meets the customer’s needs and expectations. References:

PMI-PBA guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Quality Standards, p. 115-116

PMI-PBA guide, Chapter 6: Traceability and Monitoring, Section 6.2.1: Testing, p. 141-142

PMI-PBA guide, Appendix A: Agile Principles and Practices, Section A.1: Agile Principles, p. 263

PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.1: Plan Quality Management, p. 395-396

PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.4: Control Quality, p. 413-414

Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:

Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.

Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.

Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.

Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.

Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager and the team are creating deliberate and reckless technical debt, which can have severe consequences for the project and the organization. The project manager will need to focus on identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such decisions in the future.

 The project manager should encourage frequent small team meetings with two or three team members to overcome the challenge of finding a suitable time for the daily standup. This is because the daily standup is an important agile practice that helps the team to coordinate their work, share progress, identify impediments, and plan the next steps. However, when the team members are located in different time zones, it can be difficult to schedule a common time that is convenient for everyone. Therefore, the project manager should facilitate smaller and more frequent meetings among the team members who are in the same or adjacent time zones, and ensure that the information is communicated and documented across the whole team. This way, the project manager can maintain the benefits of the daily standup while respecting the team members’ availability and preferences.

The other options are not correct because they do not address the issue of coordination and communication among the team members. Giving up the daily standup and replacing it with a daily report would reduce the interaction and collaboration among the team members, and might lead to delays, misunderstandings, and conflicts. Letting the team members decide themselves if they want to join the meeting would create inconsistency and confusion, and might result in some team members being left out or uninformed. Requiring all team members to join the daily standup regardless of the meeting time would impose an unfair and unrealistic burden on some team members, and might affect their motivation, productivity, and quality of work. References: Agile Practice Guide, section 4.2.1, page 47, PMP Exam Prep, 10th edition, page 100

According to the PMBOK Guide, 7th edition, a root cause analysis is a technique used to identify the underlying factors or causes of a problem or issue. It helps to prevent recurrence of the same or similar problems in the future. A quality breach is a deviation from the quality standards or requirements agreed upon with the customer. It can result in customer dissatisfaction, rework, delays, or defects. Therefore, the project manager should run a root cause analysis to find out why the product has discrepancies with the customer’s request and take corrective actions to prevent further quality issues. The project manager should also update the quality management plan to reflect any changes in the quality processes, tools, metrics, or responsibilities. This will help to ensure that the project delivers a product that meets the customer’s expectations and requirements. References:

PMBOK Guide, 7th edition, page 237, section 8.2.3.1, Root Cause Analysis

PMBOK Guide, 7th edition, page 238, section 8.2.3.2, Quality Management Plan Updates

The project manager should compare the achieved results to the contract requirements before obtaining financial, legal, and administrative approval to close the project and transfer the liability. This is because the project manager needs to ensure that the supplier has fulfilled all the contractual obligations and delivered the agreed scope, quality, and performance standards. The project manager should also verify that the supplier has completed all the required documentation, testing, training, and warranty services. The project manager should also review the lessons learned, feedback, and satisfaction surveys from the supplier and the project team. This will help the project manager evaluate the supplier’s performance, identify any issues or disputes, and resolve them before making the final payment and closing the project. The project manager should also communicate with the supplier and the relevant stakeholders about the project closure and the transfer of liability. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 12.3.1, “Close Procurements: Inputs”

PMBOK® Guide, 6th edition, Section 12.3.2, “Close Procurements: Tools and Techniques”

PMBOK® Guide, 6th edition, Section 12.3.3, “Close Procurements: Outputs”

PMI-PBA® Guide, 1st edition, Section 6.4.1, “Evaluate Solution: Inputs”

PMI-PBA® Guide, 1st edition, Section 6.4.2, “Evaluate Solution: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 6.4.3, “Evaluate Solution: Outputs”

According to the PMBOK Guide, 6th Edition, Section 9.2.2.1, “Resource calendars specify the availability, capability, and skills of human resources and the availability of equipment and materials.” The project manager should consult the company’s resource calendars to determine the availability and suitability of the resources required for the new project. This will help the project manager to estimate the duration, cost, and risk of the project, as well as to plan the resource allocation and management. The other options are not as relevant or accurate as the resource calendars for this purpose. The company’s historical organizational project artifacts may provide some useful information, but they may not reflect the current situation or the specific needs of the new project. The company’s project responsibility assignment matrix (RAM) may show the roles and responsibilities of the project team members, but it may not indicate their availability or skills. The company’s resource management plan may describe the policies and procedures for managing resources, but it may not provide the details of the individual resources required for the new project. References:

PMBOK Guide, 6th Edition, PMI, 2017, pp. 336-337.

How to Measure Your Project Resource Requirements, MetaPM, 2024, accessed on February 24, 2024.

 The project manager should perform iterative planning with the team to use the prototype, as this would allow them to adapt to the changing situation and deliver value incrementally. Iterative planning is a technique that involves breaking down the project scope into smaller iterations, each with its own plan, deliverables, and feedback loops. This technique enables the project team to respond to uncertainties, risks, and changes more effectively, and to incorporate lessons learned and stakeholder feedback into the next iteration. In this case, the project manager can use iterative planning to align the team with the new solution, define the requirements and acceptance criteria for the prototype, and monitor and control the integration and testing of the prototype. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide 7th Edition, page 67, section 3.2.2

PMI Agile Practice Guide, page 33, section 3.2.1

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 14, section 3.3.1.1

According to the PMBOK Guide, project managers should apply adaptive planning and agile practices to respond to changes and uncertainties in complex projects. Adaptive planning involves frequent reviews and adjustments of the project scope, schedule, cost, and quality based on the feedback and learning from the project execution. Agile practices emphasize delivering value to the customer by prioritizing the most important features and requirements and delivering them in increments1.

In this scenario, the project manager faces a situation where one feature cannot be fixed before the go-live date, which impacts the project schedule and quality. The project manager should apply adaptive planning and agile practices to determine the best course of action. The project manager should evaluate the value and importance of the feature to the customer and the project objectives. If the feature is not critical or essential, the project manager should consider delivering the project without the feature and fixing the defects later, after the go-live milestone. This way, the project can still deliver value to the customer and meet the expectations of the stakeholders. The project manager should communicate this decision to the customer and the stakeholders and obtain their agreement and feedback1.

The other options are not as suitable as option D. Option A involves updating the risk management plan and including additional mitigation actions against the feature defects. However, this option does not address the impact on the go-live milestone or the customer value. It also assumes that the feature defects can be mitigated, which contradicts the premise of the question. Option B involves assessing the relevance of the feature and submitting a change request to descope it. However, this option does not consider the customer value or the feedback from the customer and the stakeholders. It also implies that the feature is not important or valuable, which may not be the case. Option C involves improving the control quality process by implementing additional testing to minimize the defects before the go-live milestone. However, this option does not acknowledge the fact that there is no way to resolve the defects before the go-live date, as stated in the question. It also does not consider the impact on the project schedule and cost, or the customer value1.

The project manager should conduct a customer demonstration at the end of each build cycle to help the client understand the value delivered during project execution. This is a common practice in agile projects, where the team showcases the working product increment to the customer and solicits feedback. This way, the customer can see the tangible results of each iteration, validate the alignment with their expectations, and provide input for future improvements. This option aligns with the PMI-PBA practice guide, which states that “demonstrations are a key technique for validating requirements and obtaining feedback from stakeholders” (p. 67). The other options are not the best choices because they do not effectively communicate the value of the product to the customer. Including a planned value (PV) calculation in the sprint report for each build cycle (option A) may provide a quantitative measure of the project performance, but it does not show the actual functionality or quality of the product. Providing the customer with the refined specification during each build cycle (option C) may reflect the changes or clarifications made to the technical requirements, but it does not demonstrate the working product or its benefits. Showing the customer a sprint burndown chart for each build cycle (option D) may indicate the progress and velocity of the team, but it does not reveal the features or value of the product. References:

PMI-PBA Practice Guide, p. 67 1

PMBOK Guide, 6th edition, p. 189 2

According to the PMBOK Guide, an agile approach is suitable for projects that have a high degree of uncertainty and change, as it allows for frequent feedback, adaptation, and value delivery. An agile approach also enables the project team to demonstrate the benefits of the product to the sponsor and stakeholders through working increments or prototypes. Developing requirements and designs to support a faster product release may not address the uncertainty and change aspects of the project, and may compromise quality or scope. Emphasizing the adoption of a predictive approach may not be feasible or effective for a project that has a high degree of uncertainty and change, as it requires a detailed upfront planning and a rigid control of changes. Outsourcing development of the product to a third party may not be the best option for the project sponsor, who wants to see the benefits of the product demonstrated, and may introduce additional risks and challenges for the project management. References: PMBOK Guide, 7th Edition, Section 2.1.2, Agile Approach; Section 2.1.3, Hybrid Approach.

According to the PMBOK Guide, the project manager is responsible for managing the project team and ensuring that the team members are motivated, engaged, and productive. One of the tools and techniques for managing the project team is interpersonal and team skills, which include communication, conflict management, emotional intelligence, feedback, influence, mentoring, and motivation. When a team member feels demotivated and excluded from the team, the project manager should first use their interpersonal and team skills to speak with the team member and understand the root cause of their dissatisfaction. The project manager should also acknowledge the team member’s contributions and provide constructive feedback and guidance to help them improve their performance and engagement. This will help the team member feel valued, respected, and supported by the project manager and the team. References: PMBOK Guide, 6th edition, pages 349-350, 355-356.

The project manager should first meet with the sales and marketing teams to identify the requirements that were collected during the interview sessions with potential customers. This is because the project manager needs to understand the customer needs and expectations before proceeding with the design phase. The project manager can then use the requirements as the basis for developing the test cases and acceptance criteria for the equipment. Meeting with the sales and marketing teams is also consistent with the agile and hybrid methodologies, which emphasize customer collaboration and feedback. References:

PMP Examination Content Outline, page 8, task 1 under People domain: “Manage conflict among project stakeholders by analyzing the source and level of conflict and applying appropriate conflict resolution techniques.”

PMBOK Guide, page 141, section 5.2 Collect Requirements: “Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.”

PMI-PBA Examination Content Outline, page 9, task 1 under Needs Assessment domain: “Assess proposed solutions to determine which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes to the solution.”

[Business Analysis for Practitioners: A Practice Guide], page 31, section 3.2.1 Elicitation Techniques: “Interviews are one of the most commonly used elicitation techniques. Interviews are used to obtain information on the current state, the desired future state, and any recognized gaps between the two states from the perspective of the interviewee.”

The alignment between the project team and stakeholders is crucial for the success of a project. This alignment must be maintained throughout the project’s life cycle, ensuring clarity of scope, risk, schedule, and price at each phase1. In a hybrid project management approach, risks should be reviewed during each iteration and review to ensure alignment between the project team and stakeholders2. This allows for timely identification and mitigation of risks, ensuring that all parties are aware of potential risks and their outcomes2. Regular reviews also facilitate open communication and collaboration, which are key to successful risk management3.

 The project manager should evaluate the current effectiveness of the team and define development needs. This is the best option because it allows the project manager to identify the gaps in the team’s skills and knowledge, as well as the opportunities for improvement and learning. By evaluating the team’s performance, the project manager can also provide feedback, recognition, and support to the team members, as well as foster a positive team culture. This option also aligns with the PMBOK® Guide’s guidance on managing project team, which includes assessing team members’ skills, providing training, and enhancing team competencies1.

The other options are not as effective as option B. Option A is not the project manager’s responsibility and may undermine the team’s autonomy and trust. Option C is not realistic and may lead to poor quality and inefficiency. Option D is not flexible and may ignore the team’s preferences and potential. References: 1: PMBOK® Guide, 6th edition, page 349

 In an iteration-based project, the project team should collaborate with the stakeholders frequently and continuously to ensure that the product meets their expectations and needs. The project team should also identify and resolve any impediments or issues that may affect the delivery of the product. By holding a touchpoint with the marketing team before the demo, the project team could have aligned their expectations, clarified the requirements and constraints, and addressed any potential risks or challenges. This would have helped to avoid the issue of the marketing team needing more iterations to launch the product and not starting their work yet. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 5, Section 5.1.2.1, page 152

PMBOK Guide, 6th edition, Chapter 6, Section 6.2.2.1, page 191

PMBOK Guide, 6th edition, Chapter 13, Section 13.2.2.1, page 507

PMBOK Guide, 6th edition, Appendix X3, Section X3.2.2, page 718

PMI PMP-Project Management Professional Practice Exam Q. 781 to 790

 According to the PMBOK® Guide, stakeholder engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement in project activities throughout the project life cycle1. The project manager should proactively engage with stakeholders to understand their interests, needs, expectations, and influence on the project, and to manage any conflicts or issues that may arise2.

In this scenario, the project manager is facing a situation where an important stakeholder is dissatisfied with the way the project is being executed and threatens to withdraw support for the project. This could have a negative impact on the project’s success, as the stakeholder may have a high level of power, interest, or influence on the project. The best way to handle this situation is to approach the stakeholder to address the concerns and resolve the issue. The project manager should use effective communication skills, such as active listening, empathy, and feedback, to understand the stakeholder’s perspective and expectations, and to explain the project’s status, progress, and performance. The project manager should also use negotiation and problem-solving techniques to reach a mutually acceptable agreement with the stakeholder and to restore trust and confidence in the project.

Option B is not the best answer because it does not directly address the stakeholder’s concerns or the root cause of the issue. Consulting the risk management plan may help the project manager identify and analyze the potential risks and responses related to stakeholder engagement, but it does not provide a solution or improvement to the current situation. Option C is not the best answer because it does not demonstrate the project manager’s responsibility or accountability for the project. Escalating the issue to the project management office (PMO) may help the project manager obtain guidance or support from the PMO, but it does not ensure that the stakeholder’s concerns are adequately addressed or resolved. Option D is not the best answer because it does not show respect or empathy for the stakeholder. Referring the stakeholder to the project sponsor may help the project manager leverage the sponsor’s authority or influence, but it does not foster a positive relationship or collaboration with the stakeholder. References: 1 PMBOK® Guide, 6th edition, page 5132 PMBOK® Guide, 6th edition, page 515.

The project manager should address the personal differences and work styles of the team members by meeting with them and agreeing on expectations from each other. This is a proactive way of managing conflict and fostering collaboration among the team members. It also helps to establish a common vision and goals for the project and clarify the roles and responsibilities of each team member. This approach is consistent with the PMI-PBA Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status, and the PMP Domain 3: People, Task 3.4: Lead a Team. References: (Professional in Business Analysis Reference Materials source and documents)

PMI-PBA Exam Content Outline, Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status1

PMP Exam Content Outline, Domain 3: People, Task 3.4: Lead a Team2

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9: Project Resource Management, Section 9.4: Develop Team

The project manager should plan to conduct informal sessions with the stakeholders to educate them about the project objectives, scope, and technology, and to address their concerns and queries. This will help to improve the stakeholders’ awareness, engagement, and buy-in, and to reduce the objections and queries that are wasting time in the meetings. This is part of the Manage Stakeholder Engagement process, which involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement1. Requesting stakeholders who understand the technology, recommending a change in technology, or including the issue in the issue log and escalating it are not the best options, as they may alienate the existing stakeholders, compromise the project vision, or escalate a problem that can be resolved at a lower level. References: 1 PMBOK® Guide, 6th edition, page 518.

 In a hybrid project life cycle, which combines elements of both traditional (predictive) and agile (adaptive) methodologies, empowering the team to self-organize and make their own decisions is often the most effective approach. This is particularly true in situations where requirements are continuously changing, as it allows the team to adapt more quickly and effectively. In this scenario, the project manager should empower the team to advance the stones without waiting for his or her approval, thereby increasing the speed and efficiency of the testing process. References: PMBOK Guide, 6th Edition, Section 3.1.3 - Life Cycle Description: Predictive, Iterative, Incremental, and Agile

Trend analysis is a mathematical technique that uses historical results to predict future outcomes1. It is a project management quality control tool that tracks variances in cost and schedule performance2. In agile projects, trend analysis can help monitor the velocity, quality, and scope of the project deliverables3. A project risk register tracking tool and an issues log are two sources of historical data that can be used for trend analysis. A project risk register tracking tool records the identified risks, their probability, impact, and response strategies. An issues log records the issues that have occurred, their status, and resolution. By extracting data from these two sources, an agile project manager can perform a trend analysis of all the risks that the project has monitored over the past 12 months and provide insights to the project sponsor. The other options are not relevant to trend analysis. Sharing the annual report with the sponsor may not provide enough detail on the risks and their trends. Organizing a stakeholder meeting to brainstorm on general project risks may not reflect the actual data and outcomes of the project. Referring the sponsor to the contract document may not address the sponsor’s request for trend analysis. References: 1: Trend analysis - Wikipedia3, 2: Trend Analysis [Technique] - Project Management Knowledge4, 3: Agile Project Management For Dummies Cheat Sheet - dummies

The servant leader project manager should explore a training program that is within the project budget for the team members. This is the best option because it shows the project manager’s commitment to developing the team’s skills and capabilities, as well as addressing the project’s needs. A training program can help the team members acquire the technical skills required for the upcoming tasks, as well as increase their motivation and confidence. This option also aligns with the servant leadership principle of "commitment to the growth of people"1.

The other options are not as effective as option D. Option A is not supportive and may demoralize the team members. Option B is not collaborative and may disrupt the team dynamics. Option C is not proactive and may damage the project manager’s credibility. References: 1: PMBOK® Guide, 7th edition, page 63

 According to the PMBOK Guide, a project manager and project team should select the appropriate work methods and tools based on the project characteristics, such as the product scope, complexity, uncertainty, and delivery approach1. The work methods and tools should also be aligned with the business need and project constraints, such as the budget, schedule, quality, and resources2. Therefore, the result of the discussion should be an agreed-upon work method and tools that should fit the business need and project constraints. References:

1: PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, p. 74-75

2: PMBOK Guide, 6th edition, Chapter 5: Project Scope Management, p. 131-132

According to the PMBOK® Guide, the project manager should ensure that the project benefits are aligned with the business objectives and the needs of the intended users1. One of the best ways to achieve this is to conduct a review with a representative group of users who can provide feedback on the program’s functionality, usability, and value2. This can help the project manager validate the program’s benefits, identify any gaps or issues, and implement any changes or improvements before releasing the program to the public3.

Option A is not the best answer because testing the program only ensures its quality, but not its benefits. Testing the program may reveal technical errors or defects, but it may not capture the user’s perspective or satisfaction4. Option C is not the best answer because meeting with government officials may ensure the program’s compliance, but not its benefits. Meeting with government officials may help the project manager understand the policy requirements and regulations, but it may not reflect the user’s expectations or preferences5. Option D is not the best answer because documenting the features and updating the specifications only ensures the program’s scope, but not its benefits. Documenting the features and updating the specifications may help the project manager control the program’s deliverables, but it may not measure the program’s outcomes or value6. References: 1 PMBOK® Guide, 6th edition, page 332 PMBOK® Guide, 6th edition, page 1503 PMBOK® Guide, 6th edition, page 1234 PMBOK® Guide, 6th edition, page 2875 PMBOK® Guide, 6th edition, page 396 PMBOK® Guide, 6th edition, page 141.

 According to the Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, one of the tasks of a business analyst is to “communicate and manage solution scope boundaries and approval processes to stakeholders” (Task 5.2). This implies that any changes to the solution scope should be approved by the relevant stakeholders and follow a predefined process. The PMBOK® Guide2 also states that “the project manager, project team, and other stakeholders are responsible for determining how the project scope will be managed, how scope changes will be integrated into the project, and who will approve the scope changes” (Section 5.6.1). Therefore, the project manager should advise the team not to engage in modifications unless it follows the proper change approval process, as this would ensure that the scope is controlled and aligned with the project management plan. References:

1: Professional in Business Analysis (PMI-PBA)® Examination Content Outline

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition

The project manager should discuss the issue with the team members at fault and find out the root cause of why they did not fill out the status reports. The project manager should also remind them of the importance and urgency of the status reports for the project sponsor and the project success. The project manager should also work with the team members to establish a clear and consistent process for reporting the project status and ensure that they follow it. Reprimanding the team members, justifying their behavior, or quickly putting together a report are not effective ways to address the situation, as they may create resentment, mistrust, or inaccurate information. References:

PMP Exam Content Outline, Domain II: Process, Task 4: Provide performance feedback and recognition to team members and other stakeholders.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Team Performance, Page 77.

Professional in Business Analysis (PBA) Certification Exam Outline, Domain IV: Evaluation, Task 4: Communicate Solution Performance, Page 16.