PMP Project Management Professional (2023 Version) Question and Answers

According to the PMBOK Guide, a project manager should use communication methods that are appropriate for the project context and stakeholder needs. Videoconferencing is a communication method that allows real-time, synchronous, and visual interaction among distributed teams. Videoconferencing can help improve team collaboration, engagement, trust, and understanding, as well as reduce communication barriers and misunderstandings. Videoconferencing is the best option for project teams that are involved in a global program, as it can facilitate cross-cultural communication, knowledge sharing, and decision making. Chat conversations, encrypted emails, and phone conversations are not the best options, as they do not provide the same level of interaction, feedback, and clarity as videoconferencing. References: PMBOK Guide, 7th edition, page 191-192, 195-196.

 According to the PMBOK Guide, an assumption log is a project document that records the assumptions and constraints that affect the project planning and execution. The assumption log helps to identify, validate, and monitor the assumptions and constraints throughout the project life cycle, and to address any deviations or changes that may occur. The assumption log also helps to communicate the assumptions and constraints to the project stakeholders, and to manage their expectations and feedback. In this scenario, the project manager faces a fixed-cost contract that defines the scope and final delivery date of the project, but also several internal constraints and conditions that may prevent the project from being completed as planned. The best course of action is to create an assumption log and map the assumptions to the impediments based on the impact to the project value. This can help the project manager to assess the validity and reliability of the assumptions, to identify and prioritize the impediments that may affect the project performance and delivery, and to develop appropriate strategies and actions to mitigate or resolve them. Creating an assumption log and mapping assumptions to impediments based on the impact to the project value (option B) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. Creating a contingency plan in case the project deviates from the initial plan (option A) may also be helpful, but it is not the first step that the project manager should take. A contingency plan is a predefined action plan that specifies the steps to be taken if an identified risk event occurs. Before creating a contingency plan, the project manager should first identify and analyze the assumptions and impediments that may cause the project deviation, and determine the probability and impact of the risk events. Creating an issue log template that will be used to identify and track impediments (option C) may also be useful, but it is not the most comprehensive or effective approach. An issue log is a project document that records and monitors the issues that arise during the project and require resolution. However, an issue log does not capture the assumptions and constraints that underlie the issues, nor does it provide a clear mapping of the assumptions to the impediments based on the impact to the project value. Creating a schedule management plan to ensure the project meets the delivery date (option D) may also be necessary, but it is not the most urgent or relevant action. A schedule management plan is a component of the project management plan that establishes the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. However, a schedule management plan does not address the assumptions andimpediments that may affect the project scope and value, nor does it account for the fixed-cost contract that limits the flexibility and adaptability of the project schedule. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author2 : The special challenges of project management under fixed-price contracts. (2015)3 : Fixed price agile projects. (2011)2 : Managing Fixed Price Contracts. (2009)3

= The project manager should follow the issue management process and log the issue in the issue log. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project. The project manager should also assign the issue to the appropriate project team member(s) who can resolve it. Closing out the project without ensuring that all stakeholders are satisfied is not a good practice and may lead to customer dissatisfaction, scope creep, or rework. Reporting the issue during the next status meeting or escalating it to the project sponsor and upper management are not the best options, as they may delay the resolution of the issue and increase the risk of project failure. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8: Project Performance, Section 8.2.3: Issue Log
• [PMP Exam Content Outline], Domain II: Process, Task 6: Manage project issues.

n: The project manager should assess the schedule impact of the deficiencies identified during the factory acceptance test and evaluate the most feasible solution to keep the project on track. This may involve negotiating with the vendor, performing a schedule compression technique, or implementing a contingency plan. The project manager should also communicate the issue and the solution to the relevant stakeholders and update the project documents accordingly. The other options are not advisable, as they may compromise the quality of the product, increase the project risk, or create conflicts with the vendor. References: PMBOK Guide, 7th edition, page 112-113, 118-119, 122-123.

According to the PMBOK Guide, a scrum team is a cross-functional, self-organizing group of people who work together to deliver value to the customer in short iterations called sprints. A scrum team conducts daily meetings, also known as daily scrums or stand-ups, to synchronize their work, communicate progress, identify impediments, and plan the next steps. A daily meeting should be time-boxed to 15 minutes or less, and should focus on answering three questions: What did I do yesterday? What will I do today? What is blocking me? In this scenario, the project manager should train the three team leads to conduct a local meeting, then run an overall status meeting, as this can help to reduce the communication barriers, improve the efficiency and effectiveness of the meetings, and ensure the alignment and coordination of the three teams. Instructing the meeting participants to speak only about blockers, transferring half of the backlog items, or extending the meeting to 1 hour are not the best options, as they may not address the root cause of the problem, or may compromise the quality, scope, or schedule of the project. References: = PMBOK Guide, 7th edition, pages 14-15, 18-19, 22-23.

= The project manager should initiate rewards and incentives according to assessment results to encourage the team. This is because rewards and incentives can motivate the team members to perform better and overcome the challenges of the project. Rewards and incentives can also recognize the team’s achievements and contributions, and increase their satisfaction and morale. Adding new team members, scheduling working lunch meetings, or scheduling training courses may not be effective or feasible in the last two weeks of the project, and may even cause more stress and confusion for the team. References: = PMBOK Guide, 6th Edition, Section 9.4.2.3, Recognition and Rewards1; PMP Exam Prep, 10th Edition, Page 3482

  this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where a project manager has access to risk management tools but chooses to use a quantitative method to evaluate the project risks. During project execution, the project sponsor asks for an updated risk matrix. The question asks what the project manager should do next.

Based on this information, the best answer is option C, which is to add new risks and send the risk matrix to leadership for approval. This is because adding new risks and sending the risk matrix to leadership for approval is a risk management practice that can help the project manager to update and communicate the project risks and their status. A risk matrix is a tool that displays the probability and impact of the project risks, as well as their priority and response strategies. Adding new risks is a process that involves identifying and analyzing any new or emerging risks that may affect the project objectives or outcomes. Sending the risk matrix to leadership for approval is a process that involves obtaining the endorsement and support from the project sponsor and other senior stakeholders for the risk management plan and actions. Adding new risks and sending the risk matrix to leadership for approval can help the project manager to ensure that the project risks are properly identified, assessed, and managed, as well as to align the project risks with the stakeholder expectations and interests.

Option A, which is to use integrated risk management software to evaluate the risks, is not a good answer. This is because using integrated risk management software may not be necessary or effective to update and communicate the project risks and their status. Integrated risk management software is a tool that helps to automate and integrate the risk management processes and activities, such as risk identification, analysis, response, monitoring, and reporting. Using integrated risk management software can help theproject manager to facilitate and streamline the risk management tasks and functions, as well as to enhance the risk management efficiency and quality. However, using integrated risk management software may not help the project manager to update and communicate the project risks and their status, as it may not address the issue of new or emerging risks that may require human judgment or intervention. Using integrated risk management software may also depend on the availability, suitability, and compatibility of the software, as well as the cost, time, and training required to use the software.

Option B, which is to use their own professional knowledge to reassess the risks, is not a good answer. This is because using their own professional knowledge may not be enough or reliable to update and communicate the project risks and their status. Professional knowledge is the knowledge and skills that the project manager has acquired from their education, training, experience, or certification. Using their own professional knowledge can help the project manager to apply the relevant and appropriate risk management concepts, methods, and techniques to the project. However, using their own professional knowledge may not help the project manager to update and communicate the project risks and their status, as it may not reflect the current and accurate information and data about the project risks. Using their own professional knowledge may also introduce bias or error to the risk assessment and evaluation, as well as to conflict or contradict with the stakeholder opinions or expectations.

Option D, which is to trust in the quantitative method already chosen as it is a precise method, is not a good answer. This is because trusting in the quantitative method may not be appropriate or beneficial to update and communicate the project risks and their status. A quantitative method is a technique that uses numerical data and analysis to measure and evaluate the probability and impact of the project risks, as well as to estimate the overall risk exposure and contingency of the project. A quantitative method can help the project manager to obtain objective and precise information and results about the project risks, as well as to support the risk management decision-making and planning. However, trusting in the quantitative method may not help the project manager to update and communicate the project risks and their status, as it may not account for the new or emerging risks that may require qualitative or subjective assessment and evaluation. Trusting in the quantitative method may also ignore or overlook the stakeholder feedback or input, as well as the risk management tools or resources that may be available or useful for the project. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.

According to the PMBOK Guide, the project manager should monitor and control the project work, including identifying and responding to risks, issues, and changes that may affect the project objectives. The project manager should also communicate relevant information to the project stakeholders in a timely and appropriate manner. In this scenario, the project manager faces a resource risk that may impact the project deliverable and schedule. The best course of action is to perform an impact analysis to assess the severity and probability of the risk, and then readjust the schedule as needed to accommodate the resource gap. The project manager should also communicate the changes to the customer and other stakeholders, and seek their feedback and approval. This option demonstrates proactive and transparent project management, and aligns with the agile values of customer collaboration and responding to change. Asking the product owner to stretch the delivery team further to complete the final product in the original timeline (option B) may not be feasible or desirable, as it may compromise the quality and scope of the product, and increase the stress and workload of the team. Requesting additional funding from the sponsor to obtain a new resource to fill in the gap (option C) may also be unrealistic or unnecessary, as it may incur additional costs and time to onboard and train the new resource, and may disrupt the existing team dynamics and performance. Informing the customer of the impact immediately and preparing for escalation (option D) may also be premature and counterproductive, as it may create unnecessary panic and conflict, and may undermine the trust and confidence of the customer and other stakeholders. The project manager should first analyze the impact and propose a solution before informing the customer and escalating the issue. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author2

A trend analysis is a technique that examines project performance over time to determine if performance is improving or deteriorating. A trend analysis of risks can help the project manager and the sponsor to identify the patterns and causes of risks, and to take appropriate actions to mitigate or avoid them. In an agile project, the project manager should use the project risk register tracking tool and the issues log to perform a trend analysis of risks. The project risk register tracking tool is a tool that records the identified risks, their probability, impact, response strategies, and status. The issues log is a document that records the issues that arise during the project, their resolution, and their impact on the project. By extracting the data from these two sources, the project manager can provide the sponsor with a comprehensive and accurate trend analysis of risks. Option B is the best answer because it uses the most relevant and reliable sources of information for the trend analysis of risks. Option A is not a good answer because it does not address the sponsor’s request for a trend analysis of risks, and it may waste time and resources by brainstorming on general risks that are not specific to the project. Option C is not a good answer because it does not provide a trend analysis of risks, and it may notinclude the latest information on the risks that the project has monitored. Option D is not a good answer because it does not provide a trend analysis of risks, and it may not be relevant or helpful to the sponsor’s decision-making process. References: [Agile Practice Guide], page 62; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Seventh Edition, pages 74-75, 78-79.

According to the PMBOK Guide, 6th edition, page 385, the project manager is responsible for managing stakeholder expectations and ensuring customer satisfaction. One of the tools and techniques for managing stakeholder engagement is communication skills, which include informing, persuading, and resolving conflicts. By contacting the customers in batches and informing them that the issues are being worked on currently, the project manager can demonstrate transparency, honesty, and empathy, and can maintain a positive relationship with the customers. Another tool and technique for managing stakeholder engagement is issue management, which involves identifying, analyzing, and resolving issues that may affect the project performance or stakeholder satisfaction. By deploying solutions that will track, prioritize, and resolve queries as soon as possible, the project manager can address the root causes of the issues, prevent them from escalating, and ensure timely and effective resolution. References:

• PMBOK Guide, 6th edition, page 385
• Free PMP Practice Exam Questions - 120 Sample Test Questions

A hybrid project management approach is a combination of two or more project management methodologies, such as waterfall and agile, that best suit the project’s needs. A hybrid approach allows the project manager to plan some phases in detail, while leaving other phases more flexible and adaptable to changes. A hybrid approach can also balance the sponsor’s expectations of following the project objectives, while incorporating new information and feedback as the project progresses. According to the PMBOK Guide, a hybrid approach can be used when the project has both predictive and adaptive elements, or when the project environment is complex and uncertain. References:

• PMBOK Guide, 7th edition, page 271
• What Is Hybrid Project Management?2
• Ultimate Guide To Hybrid Project Methodologies & How To Make Them3

Ishikawa diagrams and five whys are two tools that can help the project manager analyze the root causes of stakeholder engagement issues. Ishikawa diagrams, also known as fishbone diagrams or cause-and-effect diagrams, are graphical tools that show the possible causes of a problem or an effect. They can help the project manager identify the factors that influence stakeholder engagement, such as people, processes, technology, environment, etc. Five whys is a technique that involves asking “why” repeatedly until the root cause of a problem is revealed. It can help the project manager dig deeper into the reasons behind stakeholder engagement issues, such as lack of trust, communication, alignment, etc. References: PMBOK® Guide, Sixth Edition, Chapter 13, Section 13.3.2.3 and Section 13.3.2.4; Engaging Stakeholders for Project Success, PMI White Paper, 2015, p. 8-9.

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

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

According to the Agile Practice Guide, one of the agile principles is to “respect the current state of the organization’s culture”. This means that the project manager should understand the existing organizational culture and values, and how they may affect the adoption of agile methods. The Agile Practice Guide also states that “agile transformation is a significant change initiative that requires a shift in mindset, behaviors, and practices”. The project manager shouldassess the organizational culture and readiness for the transformation, and identify the potential benefits, challenges, and risks of using agile methods. The project manager should also engage the stakeholders and the project team in the change process, and provide them with the necessary support and guidance. Therefore, the best answer is D. References: Agile Practice Guide, pages 9, 10, 25, 26, 27.

 The project manager should review the list of team members’ skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK® Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, andperformance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team’s ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members’ skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.

• Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration.
• Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.
• Asking prospective team members to write a short biography explaining how they can contribute to the team’s success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members’ skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the projectmanager to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders.

References: 1: PMBOK® Guide, 7th edition, pages 96-97.

 According to the PMBOK® Guide, the risk management process that should be performed in this situation is Plan Risk Responses1. This process involves developing options and actions to enhance opportunities and reduce threats to the project objectives1. In this case, the defect identified during user acceptance testing is a threat that could affect the system performance and the delivery date. Therefore, the project manager should plan risk responses to avoid, mitigate, transfer, or accept the risk, and to implement contingency plans if the risk occurs1. The other options are not appropriate for this situation, as they do not address the need to take action to deal with the risk.

• Perform Qualitative Risk Analysis is the process of prioritizing risks based on their probability and impact1. It does not provide options and actions to handle the risks.
• Monitor Risks is the process of tracking the implementation of risk responses, identifying and analyzing new risks, and evaluating risk process effectiveness1. It does not involve developing new risk responses.
• Perform Quantitative Risk Analysis is the process of analyzing the effect of risks on the project objectives using numerical techniques1. It does not provide options and actions to handle the risks.

References: 1: PMBOK® Guide, 7th edition, pages 97-99.

In agile project management, knowledge sharing is a key practice that enables continuous learning, collaboration, and improvement among the team members. Knowledge sharing can take various forms, such as pair programming, mentoring, coaching, peer reviews, feedback sessions, and training workshops. Asking the team member to provide a training session for the rest of the team is an effective way of transferring the knowledge that the team member has developed in a specific matter. This will help the other team members to acquire the same knowledge and apply it in their future tasks. It will also foster a culture of mutual support and trust within the team. The other options are not as suitable for agile project management, as they do not promote active and interactive knowledge sharing. Asking the team member to produce a lessons learned document or to record highlights may result in passive or delayed knowledge transfer, as the other team members may not read or understand the document or the highlights. Asking the team member to develop more expertise and become a SME may create a dependency or a bottleneck in the team, as the team member may become the only source of knowledge in that matter. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55.
• White Paper: Knowledge Sharing in a Large Agile Organisation, Agile Business Consortium, 2017, pp. 3-4, 7-8.

According to the PMBOK® Guide, a governance framework is a set of structures, processes, guidelines, and policies that provide guidance, oversight, and direction for project, program, and portfolio management. A governance framework helps to ensure that the projects are aligned with the organizational strategy, objectives, and values, and that they deliver the expected benefits and value to the stakeholders. A governance framework also helps to monitor and control the project performance, quality, risks, and changes, and to support the decision-making and problem-solving processes.

In this question, the project manager is working on an ERP implementation project that spans divisions within and outside the country. This implies that the project is complex, large-scale, and involves multiple stakeholders and requirements. The project manager understands the importance of gate reviews and periodic checks, which are part of the governance framework. Gate reviews are checkpoints that determine whether the project can proceed to the next phase or stage, based on the completion of the required processes and tasks, and the assessment of the project feasibility, viability, and desirability. Periodic checks are reviews that evaluate the project progress and status, and identify and resolve any issues, risks, or changes that may affect the project objectives and outcomes. The project manager should leverage the governance framework to ensure that the project is managed effectively and efficiently, and that it meets the stakeholder expectations and needs.

The other options are not correct because they do not provide a valid answer to the question. Option A is wrong because it refers to the project management office (PMO), which is an organizational structure that provides support, guidance, and governance for project, program, and portfolio management. The PMO is not the same as the governance framework, although it may be involved in implementing or enhancing the governance framework. Option B is wrong because it refers to the integration plan, which is a component of the project management plan that describes how the project activities and processes will be coordinated and integrated. The integration plan is not the same as the governance framework, although it may be influenced by the governance framework. Option C is wrong because it refers to the project management plan, which is a document that defines the scope, objectives, and approach of the project, and how the project will be executed, monitored, and controlled. The projectmanagement plan is not the same as the governance framework, although it may be aligned with the governance framework. References:

• PMBOK® Guide, 6th edition, pages 34-35, 513-514, 540-541
• Project governance - Project Management Institute
• Governance of Portfolios, Programs, and Projects | PMI
• What is Project Governance? Components, Frameworks, Examples - KnowledgeHut
• Project Management Governance - Complete Guide
• Governance | PMI - Project Management Institute

 = The project manager should proactively communicate with the client to resolve any disputes or misunderstandings regarding the invoices and the payment terms. This is part of managing stakeholder expectations and ensuring customer satisfaction. The project manager should also document the issue and its resolution in the project records. Reviewing past projects, updating the procurement plan, or adding nonpayment to the issue log are not sufficient actions to deal with the problem and may delay the project or damage the relationship with the client. References:

• PMBOK® Guide 7th Edition, Chapter 8: Stakeholder Performance, Section 8.2: Engage Stakeholders, Page 205
• PMBOK® Guide 6th Edition, Chapter 12: Procurement Management, Section 12.3: Control Procurements, Page 507
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Customer Engagement Practices, Page 37

According to the PMBOK® Guide – Seventh Edition1, a hybrid approach in project management is a combination of two or more methodologies or systems that aims tocreate a new and better model. A hybrid approach can blend elements from predictive and adaptive methods, such as waterfall and agile, to suit the needs and context of the project. A hybrid approach can provide flexibility, responsiveness, and customer satisfaction, as well as clarity, structure, and control.

In this scenario, the project manager is using a hybrid approach to deliver the project, which means that the team should be able to adapt to changes and uncertainties, as well as follow the agreed-on plan and scope. The team has identified a risk of not delivering on time, which is a serious threat to the project success. The project manager should act quickly and effectively to mitigate this risk and ensure the timely completion of the project.

The best option for the project manager to do in this situation is to empower the team to self-organize and make decisions to overcome the delay (option B). This is consistent with the agile principle of trusting the team to deliver the best value to the customer2. By empowering the team, the project manager can foster a sense of ownership, accountability, and motivation among the team members, and enable them to collaborate, communicate, and solve problems more efficiently and creatively. The team can also leverage their skills, knowledge, and experience to prioritize, plan, and execute the tasks that are most critical and valuable for the project.

The other options are not the best actions to take in this situation, as they may not address the root cause of the delay, and may have negative consequences for the project and the team. Hiring additional resources to increase capacity using the contingency budget (option A) may not be feasible or effective in a hybrid environment, where the team is expected to be cross-functional, self-organizing, and collaborative. Adding new resources may introduce communication and coordination challenges, increase the complexity and cost of the project, and disrupt the team dynamics and performance. Reassigning the remaining tasks to the most experienced team members (option C) may not be fair or realistic, as it may overload and demoralize the experienced team members, and undermine the trust and collaboration among the team. It may also create a dependency and a single point of failure for the project. Informing the sponsor about the degraded performance of the team members (option D) may not be helpful or constructive, as it may damage the relationship and reputation of the team, and may not provide any solution or action plan for the delay. It may also violate the principle of transparency and feedback, which requires the project manager to communicate openly and honestly with the team and the stakeholders, and to provide constructive and timely feedback to improve the team performance3.

References: 1: PMBOK® Guide – Seventh Edition | Project Management Institute 2: Principles behind the Agile Manifesto 3: Agile Practice Guide | Project Management Institute

= The project manager should take the following actions to fulfill the scenario without adding costs for the customer:

• Create a change request with the scope of the new internal projects. This is necessary to document and communicate the changes in the project scope and obtain approval from the relevant stakeholders. The change request should also include the impact analysis of the new scope on the project schedule, cost, quality, and risk.
• Manage the quality of the delivery. This is important to ensure that the new internal projects meet the quality standards and expectations of the customer and the project sponsor. The project manager should implement quality assurance and quality control processes to monitor and measure the quality performance of the project deliverables and processes.
• Create a work breakdown structure (WBS) of the new scope with the internal projects. This is a useful tool to decompose the project scope into manageable components and define the work packages and activities required to complete the project. The WBS also helps to assign responsibilities, estimate resources, and create the project schedule and budget.
• Option A is not a good action, as it may not be feasible or desirable for the client to initiate a new project. It may also create additional risks and issues for the project manager and the project team.
• Option C is not a good action, as it may not be sufficient or appropriate to use the project’s contingency budget for the new internal projects. The contingency budget is intended to cover the costs of unforeseen events or risks that may affect the project. The new internal projects are not unforeseen, but planned changes that should have their own budget allocation.

According to the PMBOK Guide, the project manager is responsible for managing the project team by tracking team member performance, providing feedback, resolving issues, and managing team changes. One of the tools and techniques for managing the project team is interpersonal and team skills, which include conflict management, negotiation, and emotional intelligence. In this scenario, a key team member informs the project manager that they have been accepted to a master’s degree program, which will coincide with the last phase of the project. This may create a potential conflict between the team member’s personal and professional goals, and affect the project performance. The best way to handle this situation is to assess the team member’s commitment to the master’s program and its impact on project performance, using interpersonal and team skills. This option allows the project manager to understand the team member’s perspective, evaluate the risks and benefits of the situation, and negotiate a mutually acceptable solution that balances the team member’s needs and the project’s objectives. Asking the team member to inform HR, delegate some of their tasks, or postpone their enrollment are not the best options, as they do not address the underlying conflict, or respect the team member’s autonomy and career aspirations. These options may also create resentment, demotivation, or turnover among the team member, which can negatively affect the project performance. References: PMBOK Guide, 7th edition, pages 217-218, 9.6 Manage Team.

The project manager should discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding because this is the first step to identify the root cause of the problem and take corrective actions. The project manager should not assume that the team members are intentionally delivering poor quality work, but rather seek to understand the reasons behind the noncompliance. The project manager should also consider the cultural differences, communication barriers, and technical challenges that may affect the team’s performance and expectations. By discussing the process with the team, the project manager can clarify the requirements, standards, and expectations, and provide feedback and guidance to improve the quality of the deliverables. The project manager should also involve the relevant stakeholders, such as the sponsor, the customer, and the quality assurance team, in the discussion and resolution of the issue, as appropriate. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2.2.2, page 28
• Agile Practice Guide, Chapter 2.1.1, page 14
• PMP Exam Content Outline, Domain III: Executing, Task 7

A screenshot of a project schedule Description automatically generated

The correct answer is to match the scenario on the left with the action on the right as follows:

• Team will measure the progress and convert it to equivalent dollar value -> Earned Value Analysis
• Team will measure project progress and compare it to base schedule -> Schedule Variance
• Team will show the project progress with measurement of cost & schedule -> Cost Performance Index and Schedule Performance Index
• Team will show a graphical representation of actual progress, trend progress, and the planned progress -> S-Curve

Comprehensive and Detailed Explanation: According to the PMBOK® Guide – Seventh Edition1, a monthly progress report is a type of performance report that provides information on the project’s status, achievements, issues, and risks. It is used to communicate project progress to the client and other stakeholders, and to support decision making and corrective actions. A monthly progress report typically includes the following elements:

• Project summary: A brief overview of the project’s objectives, scope, deliverables, milestones, and key performance indicators (KPIs).
• Project performance: A detailed analysis of the project’s performance in terms of cost, schedule, quality, scope, and risks. This section may use various tools and techniques, such as:
• Project issues and risks: A list of the current and potential issues and risks that affect the project, and their impact, probability, and mitigation strategies. This section may use a risk register or a risk matrix to document and prioritize the risks.
• Project changes: A summary of the changes that occurred or are requested during the project, and their impact on the project’s scope, cost, schedule, quality, and risks. This section may use a change log or a change request form to track and approve the changes.
• Project action items: A list of the tasks or activities that need to be completed or followed up by the project team or stakeholders. This section may include the assignee, due date, status, and priority of each action item.

References: 1: PMBOK® Guide – Seventh Edition | Project Management Institute

= The service desk team is responsible for providing technical support and assistance to the end-users of the product. They are also involved in the testing and deployment of the product. Therefore, they should be invited to the meeting to provide their input and feedback on the product migration project. They can also help identify any potential issues or risks that may affect the product performance or user satisfaction. The provisioning team, the network team, and the reimbursement team are not directly related to the product migration project and may not have any significant contribution to the meeting. References: PMBOK Guide, PMP Question Bank

PMBOK Guide, 7th edition, pages 54-55, 62-63 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

= This answer is based on the agile principle of self-organizing teams, which means that the team members collaborate and decide how to best accomplish their work, rather than being directed by others outside the team. By having a discussion with the team on the approach and coming to a decision on when the daily standups should be, the project lead ensures that the team is involved in the planning and execution of their work, and that they respect each other’s preferences and constraints. This will also foster trust, communication, and collaboration among the team members, which are essential for agile practices. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Enabling Change, Section 14.2: Leading the Team, page 333.
• Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.2: Agile Manifesto and Principles, page 12.

= The project manager should adjust their responsibilities accordingly by becoming a servant leader by supporting team collaboration and removing impediments when implementing a hybrid approach that will replace a predictive approach on an upcoming project. According to the PMBOK® Guide, a hybrid approach is a project management approach that combines predictive and adaptive (agile) practices to fit the project context, complexity, and uncertainty[1]. A hybrid approach requires the project manager to balance the need for planning and control with the need for flexibility and responsiveness to changing customer needs and expectations[1]. Therefore, the project manager should adopt a servant leadership style, which is a leadership style that focuses on empowering and serving the team rather than directing and controlling them[1]. A servant leader supports team collaboration by facilitating communication, feedback, and decision making among the team members and other stakeholders[1]. A servant leader also removes impediments by identifying and resolving issues that prevent the team from delivering value to the customer[1]. By becoming a servant leader, the project manager can enhance the team performance and satisfaction, and deliver customer value in a hybrid approach. The other options are not appropriate for this situation, as they do not reflect the role of the project manager in a hybrid approach.

• Introducing new communication tools to the project team members is a possible action that the project manager can take, but it is not the main responsibility of the project manager in a hybrid approach. Communication tools are only effective if they are used to support team collaboration and customer feedback, which are the core values of a hybrid approach[1].
• Requesting a scrum master to focus on the collaboration while the project manager focuses on the coordination is a wrong way to implement a hybrid approach, as it creates a role conflict and a lack of alignment between the project manager and the scrum master. A scrum master is a role in an agile framework that coaches and guides the team and the product owner in applying agile principles and practices[1]. Ascrum master is not a substitute for the project manager, nor is the project manager a superior to the scrum master. In a hybrid approach, the project manager and the scrum master should work together to ensure the project objectives and customer expectations are met, and to share the responsibilities of collaboration and coordination[1].
• Delegating coordination activities to the product owner so the project manager can focus on managing collaboration is a wrong way to implement a hybrid approach, as it creates a role overload and a lack of accountability for the product owner. A product owner is a role in an agile framework that represents the voice of the customer and defines and prioritizes the product backlog[1]. A product owner is not responsible for coordinating the project activities, resources, and stakeholders, which are the primary functions of the project manager. In a hybrid approach, the project manager and the product owner should work together to ensure the product vision and scope are aligned with the project goals and constraints, and to share the responsibilities of collaboration and coordination[1].

References: [1]: PMBOK® Guide, 7th edition, pages 14, 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 have facilitated cross-functional knowledge transfer during the project to prevent the situation where a single team member’s absence would jeopardize the project progress. Cross-functional knowledge transfer is a way of sharing skills, expertise, and information among team members to enhance collaboration, innovation, and performance. It also reduces the risk of knowledge loss or dependency on a single resource. Requesting robust documentation, outsourcing development, or acquiring more resources are not the best ways to prevent this situation, as they may not be feasible, cost-effective, or timely. References:

• PMBOK® Guide 7th Edition, Chapter 7: Team Performance, Section 7.2: Enable Team Performance, Page 181
• PMBOK® Guide 6th Edition, Chapter 9: Resource Management, Section 9.3: Develop Team, Page 336
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.4: Delivery Practices, Page 40

 According to the PMBOK Guide 7th Edition, an agile project is a project that uses an adaptive, iterative, incremental, or agile approach to deliver value to the customer in a fast and flexible way. An agile project typically consists of a self-organizing and cross-functional team, which is empowered to make decisions and collaborate with each other to achieve the iteration goals. If a team member’s performance is poor and affects the team’s ability to meet the iteration goals, the project manager should allow the project team to discuss the problem with this team member, and to provide feedback, coaching, and support to help the team member improve their performance. This will help to foster a positive and supportive team culture, where team members can communicate openly, trust each other, and share their ideas and concerns. Discussing the issue with the team member’s functional manager, informing the HR department, or speaking to the team member are not the best actions, as they do not demonstrate the project manager’s respect for the team’s autonomy and accountability, and they may undermine the team’s cohesion and motivation. References: PMBOK Guide 7th Edition, page 19-20.

The definition of done (DoD) is a clear and concise list of requirements that a project increment must meet before it is considered complete and potentially releasable1. The project manager should check on the DoD for the project to ensure that the product meets the quality standards and stakeholder expectations before deploying it. Ignoring the stakeholder’s request (A) or expediting the final deployment (D) may compromise the quality and value of the product. Updating the acceptance criteria (B) may introduce scope changes and delays in the project. References: 1: PMBOK Guide, 6th Edition, p. 176.

According to the PMBOK Guide 7th Edition, the communications management plan is a document that describes how the project information will be planned, managed, monitored, and controlled. It includes information such as the communication requirements, methods, channels, frequency, roles, responsibilities, and escalation procedures for each stakeholder group. The communications management plan should be used to help avoid this kind of situation, as it would specify how the team member should communicate with the supplier, what mode and frequency of communication should be used, what information should be exchanged, and what actions should be taken if the communication fails or the response is delayed. The communications management plan would also define the escalation process for reporting andresolving issues that affect the project performance or stakeholder satisfaction. A statement of work, an escalation process, or a stakeholder register are not sufficient documents to help avoid this kind of situation, as they do not provide the comprehensive and detailed guidance on how to communicate effectively and efficiently with the supplier and other stakeholders involved in the server acquisition. References: PMBOK Guide 7th Edition, page 105-106.

According to the PMP reference materials, a project scope is the description of the project’s deliverables, boundaries, and acceptance criteria12. A project scope is based on various assumptions, which are factors that are considered to be true or certain for planning purposes, but may change later12. Assumptions are documented in the assumptions log, which is a project document that records the assumptions and constraints of the project12. When assumptions change, they may affect the project scope, schedule, cost, quality, or risks, and may require changes to the project management plan or other project documents12. Changes are documented in the change log, which is a project document that records the details of all changes that occur during the project life cycle12.

According to the best practices for change control process, a change control process is a process used to manage change requests for projects and big initiatives34. It involves creating a change log where project change requests are tracked and reviewed by a change control board, which is a group of people from the project team that meets regularly to consider changes to the project34. The change control board decides on the viability of the change request or makes recommendations accordingly, and communicates the decision to the project team and the client34. The change control process helps to ensure that changes are aligned with the project objectives, stakeholder expectations, and customer demand, and that they are implemented with the least amount of disruption to the project plan34.

Based on these principles and practices, the best answer is B, which is to update the assumptions log and change log, and implement the change control process. Thisanswer follows the guidelines for managing changes that affect the project scope and other aspects of the project, and helps to maintain the project’s alignment with the planned business value. The other options are not the best actions to take for this scenario, as they either do not address the root cause of the problem, or they are not appropriate or effective for the situation. Delivering what was planned in the project management document according to the specifications (A) may not be possible or desirable, as it may not meet the customer’s needs or expectations, or it may result in poor quality or wasted resources. Informing the client that the project cannot meet the project timeline and additional costs will be incurred © may not be accurate or helpful, as it may not reflect the actual impact of the changes, or it may damage the client’s trust and satisfaction. Reporting on the changed assumptions to the project sponsor and seeking support to prioritize the change requests (D) may not be sufficient or necessary, as it may not involve the other stakeholders or the change control board, or it may delay the change management process. References: 1: Develop Project Management Plan - Project Management Institute 2: Project Scope Management - Project Management Knowledge 3: What Is a Change Control Process? (with Example Change Log … - Asana 4: Change Control Board: Roles, Responsibilities & Processes - ProjectManager

 = According to the PMBOK Guide, 7th edition, the project manager should select the appropriate delivery approach for the project based on the project characteristics, stakeholder needs, and organizational context1. The project manager should also facilitate the team’s transition to the chosen delivery approach by providing guidance, coaching, and support2. Therefore, the project manager should brainstorm with the team to understand the specifics of the team’s project and to identity possible alternative approaches for the team (option D). This can help the project manager to tailor the agile approach to the project’s needs and constraints, and to address the team’s concerns and expectations. The project manager should also conduct training sessions with the team so that the team can understand what the agile approach and mindset are (option E). This can help the team to learn the principles, values, and practices of agile, and to develop the skills and competencies required for agile delivery3. Interviewing the most resistant team members to persuade them to try to accept an agile approach (option A) may not be effective, as it may create more resistance and resentment among the team members. The project manager should instead involve the whole team in the decision-making process and seek their feedback and input. Meeting with management to explain the team’s resistance to the agile approach and request that they formally ask the team to implement agile (option B) may not be helpful, as it may undermine the team’s autonomy and motivation. The project manager should instead communicate with management the benefits and challenges of the agile approach, and seek their support and sponsorship. Asking the team to identify the product backlog and create a kanban board for the team to manage and follow the approach (option C) may not be appropriate, as it may be too premature and prescriptive. The project manager should first ensure that the team understands the rationale and the basics of the agile approach, and then collaboratively define the project scope and the workflow with the team. References: 1: PMBOK Guide, 7th edition, page 37 2: PMBOK Guide, 7th edition, page 38 3: PMBOK Guide, 7th edition, page 39 : PMBOK Guide, 7th edition, page 40

The best way for the project manager to gain an understanding of the cause for the resource’s refusal is to speak directly with the resource. This will allow the project manager to listen to the resource’s perspective, identify any issues or concerns, and seek a mutually acceptable solution. This approach is consistent with the principles of effective communication, stakeholder engagement, and conflict management in project management. References:

• PMBOK Guide, 6th edition, pages 376-377, 504-505, 518-519.
• PMP Exam Content Outline, June 2019, pages 8-9, 14-15.

The project manager should ask the team member to provide details to address the issue with the vendor, as this is one of the best practices for managing external dependencies in an agile project. According to the Agile Practice Guide, the project manager should collaborate with the team members and the vendors to identify, monitor, and resolve any issues or risks that may affect the project delivery. The project manager should also establish clear and frequent communication channels with the vendors and ensure that they are aligned with the project vision, goals, and expectations. Implementing fast tracking to reduce the impact of the delay on the sprint (A) is not a good option, as it may increase the risk and complexity of the project and compromise the quality and value of the deliverables. Updating the communications management plan to prevent future reoccurrence © is not enough, as it does not address the current issue and the possible solutions. Asking the team member to resolve the issue independently to minimize further delays (D) is not advisable, as it may create silos and conflicts within the team and with the vendor, and reduce the collaboration and transparency that are essential for agile project management. References: Agile Practice Guide, pages 43-44, 77-78; PMP Examination Content Outline, pages 9-10, 13-14.

= This answer is based on the knowledge area of project integration management, which involves coordinating all aspects of the project, including the use of organizational process assets (OPAs). OPAs are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They can help the project team to perform or govern the project, such as by providing templates, standards, guidelines, or lessons learned. By clarifying the relevance of reviewing the documentation on the intranet, the project manager can help the new team member to understand the importance and value of OPAs for the project, and to identify the ones that are most relevant and useful for their role and responsibilities. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 4: Integrating Project Work, Section 4.1: Overview of Project Integration Management, page 77.
• The Standard for Project Management, Part 1: The Project Management Body of Knowledge, Section 1.3: Organizational Process Assets, page 17.

The resource management plan is a component of the project management plan that describes how the project resources are acquired, allocated, monitored, and controlled. It also defines the roles and responsibilities of the project team members and the reporting structure. The resource management plan is an important input for managing project resources and resolving resource conflicts. If the project manager faces a situation where some key resources are not available for the project, he or she should consult the resource management plan and escalate the issue to the sponsor or other appropriate stakeholders. The sponsor can help the project manager negotiate with the functional managers or other resource providers to secure the required resources for the project. The sponsor can also authorize changes to the project scope,schedule, or budget to accommodate the resource constraints. The other options are not appropriate because they do not address the root cause of the problem and may lead to further delays or risks for the project. References: PMBOK Guide, 7th edition, section 9.1.3.1, page 309; PMI, PMP Exam Content Outline, 2021, Domain II: Process, Task 5.

The project manager should check to ensure the project outcome aligns with the project charter and statement of work (SOW). This will help to clarify the project scope, objectives, and deliverables, and to resolve any discrepancies or conflicts among the team members from different functional units. Option A is not the best answer becausescheduling a meeting with the stakeholders to determine a consensus regarding the outcome may not be feasible or effective in an agile environment, where the outcome is expected to evolve and adapt to changing customer needs. Option B is not the best answer because inviting the project sponsor to the sprint review to provide clarity on the sprint outcome may not address the underlying issue of the different perspectives among the team members. Option C is not the best answer because asking the product owner to address the concerns about the project outcome during the sprint retrospective may not be appropriate, as the sprint retrospective is mainly focused on improving the team’s processes and performance, not the product outcome. References: PMP Exam Set D – Q63 | Premium PMP Exam Questions

However, I cannot guarantee that this answer is 100% verified or accurate, as it is based on a third-party source and not the official PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other reliable sources for more information and confirmation. I hope this helps.😊

= This answer is based on the concept of process tailoring, which is the act of determining the appropriate project management processes, tools, techniques, inputs, and outputs for a specific project. By meeting with the PMO/compliance entity, the project manager can ensure that the agile project is aligned with the organizational strategy, governance, and standards, and that the agile deliverables meet the compliance requirements of the organization. This will also help to establish a common understanding and agreement on the roles, responsibilities, expectations, and communication channels among the project stakeholders. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: The Project Environment, Section 2.3: Project Management Office, page 41.
• Agile Practice Guide, Chapter 3: Life Cycle Selection, Section 3.2: Implementing Agile: Assessing the Current State of the Project, page 28.

 The project manager should first implement the planned risk response to handle the issue of data breach, which is a negative risk or threat to the project. The project manager should have identified, analyzed, and planned for such a risk in the risk management process and documented the appropriate risk response strategy and actions in the risk register. Implementing the risk response will help to minimize the impact of the risk on the project objectives and stakeholders. Asking the team to fix the system, updating the risk register, or reviewing alternative documentation methods are not the first actions to take, as they may not address the root cause or the severity of the issue, or they may be part of the risk response implementation. References:

• PMBOK® Guide 7th Edition, Chapter 9: Uncertainty, Section 9.2: Respond to Uncertainty, Page 233
• PMBOK® Guide 6th Edition, Chapter 11: Risk Management, Section 11.5: Implement Risk Responses, Page 442
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.4: Delivery Practices, Page 41

 According to the PMBOK® Guide 7th Edition, the project manager should ensure that the project processes are aligned with the organizational processes and standards, and that they deliver value to the stakeholders. The project manager should also communicate and collaborate with the project team and the senior management to address any issues or concerns that may affect the project quality or performance. Therefore, the project manager should schedule a review of the process steps with the team and the COO to clarify the purpose and importance of each step, and to seek their input and feedback on how to improve the process efficiency and effectiveness. Option A is incorrect because it implies that the project manager is bypassing the COO and escalating the issue to the other executive leadership members, which could create conflict or distrust. Option B is incorrect because it suggests that the project manager is imposing a directive approach on the team, which could demotivate or discourage them. Option D is incorrect because it assumes that the project manager can redesign the process without consulting the team or the COO, which could result in misalignment or resistance. References: PMBOK® Guide 7th Edition, Chapter 3: Doing the Work, Section 3.1: Executing the Project, p. 47-48.

According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “focus on value” (p. 10). This principle implies that the project manager should measure the project performance based on the value delivered to the customer and the stakeholders, rather than the output produced or the effort expended. The team that completes the most stories selected from the sprint backlog is performing better, as this indicates that they are delivering the highest priority and most valuable features to the customer. Story points are a relative measure of complexity or size of a user story, and they are not comparable across different teams or projects. The team with the least amount of defects or the team with fewer story points are not necessarily performing better, as they may be delivering low-value or low-quality features, or working on easier or smaller stories. References: PMBOK Guide, 7th edition, p. 10; PMP Exam Content Outline, Domain I: People, Task 2.

 According to the Project Management Professional (PMP) Reference Materials, a project manager should delegate certain authorities and share information to allow fair decision-making when leading a global team that they have worked with in the past and have a high level of trust with them. This is because the project manager needs to balance the need for autonomy and control in a global project environment. By delegating certain authorities, the project manager can empower the team members to make decisions that are appropriate for their local context and time zone, and avoid delays or conflicts due to centralized decision-making. By sharing information, the project manager can ensure that the team members have access to the relevant and accurate data and knowledge that they need to make informed decisions, and also foster transparency and collaboration among the team members. Sharing information can also help the project manager to monitor the progress and performance of the team, and provide feedback and guidance when needed. Delegating certain authorities and sharing information can help the project manager to leverage the trust and experience of the team, and enhance the efficiency and effectiveness of the project. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Global projects : how to manage them successfully - Project Teams, [Leadership in Project Management: The Ultimate Guide].

According to the PMBOK Guide, the issue log is a project document that records and monitors the resolution of issues that arise during a project. Issues are points or matters in question or in dispute, or that are not settled and are under discussion or over which there are opposing views or disagreements. Issues can be related to any aspect of the project, such as scope, schedule, cost, quality, resources, communication, risk, procurement, or stakeholder engagement. The issue log helps the project manager and the project team to track the status of issues, assign responsibilities, establish priorities, and set target dates for resolution. The issue log is updated as new issues are identified and current issues are resolved. The issue log is also a communication tool that informs stakeholders about the issues and how they are being handled. References: PMBOK Guide, 6th edition, pages 89, 123, 558.

 According to the PMBOK Guide, 7th edition, one of the project manager’s responsibilities is to apply relevant knowledge and experience from previous projects to the current project1. This can help the project manager to identify best practices, avoid pitfalls, and improve the project performance2. Therefore, the project manager should review the lessons learned from the previous project that developed the existing product, as they may provide valuable insights and recommendations for enhancing the product. This can also help the project manager to align the project objectives with the organizational strategy and customer needs3. Ensuring the stakeholder engagement plan is accurate and properly documented (option A) is an important task, but it is not the first thing the project manager should do when initiating a project. Creating a lessons learned document for the initiation phase (option B) is a good practice, but it is not the answer to the question, as it is something the project manager should do at the end of the initiation phase, not at the beginning. Identifying the risk of implementing the new solution and evaluating the impact on the project (option C) is also a vital task, but it is not the answer to the question, as it is something the project manager should do during the planning phase, not the initiation phase. References: 1: PMBOK Guide, 7th edition, page 25 2: PMBOK Guide, 7th edition, page 26 3: PMBOK Guide, 7th edition, page 27

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According to the Project Management Professional (PMP) Reference Materials, the project manager should request additional resources to be incorporated to the project team when a few key team members recently left the project team, and the remaining members took time to understand the details and found it difficult to make progress, resulting in a serious delay in the project schedule. This is because the project manager needs to ensure that the project has sufficient resources to complete the work within the agreed time, cost, and quality constraints. By requesting additional resources, the project manager can fill the gaps left by the departed team members, and provide the necessary skills, expertise, and experience to the project. The project manager can also use the additional resources to accelerate the work, reduce the learning curve, and mitigate the risks associated with the team turnover. Requesting additional resources can help the project manager to recover from the setback, and deliver the project successfully. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, How To Handle A Key Team Member Leaving At A Critical Project Point.

 According to the PMBOK Guide, risk prioritization is the process of ranking the identified risks based on their potential effect on project objectives. Risk prioritization helps the project manager and the project team to focus their attention and resources on the most significant risks. Risk prioritization can be done using various parameters, such as probability, impact, urgency, proximity, detectability, and controllability. These parameters can be used to assess and compare the risks in an iterative manner, as the project progresses and new information becomes available. The project manager can also define additional parameters that are relevant to the project context and goals. In this scenario, the project manager has determined four additional parameters that can help to prioritize the project risks more effectively:

• Assess how quickly the risk response needs to be implemented in order to be effective: This parameter evaluates the urgency of the risk, or how soon the risk must be addressed before it becomes unmanageable or irreversible. The project manager can use this parameter to identify the risks that need immediate attention or monitoring, and to plan the risk responses accordingly.
• Assess the amount of time before the risk can impact one or more project objectives: This parameter measures the proximity of the risk, or how close the risk is to affecting the project outcomes. The project manager can use this parameter to determine the risks that have the most impact on the project objectives, and to prioritize them accordingly.
• Assess if the risk is related to other individual project risks: This parameter analyzes the interrelationships among the project risks, or how the occurrence or outcome of one risk can influence or trigger another risk. The project manager can use this parameter to understand the complexity and interdependency of the project risks, and to develop risk responses that address the root causes and effects of the risks.
• Assess how long after a risk has occurred before its impact is discovered: This parameter evaluates the detectability of the risk, or how easy or difficult it is to notice or measure the risk occurrence and consequences. The project manager can use this parameter to measure the uncertainty of the risk occurrence and detection, and to implement risk responses that enhance the risk awareness and visibility.

References: = PMBOK Guide, 7th edition, pages 230-231, 236-237.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to “embrace adaptability and resiliency”. This means that the project manager should anticipate and respond to changes that may affect the project objectives, scope, schedule, cost, quality, or risks. The project manager should also use appropriate change management processes and tools to evaluate and implement changes in a controlled manner. The PMBOK Guide 7th Edition also states that “changes are inevitable and may originate from any source at any time during the project life cycle”. The project manager should assess the change’s overall impact to the project before submission to the change control board (CCB), which is the authorized body to approve or reject changes. The project manager should also communicate with the stakeholders who are affected by or involved in the change, and manage their expectations and feedback. Therefore, the best answer is D. References: PMBOK Guide 7th Edition, pages 11, 12, 49, 50, 51.

The project manager should work with the team to understand their views and add the appropriate dependencies and risks before sending the information to the client because this is consistent with the agile principles and values. The agile approach emphasizes collaboration, communication, and feedback among the project team and stakeholders. The project manager should involve the team in the estimation and planning process, as they have the best knowledge and experience of the work to be done. The project manager should also identify and analyze the dependencies and risks that may affect the project scope, schedule, cost, and quality, and communicate them to the client. This will help to establish trust, transparency, and alignment between the project team and the client, and enable them to respond to changes and uncertainties effectively. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2.2.2, page 28
• Agile Practice Guide, Chapter 2.1.1, page 14
• PMP Exam Content Outline, Domain II: Planning, Task 2

The key activity that is needed to ensure the project’s success is to mitigate the risk of the partner’s system being unavailable by developing alternative plans to make the solution ready and available without full integration capabilities. According to the PMBOK® Guide, risk mitigation is a risk response strategy that involves reducing the probability and/or impact of a negative risk1. In this case, the risk of the partner’s system being unavailable is a negative risk that could affect the project scope, schedule, cost, and quality. Therefore, the project manager should mitigate the risk by developing alternative plans to deliver the solution with partial or no integration with the partner’s system, and to ensure the solution meets the customer needs and expectations. This way, the project manager can minimize the impact of the risk on the project performance and ensure the project’s success. The other options are not the key activities that are needed to ensure the project’s success, as they do not address the need to mitigate the risk.

• Continuously monitoring the risk of the partner system’s unavailability and putting the proper resolution plans in place in case the risk materializes into an actual issue is a necessary but not sufficient activity that does not involve mitigating the risk before it occurs. Monitoring risks is the process of tracking the implementation of risk response plans, identifying and analyzing new risks, and evaluating risk process effectiveness1. Resolution plans are also known as contingency plans or fallback plans, which are implemented only if the risk occurs1. Theseactivities do not reduce the probability and/or impact of the risk, which is the goal of risk mitigation.
• Communicating to the project stakeholders that full integration may not be possible and that the project will potentially be delayed as a result is an important but not sufficient activity that does not involve mitigating the risk before it occurs. Communicating risks is the process of sharing information about risks with the project stakeholders, such as the risk status, progress, and issues1. This activity does not reduce the probability and/or impact of the risk, which is the goal of risk mitigation.
• Eliminating the risk by mandating the partner to change the system settings to facilitate an easier integration with the new solution is an unrealistic and inappropriate activity that does not involve mitigating the risk before it occurs. Eliminating risks is a risk response strategy that involves removing the risk entirely1. In this case, the project manager cannot eliminate the risk by mandating the partner to change the system settings, as the partner may not agree or comply with the request, and the system settings may not be the only cause of the risk. This activity does not reduce the probability and/or impact of the risk, which is the goal of risk mitigation.

References: 1: PMBOK® Guide, 7th edition, pages 97-99.

According to the PMBOK Guide 6th Edition, the project manager should act as a servant leader in an agile environment, which means supporting the team members in their self-organization, collaboration, and continuous improvement. The project manager should also facilitate the alignment of the team’s goals with the project vision and objectives. Therefore, the best option is to encourage the whole team to be empowered and accountable for the decisions made according to their roles, such as defining and prioritizing the backlog items, delivering the increments, and meeting the acceptance criteria. Extending the sprints, requesting the team to complete the technical debt, or reviewing the OPAs are possible actions that the project manager can take later, but they are not the best option to resolve the situation in their new role as servant leader. References: PMBOK Guide 6th Ed., 3.0 The Role of the Project Manager, Page 51; PMBOK Guide 6th Ed., 3.1.2 Project Manager’s Sphere of Influence, Page 53; PMBOK Guide 6th Ed., 3.1.3 Project Manager’s Competencies, Page 54; 1

= This answer is based on the knowledge area of project schedule management, which involves planning, developing, managing, and controlling the project schedule. The project manager should review the work allocation and reassign some tasks to shorten the critical path, which is the longest sequence of activities that determines the project duration. By doing so, the project manager can optimize the use of the project resources, reduce the project completion time, and avoid unnecessarydelays. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 6: Planning and Managing the Schedule, Section 6.2: Developing the Schedule, page 149.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.2: Project Planning, page 47.

According to the PMBOK® Guide, the project manager is responsible for conducting the procurements, which includes planning, conducting, controlling, and closing the procurement activities1. One of the key processes in conducting procurements is source selection, which involves evaluating the proposals or bids from potential suppliers and selecting the most qualified one2. The project manager should use fair and transparent criteria to evaluate the suppliers, such as their experience, skills, technical approach, quality, cost, schedule, and risk3. The project manager should not prioritize or favor any supplier based on the sponsor’s recommendation, the previous relationship with the company, or the contracting area’s preference. The project manager should act ethically and professionally in the procurement process and ensure that the best interests of the project and the organization are met4. References: 1: PMBOK® Guide, 6th edition, p. 459 2: PMBOK® Guide, 6th edition, p. 476 3: PMBOK® Guide, 6th edition, p. 477 4: PMI Code of Ethics and Professional Conduct, Section 2.2.1

= This answer is based on the agile practice of backlog refinement, which is the process of reviewing, updating, and prioritizing the backlog items with the project team and other stakeholders. By reviewing the items remaining in the backlog with the project team, the project lead can ensure that the team has a clear and shared understanding of the project scope, requirements, and value. This will also help to identify and address any changes, dependencies, risks, or issues that may have occurred during the suspension of the project. This approach will enable the project team to resume the development activities with confidence and alignment. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Enabling Change, Section 14.2: Leading the Team, page 334.
• Agile Practice Guide, Chapter 3: Life Cycle Selection, Section 3.3: Implementing Agile: Creating an Agile Environment, page 32.

The project manager should establish common ground through collaboration and understanding the team members’ needs in order to negotiate between them and reach an agreement that will advance the project. This is a technique of conflict resolution that involves finding a mutually acceptable solution that partially satisfies both parties1. The project manager should facilitate a constructive dialogue between the team members, listen to their perspectives and concerns, and help them identify areas of agreement and compromise2. Encouraging a positive ongoing relationship between the team members (A) may be a good outcome of the negotiation, but it is not a technique to achieve it. Coaching and mentoring the team members to build consensus and resolve the conflict (B) may be a useful approach, but it is not a direct way of negotiating between them. Organizing a team-building event to improve the morale among team members © may be a beneficial activity, but it does not address the specific issue of the misunderstanding between the two team members. References: 1: PMBOK Guide, 6th Edition, p. 5042: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

 According to the PMBOK Guide 7th Edition, a change request is any request to modify the agreed-upon project scope, schedule, cost, quality, or other project baselines. A change request can be initiated by any stakeholder at any stage of the project, and it should be evaluated for its impact on the project objectives and constraints. Therefore, the project manager should perform a detailed assessment to analyze the impact of the change request on the product feature, the critical path, and other project aspects, such as risk, quality, and stakeholder satisfaction. This will help the project manager to determine the feasibility, desirability, and priority of the change request, and to propose the best course of action to the change control board. Rejecting the change request, using schedule compression methods, or initiating a risk response strategy are not appropriate actions, as they do not address the root cause of the change request, the needs and expectations of the key stakeholder, or the potential benefits or drawbacks of the change request for the project outcome. References: PMBOK Guide 7th Edition, page 141-142.

According to the PMBOK Guide, 6th edition, an agile innovation project is a project that uses an agile approach to deliver innovative products, services, or results that meet the changing needs and expectations of the customers and stakeholders. An agile approach is a way of managing a project that delivers value in short iterations, encourages collaboration and feedback, and embraces change and uncertainty. A predictive approach is a way of managing a project that follows a detailed plan, defines the scope and requirements upfront, and minimizes changes and risks. In this question, the new project manager is assigned to an ongoing agile innovation project that started 2 weeks ago. The new project manager discovered that the previous project manager was planning to use a predictive approach, which is not suitable for an agile innovation project. The previous project manager also planned to present the first major deliverable to the client when the project was completely finished in 8 months, which is not consistent with the agile principle of delivering value early and often. The question asks what the new project manager should do in this situation.

Based on this information, the best answer is option A, which is to meet with the team to review the backlog and create small iterations that can deliver incremental value to the client. This is because meeting with the team to review the backlog and create small iterations is an agile practice that can help the new project manager to align the project with the agile approach and the customer needs. The backlog is a list of features, functions, requirements, enhancements, and fixes that deliver value to the customer. The iterations are fixed time periods, usually between one and four weeks, in which the team completes a set of backlog items and produces a potentially releasable product increment. Meeting with the team to review the backlog and create small iterations can help the new project manager to understand the project vision, scope, and priorities, as well as to plan and execute the project work in an agile manner. Meeting with the team to review the backlog and create small iterations can also help the new project manager to deliver incremental value to the client, as well as to obtain feedback and validation from the client and other stakeholders.

Option B, which is to continue working with the predictive approach to deliver the value at the end of the project, is not a good answer. This is because continuing working with the predictive approach may not be effective or efficient for an agile innovation project, as it may not be able to cope with the changing needs and expectations of the customer and stakeholders. Continuing working with the predictive approach may also result in delivering a product that does not meet the customer requirements or satisfaction, as well as wasting time and resources on unnecessary or irrelevant features or functions.Continuing working with the predictive approach may also contradict the agile values and principles, such as responding to change over following a plan, and delivering working software frequently.

Option C, which is to use a hybrid approach in which agile practices are used but the value is provided to the client at the end of the project, is not a good answer. This is because using a hybrid approach may not be appropriate or beneficial for an agile innovation project, as it may not fully leverage the advantages of the agile approach, such as delivering value early and often, and obtaining feedback and validation from the customer and stakeholders. Using a hybrid approach may also create confusion and inconsistency among the project team, the customer, and other stakeholders, as they may have different expectations and perceptions of the project scope, schedule, quality, and risks. Using a hybrid approach may also compromise the agile values and principles, such as satisfying the customer through early and continuous delivery of valuable software, and collaborating with the customer throughout the project.

Option D, which is to submit a change request to the project board to adjust the delivery date to 2 months earlier than planned, is not a good answer. This is because submitting a change request to the project board may not be necessary or effective for an agile innovation project, as it may not address the root cause of the problem, which is the mismatch between the project approach and the project type. Submitting a change request to the project board may also introduce additional risks and challenges to the project, such as scope creep, quality issues, stakeholder resistance, and team burnout. Submitting a change request to the project board may also violate the agile values and principles, such as welcoming changing requirements, and delivering working software frequently. References: PMBOK Guide, 6th edition, Chapter 1: Introduction1; Chapter 4: Project Integration Management2; Chapter 5: Project Scope Management3; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 1: Execute project with the urgency required to deliver business value.

According to the Agile Practice Guide, a burnup chart is a graphical tool that shows the amount of work completed and the total amount of work in a project or sprint. It helps to visualize the progress and scope of the project or sprint, and to identify any changes or deviations that may occur. In this scenario, the burnup chart shows that the team has added new work to the sprint after it has started, as indicated by the upward slope of the total work line. This is a violation of the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software. Adding new work to the sprint after it has started may disrupt the team’s focus and flow, increase the complexity and uncertainty of the sprint, and compromise the quality and value of the deliverable. The project lead should address this issue with the product owner and the team, and remind them of the importance of respecting the sprint commitments and avoiding scope creep. The project lead should also help the product owner and the team to prioritize and refine the product backlog, and to plan and execute the sprints in a consistent and predictable manner. The project lead should also encourage the product owner and the team to communicate and collaborate effectively, and to seek and provide feedback regularly. Creating a burnup chart and mapping assumptions to impediments based on the impact to the project value (option C) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. The team is not meeting the expectations of the product owner (option A) may not be true or fair, as the team may still be able to deliver the expected value and quality within the sprint timebox, despite the addition of new work. However, this option does not address the root cause of the issue or provide a constructive feedback to the product owner and the team. The product owner should not ask the team to change their sprint commitments (option B) may also be partially correct, as the product owner should respect the team’s autonomy and capacity, and should not impose unrealistic or unnecessary changes to the sprint scope. However, this option does not consider the possibility that the team may have added new work to the sprint without the product owner’s request or approval, or that the product owner and the team may have agreed to change the sprint commitments based on new information or feedback. The team should have stopped on day 4 and started a new sprint (option D) may also be impractical or inefficient, as it may waste the time and effort that the team has already invested in the current sprint, and may create unnecessary overhead and disruption to the project flow. Stopping and starting anew sprint may also not guarantee the improvement of the project performance or delivery, unless the product owner and the team address the underlying issue of adding new work to the sprint after it has started. References: : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author1 : What is a Burn Up Chart & How to Create One | Atlassian 2 : What Is a Burn Up Chart In Agile Project Management1 : What Is a Burndown Chart? | Coursera 3

 According to the PMBOK Guide, a project manager should choose the appropriate project approach based on the project context, objectives, stakeholders, governance, and environment1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2. A predictive approach is a plan-driven approach that follows a sequential and linear process to deliver the project scope as defined at the beginning of the project. An agile approach is a value-driven approach that follows an iterative and incremental process to deliver the project scopeas it evolves throughout the project. A hybrid approach is a combination of serial and agile strategies that can be used for different phases or work packages of a project3.

In this scenario, the project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses. This suggests that the project has both predictable and unpredictable elements, and the client expects both stability and flexibility from the project manager. Therefore, the project manager should plan and deliver the project using a hybrid approach, which can provide the best of both worlds. The project manager should plan the project with a predictive approach with a work breakdown structure (WBS), which is a hierarchical decomposition of the project scope into manageable components. The WBS can help the project manager to define the high-level, long-term plan for the project, as well as to estimate the project resources, time, and cost. The project manager should then execute the project using an agile approach, which can allow the project manager to deliver value incrementally and iteratively, adding features to the product as the project progresses. The agile approach can also enable the project manager to respond to changes and feedback from the client and the stakeholders, and to adapt the project scope accordingly.

The project manager should not plan the project with a predictive approach and a WBS following the plan and deliver value at the end of the project, as this may not meet the client’s need for something that will work immediately and add features to the product as the project progresses. The predictive approach may also be rigid and inflexible to cope with the complex and uncertain scope of the project. The project manager should not select an agile approach and manage the project according to best practices to ensure value is delivered to the client, as this may not satisfy the client’s requirement for a high-level, long-term plan for the project. The agile approach may also be too vague and ambiguous to handle the long time line and complex scope of the project. The project manager should not agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project, as this may not provide a clear and consistent vision and direction for the project. The MVP is a version of the product that has enough features to satisfy the early adopters and provide feedback for future development. The MVP may not represent the full scope and value of the project, and may not align with the client’s expectations and needs.

References: 1: PMBOK Guide, 6th edition, page 19. 2: PMBOK Guide, 6th edition, page 25. 3: PMBOK Guide, 6th edition, page 27. : PMBOK Guide, 6th edition, page 155. : [What is a Minimum Viable Product (MVP)?]

According to the Agile Practice Guide, one of the agile principles is to “collaborate with others”. This means that the project manager should foster a collaborative project team environment and engage stakeholders effectively. The project manager should also use appropriate techniques and tools to facilitate the backlog prioritization process, such as value-based analysis, MoSCoW, Kano model, and relative ranking. The Agile Practice Guide also states that “prioritization is a key activity for agile teams and their stakeholders”. The project manager should support the product owner and the team to prioritize the backlog items based on various factors, such as value, urgency, dependencies, and feedback. The project manager should also help the team to resolve any conflicts or issues that may arise during the prioritization process, and reach a consensus on the best course of action. Therefore, the best answer is A. References: Agile Practice Guide, pages 9, 10, 35, 36, 37.

= This answer is based on the agile principle of delivering value early and often, which means that the project team should prioritize the features and functionalities that are most valuable to the customer and deliver them in small increments throughout the project. By doing so, the project team can avoid the risk of spending too much time and resources on the final 10% of the project, which may not be as important or relevant to the customer as the earlier deliverables. This approach will also enable the project team to obtain frequent feedback from the customer and make adjustments as needed, ratherthan waiting until the end of the project to validate the results. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Enabling Change, Section 14.1: Planning for Change, page 325.
• Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.2: Agile Manifesto and Principles, page 11.

 According to the PMBOK Guide 7th Edition, the project manager should monitor and control project work and respond to any issues or risks that may affect the project performance. In this case, the project manager should conduct an impact analysis to assess the effect of the scope changes and the delay on the project objectives, scope, schedule, cost, quality, and other factors. The project manager should also present the results of the impact analysis to the steering committee, which is a group of senior stakeholders who provide guidance and oversight to the project, and seek their approval for any changes12. References: PMBOK Guide 7th Edition, Chapter 4: Project Delivery, Section 4.3: Monitor and Control Project Work, Page 97; Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61.

Another possible answer to this question is D. Arranging for some initial face-to-face team meetings for the project team to meet each other can also help improve communication among the team. Face-to-face meetings can help build trust, rapport, and cohesion among team members, as well as foster a shared understanding of the project goals, roles, and responsibilities23. Face-to-face meetings can also help overcome language and cultural barriers, by allowing team members to observe non-verbal cues, clarify misunderstandings, and learn from each other23.

The other two options, B and C, may not be the best answers to this question. Explaining the benefits of common working hours to aid better communication among the project team may not be feasible or effective, as it may impose unrealistic or unfair expectations on some team members, who may have to work outside their normal hours or sacrifice their personal or family time23. Sharing a contact log document for all the team members to make communication easier may not be sufficient or helpful, as it may not address the underlying issues of communication, such as the quality, frequency, or content of the communication12.

Therefore, based on the web search results, the most likely answer to the question is either A or D, but you will have to verify the answer yourself using the official sources.

References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition 2: Managing distributed project teams - Project Management Institute 3: Cross culture project management - Project Management Institute

The project manager should meet with the team to review internal actions to resolve the situation, because this is a common practice in agile project management. In agile projects, the team is empowered to self-organize and adapt to changing requirements and circumstances1. The iteration retrospective is a meeting where the team reflects on what went well and what can be improved in the next iteration2. If the team realizes that the complexity of the work was underestimated, they should discuss how to adjust their planning, estimation, and delivery processes to avoid this issue in the future3. The project manager should facilitate this discussion and support the team’s decisions. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.2.3
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.5
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.6
• : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2, Section 2.3.3.7

= The business should increase the value of the project by quantifying the expected tangible and intangible benefits in the benefits management plan for each phase. This will help to justify the project investment and align the project outcomes with the business objectives. The benefits management plan should also include the benefits owner, the target benefits, the metrics and assumptions, the timeframe, and the roles and responsibilities for benefits realization. Asking the benefits owner to reassess the risks, consulting with experts, or using a fishbone diagram are not the best ways to increase the value of the project, as they may not capture the full range of benefits or address the root cause of the low financial value. References:

• PMBOK® Guide 7th Edition, Chapter 10: Value Delivery, Section 10.2: Plan Value Delivery, Page 263
• PMBOK® Guide 6th Edition, Chapter 4: Integration Management, Section 4.5: Develop Project Management Plan, Page 89
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.5: Benefits Management, Page 43

 According to the PMBOK Guide, a project manager should monitor and control the project work by comparing the actual performance with the planned performance and analyzing the variances. If the budget at completion has shifted significantly and is higher than expected, it indicates that there is a cost overrun or a negative cost variance. The project manager should perform a root cause analysis of the project performance to identify the factors that caused the deviation and take corrective or preventive actions to bring the project back on track. Adjusting the original budget estimates, reviewing the activity duration, or negotiating the project changes are not the best options, as they do not address the underlying causes of the problem and may lead to further issues in the future. References: PMBOK Guide, 7th edition, page 205-206.

 According to the PMBOK® Guide, project performance reporting is the process of collecting, analyzing, and communicating information on the project progress and status to the project stakeholders. Project performance reporting involves the use of various tools and techniques, such as earned value management (EVM), variance analysis, trend analysis, forecasting, and performance reviews. Project performance reporting helps the project manager and the project team to monitor and control the project performance, identify and resolve issues, manage risks and changes, and implement corrective and preventive actions.

In this question, the project manager has to report the project’s monthly performance to the project steering committee, based on the information provided. The information shows that the actual progress of the project is 2 units, while the planned progress is 3 units. This means that the project is behind schedule, and has not achieved the expected level of work completion. The information also shows that the actual cost of the project is 2 units, while the budgeted cost is 3 units. This means that the project is under the planned expenditure, and has spent less than the expected amount of money. The project manager should use EVM to calculate the schedule variance (SV) and the cost variance (CV) of the project, and compare them with the baseline values. The SV is the difference between the earned value (EV) and the planned value (PV) of the project, and indicates how much ahead or behind schedule the project is. The CV is the difference between the EV and the actual cost (AC) of the project, and indicates how much over or under budget the project is. The EV is the value of the work actually performed by the project. Based on the information given, the EV can be calculated as follows:

EV = (AC / PV) x PV = (2 / 3) x 3 = 2 units

The SV and CV can then be calculated as follows:

SV = EV - PV = 2 - 3 = -1 unit

CV = EV - AC = 2 - 2 = 0 unit

The negative SV indicates that the project is behind schedule, and the zero CV indicates that the project is on budget. The project manager should report these values to the project steering committee, and explain the reasons and impacts of the schedule variance. The project manager should also report the actions taken or planned to expedite the delayed activities, and to bring the project back on track. The project manager should not claim that the project has a cost savings, as this may not reflect the true value of the project, and may not compensate for the schedule delay. The project manager should also not suggest that no further actions should be taken, as this may imply a lack of concern or responsibility for the project performance.

Therefore, the best statement that the project manager should make to the project steering committee is:

C. The project is currently behind schedule with a corresponding lower cost, and every effort is being made to expedite the delayed activities.

References:

• PMBOK® Guide, 6th edition, pages 260-261, 267-268, 333-334
• Project Performance Reporting: Key Performance Reports
• Project Management Tools & Templates
• ProjectManagement.com - PMO Monthly Status Report
• How to Write an Effective Monthly Report [+ Templates]
• Project Management Monthly Reporting Procedure & Formats

According to the PMBOK® Guide 7th Edition, the project manager should manage changes in a collaborative and adaptive way, considering the impact of the changes on the project value and the stakeholder satisfaction. The project manager should also engage with stakeholders to understand their needs and expectations, and to ensure alignment and agreement on the project scope and objectives. Therefore, the project manager should review and prioritize new requirements with stakeholders to determine which change requests are needed, and how they can be implemented without compromising the project success. Option A is incorrect because it implies that the project manager is resisting the changes and trying to avoid the stakeholder engagement. Option C is incorrect because it suggests that the project manager is ignoring the stakeholder needs and imposing a rigid scope control. Option D is incorrect because it assumes that the project manager can seek immediate approval to amend the project timeline and budget without analyzing the feasibility and the value of the new requirements. References: PMBOK® Guide 7th Edition, Chapter 3: Doing the Work, Section 3.2: Managing Changes, p. 51-52.

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

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

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

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

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

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

PMBOK Guide, 7th edition, pages 128-129, 132-133 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

 According to the PMBOK Guide, the project manager is responsible for developing the project team by improving their competencies, interactions, and overall performance. One of the tools and techniques for developing the project team is ground rules, which are the mutually agreed-upon standards of behavior that guide the team’s actions and interactions. Ground rules can help the project manager establish the expectations, roles, and responsibilities of the team members, as well as the methods and frequency of communication. In this scenario, the project manager is assigned to a new project, and the PMO and the project manager agree that this is the right opportunity to include daily standup meetings, which are short and focused meetings that allow the team to share progress, issues, and plans. The project team has never used such tools, and a few members are challenging the decision, which may indicate a lack of understanding or agreement on the purpose and benefits of daily standup meetings. The best way to handle this situation is to define the ground rules, responsibilities, and conflict management strategies, using ground rules as a tool. This option can help the project manager explain the rationale and objectives of daily standup meetings, clarify the roles and expectations of the team members, and address any concerns or disagreements that may arise. Engaging an external vendor, requesting new team members, or updating the project schedule are not the best options, as they do not address the issue of team development, or may be unnecessary or impractical to implement. References: PMBOK Guide, 7th edition, pages 215-216, 9.5 Develop Team.

 According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. If there are issues that affect the projectschedule, scope, quality, or cost, the project manager should escalate them to the appropriate level of authority for resolution. In this case, the supplier-related issues are causing schedule delays on the critical path, which means they could jeopardize the project completion date. Therefore, the project manager should escalate them to the sponsor, who is the person or group that provides the financial resources and support for the project. The sponsor can help resolve the issues by negotiating with the suppliers, providing additional resources, or approving changes to the project plan. References: PMBOK Guide, 7th edition, pages 11, 12, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, and 25.

 According to the PMBOK Guide, quality control measurements are the results of quality control activities that are used to assess the performance and quality of the project deliverables. They include the actual values of the quality metrics, such as defects, errors, rework, customer satisfaction, etc. The project manager should show the customer the quality control measurements to demonstrate that the project has produced quality products that meet the quality standards and specifications agreed upon with the customer. The quality control measurements can also help identify the root causes of any quality issues and implement corrective actions. Showing the customer the tolerance and control limits, the sample results from the current batch, or the sample history of quality are not sufficient to assure the customer that the project has produced quality products, as they do not provide the actual evidence of the quality performance and compliance of the project deliverables. References: PMBOK Guide, 7th edition, pages 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, and 41. Test-Guide.

According to the PMBOK® Guide, project team management involves the processes of leading, motivating, developing, and managing project team members. The project manager is responsible for creating a positive team environment that fosters collaboration, trust, and performance. One of the tools and techniques for managing the project team is interpersonal and team skills, which include conflict management, emotional intelligence, leadership, and problem-solving. The project manager should use these skills to meet with each team member separately and apply an appropriate approach with each one, depending on their personality, needs, and issues. This will help the project manager to address the lack of discipline and harness the energy of the team members to achieve the project objectives. References:

• PMBOK® Guide, Sixth Edition, Chapter 9: Project Resource Management, pp. 313-360.
• PMP Exam Prep Coursebook, Chapter 9: Project Resource Management, pp. 9-1 - 9-16.

The project manager should work with the procurement team to find alternative options that can meet the project needs and avoid delays. The procurement team is responsible for managing the procurement process, including the approval process, and can suggest ways to expedite or simplify it. The project manager should collaborate with the procurement team to ensure that the project requirements are clearly defined and communicated, and that the procurement strategy is aligned with the project objectives. The other options are not advisable because they may compromise the quality, scope, or cost of the project, or create conflicts with the project sponsor or the vendor. References: PMBOK Guide, 6th edition, pages 476-477; Project Procurement Management According to the PMBOK

The project manager should work with the team to develop a risk response plan to address the delays in completing the required work. A risk response plan is a document that describes the actions to be taken to reduce the probability and/or impact of identified risks on the project objectives1. The project manager and the team should identify the root causes of the delays, assess their impact on the project schedule, cost, and quality, and determine the appropriate strategies to avoid, mitigate, transfer, or accept the risks2. Empowering the team members to do their work (A) may not be sufficient or effective, as the team may not have the skills, resources, or authority to deal with the delays. Informing the project sponsor about the situation (B) may be a good communication practice, but it does not solve the problem or prevent it from recurring. Sending an email to HR about the situation (D) may not be relevant or helpful, as HR may not have the responsibility or capability to address the delays. References: 1: PMBOK Guide, 6th Edition, p. 3952: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

The project manager should fast-track the project to compress the project schedule and ensure the completion date is not affected by the unforeseen risk occurrence. Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be performed sequentially1. This can reduce the overall duration of the project, but it may also increase the risk and complexity of the project. Reducing the project scope (A) may not be possible or acceptable, as it may affect the project deliverables and customer satisfaction. Increasing the project cost (B) may not be feasible or beneficial, as it may not guarantee the reduction of the project duration. Adding more project resources © may not be available or effective, as it may introduce new challenges such as coordination, communication, and training. References: 1: PMBOK Guide, 6th Edition, p. 215.

The project manager should meet with the stakeholders involved to clearly define their roles and responsibilities with regard to the benefit. This will help to clarify the expectations, avoid confusion, and ensure alignment of the project objectives with the business needs. Option A is not the best answer because documenting the risk in the risk register and generating the risk responses and their respective associated plans is a reactive approach that does not address the root cause of the problem. Option B is not the best answer because meeting with the customer to obtain consensus with the recipient of the benefit and determine a means to deliver the benefit may not resolve the issue of who is responsible for delivering the benefit. Option C is not the best answer because understanding the context of the situation and escalating the problem to the steering committee may not be necessary or appropriate if the project manager can resolve the issue by meeting with the stakeholders involved. References: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

However, I cannot guarantee that this answer is 100% verified or accurate, as it is based on a third-party source and not the official PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other reliable sources for more information and confirmation. I hope this helps.😊

The team charter is a document that defines the team’s purpose, roles, responsibilities, norms, and expectations. It helps to align the team members with the project vision and goals, and to foster collaboration and communication. The team charter can be used as a guide to resolve any issues or conflicts that arise among the team members, as it clarifies the team’s values, ground rules, decision-making process, and conflict resolution methods. The other options are not as relevant or effective as the team charter in addressing the issue. The project organization charts show the reporting relationships and hierarchy of the project team, but they do not define the team’s expectations or norms. The project charter authorizes the project and defines the high-level scope, objectives, stakeholders, and constraints, but it does not specify the team’s roles or responsibilities. The stakeholder register identifies and analyzes the project stakeholders, but it does not address the team’s expectations or issues. References: PMBOK Guide, 7th edition, page 76, 78, 80, 82.

  this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where a project team consists of eight resources working on a complex project. The chief technical designer prefers to work alone and seldom talks in meetings, but produces good designs. The technical lead is always energetic, has lots of opinions about the project, and constantly clarifies their thoughts in discussions. The question asks what the project manager should do to improve overall team performance.

Based on this information, the best answer is option C, which is to encourage the chief technical designer to engage more with the team. This is because encouraging the chief technical designer to engage more with the team is a team management practice that can help the project manager to enhance the team cohesion, collaboration, and communication. The chief technical designer is a key resource who has valuable expertise and insights on the project. Encouraging the chief technical designer to engage more with the team can help the project manager to leverage the chief technical designer’s knowledge and skills, as well as to foster a positive and productive team culture. Encouraging the chief technical designer to engage more with the team can also help the project manager to address the potential issues or risks that may arise from the chief technical designer’s isolation or detachment, such as misunderstandings, conflicts, or missed opportunities.

Option A, which is to ask the chief technical designer to provide their feedback by email, is not a good answer. This is because asking the chief technical designer to provide their feedback by email may not be enough or effective to improve overall team performance. Email is a tool that can facilitate asynchronous communication, but it may not be suitable or sufficient for complex or interactive discussions. Asking the chief technical designer to provide their feedback by email may not help the project manager to fully utilize the chief technical designer’s potential, as well as to integrate the chief technical designer with the rest of the team. Asking the chief technical designer to provide their feedback by email may also reinforce the chief technical designer’spreference to work alone, which may not be conducive to the team dynamics or the project success.

Option B, which is to let the team dynamics continue as is since the current team mix works well, is not a good answer. This is because letting the team dynamics continue as is may not be optimal or sustainable to improve overall team performance. The team dynamics are the interactions and relationships among the team members that affect the team behavior and outcomes. Letting the team dynamics continue as is may not help the project manager to identify and address the gaps or issues that may exist or emerge in the team, such as the lack of involvement or contribution from the chief technical designer, or the dominance or disruption from the technical lead. Letting the team dynamics continue as is may also prevent the project manager from enhancing and developing the team performance, as well as from adapting to the changing needs and expectations of the project and the stakeholders.

Option D, which is to ask the technical lead to drive the project’s technical discussions, is not a good answer. This is because asking the technical lead to drive the project’s technical discussions may not be appropriate or beneficial to improve overall team performance. The technical lead is a resource who has a high level of energy, opinions, and clarity on the project. Asking the technical lead to drive the project’s technical discussions may not help the project manager to balance the participation and input of all team members, as well as to respect and value the diversity and perspectives of the team. Asking the technical lead to drive the project’s technical discussions may also create or exacerbate the problems or challenges that may affect the team performance, such as the marginalization or alienation of the chief technical designer, or the conflict or resentment among the other team members. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.

The project manager should identify the root cause of communication issues because this is the first step to address the problem and improve the project team effectiveness. Communication is a vital aspect of project management, especially for global virtual teams, who face various challenges such as time zones, languages, cultures, and technologies. The project manager should analyze the communication needs, preferences, and barriers of the team members and stakeholders, and determine the root cause of the communication issues that are affecting the project performance and quality. The root cause may be related to the communication methods, channels, frequency, content, feedback, or expectations. By identifying the root cause, the project manager can then implement appropriate solutions, such as enhancing the communication plan, using effective tools and techniques, providing training and coaching, establishing trust and rapport, and monitoring and controlling the communication process. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 3.2.2, page 51
• Agile Practice Guide, Chapter 2.1.2, page 15
• PMP Exam Content Outline, Domain II: Planning, Task 3

= The project manager should tell the team member to route the request through the project manager, as this is the best way to ensure that the communication is consistent, accurate, and aligned with the project objectives. The project manager is responsible for managing the communication with the stakeholders, including the executive, and for providing them with the appropriate level of information. The project manager should also verify the validity and feasibility of the request, and update the communications management plan accordingly. The other options are not the best actions to take in this situation, as they do not follow the established communication protocols or respect the project manager’s authority. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5: Project Communications, Section 5.2: Manage Communications, Page 137-138.

According to the PMBOK® Guide 7th Edition, the project manager should select the project approach that best suits the project context and stakeholder needs. The project manager should also consider the impact of the chosen approach on the project delivery and the organization. Therefore, the project manager should review the adaptive tools’ impact and obtain agreement from the functional manager before implementing them in the project. This would help to address the functional manager’s concerns and ensure alignment with the PMO’s request. Option A is incorrect because it ignores the functional manager’s concerns and may cause resistance or conflict. Option C is incorrect because it disregards the PMO’s request and may miss the opportunity to use adaptive tools that could benefit the project. Option D is incorrect because it assumes that the project manager can make the decision on the project approach without consulting the functional manager or the PMO, which could lead to misalignment or misunderstanding. References: PMBOK® Guide 7th Edition, Chapter 2: Creating a High-Performing Team, Section 2.3: Selecting the Project Approach, p. 37-38.

These three techniques are suitable for planning a schedule with limited information, as they allow the project manager to adjust the plan as more details become available. Iterations and reviews involve breaking down the project into smaller cycles of work, delivering value incrementally, and obtaining feedback from stakeholders. Rolling wave planning and an adaptive approach involve planning the near-term work in detail and the distant work in broad terms, and revising the plan as the project progresses. Relative estimation involves comparing the size and complexity of tasks or deliverables to each other, rather than using absolute units of measure, and refining the estimates as more information is known. References: PMBOK® Guide, Sixth Edition, Chapter 6, Section 6.4.2.6, Section 6.5.2.3, and Section 6.5.2.4; Project Scheduling: How to Make a Schedule, ProjectManager.com, 2023.

project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get the project back on track.

The other three options are not the best actions for a servant leader to take, because:

• Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the first thing to do. The project manager should first try to address the root causes of the team’s low performance, and explore other ways to improve the schedule, such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and confidence of the team members and the sponsor.
• Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.
• Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered and demotivated. It may also increase the workload and stress of the project manager, and hinder the team’s collaboration and learning.

References:

• Leadership Styles - BrainBOK
• 7 Traits of Servant Leadership in Agile Project Management - Project Management Academy
• Servant Leadership in PMO Management: A Path to Success - IIL Blog
• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.

The project lead should first discuss with the product owner, who is responsible for defining and prioritizing the product requirements and ensuring that they deliver value to the customer and the organization. The project lead should understand the rationale behind the senior manager’s request and the impact it would have on the product vision, scope, and schedule. The project lead should also collaborate with the product owner to assess the feasibility and desirability of the proposed redesign and determine the best way to handle it in the hybrid delivery approach. This approach is consistent with the principles of stakeholder engagement, communication management, and agile project management. References:

• PMBOK Guide, 6th edition, pages 51-52, 513-514, 686-687.
• PMP Exam Content Outline, June 2019, pages 6-7, 10-11, 16-17.
• Agile Practice Guide, pages 19-20, 27-28, 35-36.

 The product backlog is a prioritized list of features and requirements that the project team needs to deliver. The iteration backlog is a subset of the product backlog that the team commits to complete in a given iteration. Adding a feature that is not part of the MVP to the iteration backlog can disrupt the team’s workflow and compromise the quality of the deliverables. Therefore, the project manager should ensure that the feature is added to the product backlog, explain to the sponsor the impact of the request on the team’s performance and the project schedule, and ask the team to include the feature’s tasks in the next iteration, after they have completed the current iteration’s tasks. This way, the project manager can balance the sponsor’s expectations and the team’s capacity, while maintaining the project’s scope and quality. References: PMBOK Guide, PMI Study Hall, PMP Question Bank

PMBOK Guide, 7th edition, pages 128-129, 132-133 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

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

 The project manager should use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems. This is the best way to apply the agile principle of inspecting and adapting the process and the product continuously. The retrospective meeting is a regular opportunity for the team to reflect on their performance, identify the strengths and weaknesses, and generate improvement actions. The project manager should facilitate the meeting and ensure that the team members are engaged, honest, and collaborative. The other options are not the best actions to take in this situation, as they do not follow the agile values of customer collaboration, team empowerment, and responding to change. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 7: Project Delivery, Section 7.3: Deliver Iteration, Page 197-198.

A hybrid approach is a combination of predictive and adaptive methods that are tailored to suit the specific needs and characteristics of a project. A hybrid approach can offer the benefits of both flexibility and predictability, as well as the ability to adapt to changing requirements and deliver value incrementally. However, a hybrid approach also requires a careful analysis of the project context, the interdependencies of the processes, and the alignment of the stakeholders. Therefore, if the project manager observes lower velocity and a high volume of tasks in the testing queue, the best option is to work with the team to understand and solve the issues. The project manager should collaborate with the team to identify the root causes of the testing backlog, such as unclear requirements, inadequate testing tools, insufficient testing skills, or poor communication. The project manager should also facilitate the team to find the best solutions, such as reprioritizing the backlog, adjusting the testing strategy, improving the testing environment, or seeking feedback from the stakeholders. The project manager should also monitor and control the testing process and the project performance, as well as communicate the progress and the issues to the relevant stakeholders. The other options are not as suitable or effective for addressing the testing backlog, as they may not follow the established guidelines or consider the impact of the changes on the project objectives and constraints. Adding a new resource with testing skills to the team may not be realistic or feasible, as it may increase the cost, risk, or complexity of the project, or it may disrupt the team dynamics or the sprint rhythm. Providing testing training to all the project team members may not be necessary or beneficial, as it may consume time, resources, or budget that could be used for other project activities, or it may not improve the testing quality or efficiency significantly. Increasing the sprint duration so the testing can be completed may not be optimal or timely, as it may delay the delivery of value to the stakeholders, or it may affect the scope, schedule, or quality of the project. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 487.
• Ultimate Guide To Hybrid Project Methodologies & How To Make Them, The Digital Project Manager, 2023, pp. 4-5, 9-10.
• A Guide to Hybrid Project Management: Blending Agile and Traditional PM, Float, 2023, pp. 3-4, 7-8.

 The project manager should meet with the team member and search for the root cause of their behavior. This will help the project manager to understand why the team member is complaining about the agreement, and to address any issues or concerns that the team member may have. The project manager should also remind the team member of the importance of the agreement for the project success, and the need to respect the decisions made by the team. The other options are not effective or appropriate, as they may create more conflict, confusion, or resentment among the team members, or undermine the team’s authority or commitment. References: PMBOK Guide, 7th edition, page 76, 78, 255.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should socialize with the stakeholders to better understand their needs and reset expectations, especially when the project is off track or facing challenges. This will help to build trust, rapport, and collaboration among the project manager and the stakeholders, and to address any issues or concerns that may affect the project outcome or stakeholder satisfaction. Escalating the stakeholder issue, continuing to work on the project, or meeting with the stakeholders are not the best actions, as they do not demonstrate the project manager’s commitment, empathy, or proactivity to engage the stakeholders, and they may not resolve the underlying causes of the stakeholder dissatisfaction or the project deviation. References: PMBOK Guide 7th Edition, page 12-13.

 = The project manager should address this situation by determining the communication needs, environment, and tools to get the message across. This is because the root cause of the problem is the lack of effective communication between the local and remote teams. The project manager should identify the stakeholders, their information needs, the communication methods, the frequency, the format, and the feedback mechanisms to ensure that the requirements are clearly understood and agreed upon by both teams. The project manager should also consider the cultural, linguistic, and technological differences that may affect the communication process and use appropriate tools and techniques to overcome them.

• Option A is not a good action, as reviewing lessons learned from previous projects and OPAs may not provide relevant or useful information for the current situation. The project manager should focus on the current communication issues and not rely on past experiences that may not be applicable or effective.
• Option B is not a good action, as evaluating and reassigning the developing tasks to a local vendor who has worked on previous projects may not be feasible or desirable. It may also create additional costs, risks, and delays for the project. The project manager should try to resolve the communication issues with the existing remote team and not change the project scope or resources without proper justification and approval.
• Option D is not a good action, as documenting the risk in the risk management plan and using contingency reserves to hire a local vendor is a reactive and costly approach. The project manager should try to prevent or mitigate the risk of communication failure and not wait until it becomes an issue that requires corrective action. The project manager should also not use the contingency reserves for planned changes that are not related to unforeseen events or risks. References:
• [PMBOK Guide], 6th edition, page 368, section 10.1
• [Agile Practice Guide], page 27, section 2.4.1
• [PMP Exam Content Outline], page 10, task 5 under domain 2

The change control process is a set of procedures that ensures that any proposed changes to the project scope, schedule, cost, quality, or other aspects are evaluated, approved, and implemented in a controlled and coordinated manner. The project manager should follow this process when receiving a change request from another project, regardless of its origin or urgency. The project manager should also keep the focus on the priority items while the change is being assessed, as not to disrupt the project progress or performance. The other options are not appropriate, as they either ignore the change request, bypass the change control process, or rely on informal communication channels. References: PMBOK Guide, 7th edition, page 112-113.

The requirements traceability matrix is a tool that links the project requirements to the project scope, deliverables, quality criteria, and verification methods. It helps to ensure that the project meets the stakeholder expectations and the quality standards. By reviewing the matrix and conducting inspections, the project manager can identify any gaps or discrepancies between the quality specifications and the deliverables, and take corrective actions if needed. The other options are not appropriate in thissituation, as they do not address the root cause of the stakeholder’s dissatisfaction or the quality issue. References: PMBOK Guide, 7th edition, page 101, 103, 108.

= According to the Agile Practice Guide, fixed-price increments are a type of contract that can be used for agile projects, where the scope and price are agreed for each increment or iteration1. This allows the customer and the vendor to have more flexibility and transparency in defining and delivering the requirements, as well as managing the risks and changes2. Therefore, the project manager should use fixed-price increments as user stories are completed, to ensure that the vendor is paid for the value delivered, and that the project manager can control the finances while delivering results. This is also consistent with the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software3. References:

• 1: Agile Practice Guide, p. 48
• 2: Agile Practice Guide, p. 49
• 3: Agile Practice Guide, p. 9

project manager is facing an escaped defect issue for the project that launched cloud-based agile project management and DevOps training modules via the learning platform. An escaped defect is a defect that is not detected or corrected during the development or testing phase, and reaches the end-users or customers, causing dissatisfaction or harm. The project manager should take immediate action to fix the defect and prevent it from recurring, as well as to communicate with the stakeholders and apologize for the inconvenience. The project manager should also review the quality assurance process and improve the inspection and verification methods. The project manager is not facing a nonconformance issue, an unmet planned-to-done ratio, or an undetected error, as these terms do not describe the situation accurately or completely. References: PMBOK Guide, 6th edition, page 286, Free PMP Practice Exam Questions - 120 Sample Test Questions

 According to the PMBOK Guide, 7th edition, one of the key practices for stakeholder engagement is to “engage stakeholders to understand their needs, expectations, and interests, and to obtain their support and commitment for the project” (p. 121). This practice involves identifying and analyzing stakeholders, developing and implementing stakeholder engagement plans, and monitoring and adjusting stakeholder engagement activities. The project manager should allocate time to gain buy-in from the stakeholder prior to key decision meetings, as this will help to reduce resistance, increase collaboration, and enhance the quality of decisions. Updating the project schedule, asking that only key decision makers attend the meetings, or updating the risk register are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the stakeholder’s lack of alignment with the project objectives and approach. References: PMBOK Guide, 7th edition, p. 121-122; PMP Exam Content Outline, Domain II: Process, Task 4.

 Standup meetings are brief daily meetings that help teams catch up on the progress and challenges of their projects. They are a common practice in agile project management, but they can also be used in hybrid approaches that combine agile and traditional methods. The purpose of standup meetings is to share information, align on goals, and identify any blockers or risks that need to be addressed. Standup meetings are not meant to be long or detailed discussions, but rather quick and focused updates.

To improve the situation with the project team, the project manager should engage the team members in implementing and improving key aspects of the standup meetings, such as:

• Setting clear expectations and rules for the standup meetings, such as the time, duration, location, format, and agenda.
• Explaining the benefits and value of standup meetings for the team and the project, such as improved communication, collaboration, transparency, and accountability.
• Encouraging active participation and feedback from all team members, and ensuring that everyone has a chance to speak and be heard.
• Keeping the standup meetings brief, on track, and effective, by avoiding digressions, interruptions, or distractions, and by addressing any issues or questions offline or in separate meetings.
• Making the standup meetings fun and engaging, by using different formats, tools, or techniques, such as gamification, visual aids, or online platforms.

By engaging the team in implementing and improving the standup meetings, the project manager can help the team members understand and value the standup meetings, and foster a positive and productive team culture.

References:

• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
• What Is a Daily Standup? | Coursera
• Stand-up and deliver - Project Management Institute
• Leading Virtual Stand Up Meetings - Project Management Academy

According to the Agile Practice Guide, a hybrid project is a project that combines elements of predictive and adaptive project management methodologies. A hybrid project may use different methodologies for different phases or deliverables of the project, or it may blend the practices and techniques of different methodologies within the same phase or deliverable. A hybrid project may also use different tools and techniques to support the project management and delivery, such as software applications, templates, documents, or artifacts. In this scenario, the project manager is managing a hybrid project that uses software to access the repository of project artifacts. However, a few stakeholders are reporting that they are unable to find the latest project schedule. This is a communication issue that may affect the stakeholder engagement and satisfaction, as well as the project performance and delivery. The best course of action is to make sure all stakeholders have access to the system and know where to find project artifacts. This can help the project manager to ensure that the project communication is consistent, clear, and effective, and that the stakeholders are kept informed and updated on the project progress and status. Making sure all stakeholders have access to the system and know where to find project artifacts (option B) is the best solution to the issue, as it demonstratesproactive and respectful project communication and stakeholder management. Sending the project schedule via email to the stakeholders who need that information (option A) may not be sufficient or efficient, as it may create inconsistency and confusion among the stakeholders, and may increase the workload and overhead of the project manager. Escalating the issue to the steering committee and asking them to deal with the stakeholders’ lack of training (option C) may also be unnecessary or inappropriate, as it may imply that the project manager is unable to handle the issue and may damage the trust and relationship with the stakeholders. Advising the project management office (PMO) that there is a resource gap for sharing project artifacts effectively (option D) may also be unrealistic or irrelevant, as it may not address the root cause of the issue or provide a clear guidance on how to improve the project communication or stakeholder engagement. References: : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author1 : Ultimate Guide To Hybrid Project Methodologies & How To Make Them 2 : A Little Bit of Both - Project Management Institute 3

According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should share all relevant project information with the stakeholders, such as the project objectives, scope, schedule, cost, quality, risks, issues, changes, and progress. This will help to keep the stakeholders informed, aligned, and satisfied with the project, and to obtain their feedback and support. Scheduling one-on-one meetings, providing daily reports, or minimizing communication are not the best approaches, as they may not suit the preferences, availability, or influence of the stakeholders, and they may not address the complexity, uncertainty, or urgency of the project information. References: PMBOK Guide 7th Edition, page 12-13.

= The minimum viable product (MVP) is a version of a product that has just enough features to satisfy early customers and provide feedback for future development. If the customer does not perceive business value in the products delivered, the project manager should review the definition of the MVP to ensure that it aligns with the customer’s expectations and needs. Changing the delivery project approach, performing a cost-benefit analysis, or reviewing the risk analysis are not likely to address the root cause of the customer’s dissatisfaction. References: PMI Study Hall, [PMBOK Guide]

PMBOK Guide, 6th edition, page 176 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok