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

According to the PMBOK Guide, the project manager should use a collaborative or problem-solving approach to handle conflicts, as it results in a win-win situation and enhances the project performance1. The project manager should also communicate with the team members and involve them in the decision-making process, as it fosters trust and commitment2. Therefore, the best option is to meet the team member and try to plan a course of action together. Option A is incorrect because guiding the team member on how to resolve the conflict may not address the root cause of the conflict or the impact on the project schedule. Option B is incorrect because analyzing the project schedule and looking for alternatives may not consider the team member’s perspective or input. Option C is incorrect because performing crashing and/or fast tracking of the schedule may not resolve the conflict or may introduce new risks or issues to the project. References: 1: PMBOK Guide, 6th edition, section 9.5.2.1, p. 363 2: PMBOK Guide, 6th edition, section 9.4.2.3, p. 356

The customer’s request should be managed by assessing risks together with business value during prioritization because this is the best way to balance the customer’s expectations and the project’s feasibility. Agile projects are characterized by frequent delivery of value to the customer, but also by uncertainty and change. Therefore, risks should not be ignored or deferred, but rather integrated into the decision-making process. By assessing risks together with business value, the customer and the project team can identify the most valuable and viable features to deliver in each iteration, and also plan for risk responses and contingencies. The other options are not the best choices because they do not consider the impact of risks on the project’s success. Accepting risks as they decrease over a period of time (option A) may expose the project to unnecessary threats or missed opportunities, and may also violate the agile principle of responding to change. Creating a risk value profile to track the relative importance of risks (option B) may help to quantify and prioritize risks, but it does not address the customer’s request or the project’s value proposition. Logging and tracking risks separately as only business value is important (option C) may create a false sense of security and satisfaction, and may also neglect the agile principle of delivering working software. References: PMBOK Guide, 6th edition, pages 18-19, 686-687. PMP Questions page 437. PMP Practice Exam 1.

According to the PMBOK Guide, scope management in agile projects is different from scope management in predictive life cycle projects. In agile projects, the scope is not fixed or detailed at the beginning of the project, but rather it is progressively elaborated and refined throughout the project. Agile projects use an adaptive and iterative approach to deliver value to the customer in short and frequent increments, called sprints or iterations. Agile projects use techniques such as user stories, product backlog, story mapping, story points, and minimum viable product (MVP) to define, prioritize, estimate, and validate the scope. Therefore, the project manager should spend a short amount of time defining the scope and building prototypes to refine the requirements, rather than creating a detailed scope baseline or a rigid plan. By doing so, the project manager can:

• Involve the customer and the team in defining and clarifying the scope
• Incorporate feedback and changes quickly and easily
• Deliver the most valuable features and functionalities first
• Reduce waste and rework
• Increase customer satisfaction and trust

The other options are not the best choices, because:

• Creating a scope baseline and putting the rest as backlog activities would limit the flexibility and responsiveness of the project, and would not allow the scope to evolve based on customer needs and feedback.
• Estimating the work the team can complete and defining story sizes to keep the project under control would be part of the scope management process, but not the only or the best way to manage and control the scope. The project manager should also prioritize, validate, and adjust the scope as the project progresses.
• Developing a plan to complete more work in less time would not be realistic or sustainable, and would compromise the quality and value of the project. The project manager should focus on delivering the right work, not more work. References:
• Scope Management | PMI
• Agile Scope Management: Refactor Your PMP - LeadingAgile
• Considerations for Agile/Adaptive Projects | PMP - GreyCampus

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Stakeholder Management knowledge area is Identify Stakeholders, which involves identifying the people, groups, or organizations that could impact or be impacted by the project, and analyzing their expectations, interests, and influence. One of the outputs of this process is the stakeholder register, which contains information such as the identification, assessment, and classification of the project stakeholders. By reviewing the stakeholder register, the project manager can gain insight into the expectations of the specific client team member who is requesting trivial information, and understand the possible reasons behind their behavior, such as lack of trust, low engagement, or hidden agenda. This will help the project manager to plan and implement appropriate strategies to manage the stakeholder’s expectations and requests, and avoid unnecessary conflicts or delays in the project. References: PMBOK Guide, 6th edition, pages 509-510, 515.

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

• PMBOK Guide, 6th edition, section 6.2.2.4
• PMI-PBA Guide, section 5.2.3.1

According to the PMBOK Guide, one of the tools and techniques for managing communications is communication methods1. This includes choosing the appropriate method of communication for the project stakeholders, such as interactive, push, or pull communication. Interactive communication is the most effective way to ensure a common understanding among the stakeholders, as it allows for real-time exchange of information and feedback1. Virtual and face-to-face meetings are examples of interactive communication methods that can help the project manager address the situation of having a geographically dispersed project team. By coordinating these meetings, the project manager can improve the communication among the team members, as well as with other stakeholders, and foster trust, collaboration, and cultural awareness23. References:

• 1: PMBOK Guide, 6th edition, page 377
• 2: PMBOK Guide, 6th edition, page 378
• 3: PMBOK Guide, 6th edition, page 379

The project manager should recommend the product owner prioritize the missing work higher because it is needed for the initial launch of the new product. The product owner is responsible for defining and prioritizing the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner should ensure that the product backlog reflects the customer’s needs and preferences, as well as the project’s scope and objectives. The project manager should collaborate with the product owner and provide guidance and support on the product backlog management. The project manager should also communicate with the agile team and facilitate their involvement and feedback on the product backlog. The project manager should advise the product owner to prioritize the missing work higher because it is essential for the minimum viable product (MVP), which is a version of the product that has enough features and functionality to satisfy the customer’s needs and expectations. The MVP is the main goal of the initial launch of the new product, as it allows the project team to deliver value to the customer early and often, and to obtain feedback and validation for the product. The project manager should explain to the product owner the importance and benefits of delivering the MVP, and the risks and consequences of delaying or omitting the missing work. The project manager should also help the product owner to balance the competing demands and trade-offs of the product backlog, and to align the product backlog with the project’s vision, goals, and strategy.

The other options are not the best actions for the project manager to take in this situation. Letting the project team pull the recommended work from the bottom of the backlog to maximize value creation may cause confusion and inconsistency in the product backlog, as well as conflict and distrust between the product owner and the agile team. The product owner is the sole authority for defining and prioritizing the product backlog, and the agile team should respect and follow the product owner’s decisions. The project manager should not undermine the product owner’s role or authority, but rather support and facilitate the collaboration and communication between the product owner and the agile team. Analyzing and reprioritizing the backlog and providing the decision to the product owner and team may also undermine the product owner’s role and authority, as well as violate the agile principles and values. The project manager should not impose their own decisions or opinions on the product backlog, but rather advise and assist the product owner in making informed and effective decisions. The project manager should also not act as a intermediary or a gatekeeper between the product owner and the agile team, but rather enable and encourage direct and frequent interaction and feedback among them. Empowering the product owner by supporting the decision and instructing the team to follow the prioritization as provided may ignore the agile team’s input and feedback, as well as jeopardize the project’s success and quality. The project manager should not blindly support the product owner’s decision or instruct the agile team to follow the prioritization as provided, especially if the decision or the prioritization is not aligned with the project’s scope and objectives, or the customer’s needs and expectations. The project manager should challenge and question the product owner’s decision or prioritization if it is not based on valid and relevant criteria or data, or if it does not deliver the maximum value to the customer and the project. The project manager should also listen and consider the agile team’s input and feedback, as they have the technical expertise and experience to perform the work and to deliver the product. References:

• PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.4, “Prioritized Product Backlog”
• PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.6, “Minimum Viable Product”
• PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2.2.1, “Stakeholder Engagement Plan”
• PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1

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

• 1: PMBOK Guide, 6th edition, page 49
• 2: PMBOK Guide, 6th edition, page 50
• 3: PMBOK Guide, 6th edition, page 52
• 4: PMBOK Guide, 6th edition, page 53
• : PMBOK Guide, 6th edition, page 54
• : PMBOK Guide, 6th edition, page 57

According to the PMBOK Guide, a Scrum team is a self-organizing, cross-functional team that delivers value in short iterations called sprints. A burndown chart is a graphical representation of the work remaining versus time. An impediment is anything that prevents the team from achieving its sprint goal. The project manager, or Scrum Master, is responsible for facilitating the Scrum process and removing impediments that hinder the team’s progress and performance. The project manager should take two actions to manage impediments and improve the team’s velocity when a burndown chart indicates that the project is behind schedule. The first action is to look for processes that cause bottlenecks and slow down the team’s agility. This will help to identify and eliminate any unnecessary or inefficient steps, rules, or procedures that hamper the team’s ability to deliver value quickly and effectively. The second action is to work with the team to remove impediments as quickly as possible. This will help to resolve any issues, risks, or conflicts that affect the team’s work, and to provide any support, guidance, or resources that the team needs to complete their tasks. Looking for processes that cause bottlenecks and slow down the team’s agility and working with the team to remove impediments as quickly as possible are the two best actions that the project manager should take in this situation. Assigning the items with high complexity to senior developers (B) may not be optimal or fair, as it may create an imbalance in the team’s workload, skills, and collaboration. Empowering the team to make decisions to remove impediments © may be a good practice, but not an action that the project manager should take, as it is part of the team’s self-organization and autonomy. Moving the items with high complexity to the last iterations (E) may not be feasible or advisable, as it may increase the project risk, scope creep, and technical debt. References: PMBOK Guide, 6th edition, pages 18, 177-178, 541-542.D

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

• 1: PMBOK Guide, 6th edition, page 95
• 2: PMBOK Guide, 6th edition, page 141
• 3: PMBOK Guide, 6th edition, page 115
• 4: PMBOK Guide, 6th edition, page 149
• : PMBOK Guide, 6th edition, page 33

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

The project manager should provide clear and objective feedback to the team member based on the key performance indicators (KPIs) that were established for the project. The KPIs are measurable values that demonstrate how effectively the project is achieving its objectives and delivering value to the stakeholders. The project manager should review the KPIs for this team member and remind them how they are determined, such as by using data from the project management information system (PMIS), the earned value management (EVM) technique, or the agile metrics. The project manager should also explain how the KPIs are linked to the performance review and the rewards or recognition system. This way, the team member can understand the criteria for their evaluation and improve their performance accordingly. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle®. References:

• PMBOK Guide 7th Edition, page 133
• Agile Practice Guide, page 48
• PMI Talent Triangle® 1

 According to the PMBOK® Guide, the project manager is responsible for managing the project resources, including human resources, and ensuring that they have the necessary skills and competencies to perform the project work. Therefore, the project manager should identify the sources and specifics of the knowledge gap from the interns and new recruits, and put them into groups and assign a SME as a mentor. These actions will help the project manager to address the root cause of the problem, provide effective learning and coaching opportunities for the interns and new recruits, and leverage the expertise and experience of the SMEs. Hiring more SMEs and informing the human resources manager to lay off the nonperforming interns and new recruits may not be feasible or ethical. The project manager should try to resolve the issue within the existing project team, rather than replacing or firing the team members. Initiating a project change request for additional budget to train the interns and new recruits may not be possible or timely. The project manager should try to use the available resources and budget, rather than requesting more funds. Ignoring the issues with the project and trying to deliver the project successfully without asking for training funds may not be realistic or responsible. The project manager should not overlook the knowledge gap that may affect the project quality, scope, or schedule, but rather seek to close the gap and improve the team performance. References: PMBOK® Guide, Sixth Edition, Chapter 9, Section 9.2 (Develop Team) and Section 9.3 (Manage Team)QUESTION NO: 449

 The project manager should meet with the stakeholders to recommend the use of a time and materials (T&M) contract to address the problem, as this type of contract is more suitable for agile projects that have changing requirements and priorities. A T&M contract allows the buyer to pay the seller based on the actual hours of work and the cost of materials, rather than a fixed price. This can provide more flexibility and adaptability for the project, and reduce the risk of budget overrun. The other options are not as effective or appropriate as recommending a T&M contract. Sending a detailed status report may inform the stakeholders of the issue, but it does not propose a solution. Submitting a change request may increase the funding, but it does not address the root cause of the problem, which is the mismatch between the contract type and the project approach. Waiting until the next gate review meeting may delay the resolution of the problem, and increase the likelihood of further deviation from the EAC. References:

• PMBOK Guide, 7th edition, page 163
• PMI-PBA Exam Content Outline, 2018, page 10
• PMP question 391

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

• 1: PMBOK Guide, 6th edition, page 89
• 2: PMBOK Guide, 6th edition, page 77
• 3: PMBOK Guide, 6th edition, page 131
• : PMBOK Guide, 6th edition, page 148
• : PMBOK Guide, 6th edition, page 443

According to the Agile Practice Guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables. References: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)

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

• PMBOK® Guide, 6th edition, Chapter 5, Section 5.5, Validate Scope
• PMP Exam Prep, 10th edition, Rita Mulcahy, Page 157, Validate Scope

The project manager should first assess the current state process to understand the existing problems, needs, and opportunities for improvement. This will help to define the scope of the digitization project, which is the sum of the products, services, and results to be delivered by the project. Digitizing the current state process exactly as defined, redefining the current state process to scope the supporting software, or developing the software that will support the current state process are all actions that should be done after defining the project scope, not before. References: PMBOK Guide 7th Edition, page 71; Agile Practice Guide, page 37.

 Earned value (EV) is a technique that measures the performance of a project by comparing the actual work completed with the planned work. It can help the PMO to report the project’s health in terms of schedule and cost variance, as well as the schedule and cost performance index. EV can be applied to both predictive and adaptive (agile) projects, as long as the project scope, schedule, and budget are defined and measurable. The PMO can use agile progress, such as the number of features delivered, user stories completed, or story points earned, as an input to calculate the EV KPls. This way, the PMO can provide upper management with the traditional reports that they are used to, while also reflecting the agile nature of the projects. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 7, Section 7.4.2.1
• Practice Standard for Earned Value Management – Second Edition, Chapter 3, Section 3.2.3
• Agile Practice Guide, Chapter 5, Section 5.4.2

In a fixed time and budget project, the project manager needs to balance the customer’s expectations and the project’s profitability. If the customer wants the development of a core component to be based on agile practices, the project manager should use a hybrid contract that combines both fixed and agile elements. This way, the project manager can accommodate the customer’s changing requirements while maintaining control over the project scope, schedule, and cost. A tiered contract for fixed and agile components allows the project manager to define the fixed deliverables and the agile deliverables separately, and assign different payment terms and conditions for each. For example, the fixed deliverables can be paid based on milestones, while the agile deliverables can be paid based on iterations or value delivered. This also helps the project manager to manage the risks and uncertainties associated with the agile component. Providing alternatives to scope change at specific project phases within the contract is another way to control the development costs and ensure the profitability of the project. The project manager can specify the criteria and process for requesting and approving scope changes, and offer different options for the customer to choose from, such as adding or removing features, adjusting the quality standards, or modifying the schedule or budget. This way, the project manager can negotiate with the customer and reach a mutually beneficial agreement that satisfies both parties’ needs and expectations. Limiting the number of iterations for development in the contract is not a good control, as it may compromise the quality and value of the agile component. Establishing a governance committee to review the contract delivery is not a specific control for the development of the core component, but a general practice for any project. Requiring that only internal resources be utilized for this project is not a relevant control, as it does not address the customer’s requirement or the project’s profitability. References: PMBOK Guide, 6th edition, pages 704-705, 718-719.

The product owner is a key stakeholder in an agile project, who is responsible for defining and prioritizing the product backlog, providing feedback and acceptance for each product increment, and maximizing the value of the product and the work of the development team1. The product owner is not expected to focus on the cost or budget of the project, but rather on the value and quality of the product. The project manager should have worked with the product owner to clarify their role and expectations, and to explain the purpose and scope of the agile ceremonies, such as sprint planning, daily stand-up, sprint review, and sprint retrospective2. These ceremonies are meant to facilitate collaboration, communication, and adaptation among the project team and the product owner, not to report on the budget or cost of the project. The other options are not relevant or effective in changing the product owner’s behavior. References: 1: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute Inc., 2021, p. 177. 2: PMI, Agile Practice Guide, Project Management Institute Inc., 2017, pp. 50-53.

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

• PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications Management
• PMP Exam Prep, 10th edition, page 405, question 405, answer and explanation

According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess stakeholder needs, interests, values, and influence, and determine the appropriate approach for engaging stakeholders across the project life cycle” (Task 1, Domain I: People). This implies that the project manager should evaluate the engagement needs of stakeholders based on their expectations, requirements, preferences, and level of influence and interest in the project. By doing so, the project manager can tailor the communication and collaboration methods to ensure high involvement from the stakeholders throughout the project. This will help to build trust, manage expectations, and increase stakeholder satisfaction. References:

• PMP Exam Content Outline, Domain I: People, Task 1, page 61
• PBA Exam Content Outline, Domain II: Planning, Task 3, page 102
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.2: Plan Stakeholder Engagement, page 5133
• Business Analysis for Practitioners: A Practice Guide, Chapter 4: Needs Assessment, Section 4.2: Identify Stakeholders, page 694

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

• PMBOK Guide, 6th edition, pages 121-122, 4.5 Monitor and Control Project Work
• PMBOK Guide, 6th edition, pages 686-687, Root Cause Analysis
• PMP Sample Test Questions, question 1, answer D

 According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any issues that affect the team performance. The project manager should use interpersonal and team skills, such as conflict management, negotiation, and active listening, to address any issues that arise among the team members. The project manager should also apply problem-solving techniques, such as root cause analysis, to identify and eliminate the underlying causes of the issues. Gathering information and finding the root cause of the problem is the first action that the project manager should take when a junior team member escalates an issue about another member’s interpersonal skills causing the team to be less effective. This will help the project manager to understand the nature and extent of the issue, and to determine the best course of action to resolve it. Having the team members resolve the issue on their own (A) may not be feasible or desirable, as it may lead to further escalation, resentment, or avoidance. Highlighting the impact of their behavior and motivating the team member to make improvements (B) may be a possible action, but not the first one, as it may be premature or ineffective without gathering information and finding the root cause of the problem first. Documenting the escalated issue and addressing it at the end of the project (D) may not be appropriate or responsible, as it may delay or ignore the issue, and negatively affect the team performance and morale. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

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

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

• 1: PMBOK® Guide, 6th edition, p. 19
• 2: Teamhood, Hybrid Project Management: What is it, Approach & Software
• 3: The Digital Project Manager, Ultimate Guide To Hybrid Project Methodologies & How To Make Them
• 4: PMBOK® Guide, 6th edition, p. 54
• 5: PMI, Agile Practice Guide, p. 21
• 6: PMI, Agile Practice Guide, p. 22
• [7]: PMI, Agile Practice Guide, p. 50
• [8]: PMBOK® Guide, 6th edition, p. 115
• [9]: PMBOK® Guide, 6th edition, p. 18

 According to the PMBOK Guide, quality assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. Quality assurance helps to identify and correct any deficiencies in the project processes and deliverables. In this scenario, the project manager should perform quality assurance to review the processes against the quality management plan and identify the gaps that led to the missing documents and approvals. This will help to ensure that the project is compliant with the quality standards and prevent future nonconformities. References: PMBOK Guide, 6th edition, page 288-289. PMP Questions page 495, question 495. How To Find The Correct Answer On PMP Exam Questions.

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

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

• 1: Agile Practice Guide, Chapter 1, Section 1.2.1
• 2: Agile Practice Guide, Chapter 2, Section 2.3.2.2

 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Stakeholder Management knowledge area is Manage Stakeholder Engagement, which involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. One of the inputs for this process is the stakeholder engagement plan, which identifies the strategies and actions to promote productive involvement of stakeholders in project decisions and activities. By reviewing the stakeholder engagement plan, the project manager can assess the current level of stakeholder engagement and identify the gaps or issues that need to be addressed to overcome the resistance and gain acceptance of the change. References: PMBOK Guide, 6th edition, pages 513-514, 518.

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Integration Management knowledge area is Close Project or Phase, which involves finalizing all activities across all of the project management process groups to formally complete the project or phase. One of the tools and techniques for this process is benefits transition, which involves transferring the ownership of the project’s benefits to the assigned business owner or sponsor, who will be responsible for sustaining and enhancing the value of the project outcomes. By confirming ownership for ongoing value realization, the project manager can ensure that the project team members understand the benefits of the project features and how they will be measured and monitored after the project closure. References: PMBOK Guide, 6th edition, pages 123-124, 129.

 The project manager should request an architecture review as the first step to address the design flaw that may potentially impact the final quality. An architecture review is a process of evaluating the design of a system or a product against a set of criteria, such as requirements, standards, best practices, and quality attributes. An architecture review can help to identify and resolve design issues, risks, and gaps, as well as to ensure alignment with the project objectives and stakeholder expectations. By requesting an architecture review, the project manager can involve the relevant experts, such as the new architect, the previous architect (if possible), the quality assurance team, and the customer, to assess the impact of the design flaw and to propose and agree on the necessary changes. This will also help to update the project scope, schedule, cost, and quality baselines accordingly. References:

• Architecture Reviews - an overview | ScienceDirect Topics
• Architecture Review Process - SEBoK
• Architecture Review - The Open Group
• Design Flaw Attacks - an overview | ScienceDirect Topics
• DESIGN FLAWS: FLAWS BY DESIGN? / The Design Society

According to the PMBOK® Guide, when a project manager faces a change request that affects the project scope, schedule, cost, or quality, they should first evaluate the impact of the change and then follow the change control process. The change control process involves reviewing the change request, analyzing the options, obtaining approval, and updating the project management plan and other documents. One of the options that the project manager can consider is to negotiate with the team and other stakeholders to find a feasible solution that can accommodate the change request without compromising the project objectives. This option requires effective communication, collaboration, and conflict resolution skills from the project manager and the team. Asking the team to accelerate the iterations and avoid interruptions (option A) is not a realistic or sustainable strategy, as it may lead to burnout, quality issues, and scope creep. Verifying team performance and asking for improvement during daily standup meetings (option C) is not a direct or proactive way to address the change request, as it may imply that the team is not performing well or that the project manager is micromanaging them. Recommending that the project sponsor increases the budget to bring new resources (option D) is not a viable option, as it may not be approved or feasible, and it may also introduce new risks and challenges to the project. References: PMBOK® Guide, 6th edition, pages 112-113, 135-136, 161-162.

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

• PMBOK Guide, 7th edition, section 8.1.3, page 269
• PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179

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

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

• 1: PMBOK Guide, 6th Edition, page 513
• 2: PMBOK Guide, 6th Edition, page 515
• 3: PMBOK Guide, 6th Edition, page 518
• : PMBOK Guide, 6th Edition, page 520
• : PMBOK Guide, 6th Edition, page 524

The project manager should educate the new sponsor about the agile approach for project delivery, which is an iterative and adaptive way of working that focuses on delivering value to the customer and responding to change. The project manager should also explain how agile teams are self-organized, meaning that they have the autonomy and authority to plan, execute, and monitor their own work, without excessive control or interference from the sponsor or other stakeholders. The project manager should emphasize the benefits of self-organization, such as increased motivation, collaboration, innovation, and quality. The project manager should also clarify the role and responsibilities of the sponsor in agile projects, which include providing vision, funding, support, and feedback, but not micromanaging or dictating the work of the team. 123 References:

• 1: What is agile project management? - APM
• 2: What is Agile? - Project Management Institute
• 3: Role of Project Sponsor in Agile Project Management - PM Majik

The project manager should review the operations manager’s concerns and ensure these concerns are addressed, as this is part of managing stakeholder engagement. Stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By reviewing and addressing the concerns, the project manager can increase the stakeholder satisfaction and support for the project, as well as avoid potential conflicts and delays. The other options are not the best ways to handle this situation, as they either ignore, escalate, or document the concerns without resolving them. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK Guide, 6th edition, Chapter 13, Section 13.3
• PMP Exam Content Outline, June 2019, Domain II, Task 9
• PMP Sample Test Questions, Question 163

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

• PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team
• [Agile Practice Guide], page 26-27, section 3.1.1 Team Composition
• PMP Exam Prep, 10th edition, page 455, question 455, answer and explanation

The first thing the project manager should do is to evaluate the impact that the inclusion of this new requirement will have on project performance. This is because the project manager needs to assess how the new requirement will affect the project scope, schedule, cost, quality, risk, and stakeholder satisfaction. The project manager should also consider the feasibility, desirability, and viability of the new requirement, and whether it aligns with the project objectives and business case. Based on the impact analysis, the project manager can then decide whether to accept or reject the change request, or to escalate it to the appropriate authority for approval. The project manager should also communicate the results of the impact analysis to the stakeholder and explain the rationale behind the decision. References:

• Change Management | What is Change Management | Prosci
• What Is Project Scope? Scope Management Steps, Tips & Tools
• Definition of Change Management - Prosci

A cost baseline is the approved version of the projected costs for the entire project. It is fixed, and, along with other aspects of the project baseline, is used as a benchmark for the rest of the project1. A cost baseline includes the cost estimates for all the tasks on the project schedule, plus the contingency reserves for identified risks (known unknowns)2. A cost budget is the cost baseline plus the management reserves for unidentified risks (unknown unknowns)2. Therefore, before determining the cost baseline, the project manager needs to add contingency into the budget to account for inflation and other changes that may affect the project costs. This is different from looking at a previous project, requiring stakeholder approval, or revising the project timeline and scope, which are not necessary steps for creating a cost baseline. References:

• 3: What Exactly is a Cost Baseline in Project Management? | Runn
• 2: Project Cost Management: Cost Baseline vs Budget for PMP Exam

According to the PMBOK Guide, 6th edition, page 341, cross-training and mentoring are two of the techniques for developing the project team. Cross-training allows team members to acquire new skills and knowledge from other team members, while mentoring provides guidance and support from experienced team members. These techniques can help the new team member to integrate into the project team, learn the project processes and procedures, and improve their performance and productivity. They can also reduce the impact of the loss of the highly skilled team resource and maintain the project performance. References: PMBOK Guide, 6th edition, page 341; Free PMP Practice Exam Questions - 120 Sample Test Questions

 The project manager should mentor the team member and provide the necessary training because this is the best way to help the team member overcome the difficulty and deliver the expected results. Self-organizing teams are empowered to make decisions and collaborate with each other, so the project manager should act as a facilitator and coach rather than a directive leader. The other options are not the best choices because they do not address the root cause of the problem, which is the lack of knowledge or skills in the new technology. Requesting the team member to move to another team (option A) may demotivate the team member and create resentment. Delegating other team members to complete this team member’s tasks (option B) may overload the other team members and reduce the team cohesion. Including this team member in an improvement program through a human resources request (option D) may imply that the team member is underperforming and needs to be disciplined, which may lower the team member’s morale and confidence. References: PMBOK Guide, 6th edition, pages 18, 52, 273, 335. Free PMP Practice Exam Questions - 120 Sample Test Questions. PMI PMP Quiz:82 Topic:3 Questions:406-410.

 The project manager should make sure the analyst has regular pairing meetings with the other team member throughout task execution, as this is part of developing project team. Developing project team involves improving the competencies, interaction, and environment of the team members to enhance project performance. By making sure the analyst has regular pairing meetings, the project manager can facilitate knowledge sharing, collaboration, and mentoring among the team members, and address the analyst’s concerns and needs. The other options are not the best ways to handle this situation, as they either ignore, transfer, or delay the analyst’s concerns and development. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK Guide, 6th edition, Chapter 9, Section 9.3
• PMP Exam Content Outline, June 2019, Domain III, Task 9
• PMP Sample Test Questions, Question 186

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

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 11, Section 11.2
• Practice Standard for Project Risk Management, Chapter 3, Section 3.1
• The Standard for Project Management, Chapter 4, Section 4.3.2

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

• PMP Exam Content Outline, Domain II: Process, Task 5, page 101
• PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

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

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.2
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.3

 According to the PMBOK Guide, when using an agile approach, the project manager needs to deliver value early and often by creating and testing increments of the product, service, or result that are potentially releasable1. A minimum viable product (MVP) is a version of the product that has enough features to satisfy the initial needs of the customers and stakeholders, and to provide feedback for future development2. By developing an MVP for assessment from a select customer group, the project manager can address the issue of the product owner’s uncertainty about the business value of each feature, as well as validate the product vision, test the assumptions, and reduce the risks2. The other options are not appropriate, as they do not reflect the agile mindset and principles. Assessing the product roadmap, commissioning a business analyst, or completing a WBS are all possible actions that could be taken in a predictive or waterfall approach, where the product features are defined and fixed upfront. However, in an agile approach, the product features are emergent and adaptive, and the project manager should collaborate with the customer and the team to deliver the best possible product3. References:

• 1: PMBOK Guide, 6th edition, page 18
• 2: PMBOK Guide, 6th edition, page 158
• 3: PMBOK Guide, 6th edition, page 156

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

• Velocity Chart in Project Management – What Is It and How Do You Use It?
• What is Velocity in Agile?
• Velocity - Project Management Knowledge
• PMP Questions velocity
• How to Calculate Team Velocity
• What is team velocity and how to calculate it

According to the PMBOK Guide, an issue log is a project document that records and tracks any issues that arise during the project and how they are resolved. It is part of the project communications management knowledge area and the monitor communications process. A project manager should update the issue log whenever a new issue is identified, analyzed, or resolved. Updating the issue log and defining the mitigation strategy is the immediate action that the project manager should take to improve the situation of a new team member impacting the project performance. This will help to document the issue, communicate it to the relevant stakeholders, and plan how to address it effectively. Communicating the issue to the human resources department (A) may be a subsequent action, but not the immediate one. Providing additional training to the new hire (B) may be a possible mitigation strategy, but not an action to take before updating the issue log. Increasing team cohesiveness by sharing information and experiences openly © may be a good practice for team development, but not a direct response to the issue at hand. References: PMBOK Guide, 6th edition, pages 377-378, 529-530.

The project manager should ensure that the product owner collaborates with the compliance officer to review the user stories in the product backlog and ensure that they meet the regulatory requirements. This is consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software. The project manager should also monitor the compliance status of the product backlog items and communicate any risks or issues to the relevant stakeholders. The project manager should not have the team consult with the compliance officer to update the DoD for the past sprint, as this would be a waste of time and resources. The project manager should not have the product owner consult with the CCB, as this would introduce unnecessary bureaucracy and delay the delivery of value. The project manager should not have the scrum master organize a weekly meeting with the compliance officer, the product owner, and the project team, as this would reduce the autonomy and self-organization of the team. References:

• PMP Exam Content Outline (2021), Domain II: Process, Task 2: Execute project with the urgency required to deliver business value, p. 101
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 5: Project Scope Management, Section 5.4.2.1: Product Backlog, p. 1542
• Agile Practice Guide, First Edition, Chapter 2: Life Cycle Selection, Section 2.2.1: Scrum, p. 213
• Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 1: Elicit Requirements, p. 14

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

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 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Quality Management knowledge area is Manage Quality, which involves identifying and resolving quality problems. One of the tools and techniques for this process is problem solving, which consists of defining the problem, identifying the root cause, generating and selecting alternatives, and implementing solutions. By requesting that the team identifies, documents, and registers the issues, the project manager is following a systematic approach to problem solving, which will help to prevent recurrence of the same or similar problems, and improve the quality of the project deliverables. References: PMBOK Guide, 6th edition, pages 286-287, 291.

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The acceptance criteria are the measurable and verifiable standards that must be met for the project deliverables to be accepted by the client. They are part of the project scope statement and the project contract, and they should be agreed upon by both parties before the project execution. If the acceptance criteria are not properly defined in the contract, it can lead to disputes and conflicts at the closing phase of the project, as the client may have different expectations and quality standards than the project manager. The other options are not as relevant or effective as defining the acceptance criteria in the contract. The client requirements are the needs and expectations of the client, but they are not the same as the acceptance criteria, which are more specific and measurable. The Manage Quality process is a process that ensures the quality standards are met and the quality activities are performed, but it does not define the acceptance criteria. The project manager should review the standard industry defect rate, but that is not enough to avoid the situation, as the client may have a different defect rate as their acceptance criterion. References:

• PMBOK Guide, 7th edition, page 107
• PMI-PBA Exam Content Outline, 2018, page 8

According to the PMBOK Guide, project team management involves the processes of leading, motivating, developing, and managing the project team. One of the key aspects of project team management is team integration, which is the process of ensuring that the team members work together effectively and harmoniously. Team integration is especially important when new team members join the team, as they may face challenges such as unfamiliarity with the project, lack of trust, role ambiguity, or cultural differences. Therefore, the project manager should approach the new team member to identify any issues and then plan a resolution accordingly. By doing so, the project manager can:

• Establish rapport and trust with the new team member
• Understand the new team member’s expectations, needs, and concerns
• Provide feedback, guidance, and support to the new team member
• Clarify the new team member’s roles and responsibilities
• Facilitate the new team member’s orientation and training
• Encourage the new team member’s participation and contribution
• Integrate the new team member with the rest of the team
• Monitor and evaluate the new team member’s performance and satisfaction

By approaching the new team member to identify any issues and then plan a resolution accordingly, the project manager can help the new team member integrate effectively and improve the team’s performance and cohesion.

The other options are not the best choices, because:

• Giving the new team member time to contribute until they ask for help and support would be passive and ineffective, as the new team member may feel isolated, overwhelmed, or frustrated, and may not seek help or support when needed.
• Assigning the new team member tasks so that the team member knows on what to focus would be directive and restrictive, as the new team member may not have the skills, knowledge, or confidence to perform the tasks, and may not have the opportunity to learn, grow, or collaborate with the team.
• Reviewing the project with the team member to ensure the project scope is understood would be informative and helpful, but not sufficient, as the new team member may have other issues besides the project scope, such as team dynamics, communication, or culture. References:
• Project Team Management | PMI
• Project Team Integration - Project Management Knowledge
• 3 Best Practices for New Team Integration - BRODYpro
• Best practices for managing and developing virtual project teams

Agile project management welcomes changes in scope, but it also requires a trade-off of other items in the product backlog. The product owner owns the backlog and has to be able to make these decisions regarding trade-offs between stories and features. The project manager should guide the agile team to add the new scope to the product backlog and prioritize it according to the project goals and customer value. The project manager should also conduct regular backlog grooming sessions to assess and update the backlog items. The new scope should not be added to the current sprint, unless it is small enough to be completed by the time the sprint ends and does not affect the sprint goals. Creating a parallel sprint, pausing the sprint, or moderating the expectations for sprint quality are not agile practices and would compromise the project’s agility, quality, and delivery. References:

• How Agile Addresses Changing Project Scope
• Agile Twists & Turns: How to Handle Scope Changes
• How to change your project’s scope (the right way)
• Agile Scope Management: Refactor Your PMP

The project manager should try to resolve the conflict between the supervisor and the workers by communicating the company culture and values, and how they affect the project objectives and stakeholder satisfaction. The project manager should also seek to understand the supervisor’s perspective and goals, and find a way to align them with the project team’s needs and expectations. This approach is consistent with the PMBOK Guide’s recommendations on managing stakeholder engagement, conflict management, and leadership skills12. References: 1: PMBOK Guide, 6th Edition, Chapter 13: Stakeholder Management 2: PMBOK Guide, 6th Edition, Appendix X3: Interpersonal and Team Skills

 The project manager should schedule a virtual meeting so onsite and remote stakeholders can attend at the same time because this is the most efficient and effective way to communicate the project objectives, scope, deliverables, and expectations to all the relevant stakeholders. A virtual meeting can also facilitate interaction and feedback among the participants, and foster a sense of collaboration and commitment. The other options are not the best choices because they do not ensure that all the stakeholders are informed and engaged at the same level. Emailing all stakeholders with the objectives of the project and asking for feedback (option A) may not reach all the stakeholders, or may not elicit timely or adequate responses. Waiting for a date when all required attendees can be available onsite (option B) may cause unnecessary delays and risks to the project. Running separate meetings to accommodate everyone’s schedule (option C) may create inconsistencies and confusion among the stakeholders, and increase the workload and complexity for the project manager. References: PMBOK Guide, 6th edition, pages 367-368, 376-377. PMP Sample Test Questions. PMP Questions page 417.

 The project manager should meet with the team member’s functional manager to try to remove the impediment that is preventing the team member from completing their user story. The project manager should explain the impact of the delay on the project scope, schedule, and quality, and negotiate a solution that would allow the team member to resume their work on the user story as soon as possible. This approach is consistent with the agile principle of removing impediments and enabling self-organizing teams12. References: 1: PMBOK Guide, 6th Edition, Chapter 5: Project Scope Management 2: Agile Practice Guide, Chapter 2: An Agile Mindset

According to the PMBOK® Guide, 7th edition, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. Issues can arise from various sources, such as changes, risks, defects, conflicts, or assumptions1. Issues can affect the project performance, scope, quality, schedule, cost, or stakeholder satisfaction1.

An issues log is a project document used to capture and track issues until they are resolved1. The issues log typically contains information such as the issue description, priority, owner, status, resolution, and impact1. The issues log is updated throughout the project life cycle as new issues are identified, analyzed, and resolved1.

In this scenario, the newly assigned project manager is informed by a few key stakeholders that the project has some serious issues. The first thing that the project manager should do to understand the issues is to review the issues log to ensure the issues are captured. This will help the project manager to get an overview of the current state of the project, and to identify the nature, scope, and impact of the issues. It will also help the project manager to verify if the issues have been properly documented, prioritized, and assigned to the responsible parties. Reviewing the issues log will also enable the project manager to plan the next steps to address the issues, such as communicating with the stakeholders, performing root cause analysis, implementing corrective actions, or escalating the issues if needed1.

The other options are not as effective as option B. Option A, escalating the issues to the project sponsor, may be necessary if the issues are beyond the project manager’s authority or control, but it is not the first thing to do. The project manager should first review the issues log to understand the issues and their implications, and then decide if escalation is required or not. Option C, checking the risk management plan to ensure there is a strategy to address the issues, may be helpful, but it is not sufficient. The risk management plan provides guidance on how to manage risks, not issues2. Risks are uncertain events or conditions that may have a positive or negative effect on the project objectives, while issues are certain events or conditions that have already occurred and have a negative effect on the project performance1. Therefore, the risk management plan may not cover all the issues that the project faces, and the project manager should review the issues log instead. Option D, asking the key stakeholders to discuss the issues with the project team, may be beneficial, but it is not the first thing to do. The project manager should first review the issues log to get a clear picture of the issues, and then facilitate the discussion between the stakeholders and the team to resolve the issues.

References: 1: PMBOK® Guide, 7th edition, page 101 2: PMBOK® Guide, 7th edition, page 113

According to the PMBOK Guide, the project manager should manage stakeholder expectations and communicate any changes that affect the project scope, schedule, cost, or quality. The project manager should also collaborate with the product owner, who is responsible for defining and prioritizing the product backlog, to ensure that the stakeholder’s needs are met. The product owner can assess the value and urgency of the new requirement and decide whether it should be added to the current sprint or deferred to a later release. The other options are either too passive, too risky, or too disruptive for the project. References: PMBOK Guide, 6th edition, page 49-50, section 2.1.3; page 135-136, section 4.2.3.1; page 540-541, section 13.3.2.4.

According to the PMBOK Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. Change requests are processed through the Perform Integrated Change Control process, which involves reviewing, analyzing, approving, or rejecting changes. The project manager should follow the change management process and work with procurement if needed to deal with the new requirement from the key stakeholder. The project manager should assess the impact of the change on the project scope, schedule, cost, quality, risk, and other aspects, and obtain approval from the appropriate authority before implementing the change. The project manager should also communicate the change to the subcontracting company and negotiate any contractual modifications if necessary. The project manager should not engage an arbitrator, add the change to the next sprint, or allocate resources to work on the new feature immediately, as these actions may bypass the change management process, create conflicts, or disrupt the project plan. References:

• PMBOK Guide, 6th edition, pages 115, 116, 117, 118, 119, 120, 121, 122, 123, 124, 125, 126, 127, 128, 129, 130, 131, 132, 133, 134, 135, 136, 137, 138, 139, 140, 141, 142, 143, 144, 145, 146, 147, 148, 149, 150, 151, 152, 153…
• PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

The project manager should review the terms of the contract in order to determine the next steps. This is part of the Control Procurements process, which involves managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate1. The project manager should check if the contract has any clauses or penalties for the supplier’s delay or breach of contract, and take appropriate actions to protect the project’s interests and minimize the impact on the schedule. Updating the project team on the delay so that resources can be utilized elsewhere (A) is not a sufficient action since it does not address the root cause of the problem or prevent it from happening again. Analyzing the schedule and looking for fast tracking and crashing alternatives (B) is also not a good option since it may increase the project risk and cost without resolving the issue with the supplier. Updating the lessons learned register to serve as an input for future material transactions (D) is a good practice, but it is not the most urgent action in this situation. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 12, Section 12.3.3.1

 According to the PMBOK Guide, quantitative risk analysis is a process that numerically analyzes the effect of identified risks on overall project objectives. It is usually performed on risks that have been prioritized by the qualitative risk analysis process. Quantitative risk analysis requires specialized skills and tools, such as statistical analysis, simulation, and modeling. Therefore, not every project team member may have the knowledge or experience to perform this task. If the project manager encounters such a situation, the best option is to help the team member to perform the quantitative risk analysis through coaching, mentoring and training. This way, the project manager can ensure that the team member learns the necessary skills and techniques, and can contribute to the risk management process. This also aligns with the project manager’s responsibility to develop the project team and enhance their competencies. Option A is not the best answer because contacting the PMO and requesting another team member may cause delays and disruptions in the project schedule and team dynamics. Option B is not the best answer because escalating the issue to the functional manager may not solve the problem, and may create conflict between the project manager and the functional manager. Option D is not the best answer because performing the quantitative risk analysis for the team member may not be feasible or efficient, and may deprive the team member of the opportunity to learn and grow. References: PMBOK Guide, 6th edition, pages 431-432, 440-441.

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

• Hybrid Project Management: What is it, Methodology & Software - Teamhood
• What Is Stakeholder Management? - ProjectManager

The project manager should promote an environment where everybody knows what their contribution means to the project as a whole because this is the best way to have a highly engaged team. Agile projects are based on values and principles that emphasize collaboration, flexibility, and customer satisfaction, which require the team members to be motivated, committed, and empowered. Therefore, the project manager should communicate the vision, goals, and expectations of the project, and help the team members understand how their work adds value to the project and the organization. The project manager should also encourage the team members to share their ideas, feedback, and concerns, and involve them in decision-making and problem-solving. This can help to create a sense of ownership, accountability, and pride within the team, and foster a positive and productive work culture. The other options are not the best choices because they do not support the agile approach or the team engagement. Being clear with directions and assignments so people stay focused and engaged with their work (option A) may imply that the project manager is using a directive or authoritarian style, which may limit the team’s autonomy and creativity. Designing a reward system to get people motivated by recognizing significant individual contributions from the last sprint (option C) may help to acknowledge and appreciate the team members, but it may also create competition and conflict within the team, and may not align with the agile principle of valuing the team’s performance over the individual’s performance. Encouraging continuous rotation of roles among team members to keep people motivated throughout project delivery (option D) may help to diversify and enhance the team’s skills and knowledge, but it may also disrupt the team’s stability and efficiency, and may not consider the team members’ preferences and strengths. References: PMBOK Guide, 6th edition, pages 18-19, 52, 273, 335, 686-687. [PMP Questions page 467]. PMP Practice Exam | Free PMP Practice Questions.

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

• PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179
• PMBOK Guide, 7th edition, section 8.1.3, page 269

The project manager should consult with the project management office (PMO) for guidance on project artifacts, as the PMO is responsible for establishing and maintaining the project management standards, policies, and procedures within the organization. The PMO can advise the project manager on the best practices and requirements for archiving the project artifacts, even for a cancelled project. Archiving the project artifacts is important for capturing the lessons learned, maintaining the organizational knowledge, and complying with the legal and ethical obligations. The other options are not as effective or appropriate as consulting with the PMO. Complying with the project sponsor’s request to not archive the project artifacts may result in losing valuable information and violating the professional code of conduct. Documenting the project sponsor’s instructions as the archived project artifacts may not be sufficient or accurate, and may create confusion and conflict in the future. Archiving the project artifacts on the project manager’s local computer may not be secure or accessible, and may not follow the organizational standards and processes. References:

• PMBOK Guide, 7th edition, page 279
• PMI-PBA Exam Content Outline, 2018, page 13

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

• PMBOK Guide’s Change Management Process For PMP Exam
• Change Log - Project Management Knowledge
• Project Management Change Request Form & Process
• Change Log Template - Project Management Docs

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

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition
• Project Communication Management - Five Steps | PMI
• ProjectManagement.com - Project Communication Management

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

A burndown chart is a graphical tool that shows the amount of work remaining versus the time available for a release or iteration. It helps the agile project manager and the team to monitor the progress and velocity of the work, identify any deviations or impediments, and adjust the plan accordingly. A burndown chart can provide a deeper look into the team’s progress than a release plan, a product roadmap, or a Kanban board, which are more high-level and strategic tools that show the scope, vision, and priorities of the project. 123 References:

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Resource Management knowledge area is Develop Team, which involves improving the competencies, interaction, and overall team environment to enhance project performance. One of the tools and techniques for this process is training, which involves providing guidance and instruction to enhance the skills and competencies of the team members. By supporting the team members’ growth and development, the project manager can help them to acquire the necessary knowledge and skills to work effectively in an agile environment, and to adapt to the changes and challenges that may arise during the project. References: PMBOK Guide, 6th edition, pages 336-337, 341.

According to the PMBOK Guide, an agile approach is based on delivering value in small increments and iterations, rather than in one large deliverable at the end of the project1. This allows the project team to incorporate feedback, changes, and learning into the product or service, and to reduce rework and dissatisfaction2. Therefore, the project manager should adopt an incremental cycle of delivering value to the customer, and align the project objectives and scope with the customer needs and expectations. The other options are incorrect because:

• A. Decreasing the scope of the portfolio and sending new solutions to the customer is not an agile strategy, but a reactive one. It may imply that the project team is not able to deliver the agreed scope, or that they are not collaborating with the customer to understand their requirements and preferences.
• B. Delivering a schedule with the portfolio timeline and delivery to the customer is not an agile strategy, but a predictive one. It may imply that the project team is following a rigid and fixed plan, rather than responding to changes and uncertainties in the project environment.
• D. Preparing deliveries with more details to satisfy the customer is not an agile strategy, but a waterfall one. It may imply that the project team is focusing on documentation and specifications, rather than on working products and solutions. References:
• 1: PMBOK Guide, 6th edition, Chapter 1, Section 1.2.3, page 7
• 2: PMBOK Guide, 6th edition, Chapter 3, Section 3.8, page 52
• : Agile Practice Guide, Chapter 2, Section 2.1.1, page 13
• : Agile Practice Guide, Chapter 2, Section 2.2, page 14

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

According to the PMBOK Guide, risk management is an iterative process that should be performed throughout the project life cycle1. Agile projects also follow this principle, as they use frequent iterations to deliver value and respond to changes2. Therefore, the project manager should follow the risk management process while ensuring that risks are identified, analyzed, and managed during each iteration. This will help the project manager to monitor and control the project risks effectively and proactively. The other options are incorrect because:

• A. There is no such thing as an agile risk manifesto. The Agile Manifesto is a set of values and principles that guide agile software development, but it does not specifically address risk management3.
• B. Asking the product owner to act as a risk manager is not a good practice, as it may create role confusion and conflict of interest. The product owner is responsible for defining and prioritizing the product requirements, not for managing the project risks4. The project manager should collaborate with the product owner and other stakeholders to identify and manage the project risks, but not delegate this responsibility to them.
• C. Implementing the role of an agile risk manager is not necessary, as the project manager already has the responsibility and authority to manage the project risks. Creating a separate role for risk management may create duplication of work and communication barriers. The project manager should leverage the skills and knowledge of the project team and other stakeholders to perform risk management activities, but not create a new role for this purpose. References:
• 1: PMBOK Guide, 6th edition, Chapter 11, Section 11.1, page 397
• 2: PMBOK Guide, 6th edition, Chapter 3, Section 3.8, page 52
• 3: Agile Manifesto
• 4: PMBOK Guide, 6th edition, Chapter 9, Section 9.3.2.2, page 286
• : PMBOK Guide, 6th edition, Chapter 9, Section 9.1.2.1, page 273

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

The best way to address the complaint is to involve the operations director or a representative from the operations team in the agile process. By inviting them to the validation and sprint meetings, they can provide feedback, clarify requirements, and validate the product increments. This will help to ensure that the product meets the performance indicators and the expectations of the operations department. It will also foster collaboration and transparency among the stakeholders and the project team. References:

• What is a Sprint Review? | Scrum.org
• What Is a Sprint Review? Goals and Tips for Running This Scrum Event
• What is a sprint review? 3 steps to better sprint reviews - Atlassian
• What is Stakeholder Management? - ProjectManager
• What is Stakeholder Management? | A Step-by-Step Guide - Creately

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

According to the PMP Exam Content Outline, one of the tasks of a project manager in the leading domain is to “Communicate roles, responsibilities, and reporting relationships to team members and stakeholders in order to create a project team environment that fosters performance.” This implies that the project manager should reaffirm the required project obligations directly with the team member who failed to communicate the reason for their absence from three team meetings. The project manager should clarify the expectations and consequences of the team member’s behavior, and provide constructive feedback and coaching to help them improve their communication skills and accountability. The project manager should also document the issue and the actions taken to resolve it, and monitor the team member’s performance and attendance. Reaffirming the project obligations directly with the team member can help to prevent further misunderstandings, conflicts, or delays in the project, and enhance the team member’s engagement and commitment. References:

• : PMP Exam Content Outline
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9.4.2.1 and 9.4.3.2
• : Business Analysis for Practitioners: A Practice Guide, Chapter 4.4.1 and 4.4.2
• : How do project managers deal with unplanned leaves?1
• : How to deal with a team member who keeps missing deadlines?2

 According to the PMBOK Guide, agile project management is an iterative and incremental approach that delivers value to the customer frequently and responds to changes quickly. One of the principles of agile project management is to maximize the amount of work not done, which means eliminating waste and focusing on the most valuable features. The product backlog is a prioritized list of features or requirements that the project team delivers in iterations or sprints. The project manager, in collaboration with the product owner and the stakeholders, should prioritize the product backlog based on the business value and the effort required to deliver each item. By doing so, the project manager can ensure that the project delivers the highest value possible within the budget constraints. The project manager should also adjust the project budget and staffing to account for the prioritized items, and communicate the changes to the project team and the stakeholders. The project manager should not balance the project team, restrict the project scope, or reduce the project staff, as these strategies may compromise the quality, value, or customer satisfaction of the project deliverables. References:

• PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…
• PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

The project manager should have assessed the organizational culture at the beginning of the project to understand the readiness and willingness of the functional groups to adopt agile approaches. Organizational culture is the set of shared values, beliefs, and norms that influence the way people think, feel, and behave in an organization. It affects the project management style, communication, stakeholder engagement, and change management. By assessing the organizational culture, the project manager can identify the potential barriers and enablers for agile transformation, and plan appropriate strategies to address them. For example, the project manager can provide training, coaching, mentoring, and feedback to the functional groups to help them understand and embrace the agile values and principles. Circulating the project charter (option A) is a good practice, but it does not ensure that the functional groups are prepared and supportive of the agile approaches. Determining the level of maturity of the employees (option C) is a useful input, but it does not capture the whole picture of the organizational culture. Communicating the project schedule (option D) is also important, but it does not address the underlying reasons for the pushback from the functional groups. References:

• PMBOK Guide, 6th edition, page 30-31, section 2.2.2 Organizational Culture
• [Agile Practice Guide], page 16-17, section 2.1.2 Organizational Culture
• PMP Exam Prep, 10th edition, page 435, question 435, answer and explanation

 The project manager should first evaluate the impact of the nonrenewal of the license on the project. This involves assessing the risks, costs, and potential delays associated with not renewing the license. It is important to understand how critical the component is to the project’s success and whether there are any viable alternatives that could be considered. This evaluation will inform the decision-making process regarding whether to renew the license or seek other options. References: = PMBOK® Guide – Sixth Edition and the Professional in Business Analysis (PMI-PBA) Reference Materials.

An audit meeting is a systematic, independent, and documented process for obtaining evidence and evaluating it objectively to determine the extent to which the risk management process criteria are fulfilled. It helps in assessing the effectiveness of the risk management practices and identifying areas for improvement. Regular audit meetings are essential for ensuring that the risk management process remains robust and can adapt to changes within the project12.

References:

• Risk Management Process for PMP® - Project Management Academy1.
• Risk Audit vs Risk Review - Project Management Academy2.

Delegating decision-making authority to team members can help alleviate delays caused by the project manager’s unavailability due to meetings or other commitments. This approach empowers team members to make decisions on certain tasks without waiting for the project manager, thus maintaining project momentum and efficiency. Effective delegation involves assigning the right tasks to the right people and providing them with the necessary authority and responsibility to complete those tasks12.

References:

• “Delegation and sharing of authority by the project manager” from the Project Management Institute1.
• PMBOK Guide’s discussion on group decision-making processes and the importance of delegation within project teams2.

 Tailoring project artifacts is a critical process in project management, particularly when dealing with unique projects that differ from an organization’s usual operations. The PMBOK Guide emphasizes that artifacts should be tailored according to the nature and characteristics of the project, taking into account the applicable development approach, whether it’s predictive, Agile, or hybrid1234. This tailoring process involves the project manager and the project management team selecting the appropriate artifacts that best support the project’s delivery approach, deliverables, and organizational environment4. It is their responsibility to determine which artifacts are necessary and relevant for the specific project at hand, ensuring that the project’s documentation aligns with its unique requirements and goals1234.

References:

• PM Study Circle: “A Guide to Project Management Artifacts: PMP Exam 2024 Tips” 1
• PM Study Circle: “What are Project Artifacts? Definition, Meaning, and Example” 2
• Hatchett Project: “What is Project Tailoring?” 3
• Project Management Academy: “Project Management Artifacts: Definition, Types, and Phases” 4

The first step should be to engage the team in a discussion to understand the challenges and concerns regarding the quality feedback mechanism. This collaborative approach allows for a comprehensive review of the quality process and identification of areas for improvement. It ensures that all team members, including those who are high-performing and those facing difficulties, have a voice in the process and can contribute to enhancing the quality of output. This aligns with PMI’s principles of continuous improvement and stakeholder engagement in quality management12.

References: The approach is supported by PMI’s guidelines on quality management, which advocate for involving the team in quality discussions and using feedback to improve processes12. Additionally, the PMI Professional in Business Analysis emphasizes the importance of engaging stakeholders and team members in continuous improvement practices34.

 In the scenario where a supplier has stated that no technical development or testing is required from the customer, it is imperative for the internal project manager to first verify and align the project requirements with all stakeholders. This ensures that all parties have a common understanding of the project scope and deliverables before proceeding. Hosting an alignment session is a proactive approach to confirm the supplier’s statement and to clarify any assumptions or expectations. This step is crucial for the project’s success and aligns with the best practices in project management as outlined in the PMBOK guide.

References:

• PMBOK Guide and Standards1
• ExamTopics discussion on similar PMP exam question1

 In situations where unforeseen problems prevent the planned execution of a project, the project manager should focus on problem-solving and collaboration to keep the project on track. According to the PMBOK® Guide, the project manager’s responsibilities include engaging with stakeholders to meet project requirements and creating customer satisfaction1. The Professional in Business Analysis Reference Materials also emphasize the importance of collaboration and stakeholder engagement to address issues and find solutions2. Therefore, helping the customer find an alternative location aligns with the project manager’s role in facilitating project success and maintaining stakeholder satisfaction. References:

• PMBOK® Guide – Seventh Edition, Project Management Institute1.
• Professional in Business Analysis Reference Materials, PMI2.

The project manager should first revisit the project charter and assess if the project goals and objectives can be met with other alternatives. This could include re-evaluating the project requirements, researching other suppliers and/or re-designing the project in order to reduce the cost. If all other alternatives are exhausted, then the project manager should seek approval from the project sponsor or the CEO to proceed with the purchase order.

A project benefits management plan should include the target benefits, which are the expected tangible and intangible outcomes that provide value to stakeholders. It should also detail the strategic alignment, showing how the project aligns with the organization’s objectives and strategy. Additionally, the plan should outline the time frame for realizing the benefits, indicating when and how the benefits will be delivered123.

References:

• Project Benefits Management Plan: PMP Exam Master Tips1
• Benefits Management for Projects: Making a Benefits Management Plan2
• Benefits Management Plan - Project Management Knowledge3

 Acceptance criteria are essential in Agile methodologies to ensure that a feature meets the necessary conditions for user satisfaction and project objectives. By integrating the acceptance criteria review into the DoR, the project manager can ensure that each feature’s requirements are clearly understood before development begins. This approach aligns with the Agile principle of continuous collaboration and iterative improvement. Including associated tests in the DoD ensures that features are not only developed but also verified against the acceptance criteria before they are considered complete.

References: (Professional in Business Analysis Reference Materials source and documents)

• “A Guide to Defining Features in Agile Methodology in 2024” discusses the importance of clear feature definitions and acceptance criteria in Agile projects1.
• “Everything You Need to Know About Acceptance Criteria - Scrum Alliance” provides insights into the role of acceptance criteria in Agile and Scrum frameworks2.
• “How To Define Features in Agile Methodology? - KnowledgeHut” emphasizes the testability of features within Agile methodologies3.
• “Project Acceptance Criteria • The Definitive Guide” outlines the importance of delivering features within time, budget, and quality specifications4.
• “Acceptance Criteria in Agile: Ensuring Successful Deliverables” highlights the pivotal role of acceptance criteria in Agile project management5.
• “7 Tips for Writing Acceptance Criteria with Examples” offers practical advice for crafting effective acceptance criteria6.
• “What is an Agile Business Analyst? - The Knowledge Academy” describes the analytical skills required to define and assess acceptance criteria7.
• “Selecting Optimal Techniques for Crafting Acceptance Criteria in Agile …” explores how business analysts can enhance Agile business analysis for better project outcomes8.

The project manager should have analyzed the boundaries of the negotiations for agreement to prevent this situation. This involves understanding the company’s policies on core working hours and negotiating a schedule that aligns with the team member’s needs while adhering to organizational norms. By doing so, the project manager could have ensured that the alternative working schedule was acceptable within the company’s framework and avoided scrutiny from other teams. It’s important to balance the flexibility required by the team with the expectations and standards of the broader organization.

References: While I can’t provide direct links to the specific documents, the principles outlined here are in alignment with the PMI’s standards and guidelines on project management and negotiation within the context of organizational policies and stakeholder management.

When a key stakeholder expresses dissatisfaction with the communication from the project team, it is crucial for the project manager to address these concerns promptly and effectively. The PMBOK Guide emphasizes the importance of stakeholder engagement and the need for a project manager to manage communications proactively. By updating the communications management plan, the project manager can ensure that the information needs and expectations of the stakeholder are met, which is essential for maintaining stakeholder engagement and project success1.

References: The PMBOK® Guide provides guidance on stakeholder engagement and communications management, which includes developing a communications management plan that aligns with stakeholders’ information needs1. The Professional in Business Analysis Reference Materials also highlight the importance of effective communication and stakeholder engagement in project success2.

To gain the support of an influential stakeholder who is skeptical about the value of project management processes, the project manager should clarify the project roles and responsibilities and share the purpose of the project management processes. This approach helps in aligning the stakeholder’s understanding with the project objectives and demonstrates how the processes add value to the project’s success. Engaging the stakeholder in this manner is more likely to result in their buy-in and support, as it addresses their concerns directly and shows a willingness to collaborate and communicate effectively12345.

References: The approach of clarifying roles and sharing the purpose is supported by PMI’s guidelines on stakeholder engagement and is consistent with best practices in project management and business analysis12345678.

 In the context of Agile methodologies and specifically within Sprint Planning, prioritizing backlog items is typically based on the business value each item brings to the project. This approach ensures that the most valuable features are delivered first, providing immediate benefits and enabling early feedback which can be used to guide future development. The business value is a key factor because it aligns the team’s efforts with the strategic goals of the organization and the needs of the stakeholders.

References: = This prioritization strategy is supported by Agile principles, which emphasize delivering valuable software early and continuously. It is also in line with the guidelines provided by the Project Management Institute (PMI) for Agile project management practices.

 In situations where customer reviews are frequently delayed, it is crucial for the project manager to engage in proactive planning with the customer to establish a review process that accommodates their availability. This may involve scheduling reviews well in advance, agreeing on a fixed time slot for each iteration’s review, or utilizing asynchronous communication methods where the customer can provide feedback at their convenience. The goal is to ensure that the customer’s input is received in a timely manner to prevent rework and maintain project momentum1234.

References:

• PMBOK Guide, 6th Edition, Section 10.1: Plan Communications Management
• PMI’s Practice Standard for Project Risk Management
• PMP Exam Strategies for Risk Response: Mitigate Risk, Avoid, or Transfer
• Collaborative and creative business analysis
• Customer collaboration: what it is & why you should do it
• Mastering Agile Business Analysis

 In an agile project, teams are self-organizing and empowered to address issues internally. Open communication and collaboration are key principles in agile methodologies. Allowing the team to discuss the problem promotes understanding and helps find a collective solution to improve performance. References: Agile practices encourage team-based approaches to problem-solving and continuous improvement, which aligns with the principles outlined in the Agile Manifesto and PMI’s Agile Practice Guide.

The Project Management Professional (PMP) emphasizes the importance of not just collecting data but also analyzing and interpreting it to ensure that it is relevant, meaningful, and easily understood by stakeholders. This approach helps to highlight key insights and findings, making the report more valuable and effective. It aligns with the PMBOK guide’s principles of stakeholder engagement, which include understanding and analyzing stakeholder needs and managing their expectations through effective communication.

References: = PMBOK® Guide and PMP Examination Content Outline123.

When faced with an extensive list of requirements that threatens the timely delivery of a project, the project manager should prioritize the delivery of value through a Minimum Viable Product (MVP). This approach focuses on developing a product with just enough features to satisfy early adopters and provide feedback for future development. It’s a strategy that aligns with agile principles, emphasizing incremental delivery and continuous improvement. By proposing an MVP, the team can concentrate on the most critical functionalities that provide the highest value, ensuring that key deliverables are completed within the strict deadline.

References: The verified answer is in accordance with the principles found in the PMBOK® Guide, which advocates for value-driven delivery and prioritization1. The explanation is supported by the Professional in Business Analysis Reference Materials, which emphasize the importance of delivering value and addressing the most critical business needs first2.

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

References: = The importance of reviewing lessons learned is supported by adaptive project management resources that highlight the value of iterative learning and team collaboration12. Additionally, the PMBOK guide underscores the significance of creating a collaborative project team environment, which includes learning from past projects to improve future outcomes3.

In a project with high uncertainty, where the customer is concerned about the number of iterations and the risk of not meeting the mandatory delivery date, a hybrid approach is recommended. This approach combines elements of both predictive and agile methodologies, allowing for flexibility in areas of high uncertainty while maintaining a level of predictability for certain aspects of the project. It enables the project team to plan parts of the project with a high degree of certainty predictively, while managing other parts with more flexibility and adaptability using agile practices.

References: The recommendation for a hybrid approach aligns with the guidance provided by PMI, which suggests tailoring the project management approach to fit the business environment, the risks, and the complexity of the project12. Additionally, the Professional in Business Analysis Reference Materials supports the use of a hybrid approach in situations where parts of an initiative use a predictive approach and parts use an adaptive approach3.

 Given the high level of uncertainty and the expectation of changes in the project’s definitions, an agile execution strategy is most suitable. Agile methodologies are designed to accommodate change and involve iterative work cycles and continuous feedback, which allows for rapid adaptation to any changes in project requirements. This approach is beneficial when dealing with evolving regulations where the full scope cannot be predicted at the outset1234.

References:

• PMBOK® Guide – Sixth Edition
• “Agile Practice Guide” by PMI5.
• “Project Management Basics – Chapter 8 – Predictive, Iterative, Incremental, Adaptive” from projectmanagementforum.net3.
• “Predictive, Iterative, Incremental, Agile” by Orlando Casabonne on LinkedIn4.

To ensure early delivery of business value, especially in a digital transformation project, the project manager should break down the deliverables into sprints and deliver value incrementally. This approach is supported by agile methodologies, which emphasize the importance of delivering working products in short cycles to provide quick wins and early value to the business. By doing so, the project can adapt to changes more effectively and maintain a focus on delivering the most critical features first. This strategy aligns with the principles of cross-functional teams, which are designed to work collaboratively and efficiently, reducing delays and hand-offs, and enabling a focus on delivering customer value as soon as possible12. References: PMBOK® Guide and Standards12.

According to the best practices in project management, it is essential to engage with the team to understand the root causes of issues and collaboratively develop solutions. Punitive measures like reducing payment or issuing formal warnings without first seeking to understand the underlying reasons for the increased breaks may not be effective and could harm team morale and productivity. Instead, having a meeting to discuss the issue openly allows for a constructive dialogue where team members can express their concerns, and together, the team can agree on a way forward that respects the needs of both the project and its workers.

References: The answer aligns with the principles outlined in the PMBOK® Guide, which emphasizes the importance of communication, team engagement, and problem-solving within project teams. Additionally, the approach of discussing issues and proposing solutions is supported by the Professional in Business Analysis (PMI-PBA) reference materials, which advocate for collaboration and stakeholder engagement as key to successful project outcomes.

 In the context of software development for controlling airplanes, it is critical to ensure that the software complies with all relevant standards and regulations. This is not only a matter of meeting project requirements but also a matter of safety and legal compliance. The project manager should conduct a validation process to confirm that the software meets all the necessary regulatory criteria. This process typically includes a series of tests, audits, inspections, and reviews of documentation to ensure that every aspect of the software adheres to the required standards21. References:

• AC 43-216 - Software Management During Aircraft Maintenance2.
• Exam PMP topic 1 question 740 discussion - ExamTopics1.

In the context of a project that involves new technology and an experienced Scrum team, the most suitable estimation technique is using story points. This method allows the team to leverage their collective experience and familiarity with each other’s work to estimate the effort required for tasks relative to each other. Story points reflect the complexity, effort, and uncertainty of the task, making them ideal for projects where the technology is new and exact estimates are challenging to produce. Since the team has a history of successful collaboration, their established velocity can help predict how quickly they can work through the backlog.

References: The use of story points is supported by Agile methodologies and is a common practice in Scrum teams for estimating work effort. This approach is detailed in the Agile Practice Guide, which is a complementary document to the PMBOK® Guide, provided by PMI for understanding Agile practices in project management. The choice of story points over other estimation techniques is also consistent with the principles outlined in the PMI’s Professional in Business Analysis (PBA) Reference Materials, which emphasize the importance of leveraging team expertise and past performance to inform project estimates.

In this scenario, the project manager should review the change management plan to discuss the potential early benefits realization with the client. This involves evaluating the impact of the change, considering the client’s focus on the next milestone, and discussing how the early completion of a deliverable could bring value to the project without significantly affecting resources. The goal is to align the project’s progress with the client’s expectations and the project’s objectives, ensuring that any changes are beneficial and agreed upon by all stakeholders.

References: The answer is based on the principles of engaging stakeholders and managing changes effectively as per the PMP and PMI-PBA guidelines1234.

The lessons learned database is a valuable resource for reviewing past projects, which can provide insights into the performance and reliability of potential vendors. It contains historical information that can help in making informed decisions about vendor selection by analyzing previous experiences, challenges, and successes related to similar procurements1234.

References:

• PMBOK® Guide – Seventh Edition5
• The PMI Guide to Business Analysis6
• Business Analysis for Practitioners: A Practice Guide7

When managing a global program with distributed teams, videoconferencing is the most effective means of team interaction. It allows for visual communication, real-time collaboration, enhanced engagement, and relationship building. Videoconferencing enables team members to see each other, which is crucial for non-verbal communication cues such as facial expressions and body language. This enhances understanding and rapport among team members. Real-time collaboration is facilitated, allowing for discussions, screen sharing, and document collaboration simultaneously. Engagement is maintained by creating a sense of presence and connection, reducing distractions, and encouraging active participation. Building relationships is also vital, especially when working with distributed teams, as it helps mitigate challenges of cultural differences and time zone variations.

References: (PMI-PMP: How should the project teams interact in their meetings? - PUPUWEB1)

 The importance of involving the Scrum team in lessons learned workshops, even after a successful project delivery, is emphasized in project management methodologies. Lessons learned are a vital part of project closure, as they provide documented information that reflects both the positive and negative experiences of a project. They are crucial for the team, the organization, and for the success of future projects. The Scrum team’s involvement ensures that insights and retrospectives are comprehensive, covering all aspects of the project’s execution123. Moreover, in Scrum, every sprint is considered a project, and the framework is designed to maximize value and control risk through continuous feedback, which includes lessons learned from each sprint4.

References: = Lessons learned are an integral part of project management excellence and are strongly encouraged by the project manager from the beginning of the project1. The Project Management Body of Knowledge (PMBOK) also highlights the significance of project closure and lessons learned review as they help finalize project deliverables, evaluate project performance, document project outcomes, and capture project learnings3. Additionally, Scrum.org emphasizes that Scrum does not include “closing a project” but rather retiring a product, and the continuous improvement and learning from each sprint are fundamental to the Scrum process4.

The root cause of the issue is related to communication techniques. When important information is not shared properly among team members, it often points to a breakdown in communication methods rather than the structure of the team or their training. Effective communication is crucial in project management to ensure that all team members are aligned and aware of the project’s requirements and progress. The pairing of team members is not inherently detrimental to team cohesiveness or the sharing of information, but the way in which communication is handled within these pairings can be. If the communication techniques are not correctly applied, it can lead to misunderstandings, misalignment, and information silos, which ultimately result in delivery delays and project failure.

References: Professional in Business Analysis Reference Materials source and documents

When faced with the aftermath of a failed quality audit, the newly appointed project manager must take several steps to address the situation. Let’s explore the options:

1.Perform Integrated Change Control (Option B):

oIntegrated change control is a critical process in project management.

oIt involves reviewing all change requests, assessing their impact, and making informed decisions about whether to approve or reject them.

oIn this case, the failed audit results constitute a change request. The project manager should evaluate the impact of the audit findings, identify necessary corrective actions, and determine whether additional resources (such as new audit resources) are required.

oBy performing integrated change control, the project manager ensures that any necessary adjustments are made to the project plan, scope, schedule, and resources.

2.Stakeholder Engagement (Option A):

oWhile stakeholder engagement is essential, it is not the immediate next step after a failed audit.

oStakeholder engagement involves ongoing communication and collaboration with stakeholders throughout the project lifecycle.

oThe project manager should engage stakeholders, but addressing the audit findings takes precedence.

3.Update the Quality Management Plan (Option C):

oUpdating the quality management plan is relevant, but it is a specific response to the audit results.

oThe project manager should first assess the impact of the audit findings and then update the quality management plan as needed.

4.Update the Risk Management Plan (Option D):

oWhile risk management is crucial, it is not the immediate focus after a failed audit.

oThe project manager should address the audit findings before revisiting the risk management plan.

In summary, the project manager should prioritize integrated change control to address the audit results, identify corrective actions, and

Consensus building in project management, especially with diverse team members, involves creating an environment where agreement is reached through open and inclusive discussion. This approach encourages participation from all team members, ensuring that each voice is heard and considered. It helps in identifying common ground and facilitates the integration of various perspectives into a cohesive plan. The process is respectful, efficient, and productive, leading to decisions that are accepted by all and fostering commitment to the project’s execution.

References: = How to Build Consensus in Project Management - LinkedIn1, Creating Collaboration in Diverse Teams - LinkedIn2, How to Build Consensus in a Diverse Team - LinkedIn3, How to Build Consensus Among Diverse Team Members - LinkedIn4.

The Risk register is a key document that captures and tracks project risks. When a stakeholder raises concerns about possible delays due to legal permits, it is essential to assess and manage this risk. The subject matter experts (SMEs) have reassessed the concern and suggested assigning more time for the permit. By updating the Risk register, the project manager can formally document this change, including the revised risk assessment and mitigation plan. The Risk register helps the project team monitor and address risks throughout the project lifecycle.

1.Risk Register:

oThe Risk register is a comprehensive document that identifies, assesses, and tracks project risks.

oWhen a stakeholder raises concerns about potential delays due to legal permits, it becomes a project risk.

oThe subject matter experts (SMEs) have reevaluated the concern and recommended allocating more time for the permit process.

oBy updating the Risk register, the project manager formally documents this change, including the revised risk assessment and any mitigation strategies.

oThe Risk register is a valuable tool for monitoring and managing risks throughout the project lifecycle.

Therefore, the project manager should prioritize updating the Risk register to capture this change effectively12.

Remember that the Risk register is a dynamic document that evolves as the project progresses. Regular reviews and updates are essential to ensure effective risk management.

1: PMI - Project Management Institute. PMP Exam Prep 2: BrainBOK. PMP Reference Material

Meeting with the team both collectively and individually to establish clear, shared objectives is crucial for ensuring that all team members are aligned with the project’s goals and understand their responsibilities. This approach is supported by the PMP objectives which emphasize the importance of clear communication and well-defined objectives in project management. Additionally, the PMBOK Guide highlights the need for project managers to engage with their teams and stakeholders effectively to ensure that project requirements are understood and met, which is essential for maintaining quality and meeting deadlines.

References:

• PMP Examination Content Outline - June 20191
• PMBOK Guide2
• Professional in Business Analysis Reference Materials3

 According to the PMBOK® Guide, the Perform Integrated Change Control process is essential for reviewing all change requests, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan1. It involves an integrated approach to assess the potential impact of a suggested modification before executing it. This ensures that any changes align with project goals and do not adversely affect project constraints such as scope, schedule, cost, and quality. The project manager should not unilaterally implement changes without proper evaluation and authorization, which is typically provided by the change control board (CCB). The CCB’s role is to review the impacts of the proposed change and make a decision to approve or reject it2.

References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide)1.
• Role of a Change Control Board in Project Management in 20242.

 The best action for a project manager to control scope creep in a global project with resources spread out in different locations is to ensure that any changes to the project scope are formally controlled. This is typically done through a change control board (CCB), which is a formal group responsible for reviewing, evaluating, and approving or rejecting changes to a project. The CCB ensures that any changes made to the project are carefully considered, evaluated for their impact, and aligned with the project’s objectives and constraints12. By having a CCB, the project manager can manage scope changes in a controlled manner, preventing scope creep and ensuring that the project remains on track.

References:

• Control Scope Process3
• Change Control Board: Roles, Responsibilities & Processes1
• Change Control Board: What is It in Project Management?2

 In the context of project management, when a team member encounters an issue such as a non-working computer, it is essential for the project manager to take a proactive approach to resolve the issue promptly. This is to ensure that the project work is not delayed and the team member can continue contributing to the project. According to the PMBOK guide, the project manager should facilitate problem-solving and provide support to team members to address and resolve issues that can impact project progress1.

References:

• PMBOK® Guide – Seventh Edition1
• PMP Examination Content Outline - June 20192
• Professional in Business Analysis Reference Materials3

The Project Management Professional (PMP) guidelines emphasize the importance of capturing lessons learned as an ongoing effort throughout the life of the project. This process involves engaging key stakeholders to document both positive and negative experiences, which can then be used to improve future projects. It is essential for the project manager to lead this effort to ensure that valuable insights are not lost and that the organization can benefit from past experiences1.

References:

• PMI’s “Lessons Learned Next Level Communicating” article1.
• PMI’s “Lessons (Really) Learned? How To Retain Project Knowledge And Avoid Recurring Nightmares” article2.
• PMI’s “Learning how to learn - Project Management Institute” article3.

When a high-performing team member’s performance declines, it is important for the project manager to understand the underlying reasons. Engaging in a direct conversation with the team member can provide insights into potential personal or professional challenges they may be facing, which could be affecting their work. This approach aligns with the PMBOK Guide’s emphasis on project managers being actively involved in team management and performance assessment. It also reflects the principles of Professional in Business Analysis, which advocate for understanding the dynamics affecting team performance and addressing them through appropriate communication and problem-solving strategies.

References:

• PMBOK Guide1
• Engaging Your Team to Greater Project Performance2
• How to Start Improving Your Team Performance as a Business Analyst3

 In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.

References:

• The PMP Examination Content Outline, which provides a framework for the role of the project manager and the importance of team decision-making processes1.
• The PMBOK Guide, which includes guidelines on stakeholder engagement and project team management2.
• Professional in Business Analysis Reference Materials, which support the use of documentation to record project decisions and the rationale behind them3.

 When a customer requirement change is identified, the project manager should first validate the change with the product owner and the development team. This ensures that the change is feasible and assesses its impact on the project. The PMBOK Guide outlines the importance of involving stakeholders in decision-making processes and the need for integrated change control to manage changes effectively.

References: The response is based on general project management principles as outlined in the PMBOK Guide and the standard practices of stakeholder engagement and integrated change control that are part of the PMP’s body of knowledge

The delivery acceptance document is crucial for the project manager as it signifies formal recognition of the project’s completion by the project sponsor or customer. It is a key component of the project closing process, which includes finalizing all activities across all of the project process groups to formally complete the project or phase. This document helps in the formal closure of the project, ensuring that all deliverables are accepted and that the project has met its objectives1.

References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.
• PMI’s Practice Standard for Project Risk Management.
• PMI’s Practice Standard for Work Breakdown Structures – Second Edition.

In the context of agile transformation, the role of a project manager as a servant leader is to facilitate the development of self-organizing teams that can move projects forward independently. This approach aligns with the principles of Agile project management, which emphasize the empowerment of team members to make decisions and take ownership of tasks. By enabling the team to develop the necessary skills, the project manager ensures that the team can adapt to the changing demands of multiple projects and maintain progress without the need for constant oversight. This empowerment also fosters a collaborative environment where team members can contribute their strengths and learn from each other, further enhancing the team’s ability to handle complex projects. References: (Professional in Business Analysis Reference Materials source and documents)123.

The Project Management Professional (PMP)® Guide emphasizes the importance of stakeholder engagement and the need for project managers to ensure supportive involvement from all stakeholders. When a stakeholder exhibits low participation and believes the project will not yield benefits, it is crucial to address their concerns and work towards increasing their engagement level. This can be achieved by involving them in the planning, design, and evaluation stages, soliciting their feedback, and acknowledging their contributions and value. By doing so, the project manager can build trust and rapport, which are essential for the success of the project12.

References:

• Project Management Institute. (n.d.). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.
• LinkedIn. (n.d.)How to Manage Stakeholders with Low Power in a Program2.

The project manager should engage with the steering committee member to understand their information needs and preferences. This involves confirming what details are necessary for them to make informed decisions and taking action. By tailoring the report content to the committee’s requirements, the project manager can ensure that reports are concise, focused, and actionable, thus avoiding the issue of reports being too lengthy or filled with superfluous details12.

References:

• The Top Management Project Steering Committee | PMI1
• Steering Committee: Definition, Roles & Meeting Tips - ProjectManager2

 The best course of action in this scenario is for the project manager to engage with the team to reprioritize tasks. This aligns with the PMP’s emphasis on the project manager’s role in leading and managing the project team. According to the PMBOK guide, the project manager should work with the team to assess the situation, reprioritize work, and apply resource optimization techniques to ensure that critical project milestones are met. This approach is proactive and focuses on problem-solving within the team’s capacity, rather than escalating the issue or sharing the challenges with stakeholders, which may not lead to a constructive solution.

References: The PMBOK® Guide and the PMP Examination Content Outline provide guidance on the project manager’s role in leading the team and managing project work, which includes resource optimization and prioritization of tasks12. The Professional in Business Analysis Reference Materials also support the approach of internal team collaboration and problem-solving to address project challenges3.

When a vendor reports a delay due to resource constraints, it is essential for the project manager to document this in the issue log and collaborate with the vendor to find a solution that minimizes the impact on the project schedule. This approach is proactive and focuses on problem-solving to get the project back on track.

References: The answer is verified by the best practices in project management, which emphasize the importance of maintaining an up-to-date issue log and working collaboratively with vendors to resolve issues1. Additionally, the PMBOK® Guide highlights the role of the issue log in tracking and managing project issues2.

The best course of action in this scenario is to assess the team member’s development needs and provide the necessary training. This aligns with the PMP’s focus on developing competencies and the PMBOK Guide’s emphasis on project team development as a part of project human resource management. The PMBOK Guide highlights the importance of developing the project team to improve knowledge, skills, and interaction, which contributes to overall project performance. Training can enhance the team member’s skills, making them more effective in their role and contributing to the project’s success.

References:

• PMBOK® Guide – Seventh Edition1
• PMP Examination Content Outline – June 20192
• Professional in Business Analysis Reference Materials3

To resolve the conflict, the project manager should communicate with the former supervisor now serving as a resource to clarify the roles and responsibilities within the new project. This approach aligns with conflict resolution strategies that emphasize clear communication and role definition to prevent misunderstandings and ensure that each team member understands their place and function in the project. It is essential for maintaining harmony and focus within the team, especially during transitions12.

References:

• PMBOK® Guide, which provides guidelines on team roles and conflict management1.
• The PMI Guide to Business Analysis, which includes standards for stakeholder engagement and communication2.

In a highly regulated market, where compliance and predictability are paramount, a hybrid approach offers the flexibility of agile methodologies while still adhering to the necessary regulatory standards. This approach allows the company to become more responsive to market changes and customer needs without completely abandoning the structured processes that are crucial in a regulated environment. By integrating the planning and documentation strengths of a predictive approach with the adaptability and speed of agile practices, a hybrid model can help shorten the product life cycle and improve profitability.

References: = The benefits of a hybrid approach in a regulated industry are supported by research which indicates that such methods can deliver similar results to traditional or agile approaches on schedule, budget, and scope delivery, and often outperform traditional approaches on client satisfaction1. Additionally, transitioning to a hybrid model can be less challenging than a direct shift to a fully agile model, making it a strategic choice for companies looking to evolve their project management practices23.

The best practice in project management, as per the PMP objectives, is to mitigate risks associated with resource availability by facilitating cross-functional knowledge transfer. This ensures that multiple team members are skilled in various components of the project, which allows for continuity of work in the event of an absence. The PMBOK Guide emphasizes the importance of knowledge transfer to enhance the team’s ability to manage project risks and maintain productivity1.

References: = Project Management Professional (PMP) Reference Materials, particularly the sections on risk management strategies1, and the Professional in Business Analysis (PMI-PBA) Reference Materials, which discuss the knowledge areas relevant to risk mitigation and resource management23.

In the context of a project with multiple international stakeholders and a new technology implementation characterized by uncertainties, a shared collaboration platform is the most effective tool for stakeholder engagement. This platform allows for real-time collaboration, transparent sharing of information, and collective problem-solving, which are essential in managing ambiguities and aligning end-user expectations. It provides a centralized space for communication, document sharing, and progress tracking, which is crucial for keeping stakeholders from various countries engaged and informed.

References: = The choice of a shared collaboration platform is supported by the PMP’s emphasis on effective communication methods to manage stakeholder engagement, which includes the use of such platforms among other tools

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

References: = The approach is supported by resources on managing cross-cultural differences in projects and supporting team performance, as found in the Project Management Institute’s (PMI) materials123.

The stakeholder engagement plan is a component of the project management plan that outlines strategies and actions to promote productive involvement of stakeholders in decision making and project execution. It is essential to update this plan with the specific communication needs of the stakeholder who cannot attend the project status meetings consistently. This ensures that the new project manager is aware of and can continue the established communication protocol with the stakeholder.

References: = Engaging Stakeholders for Project Success - Project Management Institute1, Stakeholder Engagement Assessment Matrix: Uses & Example [PMP®-relevant]2, Stakeholder engagement plan - Lovepmp3, Manage Stakeholder Engagement | Project Management Professional (PMP)4, Plan Stakeholder Engagement | Project Management Professional (PMP)5.

The first step in addressing the contractor’s failure to comply with the contractual commitments is to remind them of their obligations. This aligns with the best practices in project management, which emphasize communication and problem-solving as initial steps before escalating the issue or seeking legal recourse. It’s important to address the issue directly with the contractor to understand their perspective and to work towards a mutually beneficial resolution. This approach is supported by the principles outlined in the PMBOK® Guide, which advocate for proactive stakeholder engagement and communication management as essential components of project management.

References:

• PMBOK® Guide – Sixth Edition
• PMP Examination Content Outline – June 20191
• Professional in Business Analysis Reference Materials2

To address the lack of trust in agile within an organization, it is often effective to start with a pilot project. This allows the organization to see the benefits of agile in action without fully committing to a large-scale transformation. A pilot project can serve as a proof of concept, demonstrating the value of agile delivery and helping to build trust among skeptical business units. It provides an opportunity for the organization to learn and adapt the agile framework in a controlled environment, which can then be scaled up based on the success of the pilot12.

References:

• Trust–the key for successful delivery using agile methods1.
• How to Build Trust to Enable Agility | Scrum.org2.
• Exam PMP topic 1 question 911 discussion3.
• How to Choose a Pilot Project for Agile Transformation4.

The project manager should foster an environment where open discussions are encouraged, as they can lead to more comprehensive understanding and better decision-making. However, it is also important to adhere to the ground rules to ensure that discussions are efficient and considerate of everyone’s time. This approach is in line with the PMBOK® Guide’s principles of stakeholder engagement and team management, which emphasize the importance of balancing open communication with meeting management1. It also aligns with the PMI Professional in Business Analysis (PMI-PBA)® standards, which advocate for effective stakeholder engagement and collaboration2.

References:

• PMBOK® Guide – Seventh Edition1
• PMI Professional in Business Analysis (PMI-PBA)® reference materials2

 Three-point estimating is a technique that can be particularly useful when there is uncertainty about the individual task estimates. It involves the development team providing optimistic, pessimistic, and most likely estimates for each task, which can then be used to calculate an expected duration for the entire project. This method is beneficial when the team lacks experience with similar projects, as it allows for a range of possible outcomes to be considered, which can lead to a more realistic and reliable estimate123.

References:

• Expert-Guided Software Project Estimation Techniques1
• Software Development Estimation: A Quick Guide - ProjectManager2
• Five keys to estimating - Project Management Institute3

In situations where project teams and stakeholders are dispersed across various locations and have limited access to electronic files, it is crucial for the project manager to study the environment and available resources to determine the most effective approach for knowledge transfer. This involves understanding the specific challenges and limitations of the current environment and identifying alternative methods or tools that can facilitate effective communication and knowledge sharing. By tailoring the knowledge transfer process to fit the unique needs of the project environment, the project manager can ensure that all team members and stakeholders receive the necessary information to perform their roles effectively, thereby maintaining project continuity and success.

References: (Knowledge Transfer and its Importance for Project Managers1, Professional in Business Analysis Reference Materials | PMI2)

When faced with conflicts arising from cultural differences within a project that involves multiple organizations, the project manager should first seek guidance from the project sponsor. This is because the project sponsor has the authority and perspective to understand the broader organizational strategies and can provide direction on how to best address the cultural issues. Additionally, the sponsor can facilitate the development of a strategy that aligns with the project’s goals and the organizations’ cultures123. References:

• Managing Cross Cultural Differences in Projects1.
• Cultural Diversity in Project Management: How Project Success is Perceived in Different Cultures2.
• Cultural Differences: Knowing the Nine Dimensions of Culture to Succeed in Project Management3.

The first step in addressing the situation is to evaluate the communication needs of the stakeholders. This involves understanding the specific requirements and preferences of the key stakeholder who is expressing concerns. By identifying the gaps in the current communication plan, the project manager can make necessary adjustments to ensure that the stakeholder receives the project information in a manner that is clear and satisfactory. This may involve changing the method, frequency, or content of the communications to better align with the stakeholder’s expectations and to provide a more accurate representation of the project’s status. References: = The approach to evaluate and adjust the communications management plan is supported by best practices in project communication management, which emphasize the importance of monitoring communication effectiveness and making necessary changes to meet stakeholder needs123. Additionally, the Professional in Business Analysis standards highlight the significance of regularly evaluating communication strategies and their alignment with stakeholder requirements45.

Empowering team members is a key aspect of project management, which involves organizing around team strengths, supporting team task accountability, evaluating demonstration of task accountability, and determining and bestowing levels of decision-making authority. This approach not only leverages the skills and abilities of the team members but also promotes efficiency and motivation within the team. By empowering the engineer, the project manager can foster a sense of ownership and encourage proactive behavior, leading to better performance and project outcomes.

References: The answer is verified with the information provided by the PMBOK Guide and the Agile Practice Guide, which discuss the importance of empowering team members and stakeholders as part of effective project management practices12. Additionally, the Professional in Business Analysis materials emphasize the significance of decision-making and empowerment in business analysis34.

In an agile approach, features and tasks are prioritized based on business value, which is a core principle of agile methodologies1. The project manager should explain to the CFO that the agile prioritization process aims to deliver the highest business value in the shortest time. This means that features are implemented not based on their order of submission but based on the value they add to the business and the customers2. It’s important to communicate that while the feature for the financial department is essential, it will be delivered at the right time in the project lifecycle to maximize value and ensure proper implementation.

References:

• Agile Methodology in Project Management as a Licensed PMP1.
• Agile Prioritization Techniques You Must know in 20232.

Effective delegation is crucial for project management, especially when managing a global team across different time zones. The project manager should delegate certain authorities to team members while ensuring that they have all the necessary information to make informed decisions. This approach promotes trust, encourages accountability, and leverages the diverse expertise of the team members. It aligns with the principles of good leadership and project management practices, which emphasize the importance of communication, trust, and empowerment of team members123. References:

• PMI’s “Delegation” article1
• “How to Delegate for Project Management” article2

When faced with a new regulatory feature that exceeds the capacity of the remaining iteration, the project lead should take the following steps:

1.Estimate the Impact: The project lead should assess the impact of incorporating the new feature. This involves evaluating how it affects the project timeline, resources, and overall project goals.

2.Consult with the Product Owner: The project lead should engage with the product owner to discuss the feasibility of accommodating the new feature within the existing iteration. The product owner can provide insights into the importance of the feature, potential trade-offs, and whether it aligns with project priorities.

3.Consider Trade-offs: If the new feature significantly impacts the iteration, the project lead may need to make trade-offs. This could involve adjusting other features

 When a stakeholder expresses concerns about the project not delivering the expected business value, it is important for the project manager to review the business benefits realization plan. This plan outlines the activities necessary for achieving the planned benefits and identifies the timeline, tools, and resources required to ensure these benefits are fully realized over time. It also includes metrics and procedures to measure progress against benefits, roles and responsibilities, and processes for determining the extent to which each project benefit is achieved prior to formal closure. By reviewing this plan with the stakeholders, the project manager can address concerns by showing how the benefits are expected to be realized and making any necessary adjustments to ensure those benefits are achieved.

References: The answer is verified using the PMBOK Guide standards, which emphasize the importance of identifying, defining, planning, tracking, and realizing business benefits across an organization12. The Professional in Business Analysis Reference Materials also support the review of the business benefits realization plan as a means to ensure that benefits are derived from project outputs and are sustainable after project completion34.

The project manager should have ensured that the risk associated with funding was adequately assessed and mitigated. This involves identifying potential financial risks early in the project, analyzing their impact, and developing a risk mitigation plan. This plan should include strategies to secure funding and contingency plans in case of delays in funding acquisition. By doing so, the project manager could have taken proactive steps to prevent work suspension due to funding issues.

References: = The information aligns with the principles outlined in the PMBOK Guide, which emphasizes the importance of risk management processes in project management, including the identification, analysis, prioritization, and mitigation of risks1. Additionally, the Professional in Business Analysis (PMI-PBA) materials highlight the significance of risk mitigation in ensuring project success2.

In a hybrid project environment, especially when dealing with strict schedules and budgets, it is crucial to utilize available resources efficiently. Engaging agile-experienced resources through daily video conferencing is a practical approach that allows for real-time collaboration and communication without the need for physical relocation or additional budget allocation. This method supports the agile principle of individuals and interactions over processes and tools, as it fosters team interaction and customer collaboration, which are essential for agile projects.

References: = The answer is verified by the principles found in the PMI’s guide to hybrid project management, which emphasizes the importance of communication and collaboration in a virtual or remote setting. The Professional in Business Analysis Reference Materials also support this approach, highlighting the value of leveraging technology to facilitate effective teamwork and project delivery in a hybrid project context123.

For a project manager overseeing a customer experience project where customer satisfaction is a significant issue, it is crucial to first confirm the existence of the issues reported by customers. Conducting a survey and other analyses helps in understanding the root cause of the customer queries and ensures that the solutions provided are targeted and effective. This approach is supported by the PMBOK® Guide, which emphasizes the importance of accurate data collection and analysis for project decision-making1.

Once the issues are confirmed, deploying solutions that can track, prioritize, and resolve queries promptly is essential. This aligns with the principles of effective project management and business analysis, which advocate for the use of tools and techniques to manage and address stakeholder concerns efficiently23. By implementing such solutions, the project manager can ensure that the customer service team is not overwhelmed and that customer satisfaction is improved.

References:

• PMBOK® Guide – Seventh Edition1
• The PMI Guide to Business Analysis2
• PMI Professional in Business Analysis (PMI-PBA)® Reference Materials3

For an agile team developing a new content management system, it’s important to foster a collaborative environment where knowledge can be shared effectively. When team members struggle with unfamiliar features, holding a knowledge-sharing session in each iteration can be highly beneficial. This approach allows team members to learn from one another, share experiences, and collectively improve their understanding of the system. It promotes continuous learning and adaptability, which are key principles of agile methodologies123. References:

• How to Promote Team Learning and Sharing in Agile - LinkedIn1.
• How to Integrate Team Learning and Knowledge Sharing in PM - LinkedIn2.
• Exam PMP topic 1 question 223 discussion - ExamTopics3.

 To prevent delays due to noncompliance with environmental codes and bylaws, the project manager should have proactively mapped out all environmental compliance requirements at the start of the project. This includes identifying potential risks to achieving compliance and preparing mitigation strategies. By doing so, the project manager ensures that the project aligns with all relevant environmental regulations from the outset, reducing the likelihood of delays and ensuring the project contributes positively to environmental goals.

References: (Based on the PMBOK® Guide and standards from the Project Management Institute12, and the principles of environmental compliance and risk management as outlined in the Professional in Business Analysis materials34.)

When a stakeholder demands the implementation of requirements that are out of scope without additional cost, the project manager should refer to the project’s statement of work (SOW). The SOW is a formal document that defines the work activities, deliverables, and timeline a vendor will execute for a customer. It serves as a legally binding agreement that specifies what is included in the project scope and, by extension, what is not. If the stakeholder’s demands are not included in the SOW, they are considered out of scope, and the project manager should clarify this to the stakeholder. Implementing out-of-scope requirements without adjusting the project’s cost, time, and resources can lead to scope creep, which can jeopardize the project’s success.

References: The answer is verified with the principles found in the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis Reference Materials provided by PMI12345.

The best approach for a project manager leading a public project with high impact on the town’s citizens is to analyze the interests and influence of stakeholders and evaluate their requirements. This aligns with the PMBOK® Guide’s emphasis on identifying stakeholders and understanding their needs and expectations as a key part of project management. It ensures that the project outcomes are aligned with stakeholder expectations and the project’s intended benefits are realized.

References: = PMBOK® Guide – Seventh Edition1; PMP Examination Content Outline2; Professional in Business Analysis Reference Materials3.

 The Stakeholder Register is a critical document in project management that lists all stakeholders involved in a project, including their roles, requirements, expectations, and influence on the project. The fact that the leader of a user party was not included in the requirements collection communications suggests that the Stakeholder Register was either missed or outdated. This document should have been used to identify all parties with a vested interest in the project, ensuring their needs and expectations are considered during the requirements collection phase. An up-to-date Stakeholder Register is essential for effective communication and project success12.

References:

• “What is a Stakeholder Register?” - Project Management Academy1.
• “What is a Stakeholder Register in Project Management?” - The Knowledge Academy2.

 In situations where team members disagree, it is essential for the project manager to facilitate a resolution that leads to the best team performance. This involves understanding the perspectives of each team member, fostering a collaborative environment, and guiding the team towards a solution that aligns with the project’s goals. The project manager should employ conflict resolution techniques such as problem-solving and collaboration, which are recommended by the PMBOK Guide. These techniques encourage open communication, ensure that all voices are heard, and work towards a consensus that supports the project’s objectives and enhances team performance.

References: (Based on the conflict resolution strategies outlined in the PMBOK Guide and other PMP resources12.)

In project management, especially when dealing with complex projects and unclear requirements, it is crucial to involve all stakeholders, including contractors, in regular communications. This ensures that everyone has a clear understanding of the project objectives, customer requirements, and can contribute to the solution design effectively. According to PMI’s guidelines, collaboration and stakeholder engagement are key to project success. The PMBOK Guide emphasizes the importance of involving all team members in planning and decision-making processes to enhance buy-in and reduce resistance. Therefore, welcoming and involving the contractors as part of the project team is the best approach to address their concerns and ensure that the project benefits from their expertise and insights.

References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and Standards. Project Management Institute.

When a project schedule risk becomes an issue, it is crucial for the project manager to actively engage with relevant stakeholders to explore and implement potential solutions. This collaborative approach ensures that the issue is understood from multiple perspectives and that the solutions are comprehensive and effective. It aligns with the PMI’s principles of stakeholder engagement and proactive issue resolution12.

References: The approach is supported by the PMI’s guidelines on project risk and issue management, which recommend involving stakeholders in the resolution process to ensure that the project remains aligned with its objectives and can adapt to changes effectively12.

 When a bottleneck is identified in a project, especially one related to skill gaps such as testing skills, it is important for the project manager to facilitate a solution that empowers the team. The project manager should support the team in identifying an approach to resolve the problem, which may include a combination of training, process improvement, or resource adjustments. This approach aligns with the principles of team empowerment and problem-solving within the Project Management Professional (PMP) framework23.

References:

• PMI’s article on “Banishing Bottlenecks” discusses the importance of targeting the source of logjams and working with the team to find solutions2.
• ExamTopics discussion on PMP topic 1 question 737 highlights the importance of empowering the team to find solutions to the problem they have identified1.
• Additional resources on addressing software testing bottlenecks and skill gaps can be found in PMI’s library and other professional articles456.

 When introducing an agile approach to a team that has been accustomed to a predictive approach, it is essential to provide proper training and education on the agile mindset and methodologies. This helps in addressing any misconceptions and provides a common understanding of the principles and practices of agile. Additionally, brainstorming with the team allows for collaborative exploration of how agile can be tailored to the specific context of the project, fostering a sense of ownership and easing the transition123.

References: = PMI’s resources on agile transformation and best practices45678.

The first action recommended for a CEO with no prior project experience is to establish a framework that supports project success. This involves defining processes and practices that align with the organization’s goals and resources, ensuring that projects are managed effectively from the start. A framework provides guidance on roles, responsibilities, and procedures, which is crucial for a startup to manage projects successfully1.

References: The answer is verified using the PMP Examination Content Outline, which emphasizes the importance of aligning project management practices with organizational objectives and resources1. Additionally, the PMBOK Guide supports this approach by outlining the standard for project management and the need for a tailored methodology that fits the organization’s unique context2. The Professional in Business Analysis Reference Materials also highlight the significance of establishing a solid foundation for project management to ensure successful outcomes3.

When a project encounters financial concerns due to currency instability, it is essential for the project manager to communicate and escalate the issue to the project sponsor. This is because the sponsor has the authority to make decisions on how to proceed and can provide guidance on managing the risk. The PMBOK Guide emphasizes the importance of involving stakeholders when risks arise1. Additionally, the PMI’s standards for risk management suggest that risks should be escalated to higher authorities when they are outside the project team’s control2.

References:

• Project Risk Management According to the PMBOK1.
• The Standard for Risk Management in Portfolios, Programs, and Projects2.

 Engaging stakeholders early in the project initiation phase is crucial for the success of any project. By scheduling meetings with key stakeholders in advance, the project manager can gather valuable feedback on the project scope, align expectations, and address any concerns proactively. This approach helps in securing stakeholder buy-in and reduces the chances of strong rejection later in the project lifecycle. It is essential to involve stakeholders in the decision-making process, especially when it involves critical tasks that are key to the project’s value. This collaborative effort not only ensures that the stakeholders’ voices are heard but also facilitates a shared understanding of the project objectives and constraints.

References: The answer is verified by the principles outlined in the PMBOK® Guide and the standards for stakeholder engagement during project initiation as described by the Project Management Institute (PMI) and the Professional in Business Analysis (PBA) reference materials1234.

When faced with two major deliverables of equal priority, the project manager should not make unilateral decisions about which to prioritize. Instead, it is advisable to consult with the project sponsor and key stakeholders. This collaborative approach ensures that the decision on how to proceed aligns with the organization’s strategic objectives and values. By assessing the value and impact of each deliverable, the project manager can establish clear priorities and guide the team accordingly. This method is supported by best practices in project management, which advocate for stakeholder engagement and value-based prioritization to navigate complex project scenarios effectively.

References: The approach is consistent with the guidance provided by the Project Management Institute (PMI) on managing multiple projects and deliverables1. Additionally, the Professional in Business Analysis (PBA) reference materials emphasize the importance of aligning tasks with business goals and using prioritization frameworks to manage workloads effectively23.

When a high-performing team is faced with challenges in a new domain, it is essential for the project manager to support the team in identifying areas where they need development and to address those gaps. This aligns with the PMBOK® Guide’s principles which emphasize the importance of engaging with stakeholders and team members to optimize team performance and project outcomes. It also reflects the PMP’s focus on leadership, team building, and problem-solving within the constraints of the project environment.

References: The answer is verified using the PMP Examination Content Outline and the PMBOK® Guide standards, which provide guidelines on project management best practices and the roles and responsibilities of a project manager. Additionally, the Professional in Business Analysis Reference Materials offer insights into the importance of continuous learning and development for project teams, especially when venturing into new domains123.

The project manager should first try to understand why the key stakeholder is not attending the meetings and providing false information. The project manager should discuss the communication needs and preferences of the key stakeholder and tailor the communication accordingly. This will help to build trust and rapport with the key stakeholder and ensure that they receive accurate and timely information about the project progress. Creating a new communication artifact, emailing the latest status report, or sharing the meeting recordings may not address the root cause of the problem and may not be effective in engaging the key stakeholder. References: PMBOK Guide, 6th edition, page 524; PMP Exam Content Outline, 2021, page 10.

The project manager should not ignore the new regulation, as it may affect the quality, scope, and compliance of the software. Nor should the project manager bypass the sponsor’s authority and include the new requirement without approval. The project manager should also not release the software as is and start a new project, as this may create unnecessary rework, waste, and risk. The best option is to collect the requirements of the regulation and follow the change control process, which involves analyzing the impact of the change, obtaining approval from the sponsor and other stakeholders, and updating the project management plan and baselines accordingly. This way, the project manager can ensure that the software meets the customer’s needs and expectations, as well as the legal and regulatory requirements. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK Guide, 7th edition, section 4.6.1, page 113
• PMI Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 5.3, page 87

According to the PMBOK Guide, 7th edition, an agile project is one that follows an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. In an agile project, the product owner is the person who represents the voice of the customer and defines the product vision and value. The product owner also prioritizes the product backlog, which is a list of features and requirements that need to be delivered by the project team. The product owner’s interest in having features released during product development over having the product completed in one year indicates a preference for delivering value early and frequently, rather than waiting for a final product. This is consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software. Therefore, the project manager should facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP), which is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. By doing so, the project manager can help the product owner and the project team to align their expectations, scope, and schedule, and to deliver value incrementally and iteratively. References:

• PMBOK Guide, 7th edition, page 19, section 1.2.2, Adaptive Development Approach
• PMBOK Guide, 7th edition, page 20, section 1.2.3, Agile Project Environment
• PMBOK Guide, 7th edition, page 21, section 1.2.4, Agile Principles
• PMBOK Guide, 7th edition, page 23, section 1.2.5, Agile Team Roles
• PMBOK Guide, 7th edition, page 25, section 1.2.6, Agile Practices

 A project manager who uses a hybrid approach should be able to adapt to changes in the project environment and support the agile principles of delivering value to the customer and embracing change. As a servant leader, the project manager should empower the product owner to make decisions about the product backlog and prioritize the items that deliver the most value. Asking the sponsor to submit a change request to the CCB, accepting the request without consulting the product owner, or reviewing the impact of the change on the schedule management plan baseline are not appropriate actions for a project manager who uses a hybrid approach, as they imply a rigid and bureaucratic process that does not align with the agile mindset. References:

• PMBOK Guide, 6th edition, page 18
• Agile Practice Guide, page 13
• PMI-PBA Exam Content Outline, page 9
• [PMI-PBA Handbook], page 10

According to the PMBOK Guide, 6th edition, section 13.2.2.4, stakeholder engagement assessment matrix is a tool that can be used to identify the current and desired levels of engagement for each stakeholder or stakeholder group. The project manager should use this matrix to plan and implement appropriate strategies to increase the support and minimize the resistance of the stakeholders. One of the strategies is to meet with the stakeholder and discuss the impact of the project deliverable on their interests, needs, and expectations. The project manager should also explain the benefits of the deliverable for the organization and the stakeholder, and address any concerns or issues that the stakeholder may have. By doing so, the project manager can increase the stakeholder’s awareness, understanding, and involvement in the project, and foster a positive relationship with them. References: PMBOK Guide, 6th edition, section 13.2.2.4; PMI website

The project manager should choose a hybrid approach for this project, as this is a combination of predictive and adaptive (or agile) approaches that can be tailored to suit the project’s characteristics and requirements. A hybrid approach allows the project manager to apply different methods and practices to different phases or deliverables of the project, depending on the level of uncertainty, complexity, and change involved. For example, the project manager can use a predictive approach for the research part of the project, where the scope, schedule, and cost are well-defined and stable, and an agile approach for the delivery part of the project, where the scope, schedule, and cost are flexible and iterative, and the customer feedback is incorporated frequently. The other options are not the best choices for this project, as they do not reflect the diversity and variability of the project’s nature and context. References:

• [PMBOK Guide], 7th edition, pages 14-15, 18-19, 22-23.
• [Agile Practice Guide], pages 8-9, 12-13, 16-17.

 According to the PMBOK® Guide, the project vision is a high-level description of the project’s purpose, scope, and objectives. It provides the direction and alignment for the project team and stakeholders. The project vision should be clear, concise, inspiring, and consistent with the organization’s strategy. When the scope has changed significantly and the product owner has been replaced multiple times, the project vision may become unclear or outdated. The team members may feel disassociated from the project and lose motivation and engagement. To ensure team alignment with the goals, the project manager should facilitate a discussion of the vision for the project, involving the new product owner and the team members. This will help to clarify the project’s value proposition, expected outcomes, and success criteria. It will also help to reestablish trust, collaboration, and commitment among the team and the product owner. Asking the new product owner to explain the importance of the project, emailing the team a detailed outline of the business requirements, or reviewing the project charter with the team are not sufficient or effective ways to ensure team alignment with the goals. These options may not address the underlying issues of the team’s disassociation, such as lack of involvement, ownership, or empowerment. They may also not reflect the current state of the project or the organization’s strategy. References: PMBOK® Guide, 6th edition, pages 30-31, 89-90.

According to the PMBOK Guide, pull communication is a type of communication that is used when the information is large, complex, or requires a high level of detail, and the recipients can access it at their own discretion. Examples of pull communication include websites, intranets, e-learning, databases, and knowledge repositories. By using pull communication, the project manager can reduce the amount of emails sent to the team and allow them to access the project-related information when they need it. This can also improve the efficiency and effectiveness of the communication process. References: PMBOK Guide, 7th edition, page 286; Business Acumen for the PMP Exam

According to the PMBOK Guide, 7th edition, a joint requirements session is a technique used to elicit and prioritize requirements from multiple stakeholders in a collaborative and interactive way. It can also be called a workshop, a focus group, or a brainstorming session. To ensure that the session is effective and efficient, the project manager should organize a formal session led by a skilled facilitator who can guide the discussion, manage conflicts, and ensure participation from all attendees. The facilitator should also establish and communicate the rules for how the participants will interact with one another, such as respecting different opinions, using constructive feedback, and following an agenda. This will help to avoid chaos and confusion, and to achieve the desired outcomes of the session. References:

• PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session
• PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation

According to project management best practices, one of the key elements of successful project implementation is to manage the risks and avoid scope creep12. If there are high-priority issues that require external domain expertise, the project manager should not ignore them, ask the issue reporter to close them, or reduce the project scope. These actions could compromise the quality and value of the project deliverables, and lead to customer dissatisfaction and potential litigation.

Instead, the project manager should review the open issues with the issue reporter and assess the impact and urgency of each issue. Then, the project manager should issue a change request to hire an external domain expert who can help resolve the issues and ensure the project meets the requirements and expectations of the stakeholders. This way, the project manager can maintain the project scope and quality, and manage the risks effectively34.

1: Project Management Best Practices | TeamGantt 2: Project Management Best Practices: 8 Strategies for Success 3: Best practices–the nine elements to success - Project Management Institute 4: 10 project management best practices you MUST know - Teamwork

According to the PMP Exam Content Outline (2023), one of the tasks under the domain of Planning is to “Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available” 1. This task involves identifying potential sellers, conducting market research, determining the contract type, and defining the procurement strategy and approach. One of the tools and techniques for this task is “Contract terms and conditions”, which are the legal provisions that govern the rights and obligations of the parties involved in the procurement 2. Penalty clauses are a type of contract terms and conditions that specify the amount of money or other compensation that a party will pay or forfeit in the event of a breach of contract, such as failing to meet the deliverable dates 3. Penalty clauses can be used to motivate the seller to perform according to the contract and to protect the buyer from losses or damages caused by the seller’s poor performance .

According to the PMI-PBA Exam Content Outline (2023), one of the tasks under the domain of Analysis is to “Assess risks that may impact the solution scope or requirements, and document them in the risk register” . This task involves identifying, analyzing, prioritizing, and documenting the risks that may affect the solution or its delivery, and planning the appropriate responses to mitigate or avoid them . One of the tools and techniques for this task is “Risk register”, which is a document that records the details of the identified risks, their causes, impacts, probabilities, priorities, responses, owners, and status . The risk register is a living document that is updated throughout the project as new risks are identified, existing risks are monitored, and risk responses are implemented .

Therefore, the best answer to this question is B. Add penalty clauses to the contract and update the risk register. This answer reflects the project manager’s responsibility to plan the procurement management and the risk management for the project, and to use appropriate tools and techniques to ensure that the project objectives are met. The other answers are not as good because they either do not address the issue of the provider’s poor performance (A and C), or they introduce a new risk by contracting another provider with less experience (D).

References: 1: PMP Exam Content Outline (2023), p. 10 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, p. 230 3: Business Law and the Legal Environment, v. 2.0, p. 15.2 : Project Procurement Management: A Guide to Structured Procurements, p. 153 : PMI-PBA Exam Content Outline (2023), p. 9 : Business Analysis for Practitioners: A Practice Guide, p. 97 : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, p. 403 : Project Risk Management: A Practical Implementation Approach, p. 63

The project manager should mentor the team to explain agile principles and create a shared understanding. This will help the team to adopt an agile mindset, embrace the values and practices of agile approaches, and collaborate effectively throughout the project. The project manager should also provide feedback, coaching, and support to the team as they learn and apply agile methods. Evaluating the possibility of managing this project using a predictive approach, submitting a change request for a new team, and hiring a functional manager are not appropriate actions to address the situation, as they do not address the root cause of the confusion or help the team to develop agile competencies. References: = PMBOK Guide, 6th edition, pages 18-19, 27-28, 555-556; [Agile Practice Guide], pages 8-9, 13-14, 27-28; PMP Exam Content Outline, 2020, pages 6-7.

In the context of project management, particularly in an environment where a predictive approach is being used, it’s crucial to ensure that all team members are aligned and agree on the technology to be used. This is because the technology chosen can significantly impact the project’s timeline and overall success. When a disagreement arises, the project manager should facilitate an open dialogue where all team members can voice their opinions and concerns. Through this process, the team can arrive at a consensus, ensuring that everyone is on board with the decision. This approach not only resolves the issue at hand but also fosters a collaborative and inclusive environment within the team. References: PMI’s Project Management Professional (PMP)® Examination Content Outline1, PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2.

The project manager should review the lessons learned registers from the previous projects to identify the root causes of the failures, the best practices that worked, and the recommendations for improvement. This will help the project manager to avoid repeating the same mistakes, to apply the proven methods, and to enhance the project performance. The lessons learned registers are part of the organizational process assets that can be used as inputs for planning and executing the project12. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.4.3.1, page 112
• Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 7, page 10

A minimum viable product (MVP) is the most basic version of a new product with enough functionality and features to appeal to early adopters and validate the concept early in the product development cycle. The concept of an MVP comes from the Lean Startup methodology, which encourages learning and building with scalability in mind. According to its author, Eric Ries, an MVP is the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least amount of effort. Building an MVP plays a central role in agile product development. It aligns with agile principles of releasing updates consistently, learning along the way, and prioritizing features based on user feedback. The benefits of focusing on an MVP and scaling it up may vary, but ultimately the purpose is to provide a low-risk testing ground before you invest thousands (or millions!) of dollars into a product before it’s ready to sell. MVP testing can provide cost savings, insights into user-centered design, fast business launches, and even getting early investor buy-in. The insights and investment you’ll reap early on will help you build the dream product you and your customers have been looking for. Therefore, the project manager should support the team to find and execute the MVP, as this will help them deliver value to the customers, test their assumptions, and make iterative improvements based on feedback. This will also reduce the risk of wasting time and resources on features that are not needed or desired by the customers. The other options are not as effective as the MVP approach. Encouraging and motivating the team with project incentives may boost their morale, but it does not address the root cause of the problem, which is the scope and complexity of the project. Subdividing the team to handle different aspects of the project may improve the division of labor, but it does not ensure that the team is working on the right features or that they are aligned with the customer needs. Organizing project execution to satisfy the project sponsor’s request may seem like a good way to meet the expectations of the stakeholder, but it may also lead to over-engineering the product and delivering a solution that is not validated by the market. References:

• Understanding the Minimum Viable Product (MVP) in Agile Project Management
• MVPs and MBIs - Project Management Institute
• Minimum Viable Product (MVP): What is it & Why it Matters - Atlassian

The change management plan is a document that describes how changes to the project will be managed, monitored, and controlled12. It defines the roles and responsibilities of the change control board, the change request process, the criteria for approving or rejecting changes, the impact analysis, and the communication plan for changes34. The change management plan is part of the project management plan, which is the primary source of information for how the project is planned, executed, monitored, controlled, and closed.

The project manager should refer to the change management plan first because it provides the guidelines and procedures for handling changes to the project scope, schedule, cost, quality, or any other aspect of the project. The project manager should follow the change request process to document the proposed change, assess its impact, and submit it to the change control board for approval or rejection. The change management plan also helps the project manager communicate the change to the relevant stakeholders and update the project baselines and plans accordingly.

The schedule management plan, the scope management plan, and the cost management plan are also important documents for managing the project, but they are not the first ones to refer to when a change is requested. These documents describe how the project schedule, scope, and cost will be planned, defined, monitored, controlled, and reported . They are used to establish the project baselines and measure the project performance against them. However, they do not provide the specific steps and criteria for dealing with changes to the project. The project manager should refer to these documents after the change request is approved, to update the project schedule, scope, and cost accordingly and ensure alignment with the project objectives and stakeholder expectations. References: 1: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. 2: Project Management Institute. (2020). Project Management Professional (PMP)® Examination Content Outline. 3: Teamwork. (2021). 10 project management best practices you MUST know. 4: Salapatas, J. N. (2000). Best practices—the nine elements to success. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.

The first thing that the project manager should do is to review the communications management plan, which is the document that describes how the project information will be communicated to the stakeholders. The project manager should check if the stakeholder’s communication requirements, preferences, and expectations are identified and addressed in the plan. If not, the project manager should update the plan accordingly and ensure that the stakeholder receives the appropriate project status reports. The other options are not the best first actions, as they either do not address the root cause of the problem (lack of communication), or they are premature or unnecessary (updating the stakeholder register or the project management plan). References: PMBOK Guide, page 377-378; PMP Sample Test Questions, question 43

A minimum viable product (MVP) is a product with the minimum features that can deliver value to the customer and validate the product concept1. To estimate the cost of an MVP, the project manager can use agile methods such as user story points and forecasting. User story points are a relative measure of the size and complexity of a user story, which is a description of a feature from the user’s perspective2. Forecasting is a technique that uses historical data and trends to project future outcomes3. By estimating the user story points for each feature of the MVP and using forecasting to calculate the time and resources needed, the project manager can report a realistic and accurate budget for the MVP. This approach is more suitable than the other options because:

• B. Determining the control accounts and using a top bottom estimate is a traditional method that is more applicable to large and complex projects with well-defined scope and requirements. It involves breaking down the project into smaller units and estimating the cost of each unit from the top level to the bottom level. This method may not be flexible enough to accommodate the changes and uncertainties that are common in MVP development.
• C. Considering the cost performance index (CPI) based on earned value (EV) divided by costs is a method that is used to measure the efficiency of the project performance. It compares the value of the work completed with the actual cost incurred. This method is not relevant for estimating the cost of an MVP, as it requires the project to be already in progress and have a baseline plan to compare with.
• D. Calculating the budget at completion (BAC) based on the completed and planned features is a method that is used to estimate the total cost of the project at the end of its life cycle. It involves adding up the actual cost of the work done and the estimated cost of the remaining work. This method is not appropriate for estimating the cost of an MVP, as it assumes that the scope and features of the project are fixed and known in advance, which is not the case for MVP development.

References:

1: Minimum Viable Product (MVP) and Project Cost Estimation with Cost … 2: User Stories | Atlassian 3: Forecasting Techniques in Project Management - PM Study Circle : Top-down and bottom-up project management: Leveraging the advantages of the two approaches : Cost Performance Index (CPI) in Project Management | Sinnaps : Budget at Completion (BAC) in Project Cost Management

According to the PMBOK Guide, stakeholder engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The project manager should engage with the town’s authorities to understand the root cause of their resistance, address their concerns, and negotiate a mutually acceptable solution that aligns with the project objectives and scope. This is also consistent with the PMI Code of Ethics and Professional Conduct, which states that project managers should respect the legitimate interests of others and seek to resolve conflicts constructively. Changing the project scope, moving to the next town, or sending the minutes of stakeholder engagements are not effective ways of dealing with stakeholder resistance, as they may create more problems, risks, or dissatisfaction for the project and its stakeholders. References:

• PMBOK Guide, 7th edition, pages 156-157, 161-162, 166-167
• PMI Code of Ethics and Professional Conduct, pages 4-5
• PMI-PBA Guide, 2nd edition, pages 75-76, 80-81, 85-86

In project management, especially in an agile environment, collaboration and communication are key. When there is a delay in the validation and release of a product due to other priorities, the project manager should work with the IT team to prioritize the tasks. This approach promotes teamwork, ensures everyone is on the same page, and helps to address the issue in a constructive manner. Escalating the issue (option A) might not be the best initial approach as it could create unnecessary tension. Delivering the features without validation (option C and D) could lead to quality issues and is generally not a good practice. References: PMBOK Guide, 6th Edition, Section 9.3.2.1: Team Charter

 The project manager should recognize the stakeholder’s skills as an expert on taxes and evaluate the possibility of the stakeholder supporting the project team. This will help to leverage the stakeholder’s knowledge and experience, as well as increase the stakeholder’s engagement and satisfaction. The project manager should also communicate with the stakeholder and the project team to establish a clear and collaborative relationship. Requesting the functional manager, asking the project team, and sending a request to the project sponsor are not the best ways to leverage the stakeholder’s information, as they may create unnecessary dependencies, conflicts, or delays. References:

• PMP Exam Content Outline, Domain II: Process, Task 3: Engage with stakeholders to meet expectations and foster collaboration.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 2: Value Delivery System, Section 2.4: Stakeholders, Page 38.
• Professional in Business Analysis (PBA) Certification Exam Outline, Domain II: Planning, Task 2: Plan Stakeholder Engagement, Page 9.

 According to the PMBOK Guide, a change request is a formal petition for change in a project. It’s a document that explains what are the changes to be made and the main reasons why they should be implemented1. Change requests can either be submitted by internal or external project stakeholders. When a project manager realizes that some operational project requirements were not captured in the project scope of work, they should issue a change request to include the additional scope, and track the completion of the work items. This is the best way to ensure that the project deliverables meet the customer’s needs and expectations, and that the project scope is aligned with the project objectives. The other options are not the best actions to take in this situation. Issuing a change request to remove items from the scope of work and keep the project on schedule (option A) may compromise the quality and value of the project deliverables, and may result in customer dissatisfaction or rejection. Documenting the issue in the lessons learned document, and discussing this with the project sponsor (option C) may be helpful for future projects, but it does not address the current issue or resolve the gap in the project scope. Arranging to pass the cost to the operational area since the customer will benefit (option D) may create conflicts and resentment among the project stakeholders, and may violate the project budget and contract terms. References: PMBOK Guide, 6th edition, pages 115-116, 123-124.

EVA is a method of measuring project performance by comparing the actual work done, the planned work, and the budget. It helps to determine the project’s progress, efficiency, and profitability. EVA is a useful tool for agile projects, as it can provide timely feedback and allow for adjustments as needed12.

The other options are not as relevant or effective for illustrating the project’s performance in an agile context:

• A. Results of the MoSCoW assessment: MoSCoW is a prioritization technique that helps to classify the project requirements into four categories: Must have, Should have, Could have, and Won’t have. It helps to focus on the most important and valuable features for the customer. However, it does not measure the project’s performance or progress3.
• B. Cost-benefit analysis: Cost-benefit analysis is a technique that compares the costs and benefits of a project or a decision. It helps to evaluate the feasibility and profitability of a project. However, it does not reflect the project’s performance or progress, especially in an agile environment where the scope and requirements may change frequently4.
• C. Return on investment (ROI) analysis: ROI analysis is a technique that measures the profitability of a project or a decision by comparing the benefits and costs. It helps to assess the value and impact of a project. However, it does not indicate the project’s performance or progress, especially in an agile environment where the benefits and costs may vary over time.

According to the PMBOK Guide 7th edition, a reserve analysis is a technique used to determine the amount of contingency and management reserves needed for a project. Contingency reserves are used to address known risks, while management reserves are used to address unknown risks. The risk management plan is a component of the project management plan that describes how risk management activities will be planned, structured, and performed. The project manager should request a reserve analysis and update the risk management plan to account for the critical element and the reserves needed in the next phase of the project. This will help the project manager to manage the uncertainties and potential impacts of the risks on the project objectives. References: PMBOK Guide 7th edition, pages 215-216, 223-224, 228-229. PMBOK Guide 7th Edition and PMP Exam Prep

According to the PMBOK Guide, 6th edition, section 8.3.3.1, the project manager is responsible for monitoring and controlling the project quality and ensuring that the project deliverables meet the quality requirements. The project manager should also document any quality issues or defects that are identified during the quality control process and take appropriate actions to correct them. In this scenario, the project manager should first update the issue log, identify the involved stakeholders, and assign resources to the corrective actions. This will help to track and resolve the quality issue and prevent further deviations or rework. The other options are either premature or irrelevant, as they do not address the root cause of the problem or respect the authority and scope of the project manager. References: PMBOK Guide, 6th edition, section 8.3.3.1, page 287.

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

• PMI-PBA Practice Guide, p. 67 1
• PMBOK Guide, 6th edition, p. 189 2

The question is about a project that faces a potential threat from a competitor’s product launch using the same innovation. The project manager needs to assess the impact of this threat on the project’s objectives and take appropriate actions to mitigate it. The best option for the project manager to do next is:

• Document the issue in the issue log and escalate to the project sponsor: This option is proactive and follows the best practice of issue management. The project manager should document the issue, its impact, and possible solutions in the issue log, which is a tool for tracking and resolving issues that affect the project. The project manager should also escalate the issue to the project sponsor, who is the person or group that provides the resources and support for the project. The project sponsor can help the project manager to evaluate the options and make decisions that align with the project’s goals and business strategy12

The other options are not as effective or appropriate as the first option. They are:

• Inform the project sponsor and suggest canceling the project: This option is premature and pessimistic. The project manager should not suggest canceling the project without analyzing the situation and exploring alternatives. Canceling the project might result in wasted resources, lost opportunities, and damaged reputation. The project manager should work with the project sponsor to find ways to overcome the threat and deliver value to the customer3
• Review the project goals and eat criteria m the project charter: This option is passive and incomplete. The project manager should review the project goals and acceptance criteria in the project charter, which is a document that authorizes the project and defines its scope, objectives, and stakeholders. However, this is not enough to address the issue. The project manager should also document the issue, communicate with the project sponsor, and take actions to resolve the issue4
• Ask the leader of research and development to decide on next steps: This option is irresponsible and risky. The project manager should not delegate the decision-making to the leader of research and development, who might not have the authority, responsibility, or knowledge to handle the issue. The project manager should consult with the leader of research and development, who is a subject matter expert, but the project manager should also involve the project sponsor, who is the project owner, and other relevant stakeholders, who might be affected by the issue. The project manager should lead the issue resolution process and ensure that the decisions are aligned with the project’s goals and business strategy.

References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4, Section 4.4.3.1 2: Business Analysis for Practitioners: A Practice Guide, Chapter 8, Section 8.4.2 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 2, Section 2.4.3 4: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4, Section 4.1.3.1 : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13, Section 13.2.2.4

The project manager should determine the critical requirements to bridge the gap and ensure the project delivers the expected business value. This is because the project manager is dealing with a new and innovative solution that may have unclear or ambiguous scope and expectations. The project manager should review the RFP and identify the key terms and conditions that define the project objectives, deliverables, and constraints. The project manager should also engage with the customer and other stakeholders to elicit, analyze, and prioritize the requirements that are essential for the project success. The project manager should ensure that the critical requirements are aligned with the project vision, scope, and business value, and that they address the compliance issues that may arise in the project context. The project manager should not document the risks and mitigations, as this would be a subsequent step after determining the critical requirements. The project manager should not define the project schedule, as this would be a premature and risky action without having a clear understanding of the project scope and requirements. The project manager should not create a project scope statement, as this would be a formal document that requires the approval of the customer and other stakeholders, and that may not be feasible or appropriate for a new and innovative solution. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Section 5.2, “Collect Requirements”
• PMBOK® Guide, 6th edition, Section 5.3, “Define Scope”
• PMBOK® Guide, 6th edition, Section 5.4, “Create WBS”
• PMBOK® Guide, 6th edition, Section 5.6, “Control Scope”

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

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

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

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

The project manager should agree on the criteria to prioritize risks before developing a risk response strategy. This is because not all risks have the same level of impact or probability on the project objectives, and therefore require different levels of attention and response. By agreeing on the criteria to prioritize risks, such as expected monetary value, risk score, risk urgency, or stakeholder tolerance, the project manager can rank the risks according to their importance and focus on the ones that pose the most threat or opportunity to the project. This will help the project manager allocate resources, time, and budget more effectively and efficiently to address the risks. The project manager should also involve the relevant stakeholders, such as sponsors, SMEs, and team members, in the risk prioritization process to ensure their input and buy-in. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Section 11.4.1, “Perform Qualitative Risk Analysis: Inputs”
• PMBOK® Guide, 6th edition, Section 11.4.2, “Perform Qualitative Risk Analysis: Tools and Techniques”
• PMBOK® Guide, 6th edition, Section 11.4.3, “Perform Qualitative Risk Analysis: Outputs”
• PMI-PBA® Guide, 1st edition, Section 5.3.1, “Prioritize Requirements: Inputs”
• PMI-PBA® Guide, 1st edition, Section 5.3.2, “Prioritize Requirements: Tools and Techniques”
• PMI-PBA® Guide, 1st edition, Section 5.3.3, “Prioritize Requirements: Outputs”

The project manager should first perform an impact analysis with SMEs to assess the potential effects of the separate project on the network upgrade. This will help the project manager to determine the magnitude and probability of the risks, as well as the possible responses and contingency plans. The impact analysis is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness1. Informing the government representative, implementing a change request, and updating the risk register are all possible actions that may follow the impact analysis, but they are not the first thing to do. References: 1 PMBOK® Guide, 6th edition, page 452.

To answer this question, we need to consider which option would best help the project team understand how to deliver the project’s scope, given the limited time available with the SME. Option A, asking the SME to review the scope for alignment with the project charter, might be helpful, but it would not directly address the team’s challenges. Option B, organizing a mentoring session with the team and the SME, might be beneficial, but it would depend on the quality and relevance of the mentoring. Option D, reviewing the project scope statement with the SME, might be redundant, as the project scope statement should already be clear and agreed upon by all stakeholders.

Option C, meeting with the SME to discuss the current challenges the team is facing, seems to be the best choice. This option would allow the project manager to leverage the SME’s expertise and experience to provide guidance and solutions for the team. It would also enable the project manager to communicate the project’s scope, goals, and deliverables to the SME, and get feedback and suggestions on how to improve them. This option would also foster collaboration and trust between the project team and the SME, which could lead to better project outcomes.

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

According to the PMBOK Guide, a workstream is a logical grouping of project activities that produces a specific deliverable or sub-deliverable within a project. A workstream leader is the person who is responsible for planning, executing, monitoring, and controlling the workstream activities and deliverables. A functional manager is the person who has management authority over an organizational unit, such as a department, within a functional organization1.

In this scenario, the project manager faces a situation where one of the workstreams has missed its deadline multiple times, affecting the project schedule and performance. The project manager should speak to the workstream leader and the functional manager about this situation to ensure it does not happen again. The project manager should communicate with the workstream leader to understand the root causes of the delays, identify the risks and issues, and agree on the corrective and preventive actions. The project manager should also communicate with the functional manager to obtain the necessary resources, support, and guidance for the workstream leader and the workstream team. The project manager should facilitate the collaboration and coordination between the workstream leader and the functional manager to ensure the alignment of expectations, objectives, and deliverables1.

The other options are not as suitable as option C. Option A involves speaking to the workstream leader and the project sponsor. The project sponsor is the person or group who provides resources and support for the project and is accountable for enabling success1. However, the project sponsor is not directly involved in the management or execution of the workstream activities and deliverables. The project sponsor may not have the detailed knowledge or authority to address the specific issues or challenges faced by the workstream leader and the workstream team. Option B involves speaking to the workstream leader alone. This option may not be sufficient to resolve the situation, as the workstream leader may need the support and assistance of other managers or stakeholders to overcome the delays and improve the workstream performance. Option D involves speaking to the workstream leader and the project management office (PMO). The PMO is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques1. However, the PMO may not have the direct responsibility or authority over the workstream activities and deliverables. The PMO may not be able to provide the specific resources, support, or guidance needed by the workstream leader and the workstream team1.

References:

1: Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Newtown Square, PA: Author.

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

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

 The project manager should facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress. A Scrum of Scrums is a technique to coordinate multiple agile teams working on a large-scale project. It involves a representative from each team meeting regularly to share information, resolve issues, and align their work. This way, the project manager can ensure that the teams are collaborating effectively, managing interdependencies, and delivering value to the customer. A project newsletter, combining all the projects into one, or aligning the schedules may not be sufficient or feasible to address the complexity and uncertainty of a digital transformation project with a hard deadline and a new product. References: Agile Practice Guide, 2017, page 37; PMP Exam Content Outline, 2021, page 13.

 The project manager should motivate the team and deploy the necessary resources to support the outcome of the new agreement. This is because the team may feel demotivated or frustrated by the changes in the project scope and schedule, which can affect their performance and morale. The project manager should acknowledge the team’s concerns, communicate the benefits of the new agreement, and provide recognition and rewards for their efforts. The project manager should also ensure that the team has the adequate resources, such as staff, equipment, materials, and budget, to complete the project successfully. The project manager should not find a way to maintain the project schedule, as this may compromise the quality or scope of the project. The project manager should not impose authority on the project, as this may create resentment or resistance among the team members. The project manager should not request additional resources from the sponsor and motivate the team, as this may not be feasible or necessary, depending on the nature and extent of the changes. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Section 9.4.2.3, “Team Recognition and Rewards”
• PMBOK® Guide, 6th edition, Section 9.4.3.1, “Change Requests”
• PMBOK® Guide, 6th edition, Section 4.2.3.1, “Project Management Plan Updates”

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

The Work Breakdown Structure (WBS) is a key project deliverable that organizes the team’s work into manageable sections. The Project Management Body of Knowledge (PMBOK) defines the work breakdown structure as a “deliverable oriented hierarchical decomposition of the work to be executed by the project team.” This option is the most effective way to manage large and complex deliverables that cannot be assigned to a single person. References: PMBOK Guide, 6th Edition, Section 5.4: Create WBS

The graph shows that the project is performing below the baseline for both schedule and cost, which means it is behind schedule and under budget. This indicates that the project is not meeting its planned progress and deliverables, and may have some issues with scope, quality, or resources. The project manager should review the project schedule to identify the root causes of the delays, and take corrective actions to bring the project back on track. The project manager should also monitor the project cost to ensure that it does not exceed the budget, and communicate the status and changes to the stakeholders. References:

• PMBOK Guide, 7th Edition, Chapter 8: Performance Measurement and Reporting1
• The PMI Guide to Business Analysis, Chapter 5: Planning Business Analysis Work2
• Business Analysis for Practitioners: A Practice Guide, Chapter 4: Elicitation and Collaboration3

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A team charter is a document that defines the purpose, objectives, roles, and norms of a project team. It helps to align the team members’ expectations, clarify their responsibilities, and foster collaboration and trust. A team charter is an output of the Develop Team process, which involves improving the competencies and interactions of team members to enhance project performance1. A project charter is a document that authorizes the project and defines its high-level scope, objectives, and constraints. It is not focused on the team expectations or productivity. A stakeholder register is a document that identifies the project stakeholders and their interests, influence, and involvement in the project. It is not used to manage the team expectations or productivity. A project organization chart is a graphical representation of the project team members and their reporting relationships. It does not define the team expectations or productivity. References: 1 PMBOK® Guide, 6th edition, page 349.

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

• PMBOK Guide, 7th edition, page 237, section 8.2.3.1, Root Cause Analysis
• PMBOK Guide, 7th edition, page 238, section 8.2.3.2, Quality Management Plan Updates

A hybrid approach combines elements of both predictive (or traditional) and agile methodologies. It’s important for the project manager to ensure that all team members understand and consistently apply the agile tools and techniques defined in the hybrid methodology. This will help the team to work effectively within the new framework and mitigate the risk of delays in project delivery. References: PMBOK Guide, 6th Edition, Section 1.2.3: Project Management Approaches

According to the PMBOK Guide, 7th edition, section 4.6.2, the project manager should assess the impact of any requested changes on the project objectives, scope, schedule, cost, quality, resources, risks, and stakeholder engagement. The project manager should also follow the established change management process, which usually involves submitting the change request to the CCB for approval or rejection. The CCB is a group of stakeholders who have the authority to review and approve changes to the project baselines. The project manager should not implement the new features without the CCB’s approval, nor reject them outright, as this could damage the relationship with the sponsor and other stakeholders. The project manager should also not add the new features just to please the sponsor, as this could lead to scope creep and gold plating, which are practices of adding unnecessary or unapproved features that increase the project cost and risk without adding value. References:

• PMBOK Guide, 7th edition, section 4.6.2, page 121-122
• PMBOK Guide, 7th edition
• PMP Exam Content Outline

A retrospective review is a meeting held at the end of an iteration in Agile project management, where the team can assess past work and plan future project goals1. One of the benefits of retrospective reviews is that they foster continuous improvement by identifying what went well and what can be improved2.

If the project team members are not completing tasks during the iterations because of interruptions and requests for help from other teams, it indicates that there is a problem with the team’s collaboration and communication. The project manager, as a team facilitator, should address this problem by identifying its root causes and defining the ground rules with all project team members to minimize interferences. This way, the project manager can help the team to focus on their tasks, avoid distractions, and respect each other’s time and boundaries3.

The other options are not correct for the following reasons:

• B. Recommend to the project team members that they should improve their planning and make their stories smaller. This option does not address the problem of interruptions and requests for help from other teams, which are external factors that affect the team’s performance. Making the stories smaller may help the team to deliver faster and more frequently, but it does not solve the underlying issue of poor collaboration and communication.
• C. Reunite with the project team members affected and tell them not to reduce the team’s capacity. This option is not effective because it does not address the problem’s root causes, nor does it involve the whole team in finding a solution. Telling the team members not to reduce their capacity may also be perceived as blaming or pressuring them, which can lower their morale and motivation.
• D. Hire a coach to help all project teams to improve their abilities to solve problems on their own. This option is not feasible because it involves hiring an external resource, which may not be available or affordable. Moreover, hiring a coach does not guarantee that the problem will be solved, as the coach may not have the same context or understanding of the project as the team members.

1: Agile Retrospective Guide: What Is It & How To Run It 2: Sprint Retrospective: How to Hold an Effective Meeting - Atlassian 3: End of the project: how to run your final retrospective

According to the PMBOK Guide, the project manager is responsible for managing the project team, which includes developing, leading, motivating, and supporting the team members. One of the tools and techniques for managing the project team is interpersonal and team skills, which include mentoring and coaching. Mentoring and coaching are ways of providing guidance, feedback, and support to the team members to help them improve their performance, skills, and motivation. By providing routine mentoring and coaching, the project manager can identify any issues that may be affecting the team members’ performance, such as stress, burnout, conflict, or lack of recognition, and address them accordingly. This can help maintain the project team’s performance level and prevent further deterioration. References: PMBOK Guide, 6th edition, pages 349-350, 360-361; PMP Sample Test Questions, question 2.

According to the PMBOK Guide, stakeholder engagement is the process of identifying the people, groups, or organizations that could impact or be impacted by the project, analyzing their expectations and influence, and developing appropriate strategies to effectively engage them in project decisions and execution. Stakeholder engagement is especially important for projects that involve virtual teams, as they may face challenges such as communication barriers, cultural differences, lack of trust, and low visibility. By performing stakeholder engagement with the virtual team, the project manager can ensure that the team members are aware of the project objectives, requirements, and deliverables, and that they receive timely and constructive feedback, recognition, and support. This can help improve the team’s performance, motivation, and collaboration, and ultimately lead to better project outcomes. References: PMBOK Guide, 6th edition, pages 513-514, 540-541; PMP Practice Exam, question 4.

• Risks and costs are controlled as requirements and constraints emerge.
• Requirements are incorporated in real-time during delivery.
• Changes are elaborated frequently during delivery.
• Key stakeholders are continuously engaged throughout delivery.

 In project management, particularly within the agile framework, it is essential to match the correct practices with the project’s needs. The phrases and statements provided align with the principles of agile project management, where:

• Risks and costs must be controlled as they emerge, which is part of the monitoring and controlling process groups.
• Requirements should be incorporated in real-time, reflecting the iterative nature of agile projects.
• Changes need to be elaborated frequently, allowing for continuous improvement and adaptation during project execution.
• Key stakeholders engagement is crucial throughout the project delivery to ensure alignment and satisfaction with the project outcomes.

References: The PMBOK® Guide1 and the Agile Practice Guide, which are part of the PMI’s foundational standards, provide detailed explanations on these agile practices. Additionally, the PMP Examination Content Outline2 offers insights into the process groups and knowledge areas relevant to these practices. These references emphasize the importance of flexibility, stakeholder engagement, and iterative development in project management.

 According to the PMP Exam Content Outline, a project manager should select the appropriate project approach based on the project characteristics, such as the degree of uncertainty, complexity, and stakeholder involvement. A hybrid approach combines elements of predictive and adaptive (agile, iterative, incremental) approaches to suit the specific needs and context of the project. In this case, a hybrid approach would allow the project manager to accommodate the potential changes from the new CEO, while also ensuring the delivery of the correct sales results as the final product. A hybrid approach would also enable the project manager to collaborate with the customer and the development team to refine the requirements and validate the solution throughout the project life cycle. A predictive approach would not be suitable for this project, as it assumes a high level of certainty and stability in the requirements and the environment, which is not the case here. An incremental approach would deliver the product in smaller increments, which may not meet the customer’s expectation of no intermediate results. An iterative approach would repeat the same phases until the product meets the desired quality, which may not be efficient or effective for this project. References: = PMP Exam Content Outline, Domain I: People, Task 1: Manage conflict, page 6. PMP Exam Content Outline, Domain III: Business Environment, Task 2: Select project approach, page 14. PMBOK Guide, Chapter 1: Introduction, Section 1.2: Foundational Elements, page 9. PBA Guide, Chapter 2: Needs Assessment, Section 2.2: Assess Current State of the Organization, page 33.

 This is the best option because it addresses the root cause of the problem, which is the unclear product requirements. By analyzing the problem with both teams, the project leader can facilitate communication, collaboration, and alignment between them. This can help to clarify the product vision, prioritize the backlog, and identify any gaps or errors in the work done so far. This can also help to improve the quality of the product and the satisfaction of the stakeholders.

The other options are not as effective because they do not address the underlying issue or they may create more problems. For example:

• B. Selecting new team members may disrupt the existing team dynamics and introduce more uncertainty and confusion. It may also delay the project and increase the cost.
• C. Demanding that the business team define final requirements may create conflict and resentment between the teams. It may also be unrealistic or impractical to expect final requirements in a complex and changing environment.
• D. Telling the teams to continue following the initial plan may result in wasted time and resources, as well as low-quality outcomes. It may also ignore the feedback and learning from the previous sprints.

The project manager should first meet with the stakeholder to better understand their expectations and update the stakeholder engagement plan. The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution1. By meeting with the stakeholder, the project manager can identify the stakeholder’s information needs, communication preferences, and level of interest and influence on the project. This will help the project manager to tailor the periodic reports and other communication methods to meet the stakeholder’s expectations and increase their satisfaction and support for the project2.

Option A is not the best answer because adding the stakeholder details into the periodic reports and updating the project management plan is a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option B is not the best answer because inviting the stakeholder to all future project review meetings and updating the project management plan is also a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option C is not the best answer because updating the project management plan with the new information and informing all of the relevant stakeholders is a general and vague action that does not address the specific issue of the stakeholder’s complaint. It is not the first thing to do. References: 1: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 2: PMBOK Guide, 7th Edition, Section 13.2.2.4, Communication Requirements Analysis

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 The project manager should advise the customer to discuss changes with the product owner, who is responsible for managing the product backlog and prioritizing the user stories. The product owner is the key stakeholder who represents the customer’s voice and ensures that the product delivers value to the customer. The product owner also collaborates with the Scrum team and the Scrum master to plan and execute the sprints. By directing the customer to the product owner, the project manager can avoid confusion and conflict among the team members and maintain the integrity of the Scrum process. The other options are not appropriate because they do not follow the Scrum principles and values. Option B: Document this issue in the sprint backlog for discussion at a team meeting. This option is not correct because the sprint backlog is a list of tasks that the team commits to complete in a sprint, not a place to document issues or changes. The sprint backlog should only be modified by the team members during the sprint, not by the customer or the project manager. Option C: Ask the customer to submit a change request to the project sponsor. This option is not correct because it goes against the agile mindset of welcoming changes and delivering value to the customer. The project sponsor is not involved in the Scrum process and does not have the authority to approve or reject changes. The product owner is the only person who can accept or reject changes to the product backlog. Option D: Encourage the team to clarify the requests with the customer. This option is not correct because it may create more confusion and inconsistency among the team members and the customer. The team should not communicate directly with the customer without the involvement of the product owner, who is the single source of truth for the product vision and requirements. The team should focus on delivering the sprint goal and follow the guidance of the product owner and the Scrum master. References: PMBOK Guide 6th Edition, pages 37-38, 170-171, 176-177.

The project manager should use the PMIS to share information with the new stakeholders, as this is the most effective and efficient way to communicate project information and ensure that everyone has access to the same level of detail. The PMIS is a tool that supports the project manager in performing the processes of project integration management, project communications management, and project stakeholder management. The PMIS can include software applications, web-based systems, databases, and other technologies that facilitate the collection, integration, analysis, and dissemination of project information. The PMIS can also help the project manager to monitor and control the project performance and status, as well as to manage changes and issues. The PMIS can also provide a platform for collaboration and feedback among the project team and stakeholders. By using the PMIS, the project manager can ensure that the new stakeholders are informed and engaged in the project, and that their concerns are addressed in a timely manner. References: PMBOK Guide, 6th edition, pages 89, 377, 523, 540.

According to the PBA Guide, retrospectives are a technique to review the project performance and identify lessons learned, best practices, and improvement opportunities1. Retrospectives are especially useful in agile projects, where they are conducted at the end of each iteration or sprint2. By implementing retrospectives with the vendor, the project manager can ensure that the project team and the vendor share the same understanding of the project goals, requirements, and deliverables. The project manager can also facilitate knowledge transfer and collaboration between the team and the vendor, and address any issues or risks that may affect the project continuity. References: 1: PBA Guide, page 154 2: PMBOK Guide, page 188

 Cross-training is a technique that allows team members to share and learn skills from each other. It can enhance team performance, increase flexibility, and reduce risks related to staff turnover or unavailability. It can also improve team cohesion and collaboration. In this scenario, the project manager should allow the engineer and designer to cross-train with each other, as this would benefit both the project and the individuals. The engineer would learn a new skill that is required for the tasks, and the designer would reinforce their existing skill by teaching it. This would also save time and money compared to external training options. Escalating the situation to the engineer’s manager, requesting external training for the engineer, or requesting external training for both the engineer and the designer are not the best choices, as they would not leverage the existing resources and expertise within the team. References: PMBOK Guide, 6th edition, page 339; Professional in Business Analysis (PMI-PBA)® Handbook, page 16.

 The project manager should work with the team to analyze which processes are suitable to use and define them in the ground rules. This will help to resolve the conflict by creating a common understanding of the project processes, expectations, and norms among the team members from different companies. The project manager should also facilitate communication and collaboration among the team members and foster a positive team culture. Avoiding the conflict, reviewing the historical information, and asking the team to use company B’s processes are not effective ways to resolve the conflict, as they do not address the root cause of the problem or involve the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 48-49, 343-344, 368-369; PMP Exam Content Outline, 2020, pages 6-7.

The kick-off meeting is the formal start of the project or a project phase. It is an opportunity for the project manager to communicate the project objectives, scope, schedule, risks, assumptions, and expectations to the project team and other stakeholders. It also helps to establish the team roles and responsibilities, the communication plan, the ground rules, and the team culture. The kick-off meeting is part of the Develop Project Management Plan process, which belongs to the Planning process group. The other options are not the actions that the project manager should do in this phase, as they are either part of other processes or not relevant to the project baseline schedule development. References:

• [PMBOK Guide], 6th edition, pages 89-90, 123-124, 513-514.
• [Professional in Business Analysis (PMI-PBA) Handbook], pages 15-16, 19-20.