PMP PMI Project Management Professional (2025 Version) Free Practice Exam Questions (2025 Updated)

 The project manager should communicate individually with the affected team members to negotiate the decision and confirm their willingness to relocate, as this is the most respectful and ethical way to handle the situation. Relocating team members abroad for six months is a major change that will affect their personal and professional lives, and the project manager should consider their needs, preferences, and concerns before making any final decisions. The project manager should also explain the rationale and benefits of the relocation, and offer any support or incentives that may facilitate the transition. Communicating to the whole team, the HR department, or the team members’ manager may not be appropriate or sufficient, as the project manager should first consult with the team members directly and obtain their consent. These other communication options may also create unnecessary confusion, resentment, or resistance among the team members or other stakeholders. References: PMBOK Guide, 7th edition, pages 111, 112, 113, 114.

According to the AI & SOCIETY article1, legal structures may form barriers to, or enablers of, adoption of precision agriculture management with small autonomous agricultural robots. The article develops a conceptual regulatory framework for small autonomous agricultural robots, from a practical, self-contained engineering guide perspective, sufficient to get working research and commercial agricultural roboticists quickly and easily up and running within the law. The article examines the liability framework, or rather lack of it, for agricultural robotics in EU, and their transpositions to UK law, as a case study illustrating general international legal concepts and issues. It examines how the law may provide mitigating effects on the liability regime, and how contracts can be developed between agents within it to enable smooth operation. It covers other legal aspects of operation such as the use of shared communications resources and privacy in the reuse of robot-collected data. Where there are some grey areas in current law, it argues that new proposals could be developed to reform these to promote further innovation and investment in agricultural robots. Therefore, the lack of a proper legal framework in place for the automation project may be the reason why the elected officials warned the project manager that the project cannot proceed, as they may face legal uncertainties, risks, or challenges that could affect the project’s feasibility, legitimacy, or acceptability. References: AI & SOCIETY article1

According to the PMBOK® Guide, a project manager should be able to lead and support the team in adapting to the changing environment and emerging opportunities. This includes providing coaching and mentoring to the team members, especially when they are transitioning from a predictive to an agile approach. The project manager should also facilitate team training and development, and foster a positive team culture that embraces agility and collaboration. Creating an agile conduct guideline or providing directions to the team members may not be sufficient or effective in addressing the knowledge gaps and changing the culture. Replacing the key team members with new resources may be disruptive and costly, and may not guarantee the success of the transformation. References: PMBOK® Guide, 6th edition, pages 52-53, 334-335.

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.

 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 hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5. References: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management: What is it, Approach & Software - Teamhood 3: What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) - Project Management Stack Exchange 4: Manifesto for Agile Software Development 5: How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting

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.

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

The project manager should discuss the issue with the functional manager to understand the reason for the complaint. This is the best option because it shows the project manager’s respect and communication skills, as well as the willingness to resolve the conflict in a constructive way. By discussing the issue with the functional manager, the project manager can also clarify the expectations, roles, and responsibilities of the team member, as well as identify the root cause and possible solutions for the problem. This option also aligns with the PMBOK® Guide’s guidance on managing stakeholder engagement, which includes addressing and resolving issues, and fostering collaboration among stakeholders1.

The other options are not as effective as option B. Option A is not fair and may demotivate the team member and the rest of the team. Option C is not collaborative and may escalate the conflict. Option D is not realistic and may create more interruptions and resistance from the functional manager. References: 1: PMBOK® Guide, 6th edition, page 518

The project manager’s responsibility is to ensure that the project aligns with the organization’s values and objectives. In this case, the project’s viability and success are being questioned due to concerns about compromising land erosion. If the project no longer aligns with the company’s commitment to environmentally sustainable projects, it is appropriate for the project manager to propose closing the project. This decision ensures that the organization maintains its reputation for delivering environmentally responsible initiatives1.

 When a project involves integration of existing systems, especially when there are known issues in production, it is crucial for the project manager to identify and remove impediments and mitigate the risks. This approach is aligned with the principles of project management which emphasize the importance of addressing and managing risks proactively. The project manager should work on identifying the root causes of the issues and take corrective actions to ensure that the project objectives are met without significant delays or quality problems.

Budget at Completion (BAC) is the total planned value of the project. It is calculated by multiplying the number of work units by the cost per unit.

BAC = Total miles × Cost per mile

= 10 miles × US$15,000

= US$150,000

The percentage of work completed (80%) is irrelevant for this specific calculation, which only asks for the original planned total budget (BAC).

When a project manager returns from an absence to find a nearly complete project schedule developed by the team, the priority should be to ensure that the schedule aligns with the project’s vision and objectives. This is crucial because the project scope statement, which includes the project’s vision, objectives, and work breakdown structure, guides all project activities. The project manager must review the developed schedule against the approved project scope statement to ensure that all project work aligns with the documented objectives and deliverables. If discrepancies are found, the project manager should work with the team to make necessary adjustments. This approach helps maintain the project’s integrity and ensures that the final deliverables will meet the stakeholders’ expectations.

 Inviting the manager to the scheduled sprint review aligns with the principles of stakeholder engagement and communication management as outlined in the PMBOK® Guide. It encourages transparency and provides an opportunity for early feedback, which is beneficial for the project’s success. The PMBOK® Guide emphasizes the importance of involving stakeholders and keeping them informed about the project’s progress. By inviting the manager to the sprint review, the project manager is adhering to these best practices.

When a project sponsor requests an additional deliverable, especially when the project is significantly underway, the first action a project manager should take is to determine the potential impact of this change on all aspects of the project. This involves assessing how the new deliverable will affect the project’s scope, time, cost, quality, resources, and risks. The project manager needs to analyze whether the additional deliverable aligns with the project objectives and how it might alter the project plan. This impact analysis is crucial before moving forward with any decisions or negotiations related to the change request.

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.

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.

When a key project deliverable is discovered to be unbudgeted, the project manager should first meet with the team to discuss alternatives. This collaborative approach is recommended as it involves the team in problem-solving and may lead to innovative solutions that the project manager alone might not consider. It is also aligned with the principles of the PMBOK® Guide, which emphasizes engaging with the team and stakeholders to address project challenges.

Predictive:

Requirements: are controlled as requirements and constraints emerge.

Changes: are elaborated frequently during delivery.

Risk and Cost: are continuously involved.

Key Stakeholders: are controlled by detailed planning.

Agile:

Requirements: are defined up-front before development team begins.

Changes: are constrained as much as possible.

Risk and Cost: are incorporated in real-time during delivery.

Key Stakeholders: are involved at specific milestones.

The predictive project approach, often referred to as the waterfall model, is characterized by its sequential phase-to-phase development where requirements and planning are done up-front. In contrast, the agile approach is iterative and incremental, with requirements and solutions evolving through collaboration between self-organizing cross-functional teams.

In the predictive approach:

Requirements are detailed early in the project and changes are managed through a formal process.

Changes are not expected to be frequent and are carefully managed.

Risk and Cost are analyzed and assessed as part of the initial planning.

Key Stakeholders are identified and their needs are addressed through detailed planning.

In the agile approach:

Requirements are often co-created with stakeholders and can evolve as the project progresses.

Changes are expected and embraced as part of the methodology to adapt to evolving needs.

Risk and Cost are managed in real-time, allowing for quick responses to change.

Key Stakeholders are engaged continuously, with their feedback incorporated into the project iteratively.

The first step should be to engage in a dialogue with the operations manager to understand their concerns regarding the change. This aligns with the PMBOK® Guide’s emphasis on communication and stakeholder engagement as key aspects of effective change management1. Understanding the operations manager’s perspective is crucial to assess the impact of the change on the production line and to explore potential solutions or mitigations. It is important to ensure that all stakeholders are on the same page and that any concerns are addressed promptly to avoid further issues23.

In the context of agile project management, when a team member is unavailable and it significantly impacts the deliverable, the project manager should perform an impact analysis to understand the extent of the impact on the project. The next step is to readjust the project schedule accordingly. This may involve re-estimating the remaining work, adjusting the scope, or re-prioritizing the backlog items. Once these adjustments are made, it is crucial to communicate the changes to the customer to set realistic expectations and maintain transparency. This approach aligns with the agile principle of responding to change over following a plan and ensures that the project continues to move forward in a controlled and informed manner. References: The answer and explanation are based on the principles found within the PMBOK® Guide and the Agile Practice Guide, which are part of the reference materials for the PMP certification12. Additionally, the Professional in Business Analysis (PMI-PBA) reference materials support the importance of stakeholder engagement and communication, which are critical when there are significant changes in a project3.

 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.

When a significant regulatory feature is missing in the project backlog, it is essential to engage stakeholders to discuss the impact of adding this feature. This aligns with the PMBOK® Guide’s emphasis on stakeholder engagement and the importance of communication with stakeholders when project changes occur. The PMBOK® Guide suggests that project managers should continuously engage stakeholders to understand their needs and expectations, address issues as they occur, and foster appropriate stakeholder engagement in project decisions and activities.

 In an agile project, collaboration and team input are crucial for success. Before sending details and estimates to the client, the project manager should engage with the team to gather their insights and expertise. This ensures that the project plan reflects a realistic approach, considering the team’s views on dependencies and potential risks. Agile methodologies emphasize the importance of team collaboration and iterative development, which includes regularly revisiting and adjusting plans as the project progresses1234.

For a complex project with a high degree of change, increasing the active engagement and participation of key stakeholders is crucial. This strategy ensures that stakeholders are involved in the decision-making process, which can help in managing expectations, gaining valuable insights, and fostering a sense of ownership among all parties involved. It also aids in identifying potential risks and changes early on, allowing for a more adaptive and responsive approach to project management.

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.

Comprehensive and Detailed Explanation:

The PMO typically maintains standard templates and documentation requirements, especially for steering committees. Engaging the PMO ensures alignment with organizational standards and expectations.

A may result in inconsistent or outdated artifacts.

C may provide insight but not ensure consistency.

D may waste time if templates already exist.

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.

The best course of action when receiving a request for a more detailed project status is to engage in a dialogue with the senior manager to understand their specific needs. This approach aligns with the PMBOK® Guide’s emphasis on effective communication and stakeholder engagement as key aspects of project management. By discussing the requirements directly, the project manager can tailor the communication to provide relevant and precise information that satisfies the senior manager’s request without overwhelming them with unnecessary details. This method ensures that the project manager is responsive to stakeholder needs and maintains clear and open lines of communication.

Conflict management begins with understanding the source and stage of the disagreement. Only then can the appropriate resolution technique (collaborating, compromising, accommodating, etc.) be selected. The PMBOK® Guide – Seventh Edition advocates using emotional intelligence and analysis to manage team dynamics effectively.

Option A escalates before analysis.

Option C assumes a resolution technique without understanding the problem.

Option D bypasses the Agile team’s empowerment and problem-solving structure.

Conflict resolution starts with understanding the root cause of the issue. Before taking corrective or disciplinary action, the project manager should investigate both sides to identify what is causing the tension. This is essential for resolving the issue constructively and preventing recurrence.

This approach aligns with the PMBOK® Guide – Seventh Edition guidance on conflict management: listen first, then act.

Option A presumes the team member is at fault.

Option B may not be suitable without understanding this context.

Option D is helpful later, not as the first step.

 The best course of action is for the project manager to facilitate a session with all stakeholders to discuss, agree upon, and document the benefits and their ownership. This aligns with the PMP objectives of engaging stakeholders in the project decision-making process, including benefit analysis and distribution. It ensures that all parties have a clear understanding and agreement on how the benefits will be shared and utilized, which is crucial for project success and stakeholder satisfaction.

 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.

When a customer discovers that one of their requirements was not met, the project manager should refer to the requirements traceability matrix (RTM) to analyze the requirement in question. The RTM is a tool that links product requirements from their origin to the deliverables that satisfy them. It helps ensure that all requirements are accounted for and that any changes or updates to the requirements are properly managed throughout the project lifecycle. By analyzing the RTM, the project manager can identify where the breakdown occurred and take corrective action to address the customer’s concern1. References: = Requirement Traceability: A Tool for Quality Results | PMI1.

 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.

This is a PERT (Program Evaluation and Review Technique) estimation problem. The formula used is:

Expected Duration (TE) = (Optimistic + 4×Most Likely + Pessimistic) / 6

= (5 + 4×11 + 20) / 6

= (5 + 44 + 20) / 6

= 69 / 6 = 11.5 → Rounded = 12 days

While 11.5 is the exact mathematical output, PMI-style questions typically round this to the nearest whole number when appropriate.

Thus, the correct answer is C. 12 days

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.

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.

Mentorship is a form of knowledge transfer that supports team growth and organizational learning. According to PMBOK® Guide – Seventh Edition, project managers support team development and promote a learning environment. Balancing delivery and mentorship requires proactive time management.

Allocating specific time for mentoring ensures experienced team members can mentor juniors without compromising project deadlines or overburdening them. This supports both the strategic initiative and project success.

Option A disregards the hands-on value of mentoring in real-time project work.

Option B misinterprets the project manager's role; mentoring is best done peer-to-peer in this context.

Option D may reduce team cohesion and learning opportunities by outsourcing mentorship.

 To ensure that the allocated resource budget is sufficient to cover the resource costs of the project, the project manager should estimate the costs at the work package level. This involves determining the cost of resources required for each work package based on its defined scope. Once the costs for all work packages are estimated, they should be summed up to calculate the total cost of the project. This total cost can then be compared to the allocated budget to determine if the budget is sufficient. This approach aligns with the principles of cost management and budgeting in project management, where detailed cost estimation and aggregation are essential for accurate budgeting.

 The best practice in project management, as per the PMBOK® Guide, involves confirming that all project deliverables meet the predefined acceptance criteria and obtaining formal approval from the client before considering the project or phase closed. This ensures that all requirements have been met and the client is satisfied with the outcomes, thus preventing any post-delivery issues related to unmet requirements.

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.

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.

Engaging a disengaged team often involves understanding individual team members’ perspectives and addressing any concerns they may have. One-to-one meetings can provide a safe space for team members to express their thoughts and feelings without the pressure of a group setting. Additionally, team-building meetings can help in building rapport, trust, and a sense of community within the team, which are essential for engagement and collaboration. This approach aligns with the PMBOK® Guide’s emphasis on the importance of effective team management and stakeholder engagement.

The project manager is engaging in the process of creating a Work Breakdown Structure (WBS). This involves subdividing the project deliverables and project work into smaller, more manageable components, known as work packages. The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, which is essential for detailed project planning, assigning responsibilities, and tracking project progress.

The first step in addressing the concern of reducing labor costs without introducing risk to the project delivery is to perform a thorough analysis of the key cost drivers. This involves understanding the elements that contribute significantly to the project’s labor costs. By identifying these cost drivers, the project manager can explore various alternatives and strategies such as automation of repetitive tasks, outsourcing non-core activities, cross-training, and multi-skilling workers, or implementing lean production methods1. These alternatives can potentially reduce labor costs while maintaining the quality and timeline of the project delivery.

When a project milestone is missed due to a team member not completing their tasks on time, it is important for the project manager to address the issue directly with the individual involved. A one-on-one meeting allows for a private discussion where the project manager can understand the reasons behind the delay, provide feedback, and work with the team member to develop a plan to prevent future issues. This approach is aligned with the best practices for project human resource management, which emphasize the importance of clear communication and problem-solving within the project team.

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.

 Effective communication is crucial for the success of virtual teams. Regularly collecting feedback from team members can help the project manager understand the effectiveness of current communication methods and identify areas for improvement. This approach aligns with PMI’s emphasis on continuous engagement and iterative improvement in project management processes.

To avoid the situation where a legal requirement is overlooked in a global project, the project manager should have identified the regulatory differences among the countries involved. This involves a thorough analysis of the legal and regulatory environment in each country to ensure that all requirements are addressed during the planning phase. By understanding these differences early on, the project manager can incorporate the necessary compliance measures into the project plan, avoiding potential legal issues and delays.

In situations where there is a lack of support for the project, it is crucial to identify and engage with key stakeholders who can influence the project’s success. The PMBOK® Guide emphasizes the importance of stakeholder engagement and the need to analyze stakeholder influence, expectations, and impact on the project to effectively manage their engagement. By understanding which stakeholders have the most influence, the project manager can develop strategies to gain their support and address the concerns that may be hindering the project’s progress.

When resource constraints conflict with the full scope of stakeholder requirements, the project manager should first facilitate a requirements prioritization workshop. This allows stakeholders to collaboratively identify the most critical features and align scope with available resources.

The PMBOK® Guide – Seventh Edition emphasizes value delivery and stakeholder collaboration in prioritizing scope based on constraints. Requirements workshops are standard tools in scope planning and requirements elicitation.

Option B makes unilateral scope decisions, which could lead to stakeholder dissatisfaction.

Option C is valid, but only after the team jointly prioritizes based on business need.

Option D skips proper prioritization and assumes the budget can be increased, which may not be feasible.