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

The project manager should review the user roles and update the team charter to ensure that the project team members have clear and balanced responsibilities and expectations for each release. This will help to improve the team performance, collaboration, and accountability. Documenting the risk register, speaking to the customer, and involving the product owner are not directly related to the problem of uneven workload distribution among the team members. References:

PMP Exam Content Outline, Domain II: Process, Task 2: Manage project artifacts and ensure they meet the needs and expectations of key stakeholders.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9: Project Resource Management, Section 9.1: Plan Resource Management, Page 313.

Professional in Business Analysis (PBA) Certification Exam Outline, Domain III: Analysis, Task 3: Define Requirements Architecture, Page 13.

According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. One of the processes in the project management process group is Monitor and Control Project Work, which involves tracking, reviewing, and reporting the progress and performance of the project, as well as identifying and resolving issues. The project manager should use the issue log, a project document that records and tracks the issues that arise during the project, to document the issue of the missing notification and assign it to the appropriate project team member(s) for resolution. The project manager should also communicate the issue to the relevant stakeholders and update the project management plan and other project documents as needed. The project manager should not close out the project until the issue is resolved and the system migration is completed for all departments, as this would compromise the quality and scope of the project deliverables. The project manager should also not escalate the issue to the project sponsor and upper management, as this would indicate a lack of control and responsibility for the project. The project manager should also not report the issue during the next status meeting at the end of the week, as this would delay the resolution and potentially cause more problems for the project. The project manager should act promptly and proactively to address the issue and ensure the project is closed successfully. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, p. 123-127

PMBOK Guide, 6th edition, Appendix X1: Agile, Iterative, Adaptive, and Hybrid Project Environments, Section X1.5.2: Issue Log, p. 715

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Traceability and Monitoring, Section 5.3: Monitoring the Performance of Business Analysis Work, p. 143-144

The PMI Guide to Business Analysis, Chapter 7: Solution Evaluation, Section 7.3: Assess Solution Limitations, p. 373-374

 The project manager should conduct a kick-off meeting to ensure that all team members have a clear and common understanding of the project vision, goals, objectives, scope, deliverables, and roles and responsibilities. This is especially important for agile projects, where the team is expected to self-organize and collaborate effectively. A kick-off meeting can also help to establish trust, rapport, and alignment among team members who are working remotely or across different time zones and cultures. Scheduling team-building activities, coaching the team members, or continuing the meetings may be helpful, but they are not sufficient to address the gaps in understanding that exist at the beginning of the project. References:

PMBOK® Guide, 6th edition, page 123: “The project kick-off meeting is usually the first time that the project team and key stakeholders meet together. The purpose of the kick-off meeting is to communicate the project vision, objectives, and scope; confirm initial roles and responsibilities; and provide an opportunity for team members to get to know each other.”

PMI-PBA® Guide, 1st edition, page 39: “The business analyst should participate in the project kick-off meeting to ensure that the business needs, objectives, and benefits are clearly articulated and understood by the project team and stakeholders.

The project manager should plan a communication method and allow the project team members to virtually interact. This will help to facilitate effective communication, information sharing, feedback, and coordination among the remote project team members. The project manager should also consider the cultural, linguistic, and time zone differences among the team members and use appropriate tools and techniques to overcome the challenges of virtual collaboration. Discussing the concerns with the project sponsor, modifying the project charter, creating a social media group platform, and setting the ground rules are all possible actions that the project manager can take, but they are not the best answer to the question, as they do not directly address the issue of collaboration between the remote project team members. References: = PMBOK Guide, 6th edition, pages 366-367, 378-379, 555-556; Agile Practice Guide, pages 28-29, 32-33; PMP Exam Content Outline, 2020, pages 6-7.

Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization1. They can help the junior project manager to follow the best practices and standards of the organization and the industry. Lesson learned registers from past projects are the documented information that captures the knowledge, experience, and lessons learned throughout or at the end of a project2. They can help the junior project manager to avoid repeating the same mistakes and to apply the successful strategies from previous projects. Project management plan is the document that describes how the project will be executed, monitored, and controlled3. It can help the junior project manager to define, coordinate, and integrate all the subsidiary plans and baselines, such as scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement4. References: 1: PMBOK Guide, 7th edition, page 34 2: PMBOK Guide, 7th edition, page 36 3: PMBOK Guide, 7th edition, page 37 4: PMBOK Guide, 7th edition, page 38

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.

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.

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

PMBOK Guide 7th Edition, page 67, section 3.2.2

PMI Agile Practice Guide, page 33, section 3.2.1

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

 According to the Project Management Professional (PMP)® Examination Content Outline1, one of the tasks under the domain of executing is to “assess and prioritize impact of changes to project scope, schedule, cost, quality, resources, and risks”. This implies that before implementing any change request, the project manager should first evaluate how the change will affect the project objectives and deliverables, and whether the change is aligned with the business case and the stakeholder expectations. The business case is the document that justifies the initiation of a project by providing the expected benefits, costs, risks, and strategic alignment of the project2. Therefore, the project manager should identify how the proposed changes will benefit the project in relation to the business case, and communicate the results of the assessment to the senior management and other relevant stakeholders. This can help to ensure that the changes are necessary, feasible, and beneficial, and that they do not compromise the project scope, quality, or value. References:

1: Project Management Professional (PMP)® Examination Content Outline, page 10

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, page 29

According to the PMBOK Guide, a retrospective is a meeting held by a project team at the end of a project or process (often after an iteration) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements into future iterations or projects. In an agile project, retrospectives are usually held at the end of each iteration or sprint, regardless of the size or duration of the increment, milestone, or progress. The purpose of retrospectives is to enable continuous improvement and learning throughout the project life cycle, not just at the end of a major phase or deliverable. Therefore, the project manager should organize the first team retrospective when the work is progressing well through the team, which implies that the team has completed at least one iteration or sprint and has some feedback to share and act upon. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 4, Section 4.6.1.2, page 123

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

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

According to the PMBOK Guide 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 PMP Exam Content Outline, one of the tasks under the domain of Business Environment is to plan and manage project compliance, which includes confirming project compliance requirements and classifying compliance categories. Compliance requirements are the rules and regulations that the project must follow to meet the standards of quality, safety, security, and legality. Compliance categories are the types of compliance requirements that apply to the project, such as security, health and safety, regulatory, environmental, etc. Compliance requirements and categories may vary depending on the industry, country, and organization of the project. Therefore, the project manager should not assume that there are no compliance requirements for the project based on the sponsor’s knowledge, but should seek expert advice from the compliance leader, who is the person responsible for ensuring that the project meets the compliance standards and requirements. The compliance leader can help the project manager confirm if there are any compliance requirements for the project, and if so, what they are and how to comply with them. This will help the project manager avoid the risks and consequences of non-compliance, such as fines, penalties, lawsuits, reputation damage, or project failure. The other options are not correct because they do not involve consulting the compliance leader, who is the best source of information and guidance on compliance matters. Checking with the national compliance agency may not be sufficient, as there may be other compliance requirements at the regional, local, or organizational level. Trusting in the expertise of the sponsor may be risky, as the sponsor may not be aware of all the compliance requirements or changes that may affect the project. Conducting independent research may be helpful, but it may not be comprehensive, accurate, or up-to-date, and it may not address the specific needs and context of the project. References:

PMP Exam Content Outline

How compliance in project management works1

3.1 Plan and Manage Project Compliance2

The project manager should determine the value of the vendor’s bid by calculating the expected monetary value (EMV) of the bid. The EMV is the product of the probability and the impact of a risk event or opportunity1. In this case, the vendor’s bid has two possible outcomes: a cost overrun of US$100,000 with a 65% probability, or a cost saving of US$50,000 with a 35% probability. The EMV of the bid is calculated as follows:

EMV = (0.65 x 100,000) - (0.35 x 50,000) = 47,500

The value of the vendor’s bid is the original bid amount plus the EMV, which is:

Value = 500,000 + 47,500 = 547,500

Therefore, the correct answer is C. US$547,500.

 The product backlog is the primary source of requirements for changes to be made to the product and serves as a communication tool between the Product Owner and the Development Team1. It is also a tool for transparency where stakeholders can see the progress of the product and understand what’s planned for future development1. Therefore, it is essential to involve the stakeholders in the product backlog discussions, as they can provide valuable feedback, insights, and expectations that can shape the product vision and goal. Rescheduling the meeting to ensure the majority of stakeholders are present is the best option, as it shows respect for their input and ensures their engagement and alignment with the product development process. The project manager should also communicate the importance and benefits of stakeholder involvement in the product backlog discussions and seek their commitment and availability for the rescheduled meeting.

The other options are not as effective as option C. Option A is not feasible, as meeting with each stakeholder individually would be time-consuming and inefficient. It would also create inconsistency and confusion in the product backlog, as different stakeholders may have conflicting or overlapping requirements. Option B is not desirable, as proceeding with prioritization of the product backlog based on previous lessons learned would ignore the current needs and expectations of the stakeholders. It would also risk losing their trust and support, as they may feel excluded or disregarded in the product development process. Option D is not appropriate, as proceeding with the meeting with only one executive manager would not represent the diverse perspectives and interests of the stakeholders. It would also create a power imbalance and potential bias in the product backlog, as the executive manager may have more influence or authority over the product decisions. References: 1 How to Manage Product Backlog (Strategies, Tips & Tricks)

According to the PMBOK Guide, a project manager should plan to execute the procurement tasks in a virtual environment, when faced with the situation of local vendors being unavailable and having the option to hire the same services from companies in other countries. This is part of the plan procurement management process, which involves determining the project procurement strategy, the types of contracts, the procurement documents, the source selection criteria, and the procurement management plan. A virtual environment is one where the project team and the vendors communicate and collaborate using technology, such as online platforms, video conferencing, cloud computing, etc. A virtual environment can enable the project manager to access a wider pool of potential vendors, reduce travel costs and time, and increase flexibility and efficiency. However, a virtual environment also poses some challenges, such as cultural differences, legal issues, security risks, communication barriers, and quality control. Therefore, the project manager should plan the procurement tasks carefully, considering the project objectives, the stakeholder expectations, the project risks, and the best practices for managing virtual teams and vendors. References: PMBOK Guide, 6th edition, pages 459-460, 471-472.

According to the PMBOK Guide, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1 An issue log is a project document that provides a mechanism for tracking and monitoring issues until they are resolved1 The issue log typically contains information such as the issue description, the issue type, the issue owner, the issue priority, the issue status, and the issue resolution1 The issue log is updated throughout the project as new issues arise and existing issues are resolved1

In the given scenario, the project manager is executing a project where an external vendor will provide some deliverables. After awarding the contract to the vendor, the project manager is informed that the vendor is running behind schedule on a separate project. Finding another vendor will exceed the budget. This situation presents an issue that affects the project schedule, cost, and quality, and requires immediate attention and resolution. The project manager should update the issue log first to document the issue, assign an owner, and monitor the status of the issue2 Updating the issue log will also help to communicate the issue to the relevant stakeholders and facilitate the issue management process2

The other options are not the best choices for the following reasons:

Option B: Lessons learned register. A lessons learned register is a project document that captures the knowledge gained from the project and provides a basis for future actions and decisions. The lessons learned register is updated throughout the project as lessons are learned and validated. However, updating the lessons learned register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the lessons learned register with the relevant information and insights after the issue is resolved.

Option C: Stakeholder engagement plan. A stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions to effectively engage project stakeholders throughout the project life cycle. The stakeholder engagement plan is updated as needed to reflect the current and desired levels of stakeholder engagement. However, updating the stakeholder engagement plan is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the stakeholder engagement plan if the issue affects the stakeholder expectations, interests, or influence.

Option D: Risk register. A risk register is a project document that records the details of identified individual project risks and other information related to risk analysis and risk response planning. The risk register is updated throughout the project as new risks are identified and existing risks are analyzed, prioritized, and responded to. However, updating the risk register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the risk register if the issue triggers a risk response or creates a new risk.

A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should ensure that the team receives continuous feedback from customers users to validate the alignment of the deliverables with the expectations. This is a key practice of agile and adaptive methods, which aim to maximize customer satisfaction and value delivery. Updating the project management plan, submitting a change request, or ensuring the team understands all additional project requirements are not steps that would prevent the misalignment of the deliverables with the expectations, but rather actions that could be taken after the problem has occurred. References: [PMI Agile Practice Guide], page 14; [PMBOK® Guide 6th Edition], page 19.

According to the PBA Guide, a project manager should use negotiation skills to resolve resource conflicts and obtain the best possible resources for the project. Negotiation involves communication, collaboration, and compromise among the stakeholders involved in the resource allocation. In this case, the project manager should contact the other project manager to request the resource, and try to reach a mutually acceptable agreement that balances the needs and priorities of both projects. This is preferable to asking the procurement department to supply a different resource, which may introduce additional costs, risks, and delays to the project. It is also preferable to changing the schedule according to the availability of the resource, which may affect the project scope, quality, and stakeholder expectations. Asking the sponsor to obtain the resource as originally planned may not be feasible or effective, as the sponsor may not have the authority or influence to resolve the resource conflict, and may perceive the project manager as unable to manage the project resources. References: = PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Negotiating for Resources, page 97. PMP Exam Content Outline, Domain II: Process, Task 4: Acquire and manage project resources, page 9.

 According to the PMBOK Guide, one of the key inputs to the develop project team process is the training needs assessment, which identifies the gaps between the current and desired competencies of the project team members1. The project manager should assess the training requirements and ensure time for professional development training by senior members, as this is a way of enhancing the skills and knowledge of the team members, improving their performance, and increasing their motivation and satisfaction2. This option is also aligned with the Professional in Business Analysis (PMI-PBA) Guide, which states that the business analyst should identify and address the training needs of the project team and stakeholders3. The other options are not appropriate, as they do not address the root cause of the problem, which is the lack of experience and competence of the team members. Increasing the overall project duration may not improve the quality of the project deliverables, and may also increase the project costs and risks. Replacing or removing team members may not be feasible or desirable, as it may disrupt the team dynamics, cause resentment, and create additional work for the project manager. Moreover, these options do not consider the potential of the team members to learn and grow in their roles. References: 1: PMBOK Guide, 6th edition, page 3492: Project Team Training: Proven Key to Organizational Teamwork43: Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, page 97.

Conflict is an inevitable part of project management, and it can arise due to various reasons, such as disagreements over tasks, different values or opinions, miscommunication, uncertainty, or different priorities123. Conflict can have negative impacts on the project, such as decreased productivity, loss of creativity, and an unwillingness to collaborate2.

Therefore, the project manager should not ignore or avoid conflict, but rather address it head-on using the right processes and tools. One of the conflict management techniques is to reassess the team situation and provide a proper solution that satisfies the needs and interests of the parties involved4. This may involve identifying the root causes of the conflict, listening to the perspectives of the team members, finding common ground, and proposing a win-win solution that resolves the conflict and prevents it from recurring4.

The other options are not the best ways to deal with conflict in project management. Option A is not effective because it does not address the underlying issues that cause the conflict, and it may only provide a temporary relief. Option C is not advisable because it may create a perception that the project manager is not capable of handling the conflict, and it may also involve unnecessary interference from HR. Option D is not appropriate because it may sound confrontational and accusatory, and it may not consider the feelings and opinions of the team members.

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

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

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

The project manager should use the manage team process to optimize team performance and enhance project activities. This process involves tracking team member performance, providing feedback, resolving issues, and managing team changes. One of the tools and techniques for this process is conflict management, which is the application of resolution techniques to minimize the negative aspects of conflict and enhance the positive aspects of conflict. The project manager should use conflict management skills to resolve the differences with the key resource and build a good working relationship based on trust and respect. This will help ensure project success and foster a collaborative team environment. Monitoring the key resource closely throughout the project, but not letting the project sponsor know about the conflict (option B) may not be effective or ethical, as it may create a sense of distrust and resentment between the project manager and the key resource. It may also prevent the project sponsor from providing support or guidance if needed. Requesting that the key resource’s functional manager work directly with the resource during the project (option C) may not be feasible or appropriate, as it may undermine the project manager’s authority and responsibility. It may also create confusion and conflict among the team members and stakeholders. Discussing this with the project sponsor and requesting that this key resource be replaced on the project (option D) may not be the best option, as it may cause delays and disruptions to the project. It may also damage the relationship between the project manager and the key resource, as well as the key resource’s functional manager. Moreover, the key resource is needed to ensure the completion of a major component for the project, so replacing them may not be easy or desirable. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, pages 349-350, 9.4 Manage Team

PMI, PMP Exam Content Outline, 2021, page 10, Domain II: Process, Task 8: Manage project team members and their assignments

PMP Practice Questions #56 - iZenBridge

minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development1. The project manager should use an MVP to validate the customer requirements and test the assumptions and hypotheses about the product value and feasibility2. An MVP can help the project manager to learn from the customer feedback and make adjustments to the product scope and design3. Creating product documentation, a survey, or a prototype with all features are not as effective as an MVP in validating the customer requirements and obtaining feedback. 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, The Standard for Project Management – Seventh Edition, Project Management Institute Inc., 2021, p. 63.

3: PMI, Agile Practice Guide, Project Management Institute Inc., 2017, p. 36.

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

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

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

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

 The question is about an agile project, where the team works in iterations or sprints to deliver incremental value to the customer. In such a project, the project manager needs to monitor the team’s performance and knowledge gaps regularly and provide feedback and support. Two project events that can help the project manager to do this are:

Retrospective: This is a meeting held at the end of each sprint, where the team reflects on what went well, what went wrong, and what can be improved in the next sprint. The retrospective allows the team to identify and address any issues or impediments that affect their work, including knowledge gaps. The project manager can facilitate the retrospective and help the team to find solutions or resources to fill the knowledge gaps12

Backlog refinement: This is a process of reviewing and updating the product backlog, which is a prioritized list of features or requirements that the team needs to deliver. The backlog refinement helps the team to clarify and decompose the requirements, estimate the effort and complexity, and plan the upcoming sprints. The project manager can participate in the backlog refinement and help the team to understand the requirements and resolve any ambiguities or uncertainties13

The other options are not as relevant or effective as the retrospective and backlog refinement for the purpose of the question. Requirements analysis is a process of eliciting, analyzing, and validating the requirements, which is usually done before the project starts or during the initiation phase. It is not a specific event that occurs regularly during an agile project4 Sprint planning is a meeting held at the beginning of each sprint, where the team selects the requirements from the product backlog and commits to deliver them within the sprint. It is not a suitable event to assess the team’s knowledge gaps, as it focuses on the scope and schedule of the sprint1 Standup is a daily meeting where the team members share their progress, plans, and problems. It is a useful event to monitor the team’s work and identify any blockers, but it is not enough to address the team’s knowledge gaps, as it is usually brief and focused on the current tasks1

The project manager should first assess the impact of the layoff on the project objectives, scope, schedule, cost, quality, and risk. The project sponsor is the person who provides the resources and support for the project and is accountable for enabling success1. Therefore, the project manager should request a meeting with the project sponsor to discuss the viability of the project and determine the next actions, such as revising the project plan, securing additional resources, or terminating the project. This is the best option among the given choices.

Option B is not the best answer because the project manager should not discuss trade-offs with the customer without consulting the project sponsor first. The project sponsor is the one who authorizes any changes to the project scope or quality1.

Option C is not the best answer because the project manager should not request a meeting with the finance department to increase the budget without consulting the project sponsor first. The project sponsor is the one who approves the project budget and any changes to it1.

Option D is not the best answer because the project manager should not request a meeting with the HR department and demand they find a solution to retain the project team members. This is not a realistic or respectful way to handle the situation. The project manager should work with the project sponsor and the HR department to find the best possible solution for the project and the affected team members2. References: 1: PMBOK Guide, 7th Edition, Section 4.1.2, Project Sponsor Role and Responsibilities 2: PMBOK Guide, 7th Edition, Section 9.1.3, Develop Team: Tools and Techniques

 A definition of ready (DoR) is a set of criteria or conditions that a product backlog item (PBI) must meet to be considered ready to be pulled into the sprint backlog1. A DoR ensures that the PBIs are clear, feasible, valuable, testable, and independent23. By creating a DoR for the backlog items, the project manager can avoid work overruns and ensure that the team can effectively tackle the tasks in the sprint2. References:

Definition of Ready (DoR) [+ Key Components] | Atlassian

Definition of Ready: Keeping Your Backlog in Check - Atlassian Community

Ready or Not? Demystifying the Definition of Ready in Scrum

 Schedule reserves are the amount of time allocated for unforeseen risks or delays in a project. They are usually calculated based on the level of uncertainty and complexity of the project. In a hybrid project, where both agile and predictive approaches are used, the project manager should reconsider the necessary schedule reserves based on the progress and performance of each module. By doing so, the project manager can identify the critical path, prioritize the work, and adjust the schedule accordingly. This can help to take the schedule back and accelerate the ROI of the project. References: PMBOK Guide 7th Edition, Chapter 8.3.3.2; Agile Practice Guide, Section 3.2.2.

According to the PMBOK Guide, closing a project or phase is the process of finalizing all activities across all of the project management process groups to formally complete the project or phase1 One of the main outputs of this process is the final product, service, or result transition, which involves transferring the ownership and accountability of the project deliverables to the customer, sponsor, or other designated entity1 Another important output is the project documents updates, which involves archiving all the project documents following the organization’s accepted practices so that they can be used in other future projects1 Archiving the project documents ensures that the project information is properly stored, organized, and accessible for future reference, lessons learned, audits, or legal purposes2 Some examples of project documents that should be archived are the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the risk register, the issue log, the change log, the stakeholder register, the lessons learned register, and the project closure report12

In the given scenario, the project manager is instructed by the project sponsor to immediately close the project and to move on to another project. The project manager should complete the critical task of archiving all the project documents before closing the project. This will ensure that the project information is preserved and available for future use, and that the project closure is done in a systematic and consistent manner2

The other options are not the best choices for the following reasons:

Option A: Ensure that the whole team is appropriately recognized and organize a project farewell party to celebrate the project success and closure. This option suggests recognizing the project team and celebrating the project success and closure. While this is a good practice to motivate and appreciate the project team, it is not the most critical task that the project manager should complete before closing the project. The project manager should first ensure that the project deliverables are transferred to the customer or sponsor, and that the project documents are archived, before organizing any recognition or celebration events2

Option B: Update and close both the risk register and issue log with the latest updates, and save them in the organization’s project management information system (PMIS). This option suggests updating and closing the risk register and issue log, and saving them in the PMIS. While this is a necessary task to document and communicate the status and resolution of the project risks and issues, it is not the only task that the project manager should complete before closing the project. The project manager should also update and archive other project documents, such as the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the change log, the stakeholder register, the lessons learned register, and the project closure report12

Option D: Meet with the project sponsor and advise that the new project might be difficult to undertake because the current project is not yet complete. This option suggests meeting with the project sponsor and advising that the new project might be difficult to undertake because the current project is not yet complete. While this is a valid concern that the project manager should raise with the project sponsor, it is not the most critical task that the project manager should complete before closing the project. The project manager should first finalize all the activities and deliverables of the current project, and archive all the project documents, before moving on to another project2

A hybrid approach in project management is a technique that combines elements from different project management frameworks, such as waterfall and agile, to tailor the methodology to best suit the project at hand12. By merging various methods, organizations can capitalize on the strengths of each approach while mitigating their weaknesses3. A hybrid approach allows for a more detailed and nuanced approach to the work, and requires the project manager to facilitate the collaboration and communication among the team members45. Therefore, the best option for the project manager in this scenario is to facilitate the discussion so that the team members can reach a consensus on the comparative size of the backlog items and if they would fit into the next sprint. This way, the project manager can ensure that the team is aligned on the approach, the customer needs are met, and the project goals are achieved.

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According to the PMBOK Guide, a project manager should put any new requirements in the backlog and submit a formal change request for approval, when a change in project scope is requested by a stakeholder. This is part of the perform integrated change control process, which involves reviewing and approving all change requests that affect the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement. A formal change request is a document that describes the proposed change, its justification, its impact, and its alternatives. A formal change request should be submitted to the change control board (CCB), which is a group of stakeholders authorized to approve or reject changes. The CCB should evaluate the change request based on the project objectives, the project management plan, the project documents, and the stakeholder expectations. The CCB should also consider the potential benefits and drawbacks of the change, as well as its alignment with the project charter and the business case. The CCB should then communicate the decision to the project manager and the relevant stakeholders, and update the project documents and the project management plan accordingly. This process ensures a consistent and transparent approach to managing changes, and prevents scope creep or unauthorized changes that could negatively affect the project performance or quality. References: PMBOK Guide, 6th edition, pages 115-116, 121-122.

Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo1. A team lead who is highly engaged and involved in a project and is operating without a chain of command or authority levels is demonstrating adaptive leadership by anticipating future needs, articulating those needs to build collective support and understanding, adapting their responses based on continuous learning, and demonstrating accountability through transparency in their decision-making process1.

The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead’s behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels. References: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons, Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.

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, project selection is based on the alignment of the project with the organization’s strategic objectives, which include maximizing the business value1. Business value is the net benefit that a project provides to the stakeholders, considering both tangible and intangible factors2. Projects that maximize the business value are more likely to contribute to the organization’s success and sustainability than projects that focus only on duration, revenue, or risk3. References: 1: PMBOK Guide, 7th edition, page 35 2: PMBOK Guide, 7th edition, page 38 3: Project Selection Methods: A Primer for the Project Manager4QUESTION NO: 26

A product owner Goes not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways. The project manager believes the product owner Is not committed to the project.

What should the project manager have done to avoid this situation?

A. Defined a set of external audits that can expose this situation to the project sponsor

B. Agreed with the product owner on appropriate project governance levels

C. Set a definition of done (DoD) that considers the work as done if not otherwise specified

D. Asked another product owner to attend the demonstrations on behalf of the product owner

Answer: B

According to the PMBOK Guide, project governance is the framework, functions, and processes that guide project management activities in order to create value and meet organizational objectives. Project governance also defines the roles and responsibilities of the project stakeholders, including the product owner, who is the person or group that is responsible for defining and prioritizing the product backlog and accepting the product increments1.

One of the principles of agile project management, as described in the Agile Practice Guide, is to collaborate with customers and stakeholders frequently and throughout the project. This principle implies that the product owner should be actively involved in the project and provide timely feedback and guidance to the project team. The product owner should also attend the demonstration ceremonies, which are events where the project team showcases the product increments to the product owner and other stakeholders and collects their feedback2.

Therefore, the project manager should have agreed with the product owner on appropriate project governance levels, which means defining the expectations, commitments, and communication channels between the project team and the product owner. This would have helped to avoid the situation where the product owner does not regularly attend the demonstration ceremonies and causes delays and disruptions to the project. By agreeing on the project governance levels, the project manager and the product owner could have established a mutual understanding of the value and importance of the demonstration ceremonies and the product owner’s role and responsibility in them.

nager should also help the stakeholders understand how the agile principles and practices affect the project’s reporting and metrics2. The project manager should explain that agile reporting focuses on delivering value, responding to change, and satisfying customer needs3. The project manager should also collaborate with the stakeholders to identify the most relevant and meaningful reports and KPIs for the agile project, such as velocity, burn-up or burn-down charts, sprint or product backlog, and customer feedback. References:

1: PMBOK® Guide, 6th edition, section 10.1.3.1

2: PMBOK® Guide, 6th edition, section 1.2.3

3: PMBOK® Guide, 6th edition, section 1.2.2

: PMBOK® Guide, 6th edition, section 1.2.4

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.

 According to the PMBOK® Guide, an agile team is a cross-functional group of people that is self-organized and empowered to deliver the project objectives. The agile team should have the following characteristics1:

They are collaborative and work together as a cohesive unit

They have generalizing specialists who can perform multiple roles and tasks

They are co-located or use effective communication tools to overcome geographic barriers

They are adaptive and responsive to changing requirements and feedback

They are empowered and accountable for their work and decisions Therefore, the best option for the project leader is to choose a team whose members have more general aptitudes and can collaborate on different tasks, as this aligns with the agile principles and values. References: 1 PMBOK® Guide, 6th edition, page 21.

Stakeholder analysis is a type of project management analysis that helps project managers to identify and understand the needs, interests, expectations, and influence of the people who are affected by or can affect the project1. Stakeholder analysis can help project managers to communicate effectively with stakeholders, manage their expectations, and address any issues or concerns they may have2.

The other options are not relevant for the given information:

Regression analysis is a statistical method that examines the relationship between one or more independent variables and a dependent variable3. It is often used to test hypotheses, estimate trends, or forecast outcomes4.

Qualitative risk analysis is a process of prioritizing risks based on their probability and impact, as well as other factors such as urgency, stakeholder tolerance, or project objectives. It is often used to determine which risks require further analysis or response planning.

Decision tree analysis is a graphical tool that shows the possible outcomes and consequences of a decision or a series of decisions. It is often used to compare alternatives, evaluate risks, or identify optimal choices.

1: Types of Project Management: Methodologies, Industries, and More 2: 12 Project Management Methodologies: Your Guide | Coursera 3: Project Management: What It Is, 3 Types, and Examples - Investopedia 4: Regression Analysis - Formulas, Explanation, Examples and Types : Qualitative Risk Analysis vs Quantitative Risk Analysis - PM Study Circle : Qualitative Risk Analysis - Project Management Knowledge : Decision Tree Analysis - Decision Skills from MindTools.com : Decision Tree Analysis - Project Management Knowledge

 A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should engage the project team in implementing and improving key aspects of the standup meetings, such as setting clear goals, keeping time limits, and providing feedback. This is a way to foster collaboration, communication, and alignment among the team members, regardless of their location or methodology. Asking the product owner to remove team members, sending a daily retrospective report, or including a daily brainstorming session are not effective ways to improve the situation with the project team, as they do not address the root cause of the problem, which is the lack of value and understanding of the standup meetings. References: [PMI Agile Practice Guide], page 14; How to Run Effective Stand-Up Meetings [2024] • Asana, section 6 steps to more effective stand-up meetings; Hybrid meetings guide - Microsoft Research, section 1. Set clear goals for the meeting.

Trend analysis is a technique that uses historical data to predict future outcomes. It can help the project manager identify any deviations from the planned schedule, cost, scope, or quality, and take corrective actions accordingly. Schedule analysis, quality control analysis, and root cause analysis (RCA) are also useful techniques, but they do not directly address the question of forecasting future performance.

 When a vendor delivers a product with deficiencies that is on the critical path, the project manager should assess the schedule impact and evaluate the most feasible solution to keep the project on track. This involves analyzing the potential disruptive impact on the project’s schedule and considering how each change affected the critical path. The project manager should calculate the duration of the impact and make informed decisions to minimize the negative effects and maintain the project’s success1.

When a project has been formally closed, any additional scope items should be treated with caution. The project manager should evaluate the nature of the request to understand its implications fully. This involves assessing whether the request aligns with the project’s objectives, determining if it introduces risks or requires additional resources, and considering the impact on the project’s stakeholders. The project manager should then plan communication with all relevant stakeholders, including the operational functional manager, to discuss the feasibility of the request and the appropriate course of action. This approach ensures that any action taken is well-informed and agreed upon by all parties involved.

Preparing for an audit in an agile project management context involves a thorough review of all project-related information. This includes project plans, user stories, sprint reports, and other relevant documentation that can provide auditors with insight into the project’s progress and adherence to agile practices. The project manager should ensure that all records are up-to-date and accurately reflect the project’s status. Additionally, it’s important to be prepared to explain the agile methodology, how it’s being implemented in the project, and how it aligns with the company’s goals and audit requirements.

When a new deliverable is proposed, the project manager should evaluate its impact on the project’s scope, time, cost, and quality. A cost-benefit analysis is a systematic approach to estimate the strengths and weaknesses of alternatives and is used to determine options that provide the best approach to achieve benefits while preserving savings12. It involves comparing the expected costs of project actions to the expected benefits in order to choose the best option3.

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.

When a new project sponsor is assigned, it is crucial for the project manager to engage with them to review the current project scope and discuss any requested changes. This ensures alignment on the project’s objectives and deliverables. The PMBOK Guide emphasizes the importance of communication and stakeholder engagement in project management. Meeting with the new sponsor allows for a collaborative approach to integrate their vision while maintaining the project’s commitments and constraints12.

 Defining a minimum viable product (MVP) is a core concept in delivering value early and continuously, which aligns with the agile principles of project management. An MVP allows the project manager and stakeholders to understand the product’s vision more clearly by focusing on the core functionalities that will meet the customer’s needs and provide immediate value. This approach also facilitates early feedback, which is crucial for iterative development and continuous improvement.

When a project team encounters a known dependency issue and lacks clarity on available options, the project manager should facilitate a collaborative problem-solving process to explore potential solutions. This approach aligns with the PMBOK® Guide’s emphasis on engaging the team in identifying alternatives and leveraging collective expertise to overcome project obstacles12. References: = Managing Project Dependencies and Conflicts2; PMBOK® Guide3.

 Agile methodologies emphasize direct, frequent, and transparent communication. Inviting the PMO manager to the daily standup meetings aligns with agile principles, fostering collaboration and ensuring that all parties are informed and engaged in the project’s progress. This approach allows for real-time updates and immediate feedback, which is essential for agile projects where adaptability and quick responses to change are critical. The daily standup is a key agile practice that helps the team synchronize activities and plan for the next 24 hours12.

In the context of a self-organizing team, it is crucial for the project manager to facilitate an environment where the team can realistically assess their capabilities and commit to deliverables accordingly. This approach aligns with the principles of agile project management, where teams are encouraged to self-organize and make commitments based on their understanding of their capacity and the work to be done. By supporting the team during the planning phase to make feasible commitments, the project manager helps in preventing stress caused by overcommitment. This is supported by the guidance provided by PMI, which emphasizes the importance of team empowerment and realistic commitment to ensure sustainable project progress and team well-being.

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.

 In a situation where the project has dependencies on the client’s vendor management system but the vendor management team does not benefit directly from the project, it is crucial to engage and gain the support of the vendor management head. The project manager should collaborate with the project sponsor to develop a communications management plan that addresses the importance of the vendor management head’s support for the success of the project. This plan should outline the criticality of the vendor management system to the project’s requirements and strategize on how to communicate this effectively to the vendor management head, ensuring their understanding and cooperation.

In project management, it’s crucial to engage all stakeholders and ensure their feedback is considered. When a stakeholder is not providing feedback, it’s important to understand the reason behind their reluctance. Scheduling a one-on-one meeting can provide an opportunity for the project manager to address any concerns or issues the stakeholder may have, which might be preventing them from providing feedback. This approach is aligned with the PMBOK® Guide’s emphasis on stakeholder engagement and communication management.

In a situation where the earned value (EV) is less than the planned value (PV), it indicates that the project is behind schedule. To address this, the project manager can opt to fast track the project. Fast tracking is a technique where activities that are normally done in sequence are performed in parallel to compress the project schedule12. This approach can help to catch up with the planned schedule and ensure that the project meets its critical deadlines, especially in a hybrid project setting where flexibility is part of the methodology3.

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.