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

For a multiyear ERP solution project where the business sponsor wants to see value demonstration throughout the project while maintaining the integrity of the final product, the project manager should establish a delivery model that allows for incremental delivery of value. This can be achieved by organizing the project into multiple subsets based on business functions, and delivering each subset as a component of the final product. This approach aligns with the principles of agile and iterative development, which are part of the PMBOK® Guide’s practices. It allows for early and continuous delivery of valuable software components, enabling the business to realize benefits incrementally, which is crucial for long-term projects such as ERP implementations12.

In a global project using a follow-the-sun approach, it is crucial to have effective communication to ensure a smooth handover of tasks and issues between teams in different time zones. Moving working windows to increase overlap allows for real-time communication and collaboration, which can help in addressing and resolving issues more efficiently. This approach aligns with the PMBOK guide’s emphasis on effective communication management in projects1.

 According to the PMBOK® Guide 7th Edition, one of the principles of project management is to “focus on value”. This means that the project manager should deliver products, services, or results that meet the needs and expectations of the customer and other stakeholders. One of the ways to achieve this is to use an adaptive or agile approach, which allows for frequent feedback and collaboration with the customer. Working with the product owner to define the minimum viable product(s) (MVPs) is an example of an agile technique that helps to deliver value early and often, and to validate the customer’s requirements. MVPs are versions of the product that have enough features to satisfy the customer’s needs and provide feedback for future development. Therefore, this option is the best approach to remove the impediment of the customer’s unclear requirements. The other options are not as effective because they do not address the root cause of the problem, which is the lack of customer involvement and validation. Following a predictive approach may lead to delivering a product that does not meet the customer’s needs or expectations, and may result in rework or waste. Reinforcing the negotiation and soft skills of the team may help to improve the communication and relationship with the customer, but it does not ensure that the product will deliver value. Developing and monitoring a plan with due dates may help to manage the schedule, but it does not guarantee that the product will satisfy the customer’s requirements. References: : PMBOK® Guide 7th Edition, PMI, 2021, p. 9 : Agile Practice Guide, PMI, 2017, pp. 25-26

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

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

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

PMP Practice Questions #58 - iZenBridge1

According to the PMBOK guide, one of the tools and techniques for managing stakeholder engagement is interpersonal and team skills, which include emotional intelligence, influencing, and negotiation skills (p. 529). Emotional intelligence is “the ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people” (p. 529). Influencing is “the ability to change the opinions, attitudes, or behaviors of others to achieve a desired outcome” (p. 530). Negotiation is “a process of conferring with others to come to terms with them or to reach an agreement” (p. 530). Therefore, the project manager should use these skills to persuade the stakeholder to accept the deliverables based on the project acceptance criteria, and to resolve any conflicts or issues that may arise. The other options are not as effective as persuading the stakeholder, because they either bypass the stakeholder’s authority, create more dependency on the project sponsor, or postpone the problem without solving it. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK guide, pages 529-530

PMI-PBA guide, pages 39-40

 Lessons learned are the documented information that reflects both the positive and negative experiences of a project. They help project managers and teams to learn from their successes and failures, and to apply that knowledge to improve current and future projects. Reviewing the lessons learned from the previous project is a good practice for the project manager to do before initiating a new project, especially if the new project is similar or related to the previous one. By reviewing the lessons learned, the project manager can identify what worked well and what did not work well in the previous project, and use that information to plan, execute, monitor, and control the new project more effectively and efficiently. The project manager can also avoid repeating the same mistakes, leverage the best practices, and incorporate the feedback and recommendations from the previous project stakeholders. This is part of the Develop Project Charter process, which aims to define the new project and authorize the project manager. The other options are not the best choices because they are not the first thing that the project manager should do before initiating a new project. Ensuring the stakeholder engagement plan is accurate and properly documented (option A) is an important activity, but it is done later in the planning phase, after the project charter is approved and the key stakeholders are identified. The stakeholder engagement plan is a component of the project management plan that describes how the project will communicate and interact with the stakeholders. Identifying the risk of implementing the new solution and evaluating the impact on the project (option C) is also an important activity, but it is done later in the planning phase, after the project scope, schedule, and cost are defined. The risk management plan is a component of the project management plan that describes how the project will identify, analyze, prioritize, respond, and monitor the project risks. Creating a lessons learned document for the initiation phase (option D) is a good practice, but it is done at the end of the initiation phase, not at the beginning. The lessons learned document is a project document that records the knowledge gained from the project activities and processes. It is updated throughout the project and finalized at the end of the project. References:

Project Management Professional (PMP) Reference Materials:

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, pp. 71-123

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, pp. 513-558

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 11: Project Risk Management, pp. 395-440

Lessons learned - Project Management Institute

Professional in Business Analysis (PBA) Reference Materials:

Business Analysis for Practitioners: A Practice Guide, Chapter 2: Needs Assessment, pp. 25-40

Lessons learned - Project Management Institute

 According to the PMBOK Guide, the resource calendar is a component of the resource management plan that identifies the availability, capability, and skills of human resources, as well as the availability of physical resources. The resource calendar may be affected by various factors, such as organizational policies, holidays, vacations, and work shifts. If the project team members enroll in the work-from-home policy, the project manager should update the resource calendar to reflect their availability and working hours, as well as any potential impact on the project schedule, budget, quality, and risk. The project manager should not update the communication styles, roles and responsibilities, or stakeholder engagement plan, as these are not directly related to the change in the resource availability. References: PMBOK Guide, 7th edition, pages 309-310, 313-314.

According to the PMBOK Guide, a project budget is the total projected costs needed to complete a project over a defined period of time. It’s used to estimate what the costs of the project will be for every phase of the project. To create a project budget, the project manager should first define the project scope and then create a cost breakdown structure, which allows them to pinpoint all the costs in a project. One of the methods to create a cost breakdown structure is to decompose the project into features, which are the deliverables or outputs that provide value to the customer or stakeholder. Each feature can be further decomposed into tasks or activities, which are the work packages that need to be performed to produce the feature. By breaking down the project into features and tasks, the project manager can estimate the cost for each task based on the resources, materials, and equipment required. One of the techniques to estimate the cost for each task is to use the velocity of the team, which is the rate at which the team can deliver value in a given time period. The velocity of the team can be measured by the number of features, tasks, or units of work that the team can complete in a fixed iteration or cycle. By multiplying the velocity of the team by the value of each feature or task, the project manager can obtain the estimate for each task. By adding up the estimates for all the tasks, the project manager can obtain the estimate for the whole project. This method of estimating the project budget is suitable for projects that use an adaptive or agile approach, where the scope, schedule, and cost are flexible and responsive to changes and uncertainties. By decomposing the project into features and using the velocity of the team, the project manager can prioritize the most valuable features and deliver them in short iterations, while adjusting the estimates as the project progresses. This can help the project manager to manage the project budget more effectively and efficiently. References:

PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.1: Project Delivery Approach, pp. 23-251

PMBOK Guide, 7th edition, Chapter 4: Tailoring, Section 4.2: Tailoring Considerations, pp. 51-531

PMBOK Guide, 7th edition, Chapter 5: Scope, Section 5.2: Plan Scope, pp. 67-691

PMBOK Guide, 7th edition, Chapter 6: Schedule, Section 6.2: Plan Schedule, pp. 83-851

PMBOK Guide, 7th edition, Chapter 7: Cost, Section 7.2: Plan Cost, pp. 103-1051

How to Estimate Project Cost in 8 Steps (Accurately) - Toggl2

In an agile environment, integration is not a separate phase that happens at the end of the project, but rather a continuous activity that happens throughout the project. Integration involves combining the work of different teams or individuals into a coherent whole that meets the customer needs and expectations. Frequent and continuous integration of work allows the project team to obtain early feedback, identify and resolve issues, and learn from the results. This helps to improve the quality, performance, and value of the product, and to reduce the risk of rework, delays, and defects. Therefore, the project manager should have ensured frequent and continuous integration of work to avoid the integration issues and the decline in the product release progress. The other options are not as effective or appropriate as frequent and continuous integration. Forming a separate quality assurance team to test all items at the end of each sprint would create silos, delays, and dependencies, and would not foster collaboration and ownership among the teams. Performing a Scrum of Scrums on a regular basis to help the teams remove impediments would be a good practice, but it would not address the integration issues directly, and it would depend on the frequency and quality of the communication and coordination among the teams. Arranging an online session on the integration concept and suggesting tools to the teams would be helpful, but it would not ensure that the teams actually integrate their work frequently and continuously, and it would not provide feedback and learning opportunities. References: Agile Practice Guide, 1st edition, Chapter 3.4.2, 3.5.2, PMBOK Guide, 6th edition, Chapter 4.4.2, 4.6.2

According to the PMBOK® Guide, the project manager is responsible for creating a project charter that defines the project purpose, objectives, scope, and high-level risks. The project charter also establishes the project vision, which is a clear and concise description of the desired outcome of the project. The project vision provides a common understanding of the project goals and benefits among the project stakeholders, including the product owner and the agile team. The project manager should share the project vision with the agile team at the beginning of the project and ensure that it aligns with the product owner’s expectations. The project manager should also facilitate the definition of the team ground rules, which are the agreed-upon norms of behavior and expectations for the agile team. The team ground rules help to create a collaborative and respectful team culture, foster effective communication, and resolve conflicts. The project manager should ensure that the team ground rules are consistent with the project vision and the agile principles and values. By defining the team ground rules and sharing the project vision, the project manager can help the agile team to understand the product owner’s expectations, deliver value to the customer, and improve their performance. References: PMBOK® Guide, 6th edition, pages 77-78, 541-542.

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

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

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

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

 According to the PMBOK Guide, 7th edition, one of the best practices for introducing agile approaches in an organization is to start with a pilot project that has a clear scope, a committed sponsor, and a willing team. This way, the project manager can demonstrate the benefits of agile, gain feedback, and learn from the experience. The project manager should also provide agile training to the team members and stakeholders who are involved in the pilot project, to ensure they understand the agile principles, values, and practices. References: PMBOK Guide, 7th edition, page 23; Agile Practices and the PMP Certification

The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and activities1. The project manager should review and update the stakeholder engagement plan to address the needs and expectations of the newly appointed technical manager, who is a key stakeholder for the project. The project manager should also communicate with the technical manager to understand the information gaps and provide the necessary updates on the project deliverables. Updating the issue log and escalating to the project sponsor (option A) may not be the best first action, as it could create unnecessary conflict and damage the relationship with the client. Identifying the lack of information as a risk and updating the risk register (option B) is not appropriate, as the situation is not a potential uncertain event that could affect the project objectives, but rather a current issue that needs to be resolved. Scheduling more frequent meetings with the technical manager (option C) may help to improve the communication, but it does not address the root cause of the problem, which is the inadequate stakeholder engagement plan. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 518.

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

The project manager should work with the client on an acceptable amount of time for document approval, as this is the best way to address the issue of slow turn-around times and avoid potential delays in the new project. By collaborating with the client, the project manager can establish a mutual understanding of the expectations, requirements, and constraints of the document approval process, and negotiate a realistic and feasible timeline that satisfies both parties. This will also help the project manager to build trust and rapport with the client, and foster a positive and cooperative relationship.

One of the methods to prioritize projects or features is to use a scoring model, which evaluates different aspects of a project or feature and assigns a numeric value to each criterion. In this case, the criteria are the business value and the development effort of each feature. A common way to calculate the score of a feature is to divide the business value by the development effort, which gives the value-to-effort ratio. The higher the ratio, the higher the priority of the feature. Using this method, the scores of the features are:

Feature A: 100 / 20 = 5

Feature B: 80 / 10 = 8

Feature C: 120 / 15 = 8

Feature D: 60 / 5 = 12

Feature E: 40 / 10 = 4

As you can see, Feature D has the highest score, but it also has the lowest business value. Therefore, it may not be the best choice to prioritize first, as it may not align with the strategic goals of the product or the organization. Feature C, on the other hand, has the same score as Feature B, but it has the highest business value among all the features. Therefore, Feature C should be the first feature to prioritize, as it delivers the most value with a reasonable effort.

A project manager who is using an agile approach should be able to respond to changes and issues quickly and effectively. One of the principles of agile project management is to collaborate with stakeholders and customers frequently and openly. Therefore, when the project manager discovers that another company has patented a very similar tool, the best course of action is to schedule a meeting with the critical stakeholders, such as the product owner, the sponsor, the legal team, and the development team, to review the issue and decide on the next steps. This way, the project manager can communicate the impact of the issue, seek feedback and input from the stakeholders, and explore possible solutions or alternatives. The meeting should also result in clear action items and responsibilities for resolving the issue and mitigating the risk. References:

Agile Practice Guide, page 11

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), page 47

Agile problems, challenges, & failures - Project Management Institute, page 4

The correct answer is B. According to the PMBOK® Guide, emotional intelligence is the ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people1. The project manager demonstrated emotional intelligence by recognizing the team member’s situation, showing empathy and concern, and taking action to accommodate the team member’s needs and preferences. Networking, conflict management, and influencing are also interpersonal skills, but they are not relevant to this scenario. References: 1: PMBOK® Guide, page 704

According to the PMBOK Guide, an adaptive approach in project management is one that responds to changes and uncertainties in the project environment. Adaptive tools are techniques that enable project managers to plan and execute projects in an iterative and flexible way. Some examples of adaptive tools are agile methods, scrum, kanban, and lean. However, not all projects are suitable for using adaptive tools, and some stakeholders may have different expectations and preferences regarding the project management approach. Therefore, before implementing adaptive tools in a project, the project manager should conduct individual interviews with key stakeholders to understand their concerns, needs, and expectations. This will help the project manager to identify the level of stakeholder engagement, the degree of change tolerance, and the potential risks and benefits of using adaptive tools. Based on the information gathered from the interviews, the project manager should then prepare a communications management plan that defines how the project information will be communicated to the stakeholders, including the frequency, format, and content of the communication. The communications management plan should also include a feedback mechanism that allows the stakeholders to provide their input and feedback throughout the project lifecycle. This will help the project manager to manage the stakeholder expectations, address the stakeholder concerns, and ensure the stakeholder satisfaction with the project outcomes. References:

PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.1: Project Delivery Approach, pp. 23-251

PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421

PMBOK Guide, 7th edition, Chapter 4: Tailoring, Section 4.2: Tailoring Considerations, pp. 51-531

PMBOK Guide, 7th edition, Chapter 8: Communications, Section 8.2: Plan Communications, pp. 123-1251

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 2: Planning, Task 2.3: Develop a communication management plan, pp. 21-222

According to the PMBOK Guide, the project manager should identify the project stakeholders by using various sources of information, such as historical records, organizational charts, stakeholder registers, and lessons learned from previous projects. Lessons learned from previous projects can provide valuable insights into the stakeholder’s expectations, needs, interests, influence, and potential impact on the project. By using lessons learned from the previous project as a guide, the project manager can create a more accurate and comprehensive stakeholder register for the current project, which will help in planning and managing stakeholder engagement. References: PMBOK Guide, 6th edition, page 511-512, section 13.1.1.2 Identify Stakeholders: Data Gathering.

Appreciating this team member’s performance throughout the project life cycle is the best way to acknowledge this team member’s commitment, because it shows that the project manager recognizes and values the team member’s continuous improvement, role modeling, and mentoring. Appreciation can be expressed in various ways, such as writing a thank-you note, acknowledging the team member’s contributions in a team meeting, sending an email to the team member’s manager, or giving a reward or recognition. Appreciation can motivate and inspire the team member to keep up the good work, as well as to influence other team members to follow the example. The other options are not the best ways to acknowledge this team member’s commitment, because they may not be appropriate, timely, or effective. Sending this person to a meeting to negotiate the scope with the client may not be relevant to the team member’s role or skills, and it may not be perceived as a positive acknowledgment. Promoting this team member to a coaching role after this project is completed may not be feasible or desirable, and it may not reflect the team member’s current performance. Documenting it in the team member’s end of year performance review may be too late or too formal, and it may not convey the project manager’s genuine appreciation. References: Acknowledge Members of the Project Team - 3 Simple Ways, Power of Acknowledgment -Results on Project Teams, 50 Impactful Phrases for Appreciating Team Members, Positive Reinforcement | PMI - Project Management Institute

According to the PMBOK Guide, the project team is responsible for conducting procurement activities, such as planning, conducting, controlling, and closing procurements. This includes reviewing and updating the contracts as needed to ensure compliance with the project requirements and the applicable laws and regulations. The project manager should also involve the legal department and other relevant stakeholders in the contract review process to avoid any potential issues or disputes. Therefore, if the contract violates a new law that was passed last year, it means that the project team has not performed an adequate review of the contract before renewing it, and has failed to identify and mitigate the risk of non-compliance. References:

PMBOK Guide, Chapter 12, Section 12.1, Plan Procurement Management

PMBOK Guide, Chapter 12, Section 12.2, Conduct Procurements

PMBOK Guide, Chapter 12, Section 12.3, Control Procurements

PMBOK Guide, Chapter 12, Section 12.4, Close Procurements

PBA Guide, Chapter 5, Section 5.3.2, Contract Review and Approval

According to the PMBOK Guide, the project manager should assess the required training per team member as part of the plan resource management process. This process involves identifying and documenting the project roles, responsibilities, skills, and competencies, as well as the training needs of the project team members. The project manager should also consider the project life cycle approach, whether it is predictive, adaptive, or hybrid, and the implications for the team’s knowledge and skills. The project manager should not coach, change, or deliver training to the team members without first assessing their training needs and gaps, as this may not be effective or efficient. References: PMBOK Guide, 7th edition, pages 307-308, 311-312.

 According to the PMBOK Guide, 6th edition, risk mitigation is one of the strategies for responding to positive or negative risks. It involves reducing the probability or impact of a risk to an acceptable level. In this case, the project manager should mitigate the risk of the partner’s system being unavailable by developing alternative plans to deliver the solution without relying on the full integration. This will help the project achieve its objectives and satisfy the customer’s needs. The other options are not the best choices because they either do not address the risk, transfer the risk to the partner, or accept the risk without taking any action. References:

PMBOK Guide, 6th edition, page 4361

Free PMP Practice Exam Questions - 120 Sample Test Questions, Question 692

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

The project manager should approach this situation by requesting that the customer reviews and clarifies feature definitions for the current sprint. This is because the customer is the primary source of the requirements and the best person to provide the technical details that the project team needs. By reviewing and clarifying the feature definitions, the customer can ensure that the project team understands the requirements correctly and can deliver the expected value in the current iteration. This will also help to avoid rework, scope creep, and customer dissatisfaction in the future.

The other options are not the best ways to approach this situation. Sending a burndown chart of the current sprint to the customer and seeking clarifications may not be effective, as the burndown chart only shows the progress of the work done, not the quality or accuracy of the work. The customer may not be able to provide the technical details based on the burndown chart alone. Educating the customer and having them participate in daily standup meetings may not be feasible, as the customer may not have the time, interest, or expertise to attend the daily meetings and learn about the project details. This may also create unnecessary dependencies and interruptions for the project team. Scheduling weekly meetings and product reviews with the customer to clarify requirements may be too late, as the project team needs the technical details in the current iteration, not in the next week. This may also delay the feedback and validation process and increase the risk of delivering the wrong product.

The project manager should inform the sponsor and document the request in the stakeholder engagement plan, as this is the best way to handle the situation without compromising the project scope, budget, or schedule. The sponsor can then decide how to deal with the key stakeholder’s request, and the project manager can update the stakeholder engagement plan accordingly. This will also help the project manager to maintain a positive relationship with the key stakeholder and avoid any potential conflicts or misunderstandings.

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

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

PBA Guide, Chapter 3, Section 3.2.1, Product Backlog

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

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

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

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

PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4

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

According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to engage stakeholders and manage their expectations throughout the project. This includes discussing the options with the client as part of the change control process, which is a formal and documented procedure that defines how changes to the project scope, schedule, cost, quality, or any other aspect of the project will be requested, evaluated, approved, rejected, or implemented. In this scenario, the client’s request to use a new workaround instead of the approved contingency plan is a change request that may affect the project objectives and outcomes. Therefore, the project manager should discuss the options with the client as part of the change control process, and evaluate the impact, feasibility, and benefits of the proposed workaround, as well as the implications of not following the contingency plan. Option D is the best answer for this question.

Option A is not the best answer because requesting to use the management reserve to keep the schedule is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the project budget is insufficient to cover the additional costs of the workaround, but it is not a necessary or immediate action. Moreover, requesting to use the management reserve may not always be feasible or desirable, as it may increase the project costs and risks, and may require the approval of senior management or the project sponsor.

Option B is not the best answer because mitigating risks associated with the workaround to avoid project delays is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the workaround introduces new or increased risks to the project, but it is not a proactive or effective action to resolve the current issue. Moreover, mitigating risks may not always be possible or sufficient, as some risks may be unavoidable or unpredictable, and may require other risk response strategies, such as avoidance, transfer, or acceptance.

Option C is not the best answer because proceeding with the approved risk response plan is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is rejected and the contingency plan is still valid and applicable, but it is not a respectful or collaborative action to deal with the client’s request. Moreover, proceeding with the approved risk response plan may not always be appropriate or acceptable, as the client may have valid reasons or new information to suggest a different workaround, and may escalate the issue or withdraw their support if their request is ignored or dismissed. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50, 59-60, 69-70.

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

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

The other options are not appropriate because:

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

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

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

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

 According to the PMI Guide to Business Analysis, a change request is a formal proposal to modify any document, deliverable, or baseline. It is used to request changes to the project scope, schedule, cost, quality, or any other aspect of the project. A change request should include the following information: the reason for the change, the impact of the change, the alternatives considered, the recommendation, and the approval status. A change request should be initiated whenever there is a deviation from the agreed-upon project scope or plan, or when there is a need to accommodate new or modified requirements. A change request should be submitted to the appropriate authority for review and approval, such as the project sponsor, the change control board, or the steering committee. A change request should also be communicated to the relevant stakeholders, such as the project team, the customer, the PMO, or the operations function. A change request should be aligned with the project objectives, the business needs, and the stakeholder expectations. A change request should be evaluated based on the criteria established by the project governance, such as the business value, the feasibility, the risk, the urgency, and the alignment with the project charter. A change request should be implemented only after it has been approved and authorized by the appropriate authority. A change request should be monitored and controlled throughout the project life cycle to ensure that the expected benefits and outcomes are achieved.

In this situation, the project manager should initiate a change request to modify the scope and adjust the timelines, because there are scope changes and a delay in the delivery of critical tasks that affect the project performance and the stakeholder satisfaction. The project manager should document the rationale and the impact of the change request, and submit it to the appropriate authority for approval. The project manager should also communicate the change request to the relevant stakeholders, and update the project plan and the project baselines accordingly. This way, the project manager can ensure that the project is aligned with the business needs and the stakeholder expectations, and that the project delivers the expected value and benefits. References:

The PMI Guide to Business Analysis, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements

Business Analysis for Practitioners: A Practice Guide, Chapter 7: Traceability and Monitoring, Section 7.4: Manage Changes to Requirements

According to the PMBOK Guide, an issue log is a project document that records and tracks any issues that arise during the project and require resolution. It is part of the project communications management process and helps the project manager to monitor and control the project performance. When a key supplier goes bankrupt and cannot supply the contracted material, this is an issue that affects the project scope, schedule, cost, and quality. Therefore, the project manager should first update the issue log with the details of the issue, such as the description, impact, priority, owner, and status. Then, the project manager should act to minimize the impact of the issue by implementing appropriate actions, such as finding alternative suppliers, negotiating new contracts, adjusting the project plan, or requesting changes. The project manager should also communicate the issue and the actions to the relevant stakeholders, such as the project team, the sponsor, the customer, and the supplier. Updating the issue log and acting to minimize the impact are proactive and responsible steps that the project manager should take first to address the issue and ensure the project success. References: PMBOK Guide, A practical approach to supply-chain risk management

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

The benefits management plan is a document that describes how the benefits of the project will be delivered, measured, and sustained. It includes the benefits identification, analysis, planning, realization, and transition activities. By quantifying the expected tangible and intangible benefits in the benefits management plan for each phase, the business can increase the value of the project by demonstrating how the project contributes to the strategic objectives, customer satisfaction, and competitive advantage of the organization. Quantifying the benefits also helps to monitor and evaluate the performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Quantifying the benefits can also facilitate the communication and reporting of the value of the project to the stakeholders and the senior management. References: (Professional in Business Analysis Reference Materials source and documents)

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

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

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

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

Project documentation is the process of creating, organizing, and maintaining the written information that describes the processes, plans, and activities involved in a project. Project documentation includes documents such as the project charter, the project management plan, the work breakdown structure, the risk register, the issue log, and the status reports. Project documentation serves several purposes, such as project planning, communication, monitoring, control, and evaluation. According to the Professional in Business Analysis Reference Materials1, project documentation should be:

Accurate: The project documents should reflect the true and current state of the project, and avoid any errors, inconsistencies, or ambiguities.

Complete: The project documents should cover all the relevant and necessary aspects of the project, and avoid any gaps, omissions, or redundancies.

Consistent: The project documents should follow the same format, style, terminology, and standards, and avoid any conflicts, contradictions, or variations.

Up to date: The project documents should be updated regularly and timely, and avoid any outdated, obsolete, or irrelevant information.

In this scenario, the project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks. This indicates that the project documentation process is not efficient, effective, or aligned with the project goals and priorities. The project team may be creating unnecessary, excessive, or irrelevant documents, or may be struggling to keep up with the changes and updates in the project. This could affect the project performance, quality, and stakeholder satisfaction.

Therefore, the best option for the project manager is to review and adapt the appropriate project artifacts. This means that the project manager should:

Review the existing project documents and assess their accuracy, completeness, consistency, and currency.

Identify and eliminate any project documents that are not required, useful, or valuable for the project.

Simplify and streamline the project documentation process and reduce the complexity and volume of the project documents.

Adapt the project documentation process and the project documents to the changing needs and expectations of the project and the stakeholders.

Communicate and collaborate with the project team and the stakeholders on the project documentation process and the project documents.

By reviewing and adapting the appropriate project artifacts, the project manager can ensure that the project documentation process and the project documents are fit for purpose, and that they support and facilitate the project tasks, rather than hinder or distract them.

The other options are not the best choices, because:

Assign a team member to handle the documentation activities: This option implies that the project manager is delegating the responsibility and accountability of the project documentation process and the project documents to a single team member, rather than involving and engaging the whole project team and the stakeholders. This could create a bottleneck, a dependency, or a risk in the project documentation process, and reduce the quality and reliability of the project documents.

Coach the project team to complete the project documentation activities: This option implies that the project manager is providing guidance and support to the project team on how to perform the project documentation activities, rather than addressing the root cause of the problem, which is the inefficiency, ineffectiveness, or misalignment of the project documentation process and the project documents. This could create a false sense of security, a complacency, or a resistance in the project team, and prevent them from improving and adapting the project documentation process and the project documents.

Save all documentation activities until the end of the project: This option implies that the project manager is postponing or ignoring the project documentation activities, rather than recognizing and fulfilling their importance and value for the project. This could create a backlog, a chaos, or a disaster in the project documentation process, and compromise the project performance, quality, and stakeholder satisfaction.

 In an agile project, the servant leader plays a crucial role in ensuring that the team understands and adheres to the project’s rules and guidelines. In this case, where there is a high risk of a team member disclosing confidential project details, the servant leader should include a restriction against such disclosure as a ground rule. This rule should be reviewed at the end of every iteration to ensure that all team members are familiar with it and understand its importance. This approach not only addresses the risk but also fosters a culture of trust and respect within the team. References: Project Management Professional (PMP) Reference Materials source and documents, Professional in Business Analysis Reference Materials study guide.

A project manager who has team members around the world in different time zones should plan and schedule the tasks and work packages in a way that minimizes the dependency and communication gaps between the offices. This can be done by using techniques such as rolling wave planning, agile methods, or critical chain method, which allow for more flexibility and adaptability in the project schedule. The project manager should also consider the cultural differences, working hours, holidays, and availability of the team members when planning and scheduling the project work. This way, the project manager can avoid delays, conflicts, and misunderstandings caused by the geographical and time zone challenges. References:

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Schedule Performance, pp. 55-56

Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain II: Process, Task 2: Plan and manage project schedule, pp. 15-16

Managing Projects Across Time Zones, by ProjectManager.com, published on July 9, 2019

According to the PMBOK Guide, 7th edition, project governance is the oversight function that aligns the project with the organization’s governance model and encompasses the project life cycle. Project governance provides a framework for making decisions, resolving issues, and escalating risks among the project stakeholders. When a project is facing delays due to conflicting views between senior management and external stakeholders, the project manager should review the adequacy of the project’s governance and ensure that an appropriate structure is in place to facilitate effective communication, collaboration, and decision making. The project manager should also consult the project charter, the stakeholder engagement plan, and the project management plan to identify the roles, responsibilities, and authority levels of the project stakeholders and the escalation process for resolving issues. The other options are incorrect because they do not address the root cause of the problem, which is the lack of clear and consistent project governance. References: PMBOK Guide, 7th edition, page 23; Project governance - Project Management Institute

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

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

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

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

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

 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition

 According to the PMBOK Guide, stakeholder involvement is a key factor for successful change management. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By involving stakeholders from all levels of the company, the project manager can ensure that everyone understands the need, benefits, and impacts of the change. This can help to reduce resistance, increase buy-in, and foster collaboration among the stakeholders. Additionally, by involving stakeholders early and often, the project manager can solicit their feedback, address their concerns, and incorporate their suggestions into the project plan. This can enhance the quality and acceptance of the project deliverables and outputs. Furthermore, by involving stakeholders from all levels of the company, the project manager can leverage their influence, expertise, and resources to support the project execution and implementation. This can improve the project performance and increase the likelihood of achieving the project objectives. References:

PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.1: Identify Stakeholders, pp. 137-1391

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

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

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 3: Analysis, Task 3.1: Elicit and confirm information from relevant stakeholders, pp. 24-252

According to the PMBOK Guide, the project manager should develop the project management plan by integrating the subsidiary plans and baselines from the different knowledge areas. The project management plan defines how the project will be executed, monitored, controlled, and closed. However, before developing the project management plan, the project manager should first establish the project’s business value and scope, which are the key inputs for the project charter. The business case and scope document are two essential documents that provide the justification and description of the project, its objectives, deliverables, assumptions, constraints, and success criteria. By developing these documents first, the project manager can align the project with the organizational strategy, secure the project authorization, and guide the subsequent planning processes. References: PMBOK Guide, 6th edition, page 89-90, section 4.1 Develop Project Charter; page 95-96, section 4.2 Develop Project Management Plan.

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

PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4

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

According to the Professional in Business Analysis (PMI-PBA)® Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. A change request should be submitted when there is a need to change the approved scope, schedule, cost, quality, or any other aspect of the project. In this scenario, the project manager and the team have identified a potential design problem that requires a revision of the approved design. Therefore, the project manager should inform the client of the problem and follow the change request process to obtain the necessary approvals and update the project documents accordingly. This will ensure that the client is aware of the issue and its impact, and that the project is aligned with the client’s expectations and requirements. Conducting a proof of concept, amending the design specifications, or passing them to the development team are actions that should be taken after the change request is approved, not before. References: (Professional in Business Analysis Reference Materials source and documents)

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

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

The first step the project manager should take to gather customer requirements for an information security project is to conduct a stakeholder analysis. A stakeholder analysis is a technique that helps identify the key stakeholders, their needs, expectations, interests, and influence on the project. By conducting a stakeholder analysis, the project manager can understand how regional policies may affect the customer requirements, such as legal, regulatory, cultural, or ethical factors. A stakeholder analysis can also help the project manager prioritize the requirements and plan the communication and engagement strategies with the stakeholders. References: = PMBOK® Guide, Sixth Edition, pages 513-515; A 6-step guide to requirements gathering for project success, Step 1: Assign roles.

According to the Professional in Business Analysis (PMI-PBA)® Guide, a minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development. A MVP is a way of delivering value to customers quickly and iteratively, while minimizing waste and risk. In this scenario, the project manager is faced with a drastic reduction in the project timeline, from 18 months to six months. This means that the original scope and schedule are no longer feasible, and the project manager needs to find a way to deliver a product that meets the customer’s needs and expectations within the new constraints. Reviewing the project backlog and prioritizing the high-value items that can be delivered in six months is a sensible approach to achieve this goal. The project manager can then work with the stakeholders to define and agree on the MVP that will provide the most value to the customer and the business. This option also allows for flexibility and feedback, as the MVP can be refined and improved based on customer feedback and changing requirements. Planning for overtime, applying crashing and fast tracking, and sharing the risk of failure are options that try to compress the schedule without reducing the scope. These options may increase the cost, quality, and resource risks, and may not be acceptable to the stakeholders or the customer. Seeking approval to triple the project budget and hiring more people is an option that tries to increase the resources without reducing the scope. This option may not be feasible or realistic, as it assumes that the sponsor is willing and able to provide the additional funds, and that the project can benefit from adding more people in a short time. This option may also introduce communication, coordination, and integration challenges, and may not guarantee the delivery of the product in six months. Going over the critical path with stakeholders and explaining why it is not possible to deliver all the scope in the expected timeline is an option that tries to justify the original plan without considering alternatives. This option may not be satisfactory to the stakeholders or the customer, as it does not offer any solution or value proposition. This option may also damage the relationship and trust between the project manager and the stakeholders, and may result in the cancellation or termination of the project. Conclusion: Given the options, Option B stands out as the most viable and effective action. Reviewing the project backlog and coming up with a MVP that fits the expected timeline addresses the customer’s needs and expectations, delivers value quickly and iteratively, and minimizes waste and risk. Among the presented choices, Option B emerges as the optimal solution. PMP Exam Content Outline Mapping Domain Task Process Task 2: Execute the project Topics Covered Minimum Viable Product (MVP) Project Backlog Prioritization Value Delivery References: (Professional in Business Analysis Reference Materials source and documents)

Professional in Business Analysis (PMI-PBA)® Guide, Chapter 5, Section 5.3.1.2

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5, Section 5.2.2.2

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

This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an opportunity is a positive risk or uncertain event or condition that, if it occurs, has a positive effect on one or more project objectives1. Opportunities can be identified and managed throughout the project life cycle, using various tools and techniques, such as risk identification, risk analysis, risk response planning, and risk monitoring and control1. When an opportunity is outside of the project scope, the project manager should update the risk register to document the opportunity and its potential impact, and escalate the opportunity to a higher level, such as the project sponsor, the portfolio manager, or the organization’s management1. The higher level can then decide whether to pursue the opportunity or not, and allocate the necessary resources and authority to do so1. The project manager should share the opportunity with another project that may benefit from it, or suggest a new project to exploit the opportunity1. The other options are not correct because they do not follow the best practices of opportunity management. Establishing a contingency reserve is a risk response strategy for negative risks, not positive ones1. Further monitoring the opportunity is not sufficient to realize its benefits, and may result in missing the opportunity or losing it to competitors1. No more action is required is not a proactive or responsible approach to managing opportunities, and may imply a lack of interest or commitment to the project objectives1. References:

PMBOK® Guide

According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to monitor and evaluate the project performance and outcomes, and to use the data and information collected to support decision making and adaptation. This is especially important for projects that operate in a dynamic and uncertain environment, where agility, market adaptation, and a quick response to market offerings are critical success factors. The project manager should conduct periodical reviews of the project plans, objectives, and deliverables to ensure that they are aligned with the changing needs and expectations of the stakeholders, and to identify and address any issues or risks that may affect the project value delivery. Option C is the best answer for this question.

Option A is not the best answer because reviewing the project objectives with the project sponsor is not a key activity that the project manager should undertake to ensure company success. It is a good practice to have a clear and shared understanding of the project objectives with the project sponsor, but it is not sufficient to ensure the project’s agility, market adaptation, and responsiveness. The project manager should also engage other stakeholders, such as the customers, users, and team members, and review the project objectives with them as well.

Option B is not the best answer because requesting more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome is not a key activity that the project manager should undertake to ensure company success. It is a possible action that the project manager may take if the project scope, schedule, or quality are affected by the changes in the market or the stakeholder needs, but it is not a proactive or adaptive activity that the project manager should perform regularly. Moreover, requesting more funding may not always be feasible or desirable, as it may increase the project costs and risks, and may not guarantee the project value delivery.

Option D is not the best answer because creating a business case after performing a market review, and then submitting it to the sponsor to modify the project deliverable to meet the newly defined objectives is not a key activity that the project manager should undertake to ensure company success. It is a possible activity that the project manager may perform if the project deliverable is no longer aligned with the business needs or the market opportunities, but it is not a frequent or iterative activity that the project manager should do to ensure the project’s agility, market adaptation, and responsiveness. Moreover, creating a business case may not always be necessary or appropriate, as it may delay the project delivery and may not reflect the current or future state of the market or the stakeholder needs. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50.

According to the PMBOK Guide, project managers need to adapt their approach and style to the changing environment and needs of the project1. When a project management office (PMO) is incorporating more adaptive technologies, such as agile or hybrid methods, the project manager and the project team need to acquire the necessary knowledge and skills to apply them effectively2. One of the ways to do this is to set up a training session for all project team members, where they can learn the principles, practices, and tools of the new methodology, and how to update the project artifacts accordingly3. This would help to improve the team’s performance, as well as their engagement and collaboration. The other options are not as effective as providing training, as they do not address the root cause of the problem, which is the lack of understanding and adoption of the new methodology. References:

1: PMBOK Guide, 6th edition, p. 18

2: PMBOK Guide, 6th edition, p. 27

3: PMBOK Guide, 6th edition, p. 52

A user focus group is a group of potential or actual customers who provide feedback on a product or service. User focus groups can help project managers understand the needs, preferences, and expectations of the target market, as well as identify any problems or issues with the product or service12.

Defining a user focus group as external stakeholders with a high influence on outcomes means that the project manager recognizes the importance of involving the users in the project initiation and planning phases. By doing so, the project manager can ensure that the project aligns with the user requirements and delivers value to the customers34.

Defining a user focus group as external stakeholders also implies that the project manager will communicate with them regularly, solicit their feedback, and incorporate their suggestions into the project scope, schedule, budget, and quality5 . This can help prevent customer dissatisfaction and negative feedback, as well as increase customer loyalty and retention .

According to the PMBOK® Guide, one of the key skills of a project manager is to apply appropriate leadership styles to the needs and demands of various situations1. Leadership styles can range from directive to supportive, depending on the level of authority and involvement of the project manager1. Micromanagement is a type of directive leadership style that involves close supervision and control over the work of the team members2. While micromanagement may be suitable for some situations, such as when the team is new or inexperienced, it can be detrimental for others, such as when the team is senior or skilled2. Micromanagement can cause frustration, demotivation, and resentment among the team members, and hinder their performance and creativity23. Therefore, the project manager should adjust their management style to better fit senior team members, who may prefer more autonomy, trust, and feedback23. The project manager can use various techniques to adapt their management style, such as situational leadership, emotional intelligence, and coaching1 . References:

1: PMBOK® Guide – 4th Edition, Chapter 3: The Role of the Project Manager

2: Micromanager Definition: 25 Signs and How To Deal With One

3: What is micromanaging? 6 warning signs

: 4 Signs You’re a Micromanager in Your Projects

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

According to the PMBOK Guide, 7th edition, one of the project manager’s responsibilities is to develop the project team, which includes enhancing their competencies and interactions1. This can be done through various methods, such as training, coaching, mentoring, knowledge sharing, and feedback1. In this scenario, the project manager notices that only one team member has a technical skill that is essential for the product quality and schedule. This creates a risk of dependency, delay, and error. To prevent the team from being unqualified, the project manager should take two actions:

Encourage working in pairs and knowledge sharing: This is a form of informal training that allows the team members to learn from each other and transfer the technical skill. It also fosters collaboration, communication, and trust among the team members12.

Facilitate a training event with an external trainer: This is a form of formal training that provides the team members with a structured and standardized learning experience. It also ensures that the team members acquire the technical skill from a qualified and experienced source13.

These two actions will help the project manager develop the project team’s competencies and performance, as well as mitigate the risk of quality and schedule issues.

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