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

 The project manager should establish dialogue with stakeholders on the project constraints, assumptions, and critical inputs, as this is a key activity of the Identify Stakeholders process1. By engaging with the stakeholders, the project manager can understand their needs, expectations, interests, and influence levels, as well as identify any potential issues or risks that may affect the project. This will help the project manager to develop an appropriate stakeholder engagement plan and communication strategy, as well as to manage the stakeholder expectations and relationships throughout the project life cycle. Examining the plans, processes, policies, and knowledge that are specific to the organization undertaking the project (option A) is part of the Develop Project Charter process2, which is performed before the Identify Stakeholders process. This activity may help the project manager to understand the organizational context and environment, but it does not address the specific concerns of the external stakeholders. Convincing senior management to close the project since the project lacks sponsorship and is considered to be high risk (option C) is not a viable option, as it contradicts the project manager’s role and responsibility to initiate, plan, execute, monitor, and close the project. Moreover, it does not consider the potential benefits and value of the project, nor the possible ways to mitigate the risks and challenges. Hosting a project team meeting, then updating the risk register and the project management plan (option D) is an activity of the Monitor and Control Project Work process3, which is performed after the project has been planned and executed. This activity may help the project manager to track the project performance and implement corrective actions, but it does not address the specific concerns of the external stakeholders. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 513.

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 77.

3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, p. 95.

The project manager should use a collaborative or problem-solving strategy to resolve this conflict in the meeting. This strategy involves finding a solution that fully satisfies the concerns of both parties and results in a win-win outcome. The project manager should ensure that both managers understand the requirements and the impact of their contradiction on the project scope, quality, and schedule. The project manager should also facilitate a constructive dialogue between the managers and help them identify and evaluate alternative solutions that can meet the project objectives and satisfy the stakeholders. The project manager should avoid imposing a decision or favoring one side over the other, as this may lead to resentment, resistance, or further conflict.

Option A is not a good choice, because it does not address the root cause of the conflict or seek a resolution. It may also create confusion, ambiguity, or inconsistency in the project deliverable, as well as increase the project risk and complexity.

Option B is not a good choice, because it does not involve the managers in finding a solution or consider their interests and needs. It may also create dissatisfaction, frustration, or hostility among the managers, as well as affect the project quality and stakeholder satisfaction.

Option D is not a good choice, because it does not foster a cooperative or integrative approach to resolving the conflict. It may also create a competitive or adversarial atmosphere in the meeting, as well as ignore the non-monetary or intangible factors that may influence the managers’ preferences and expectations.

According to the PMBOK Guide, one of the tools and techniques for managing team resources is ground rules. Ground rules are the standards of behavior that the team members agree to follow while working on the project. They can include topics such as communication, decision making, conflict resolution, meeting etiquette, and so on. Ground rules help to establish a common understanding and expectations among the team members, especially when they are geographically distributed and have different cultural backgrounds. Developing protocols for resolving conflicts between team members is an example of setting ground rules that can help to address the development issues and improve productivity. Forcing the team members to work from one location, obtaining special expertise, or setting up face-to-face meetings are not the best options, as they may not address the root cause of the problem, may be impractical or costly, or may create more conflicts. References: PMBOK Guide, 6th edition, page 336.

 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 ensure that the project delivers the most valuable outcomes to the stakeholders, especially the customer. In an agile project, the sprint goal is a short-term objective that aligns with the customer’s needs and expectations. The sprint backlog is a list of tasks that the development team commits to complete within the sprint to achieve the sprint goal. If the developers want to deviate from the sprint backlog and work on something else, the project manager should remind them of the importance of focusing and meeting the sprint goal. The project manager should also facilitate a discussion with the product owner and the development team to clarify the priority and value of the tasks in the sprint backlog and the refactoring work. The project manager should help the team to balance the trade-offs between delivering the sprint goal and improving the quality of the product. References: PMBOK Guide, 7th edition, page 9 (Principles of Project Management); page 71 (Focus on Value); page 137 (Agile Project Delivery); page 139 (Sprint Goal and Sprint Backlog)

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 project manager should collect requirements from all stakeholders, using various techniques such as interviews, focus groups, surveys, etc. The project manager should also document the stakeholder requirements, expectations, and assumptions in the requirements traceability matrix. If some stakeholders are not available for a meeting, the project manager should use other communication methods to reach out to them and gather their input. This will ensure that the project requirements are complete, accurate, and aligned with the stakeholder needs and expectations. References: PMBOK Guide, 6th edition, pages 140-141, 152-153.

A scrum master is a facilitator and coach for a scrum team, who ensures that the team follows the scrum process and removes any obstacles that may impede progress12. A scrum master is not a manager or decision-maker, but instead serves the team by helping them to be more effective34.

When a new team member joins the scrum team, especially one with limited mobility, the scrum master should set up a meeting to discuss the accommodations the team will have to make to ensure a smooth and inclusive collaboration. This meeting should involve the new team member, the existing team members, and any other relevant stakeholders, such as the product owner or the sponsor5 .

The purpose of this meeting is to welcome the new team member, understand their needs and preferences, address any concerns or questions, and agree on the best ways to work together. The scrum master should facilitate open discussion and conflict resolution, and ensure that everyone is respectful and supportive of each other .

The meeting should also cover the practical aspects of working as a scrum team, such as the tools, techniques, and processes that the team uses, the roles and responsibilities of each team member, the communication channels and frequency, the sprint goals and deliverables, and the feedback and improvement mechanisms. The scrum master should help the team to adapt and adjust their workflows and practices to accommodate the new team member’s limited mobility, and ensure that they have the necessary resources and support .

By setting up a meeting to discuss accommodations the team will have to make, the scrum master can foster a positive and productive team culture, where everyone feels valued, engaged, and empowered. This can also help to prevent or mitigate any potential issues or risks that may arise from the change in team dynamics, such as misunderstandings, conflicts, delays, or quality problems .

 The project manager should evaluate the consequences and meet with the client to explain the possible scenarios. This is because the project manager needs to balance the competing demands of scope, time, cost, quality, and stakeholder satisfaction. The project manager should not hire the resource without the client’s approval, as this would violate the terms of the contract and the trust relationship. The project manager should not ask the client for a meeting and explain that the task will not be performed, as this would compromise the project objectives and quality standards. The project manager should not try to accomplish the task internally by leveling resources from other projects, as this would create risks and dependencies for both projects and potentially affect their performance. The project manager should evaluate the consequences of not hiring the external resource, such as the impact on the project schedule, quality, scope, and risks. The project manager should also identify alternative solutions, such as negotiating with the client, finding another resource, or modifying the project plan. The project manager should then meet with the client and explain the possible scenarios, highlighting the benefits and drawbacks of each option. The project manager should seek the client’s input and feedback and try to reach a mutually agreeable solution that satisfies the project requirements and the client’s expectations. References: PMBOK Guide, 6th edition, section 4.2, page 89, PMP Exam Prep, 10th edition, page 106

According to the PMBOK Guide, the project manager should select the most appropriate life cycle approach for the project based on various factors, such as the project objectives, scope, complexity, uncertainty, risk, delivery strategy, stakeholder involvement, and team preferences. The project manager should not select a life cycle approach based solely on the team’s experience, as this may not suit the project characteristics and requirements. The project manager should not register all requirements into a backlog or split the requirements into two separate projects before determining the best way to manage the project. These actions may be done later, depending on the chosen life cycle approach. References: PMBOK Guide, 7th edition, pages 45-46, 49-50.

The project manager should take these two actions because they are aligned with the hybrid project management approach, which combines the waterfall and agile methodologies. A hybrid project management approach allows the project manager to plan the high-level project phases using the waterfall method, but execute the work within each phase using the agile method1. This means that the project manager can adapt to changing customer needs and expectations, while still delivering the agreed deliverables within the contract.

By going back to the development team and discussing which second milestone requirements can be performed in the first quarter, the project manager can use the agile method to prioritize and deliver the most valuable features to the customer in an incremental and iterative way. This can help the project manager to show the customer a tangible outcome in the first quarter, while still maintaining the quality and scope of the second milestone.

By asking the customer for their priorities regarding the requirements for the second milestone, the project manager can use the waterfall method to manage the contract and the expectations of the customer. This can help the project manager to negotiate and agree on the changes to the requirements, schedule, and budget of the second milestone, while still meeting the contractual obligations and the customer satisfaction.

The other options are not the best actions to take in this situation. Convince the customer to leave the second milestone in place and not change it may not be possible or desirable, as the customer may have valid reasons to change their expectations and may not be satisfied with the original plan. Escalate the issue to upper management to resolve the problem and suggest a plan may not be necessary or effective, as the project manager should be able to handle the issue with the customer and the development team directly, without involving the senior management. Tell the customer that moving the milestone has a very high impact on the cost of the project may not be enough to persuade the customer to keep the milestone as it is, as the customer may be more concerned about the value and the outcome of the project than the cost.

According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1. Therefore, the scenarios that are impediments are:

A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.

A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team’s ability to inspect and adapt their work and process3.

A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team’s motivation, creativity, and productivity.

The scenarios that are not impediments are:

A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog. Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.

A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.

 According to the PMBOK Guide, 7th edition, section 13.1.1, “Stakeholder identification is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.” Therefore, the project manager should conduct stakeholder identification and a project objectives review session, as this will help to ensure that the new key stakeholder is properly engaged and informed about the project scope and deliverables. Creating a change request and updating the scope management plan (option A) may not be necessary or appropriate, as the issue may not be related to the scope, but to the stakeholder’s expectations or understanding. Updating the stakeholder list and fixing the deliverables (option C) may not address the root cause of the issue, and may introduce unnecessary changes or rework. Updating the project management plan and lessons learned (option D) may be done later, after the issue is resolved and the stakeholder is satisfied. References:

PMBOK Guide, 7th edition, section 13.1.1

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 180, question 14

Skipping project retrospectives can have negative impacts on the project performance, quality, and team morale. Project retrospectives are important for identifying and analyzing the strengths, weaknesses, opportunities, and threats of the project, and for implementing corrective and preventive actions to improve the project outcomes and processes. By reducing the time for preparation and discussion, the project manager could cause the following issues:

A lot of discussions that yield no results or possibly too many results: Without proper preparation, the project manager and the team may not have a clear agenda, objectives, and scope for the retrospective. This could lead to unfocused, irrelevant, or redundant discussions that do not produce any meaningful insights or action items. Alternatively, the project manager and the team may try to cover too many topics or issues in a short time, resulting in superficial, incomplete, or overwhelming analysis and recommendations.

A focus on the negative and a disinterest in further improvements: Without sufficient time for discussion, the project manager and the team may not be able to explore the root causes, impacts, and solutions of the project problems in depth. This could lead to a negative and blame-oriented attitude, where the team members only focus on the failures and faults of the project, and do not appreciate the successes and achievements. This could also lead to a loss of interest and motivation for further improvements, as the team members may feel that the retrospective is a waste of time, or that the project issues are too complex or difficult to resolve.

 According to the PMBOK Guide, 7th edition, one of the principles of project management is to collaborate with stakeholders. This means that the project manager should maintain effective communication and engagement with the project stakeholders throughout the project life cycle, especially during changes and transitions. When the customer’s project manager changes during the final stage of a project, the project manager should review the latest project status report and update the stakeholders, including the new customer’s project manager, on the project progress, deliverables, issues, risks, and closure activities. This will help to ensure a smooth handover, alignment of expectations, and timely completion of the project closure process. The project manager should also seek feedback and confirmation from the stakeholders on the project outcomes and satisfaction. References: PMBOK Guide, 7th edition, page 9, Principle 2: Collaborate with Stakeholders; page 31, Section 2.3.1, Project Stakeholders; page 41, Section 2.5.2.1, Project Status Report.

The project manager should first check if the sprint size is appropriate for the iteration duration, meaning that the team can realistically complete the user stories within the timebox. This is a way of applying the agile principle of delivering working software frequently and satisfying the customer. If the sprint size is too large or too small, the project manager should work with the team and the product owner to adjust it accordingly, based on the team’s velocity and capacity. This is also a part of the agile practice of adaptive planning and continuous improvement. The other options are not the best choices, as they do not address the root cause of the issue and may introduce more problems. Changing the iteration duration may disrupt the team’s rhythm and alignment with other teams or stakeholders. Recruiting a highly skilled resource may increase the cost and complexity of the project, and may not guarantee the improvement of the team’s performance. Using a reward system may create a competitive or extrinsic motivation that may undermine the team’s collaboration and intrinsic motivation. References: (Professional in Business Analysis Reference Materials source and documents)

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.3.2: Iterative and Incremental Development

Business Analysis for Practitioners: A Practice Guide, Chapter 6: Requirements Life Cycle Management, Section 6.3.1: Prioritization

Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Team Composition, Roles, and Responsibilities

A minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development12. An MVP is a common strategy in agile project management, where the project team delivers working functionality in short iterations or sprints, and continuously improves the product based on customer feedback and changing requirements34.

Identifying the minimum functionality required for the product can help the project manager meet the management’s expectation of delivering a product prototype that can be presented to potential customers in the first iteration. By focusing on the core features that provide the most value to the customers, the project manager can reduce the scope, cost, and time of the project, and increase the quality and satisfaction of the product5 .

Identifying the minimum functionality required for the product also involves collaborating with the project sponsor, the marketing team, and the customers to understand their needs, preferences, and expectations. The project manager should use various techniques, such as interviews, surveys, focus groups, prototyping, and testing, to gather and validate the requirements and feedback of the stakeholders .

Identifying the minimum functionality required for the product is not the same as splitting the backlog into phases, increasing the details of the WBS, or asking the sponsor to prioritize some functionalities. These are all possible actions that the project manager can take after identifying the MVP, but they are not the first step in ensuring that the deliverable of the first iteration helps the marketing team present the product prototype to potential customers.

 The project manager should hold a meeting with the client to address the issue of the challenged and delayed payments. This is because the payment issue is a potential risk that could affect the project performance, cash flow, and stakeholder satisfaction. The project manager should communicate with the client to understand the root cause of the problem, clarify the expectations and obligations of both parties, and negotiate a mutually acceptable solution. The project manager should also document the issue and the agreed actions, and monitor the progress of the resolution. The other options are not as effective or appropriate as holding a meeting with the client. Adding nonpayment to the issue log and keeping tracking payments is a passive and reactive approach that does not address the underlying problem or prevent it from recurring. Reviewing past projects for payment-related lessons learned is a good practice, but it may not be relevant or applicable to the current situation, and it does not involve the client’s input or feedback. Conducting a meeting with the project team to update the procurement management plan is not necessary, as the payment issue is not related to the procurement process, and it may not reflect the client’s perspective or agreement. References: PMBOK Guide, 6th edition, Chapter 10.3.2, 12.3.2, 13.3.2, How to Manage Project Payments - ProjectManager.com

According to the PMBOK® Guide, one of the key skills of a project manager is to manage stakeholder engagement, which includes facilitating collaboration among stakeholders1. Collaboration is essential for global projects, as it enables effective communication, efficiency, decision-making, and creativity among team members from different regions, cultures, and backgrounds2. However, collaboration can also be challenging due to factors such as time zones, language barriers, and cultural differences3. Therefore, the project manager should coordinate a meeting to understand the situation and resolve any conflicts that may arise among the team members. By doing so, the project manager can foster trust, respect, and mutual understanding among the team, and ensure that they are aligned with the project objectives and expectations2. The project manager can use various techniques to facilitate the meeting, such as active listening, brainstorming, negotiation, and problem-solving1. References:

1: PMBOK® Guide – 4th Edition, Chapter 13: Stakeholder Management

2: The Global Project Management Framework

3: Advantages and Challenges of Global Team Collaboration

 The project manager should evaluate the situation and identify ways to compress the schedule without impacting baselines, as this is a strategy for handling delays in project programming activities. According to the PMI website, project delays can occur due to various reasons, such as complexity, resource constraints, poor communication, or risk management issues. When a project is behind schedule or at risk of a critical delay, the project manager should analyze the root causes and the impact of the delay, and determine the best course of action to bring the project back on track. One of the possible actions is to compress the schedule, which is a technique to shorten the project duration without changing the project scope. There are two methods of schedule compression: crashing and fast-tracking. Crashing involves adding or adjusting resources, such as people, equipment, or materials, to critical path activities, to reduce their duration. Fast-tracking involves performing critical path activities in parallel or partially in parallel, to reduce their overall duration. Both methods have advantages and disadvantages, and the project manager should weigh them carefully before applying them. The project manager should also monitor and control the schedule performance, and communicate any changes or updates to the stakeholders1.

The other options, asking the team to work overtime, checking the scope, or submitting a change request, are not the best ways to handle delays in project programming activities. Asking the team to work overtime may not be feasible or effective, as it may increase costs, risks, or rework, and may also demotivate or burn out the team members. Checking the scope may help the project manager to verify if there is scope creep, which is the uncontrolled expansion of the project scope, but it may not address the actual causes or consequences of the delay. Submitting a change request may help the project manager to follow the change management process and seek approval from the project sponsor or the change control board, but it may not be necessary or desirable, as it may imply that the project manager is unable to manage the schedule within the agreed baselines.

 An agile project manager would like to convert the requirements document into epics, capabilities, features and stories in order to create a product backlog that can be prioritized and refined by the agile team and the product owner. The product backlog is a dynamic and evolving artifact that represents the customer’s needs and expectations for the product. To estimate the story duration, the agile project manager should use the team’s historical data and empirical evidence from previous iterations. The agile project manager should also involve the team members who will perform the work in the estimation process, as they have the best knowledge and expertise about the tasks and the complexity involved. The agile project manager should estimate the story duration in one iteration, as this is the timebox for delivering a potentially releasable product increment. Estimating the story duration in one iteration allows the agile project manager to plan and monitor the iteration progress, adjust the scope and priorities based on feedback and changes, and ensure that the team delivers value to the customer in a timely manner. Estimating the story duration in more than one iteration would introduce uncertainty and risk, as the team’s velocity, the customer’s requirements, and the product’s quality might change over time. Estimating the story duration in less than one iteration would not be feasible, as the team would not have enough time to complete the work and validate the results. References: PMBOK Guide, 6th edition, Section 6.2, 6.3, 6.4, 6.5, Agile Practice Guide, Section 3.2, 3.3, 4.2, 4.3

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.

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

The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project. References: = PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis)

 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, 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

 Checking the risk register for a prepared response to a resource being suddenly unavailable is a proactive action that the project manager should take to deal with the situation. The risk register is a document that records the identified risks, their causes, impacts, probabilities, and responses. By consulting the risk register, the project manager can see if there is a contingency plan or a fallback plan for the loss of a key resource, and implement it accordingly. Checking if the team member’s activities are sufficiently documented to facilitate handover is another important action that the project manager should take to ensure the continuity and quality of the project work. The team member’s activities may include tasks, deliverables, dependencies, assumptions, constraints, and other information that are relevant to the project scope, schedule, and cost. By reviewing the documentation, the project manager can identify the gaps, risks, and issues that may arise from the absence of the team member, and take appropriate measures to address them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, Seventh Edition, Section 11.4.3, “Risk Register”

PMBOK Guide, Seventh Edition, Section 4.3.3, “Project Management Plan”

Professional in Business Analysis (PMI-PBA) Guide, Section 4.2.2, “Documentation”

 According to the Agile Practice Guide, a prioritized backlog is a list of features, functions, requirements, enhancements, and fixes that are prioritized according to the value they deliver to the customer and the amount of work required to complete them. A prioritized backlog helps the project team to manage changing scope and expectations in an agile environment, where new knowledge and feedback are continuously incorporated into the project. By defining iteration review sessions with stakeholders, the project manager can ensure that the project outcomes are aligned with the business goals and that the stakeholders are satisfied with the deliverables. Iteration review sessions are meetings where the project team demonstrates the work completed in an iteration and solicits feedback from the stakeholders. Iteration review sessions help to validate the value of the deliverables, identify any defects or issues, and adjust the backlog for the next iteration. References: Agile Practice Guide, pages 37-38, 5.1.1 Prioritized Backlog, 5.2.2 Iteration Review.

 According to the PMBOK Guide, the project manager should update the resource management plan and resource allocation chart to reflect any changes in the availability and assignment of resources. The resource management plan describes how the project resources will be acquired, allocated, managed, and released. The resource allocation chart shows the planned and actual allocation of resources over time. By updating these documents, the project manager can communicate the impact of the resource unavailability to the project team and stakeholders, and plan for alternative solutions to mitigate the schedule risk. References: PMBOK Guide, 6th edition, page 318-319, section 9.1.3.1 Resource Management Plan; page 321, section 9.2.3.1 Resource Allocation Chart.

According to the Professional in Business Analysis (PMI-PBA)® Guide, a requirements traceability matrix is a table that links requirements to their origin and tracks them throughout the project life cycle. A requirements traceability matrix helps to ensure that all requirements are addressed by the project deliverables, and that any changes to the requirements are reflected in the project scope, schedule, cost, quality, and risk. In this scenario, the project manager should review the requirements traceability matrix with the concerned stakeholder to verify if the requirement in question is indeed missing or not. This would help to clarify the source, scope, and status of the requirement, and to identify any gaps, inconsistencies, or conflicts between the requirements and the deliverables. This would also help to avoid any misunderstandings, miscommunications, or assumptions that could lead to stakeholder dissatisfaction or project failure. Checking the approved list of requirements, working with the stakeholder to improve the acceptance criteria, or discussing additional requirements are actions that should be taken after the review of the requirements traceability matrix, not before. These actions do not address the root cause of the situation, which is the possible discrepancy between the requirements and the deliverables. References: (Professional in Business Analysis Reference Materials source and documents)

Professional in Business Analysis (PMI-PBA)® Guide, Chapter 4, Section 4.3.1.3

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5, Section 5.2.2.3

The Standard for Project Management – Seventh Edition, Chapter 3, Section 3.2.2.3

According to the PMBOK Guide, project collaboration is the shared effort to achieve a common goal. It involves effective communication, consistent processes, and the right project collaboration tools. One of the best practices for project collaboration is to organize regular meetings with all of the stakeholders to share information, feedback, and solutions. This helps to avoid duplication of work, resolve conflicts, and improve efficiency. By meeting regularly with the deployment teams, the project manager can ensure more collaboration and alignment among them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, Sixth Edition, Chapter 3: The Role of the Project Manager, Section 3.7: Project Manager Competencies, Subsection 3.7.2: Leadership Skills, Page 62

Project Collaboration: 6 Tips for Success | The Workstream, Atlassian, Accessed on January 29, 2024

9 Tips and Best Practices for Effective Project Collaboration | ClickUp, ClickUp, Accessed on January 29, 2024

A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development. It is the simplest version of a product that allows a team to collect the maximum amount of validated learning about customers with the least effort. An MVP can help a project manager to deliver value to the customer faster, test the market demand, and reduce the risk of failure. To create an MVP, the project manager needs to review the project backlog and prioritize the features that are essential to solve the customer’s problem or satisfy their need. The project manager can use agile methods such as user stories, story mapping, and MoSCoW prioritization to identify and rank the features. The project manager can then plan and execute the development of the MVP within the expected timeline and gather feedback from the customer and stakeholders to validate the product and make improvements. References:

MVP Definition and Examples | Project Management Glossary - Jexo

What is a Minimum Viable Product (MVP)? | Agile Alliance

MVPs and MBIs - 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 evaluate the impacts of the changes that were made to the project without any approval. This is because any change in the scope can affect the other project constraints, such as time, cost, quality, risk, and stakeholder satisfaction. The project manager should use the change management plan and the integrated change control process to assess the impacts of the changes, determine the appropriate actions, and obtain the necessary approvals. The project manager should also communicate with the project team member who made the changes and explain the importance of following the change control procedures. The project manager should not remove the changes without evaluating them, as they may have some value or benefit for the project. The project manager should not add team members to the project without analyzing the resource requirements and availability. The project manager should not update the project documentation with the new scope without validating and approving the changes. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6, pp. 129-131

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV: Traceability and Monitoring, Task 3, p. 13

Business Analysis for Practitioners: A Practice Guide, Section 5.4.2, p. 118

According to the PMBOK Guide, benefits are the measurable improvements resulting from a project that are perceived as positive by one or more stakeholders. Benefits can be tangible or intangible, and they can be realized during or after the project. Benefits realization is the process of ensuring that the benefits of the project are delivered and sustained. Benefits realization management is the collective set of processes and practices for identifying, defining, planning, tracking, and realizing the benefits from the project. One of the key activities in benefits realization management is to review the target benefits periodically and assess whether they are still valid, achievable, and aligned with the project objectives and the stakeholder expectations. A possible change in regulations that would prevent the product launch is a significant risk that can jeopardize the benefits realization of the project. Therefore, the project manager should review the target benefits and evaluate the impact of the regulatory change on the project scope, schedule, cost, quality, and stakeholder satisfaction. The project manager should also consider the feasibility and desirability of continuing the project, modifying the project plan, or terminating the project, based on the expected benefits and costs. The project manager should communicate the results of the benefits review to the project sponsor, the project team, and the other relevant stakeholders, and seek their input and feedback. The project manager should also update the benefits management plan, the benefits register, and the risk log, as appropriate, to reflect the current situation and the actions to be taken. References:

PMBOK Guide, 7th edition, Chapter 1: Introduction, Section 1.2: What is Project Management?, pp. 5-61

PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.8: Benefits, pp. 33-351

PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.4: Deliver Value, pp. 39-401

PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.2: Plan Risk, pp. 161-1631

PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.3: Manage Risk, pp. 164-1651

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.1: Assess the current state of the organization, pp. 19-202

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.2: Identify the future state of the organization, pp. 20-212

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.3: Identify gaps between the current and future states, pp. 21-222

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.4: Define the scope of the business analysis effort, pp. 22-232

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 4: Traceability and Monitoring, Task 4.2: Assess the value delivered by the solution, pp. 29-302

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.1: Validate the solution, pp. 31-322

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.2: Evaluate the solution, pp. 32-332

Managing the Impact of Regulatory Change on Policies3

Defining a Regulatory Change Management Process4

Stakeholder engagement is the process of identifying, analyzing, planning, and implementing actions to communicate with, influence, and involve stakeholders throughout the project lifecycle. Stakeholder engagement aims to ensure that stakeholders are satisfied with the project outcomes, and that their expectations and needs are met. According to the Professional in Business Analysis Reference Materials1, stakeholder engagement involves the following steps:

Identify stakeholders: Determine who are the individuals or groups that have an interest or influence in the project, and what are their roles, responsibilities, expectations, and power.

Analyze stakeholders: Assess the level of interest and influence of each stakeholder, and their potential impact on the project objectives, scope, schedule, cost, quality, and risks. Use tools such as stakeholder analysis matrix, power/interest grid, or salience model to categorize stakeholders based on their attributes.

Plan stakeholder engagement: Develop strategies and actions to effectively communicate with, involve, and manage stakeholders throughout the project. Use tools such as stakeholder engagement plan, communication plan, or RACI matrix to define the frequency, mode, content, and responsibility of stakeholder interactions.

Implement stakeholder engagement: Execute the planned activities to engage stakeholders, and monitor and measure their feedback, satisfaction, and performance. Use tools such as stakeholder register, issue log, change log, or performance reports to track and document stakeholder engagement.

Evaluate stakeholder engagement: Review and analyze the effectiveness and outcomes of stakeholder engagement, and identify areas for improvement or adjustment. Use tools such as lessons learned, surveys, or interviews to collect and analyze stakeholder feedback and recommendations.

In this scenario, the project manager realizes that a standard stakeholder engagement approach will not suffice, because one of the client representatives, who is not a key decision maker, is extremely opinionated and could become a roadblock to progress due to their perceived level of authority during meetings. This stakeholder could be classified as a high-interest, low-influence stakeholder, who needs to be kept informed and consulted, but not allowed to dominate or derail the project decisions. Therefore, the best option for the project manager is to allocate time to gain buy-in from the stakeholder prior to key decision meetings. This way, the project manager can:

Understand the stakeholder’s perspective, concerns, and expectations, and address them proactively and respectfully.

Build trust and rapport with the stakeholder, and demonstrate the value and benefits of the project for them and their organization.

Involve the stakeholder in the project planning and design process, and solicit their input and feedback on the project scope, objectives, deliverables, and requirements.

Negotiate and compromise with the stakeholder on any conflicting or unrealistic demands, and seek their support and agreement on the project decisions.

Acknowledge and appreciate the stakeholder’s contribution and participation, and recognize their role and authority within their organization.

By allocating time to gain buy-in from the stakeholder prior to key decision meetings, the project manager can enhance the stakeholder engagement, satisfaction, and collaboration, and reduce the risk of resistance, conflict, or delay in the project.

The other options are not the best choices, because:

Asking that only key decision makers attend the project meetings could alienate and offend the stakeholder, and damage the relationship and trust with them and their organization. It could also create a communication gap and a lack of transparency and accountability in the project.

Updating the project schedule to cater to this particular stakeholder could disrupt the project workflow and priorities, and create inefficiencies and delays in the project. It could also cause resentment and frustration among other stakeholders, who may feel that their needs and expectations are not being met or respected.

Updating the risk register to consider the possible project impacts could be a useful step, but it is not sufficient to address the root cause of the problem, which is the stakeholder’s opinionated and authoritative behavior. It could also imply that the project manager is avoiding or ignoring the stakeholder, rather than engaging and influencing them.

Improving organizational readiness by addressing impediments to agile in the organization is a useful strategy to effectively help prepare the organization for this change, because it can help to create a supportive and conducive environment for agile adoption. Impediments to agile can include cultural, structural, procedural, or technical barriers that prevent or hinder the implementation of agile principles and practices. By identifying and addressing these impediments, the organization can reduce resistance, increase alignment, and foster collaboration among the stakeholders involved in the change. Some examples of addressing impediments to agile are: providing training and coaching on agile methods and mindsets, creating cross-functional and self-organizing teams, streamlining processes and workflows, and adopting agile tools and techniques. The other options are not useful strategies to effectively help prepare the organization for this change, because they may not address the underlying challenges or opportunities of agile adoption, or they may create more problems or risks. Creating a task force of executives who will monitor agile projects on a daily basis may not be effective, because it may imply a top-down and controlling approach that contradicts the agile values of trust, empowerment, and feedback. Adding multiple layers of managers who will be accountable for the agile execution may not be beneficial, because it may create bureaucracy, silos, and conflicts that hamper the agile delivery and responsiveness. Taking a big bang approach of moving the whole organization to agile at once may not be feasible or desirable, because it may overwhelm the organization with too much change and uncertainty, and it may not account for the different needs and readiness of different parts of the organization. References: Agile Change Management - Project Management Institute, How to Overcome the Top 5 Impediments to Agile Transformation, How to Prepare Your Organization for Agile Transformation

According to the PMBOK Guide, 6th edition, section 11.6, the project manager should monitor and control risks throughout the project life cycle, and update the risk register and other project documents as needed. The project manager should not assume that low-level risks are insignificant or that high-level risks are resolved permanently. The project manager should reevaluate the identified risks periodically and in response to triggering events, and reassess their probability, impact, priority, and response strategies. The project manager should also identify new risks, close risks that are no longer applicable, and communicate the risk status to stakeholders. References: PMBOK Guide, 6th edition, section 11.6; PMP Practice Exam, question 68.

According to the Project Management Professional (PMP) Reference Materials, the project manager should perform a stakeholder evaluation in order to realign the project with the sponsor’s expectations. A stakeholder evaluation is a process of identifying and analyzing the needs, interests, expectations, and influence of the project stakeholders, especially the key ones such as the project sponsor1. By performing a stakeholder evaluation, the project manager can understand the root cause of the sponsor’s dissatisfaction, communicate effectively with the sponsor, and address any gaps or issues in the project requirements2. The project manager can also use various tools and techniques, such as interviews, surveys, focus groups, and stakeholder analysis matrices, to gather and document the stakeholder information3. The other options, A, C, and D, are not the best actions that the project manager should take to realign the project with the sponsor’s expectations. Reviewing the project goal diagram with the team may not help to resolve the sponsor’s concerns, and may not reflect the current state of the project requirements. Confirming which templates the team should be using may not improve the quality or clarity of the project requirements, and may not address the sponsor’s needs or expectations. Reviewing the risk management plan may not be relevant or helpful for the project requirements development, and may not involve the sponsor’s feedback or input. References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13.1, "Identify Stakeholders". 2: How to Work Effectively with Your Project Sponsor - BrightWork.com, Section "Understanding the Sponsor’s Strategic Role". 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13.1.2, "Identify Stakeholders: Tools and Techniques".

A change request is a formal document that proposes a modification to some aspect of the project, such as the user requirements, the deliverables, the schedule, the budget, or the quality standards123. Change requests can originate from various sources, such as the stakeholders, the project team, the customer, or the environment12. Change requests need to be evaluated and approved before they can be implemented, as they may have significant impacts on the project performance, scope, cost, time, quality, and risk123.

The project scope statement is a document that defines and documents the project objectives, deliverables, requirements, assumptions, constraints, and acceptance criteria12. The project scope statement is the basis for making project decisions and controlling changes12. Therefore, the project manager should evaluate the change request against the project scope statement to determine if the change is necessary, feasible, and beneficial for the project123. The project manager should also consider the impact of the change on the other project components, such as the schedule, the budget, the quality, and the risk123.

The other options are not the best actions for the project manager to take next. Discussing approval of the change request in the next project meeting (A) may delay the decision-making process and cause confusion among the project team and stakeholders. Performing a risk assessment on the required change request (B) is an important step, but it should be done after evaluating the change request against the project scope statement, as the risk assessment may depend on the scope implications of the change. Asking the sponsor for more funds to cover the change request (D) is not appropriate, as the project manager should first determine if the change is justified and aligned with the project scope statement, and then explore alternative ways to accommodate the change within the existing budget or negotiate a trade-off with the sponsor. References: 123

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.

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, quality management is the process of ensuring that the project meets the needs and expectations of the stakeholders1. Quality management involves planning, managing, and controlling quality activities throughout the project life cycle1. A predictive approach to quality management is based on the assumption that the project requirements and scope are well-defined and stable, and that the quality standards and criteria are established upfront1. A predictive approach relies on sequential phases, such as initiation, planning, execution, monitoring and controlling, and closing, and evaluates the quality of the products at the end of each phase1. However, a predictive approach may not be suitable for projects that face high uncertainty, complexity, or change, as it may result in rework, delays, or customer dissatisfaction12.

A hybrid approach to quality management is a combination of predictive and adaptive methods, such as agile, that allows the project manager to tailor the quality practices to the specific needs and characteristics of the project23. A hybrid approach enables the project manager to balance the trade-offs between predictability and flexibility, and to deliver value to the customer in an iterative and incremental manner23. A hybrid approach requires the project manager to understand the context and interdependencies of the process from the team members and then define improvements23. By doing so, the project manager can leverage the expertise and feedback of the team members, who are closest to the work and the customer, and identify the best ways to enhance the quality of the products and the process23. The project manager can use various techniques to understand and improve the process, such as process mapping, value stream mapping, root cause analysis, and continuous improvement123. References:

1: PMBOK® Guide – 4th Edition, Chapter 8: Quality Management

2: A Guide to Hybrid Project Management: Blending Agile and Waterfall

3: How to Do Hybrid Right

 The project manager should take two actions to address the feedback from the security department about regulations that the project must comply with. The first action is to ask the team members to analyze the impact of including this regulation on the project scope, schedule, cost, quality, and risk. This will help the project manager to understand the implications and trade-offs of incorporating the regulation, and to plan accordingly. The second action is to ask the product owner to include the requirements in the product backlog, and prioritize them based on their value and urgency. This will ensure that the regulation is properly documented and communicated to the team and stakeholders, and that it is aligned with the project vision and goals. The project manager should also collaborate with the product owner and the team to determine the best way to deliver the regulation in the upcoming iterations, and to monitor and control its implementation and verification.

Option B is not a good choice, because it is not the project manager’s responsibility to ask the stakeholders about the priority of the regulation. The project manager should defer to the product owner, who is the primary person responsible for managing the product backlog and prioritizing the requirements. The project manager should support the product owner in engaging the stakeholders and obtaining their feedback and approval, but not make the decision on their behalf.

Option D is not a good choice, because it is not a proactive or timely action. The project manager should not wait until the feedback is received to ask the security department for details about the regulations. The project manager should have identified and engaged the security department as a key stakeholder early in the project, and obtained their input and expectations regarding the regulations. The project manager should also have established a regular and effective communication channel with the security department, and ensured that they are involved and informed throughout the project lifecycle.

Option E is not a good choice, because it is not a realistic or feasible action. The project manager should not ask the team members to include the requirements in the next iteration, without considering the impact, priority, and complexity of the regulation. The project manager should respect the team’s autonomy and capacity, and avoid imposing unrealistic or arbitrary deadlines. The project manager should also follow the agile principles and practices, and allow the team to self-organize and plan their work based on the product backlog and the iteration goals.

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 .

The best option for the project manager in this situation is to provide mentoring to the newly appointed team leader. Mentoring is a process of using experienced members of the organization to provide personal support and guidance to less experienced members of the staff. Mentoring can help the team leader to develop the necessary skills and competencies to manage the team effectively, to overcome challenges, and to achieve the project goals. Mentoring can also foster a positive and collaborative work environment, where the team leader and the team members can learn from each other and share feedback. The project manager can use various techniques and tools to mentor the team leader, such as setting clear expectations, providing regular coaching, giving constructive feedback, sharing best practices, facilitating problem solving, and recognizing achievements. The other options are not as effective as option D. Option A is not feasible, as it may not be possible to find a senior team leader who is available and willing to take over the project. Option B is not proactive, as it only reports the problem, but does not offer any solution. Option C is not empowering, as it undermines the team leader’s authority and responsibility, and may create resentment and demotivation among the team members. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide – Sixth Edition, Chapter 9: Project Resource Management, Section 9.4.2.3: Interpersonal and Team Skills1

Mentoring - Key Competency for Program and Project Professionals2

How to Improve Your Project Leadership with Coaching and Mentoring3

 According to the PMBOK Guide, 7th edition, one of the principles of project management is to engage stakeholders proactively. This means that the project manager should communicate effectively with the project sponsor and other key stakeholders about the project status, issues, risks, and changes. When the project manager observes that the project is likely to miss a deadline due to a lack of resources, the best course of action is to escalate the issue to the sponsor and debrief them about the situation. This way, the project manager can seek the sponsor’s support and guidance on how to resolve the resource problem and mitigate the impact on the project schedule. The sponsor may also have the authority and influence to allocate more resources or negotiate a revised deadline with the customer or other stakeholders. By escalating the issue to the sponsor, the project manager demonstrates transparency, accountability, and professionalism. References: PMBOK Guide, 7th edition, page 9, Principle 3: Engage Stakeholders Proactively; page 32, Section 2.3.2.1, Project Sponsor; page 36, Section 2.4.2.1, Project Manager.

 According to the PMBOK Guide, iterative tools are techniques that enable project managers to plan and execute projects in an iterative and flexible way. Iterative tools are part of an adaptive or agile approach, where the project scope, schedule, and cost are responsive to changes and uncertainties. Iterative tools allow project managers to deliver value incrementally, rather than in one go, by breaking down the project into smaller cycles or iterations. Each iteration produces a deliverable or output that can be tested, reviewed, and improved. By using iterative tools, project managers can reduce risks, increase quality, and enhance customer satisfaction. To determine the benefits of using iterative tools in a project, the project manager should conduct reviews with stakeholders to discuss the potential benefits the approach may have to the project. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By conducting reviews with stakeholders, the project manager can solicit their feedback, address their concerns, and align their expectations. The reviews can also help the project manager to communicate the value and benefits of using iterative tools, such as faster delivery, higher quality, lower costs, and better customer satisfaction. The reviews can also help the project manager to identify the challenges and lessons learned from using iterative tools, such as managing changes, ensuring collaboration, and maintaining documentation. By conducting reviews with stakeholders, the project manager can evaluate the effectiveness and efficiency of using iterative tools, and report the results to the PMO and the steering committee. 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 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451

Iterative Process in Development & Design | project-management.com2

The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It also defines the communication requirements, methods, and channels for different stakeholders, as well as the confidentiality and security levels of the information to be shared. The project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the information presented was appropriate and authorized for external disclosure. The project manager should also have obtained the approval of the project sponsor and the CEO before sharing any sensitive or confidential information with the external client representative. By not reviewing the communications management plan, the project manager may have violated the communication policies and protocols of the organization, and potentially compromised the project’s budget, scope, quality, or schedule. This could have caused the CEO to end the meeting abruptly, to avoid further disclosure of information that could harm the project or the organization. The other options are not the best choices because they do not address the root cause of the situation, which is the lack of review of the communications management plan. Reviewing the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting (option B) may be a good practice, but it does not ensure that the information shared with the external client representative is appropriate and authorized. Performing a root cause analysis with the external client representative and documenting the findings in the lessons learned register (option C) may be useful after the situation has occurred, but it does not prevent the situation from happening in the first place. Sending the presentation slides to internal participants first and then to the external client representative prior to the meeting (option D) may also be a good practice, but it does not guarantee that the information in the slides is suitable and approved for external communication. References:

Project Management Professional (PMP) Reference Materials:

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 10: Project Communications Management, pp. 361-411

Project Communication Management According to the PMBOK

Professional in Business Analysis (PBA) Reference Materials:

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning Business Analysis Work, pp. 59-60

Effective Project Communication Plan Template: TeamGantt

This option reflects the agile mindset of inspecting and adapting to the current situation, and finding the best way to deliver value to the customer. The other options are either too rigid (B and C) or too risky (D) for an agile project.

However, this is only a suggestion based on one source of reference. You may find other sources that support a different answer, or have a different interpretation of the question. Therefore, you should always check the validity and reliability of the information you find online, and compare it with your own knowledge and experience.

I hope this helps you with your question. If you need more information, you can use the links below to access the web search results. Thank you for using Bing.

According to the PMBOK Guide, the project scope is the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions1. The project scope statement defines the project scope and documents the project deliverables, acceptance criteria, assumptions, and constraints2. The project manager is responsible for ensuring that the project scope is managed and controlled throughout the project life cycle3. If the contractor submits an offer for additional work that is already included in the initial project scope, the project manager should refuse the offer as it is not a valid change request and does not add any value to the project. The project manager should also communicate with the contractor to clarify the project scope and avoid any misunderstandings or conflicts. References:

1: PMBOK Guide, 6th edition, p. 154

2: PMBOK Guide, 6th edition, p. 157

3: PMBOK Guide, 6th edition, p. 171

 Design thinking is a human-centered approach to problem-solving that involves empathy, ideation, prototyping, and testing. It helps project managers and teams to understand the needs, preferences, and pain points of the end users and stakeholders, and to create solutions that are desirable, feasible, and viable. By incorporating design thinking practices into the project life cycle, the project manager can avoid missing the mark on many features and deliver a product that meets or exceeds the stakeholder’s expectations. Some of the design thinking practices that can be applied in the project life cycle are:

Stakeholder mapping: This is a technique to identify and analyze the key stakeholders of the project, their roles, interests, expectations, and influence. It helps to align the project objectives with the stakeholder needs and to plan the communication and engagement strategies. Stakeholder mapping can be done at the initiation stage of the project and updated throughout the project as needed.

Persona creation: This is a technique to create fictional characters that represent the typical end users of the product. Personas help to empathize with the users and to design the product features and functions that suit their needs, goals, and behaviors. Persona creation can be done at the planning stage of the project and validated with real users during the execution stage.

User journey mapping: This is a technique to visualize the steps and interactions that the users go through when using the product. User journey mapping helps to identify the pain points, opportunities, and emotions of the users and to design the product features and functions that enhance their experience. User journey mapping can be done at the planning stage of the project and refined with user feedback during the execution stage.

Prototyping and testing: This is a technique to create and test low-fidelity or high-fidelity versions of the product with the users and stakeholders. Prototyping and testing help to validate the assumptions, gather feedback, and improve the product features and functions. Prototyping and testing can be done iteratively at the execution stage of the project and finalized at the closing stage. References:

1: Stakeholder analysis 101: a project manager’s guide - Office Timeline

2: 4 Reasons Project Stakeholder Feedback is Important

3: How to Gather and Control Stakeholder Feedback and Reaction

4: Overcoming the Challenges of Collecting Stakeholder Feedback for Project Management

[5]: Design Thinking for Project Managers - PMI

[6]: Design Thinking for Project Management - ProjectManager

According to the PMBOK Guide, a change request is a formal proposal to modify any document, deliverable, or baseline of a project. Change requests can be initiated by any stakeholder, including the project team, and should be processed through the perform integrated change control process.

In this scenario, the project team has identified a potential risk that could affect the quality and schedule of the next iteration of the project. The team has also proposed a solution to mitigate the risk by buying new equipment. This solution would require an increase in the project budget, which is a baseline that needs to be approved by the project sponsor or customer.

Therefore, the project manager should submit a change request to increase the budget and buy new equipment, and follow the change control procedures to obtain the necessary approval and authorization. This would ensure that the project scope, schedule, and quality are not compromised, and that the project stakeholders are aware of and agree with the proposed change.

The other options are not appropriate because:

Checking the project budget to verify if there is enough contingency reserve (option A) is not sufficient to address the issue. Contingency reserves are funds set aside to cover known risks that may or may not occur during the project. Even if there is enough contingency reserve, the project manager still needs to submit a change request to use it and update the project baseline.

Reviewing the cost management plan to determine how to address this issue (option B) is also not sufficient to address the issue. The cost management plan is a component of the project management plan that describes how the project costs will be planned, estimated, budgeted, managed, and controlled. It does not provide specific guidance on how to deal with changes that affect the project budget. The project manager still needs to follow the change control procedures and submit a change request.

Telling the team members that more equipment is not part of the project’s scope (option C) is not a constructive or collaborative way to deal with the issue. The project manager should not ignore or dismiss the team’s input and recommendations, especially if they are based on valid and relevant information. The project manager should respect the team’s expertise and experience, and work with them to find the best solution for the project.

A stakeholder is a person or group that has an interest or influence in the project, such as the sponsor, the customer, the team, the supplier, or the regulator12. A key stakeholder is a stakeholder that has a high level of power and interest in the project, and whose support and involvement are critical for the project’s success34.

A project manager is responsible for managing the expectations and communications of the stakeholders, and ensuring that their needs and requirements are met throughout the project lifecycle5 . A project manager should also involve the stakeholders in the decision-making process, especially when there are changes that affect the project scope, schedule, cost, or quality .

In this scenario, a new regulation affects the project, and a critical status meeting discussing the scope changes is required. The project manager discovers that a key stakeholder cannot attend the scheduled meeting. This means that the key stakeholder’s opinion and feedback will not be heard or considered in the meeting, which may lead to dissatisfaction, conflict, or resistance from the stakeholder later on.

Therefore, the best option for the project manager is to meet with the key stakeholder prior to the meeting to obtain their opinion. By doing so, the project manager can:

Inform the key stakeholder about the new regulation and its impact on the project

Seek the key stakeholder’s input and suggestions on how to deal with the scope changes

Address any concerns or issues that the key stakeholder may have

Gain the key stakeholder’s approval and support for the proposed changes

Represent the key stakeholder’s interests and preferences in the meeting

Communicate the outcome and action plan of the meeting to the key stakeholder after the meeting

Meeting with the key stakeholder prior to the meeting can help the project manager to maintain a positive and collaborative relationship with the stakeholder, and to ensure that the project meets the stakeholder’s expectations and requirements. It can also help to avoid or minimize any potential risks or problems that may arise from the scope changes, such as delays, rework, disputes, or loss of trust.

According to the PMBOK Guide, 7th edition, section 2.3.2, “The project management plan is the primary source of information for how the project will be planned, executed, monitored, controlled, and closed. It integrates and consolidates all subsidiary plans and baselines, and other information necessary to manage the project.” Therefore, the project manager should identify the goal of each work product, as this will help align the project activities with the project objectives and benefits. Clarifying project benefits with the sponsor (option A) is important, but not sufficient to ensure that the project management plan reflects those benefits. Performing integration testing of each release (option C) and including the entire project team in testing (option D) are good practices for quality management, but not directly related to developing the project management plan. References:

PMBOK Guide, 7th edition, section 2.3.2

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 179, question 12

 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

According to the PMBOK Guide, 7th edition, one of the challenges of agile project management is to align the expectations and understanding of the stakeholders with the agile values and principles. This is especially important when the organization is transitioning from a predictive to an agile approach, as there may be resistance or confusion from the executives who are used to a different way of working. Therefore, the best way to resolve the conflicts between the project team and the executives is to train the executives on agile practices, such as iterative development, adaptive planning, customer collaboration, and continuous improvement. This will help the executives to appreciate the benefits of agile, support the project team, and provide constructive feedback. Training the executives on agile practices will also foster a culture of trust, respect, and empowerment, which are essential for agile project success. References: PMBOK Guide, 7th edition, page 14, Section 1.3.2, Agile Project Management; page 17, Section 1.4.2, Agile Mindset; page 19, Section 1.5, Agile Principles.

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