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

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

This option is most aligned with the principles of project management as outlined in the PMBOK® Guide, which emphasizes the importance of collaborative planning and goal setting. Engaging the team in defining the overall objective ensures that all members are on the same page and committed to the project’s success. This approach leverages the expertise of the team members and fosters a sense of ownership and accountability.

= The PMBOK® Guide1, which details the collaborative nature of project management, and the Professional in Business Analysis Reference Materials2, which support the involvement of team members in the definition and realization of project objectives.

In a global project team, when requests outside the defined scope for a local team are received, it is important for the project manager to evaluate and understand the cause of the conflict. This involves analyzing why the requests are being directed to the local team instead of the global team and determining if there is a misunderstanding or miscommunication regarding the division of scope. By doing so, the project manager can address the root cause of the issue and work towards a resolution that aligns with the project’s defined scope and responsibilities12.

 When faced with a key stakeholder who is refusing to participate and disagrees with the project team’s approach, it is essential for the project manager to engage in proactive communication to resolve the disagreement. Scheduling a meeting as soon as possible allows for an open dialogue where concerns can be addressed, and a mutually agreeable approach can be developed. This aligns with the principles of stakeholder engagement and communication management as outlined in the PMBOK guide, which emphasizes the importance of involving stakeholders in decision-making processes and resolving issues through collaboration1.

The ratio of earned value (EV) to actual cost (AC), also known as the cost performance index (CPI), is a measure used in earned value management (EVM) to assess the cost efficiency of a project’s budget. A CPI less than 1 indicates that the project is over budget, meaning it is costing more to complete the work than was originally planned. In this case, a CPI of 0.9024 suggests that for every unit of currency spent, the project is only earning 0.9024 units of value, thus earning less value than was planned. This is a critical metric in EVM as it helps project managers understand cost performance and forecast future cost performance issues.

PMBOK® Guide – Sixth Edition; Professional in Business Analysis (PBA) Reference Materials.

In project management, effective communication and stakeholder engagement are crucial. When a business analyst requires input from a marketing consultant, it is the project manager’s responsibility to facilitate this interaction to ensure project tasks can continue. The project manager should actively engage with the consultant to understand their constraints and schedule a dedicated time for discussion that aligns with the project needs1. This approach ensures that the project moves forward without unnecessary delays and maintains a collaborative environment.

When a mandatory compliance regulation is not implemented in a project, the project manager should take immediate action to ensure that the team implements the required compliance. This is crucial because compliance regulations are often non-negotiable and are required for legal and operational reasons. Implementing the compliance will likely impact the project schedule and budget, but it is necessary to meet the mandatory requirements before the product can be released.

= The PMBOK® Guide highlights the importance of adhering to compliance requirements and the project manager’s responsibility to ensure that the project meets these requirements12. Additionally, the guide discusses the need for project managers to be proactive in managing compliance and the potential consequences of noncompliance34.

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

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

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

The answer is verified by discussions found in PMP exam-related forums and aligns with the principles outlined in the PMBOK® Guide and the Professional in Business Analysis Reference Materials12.

When deliverables do not meet requirements, it is essential to understand the root cause of the issue. The first step should be to engage with the project team to discuss the processes used and identify any misunderstandings or gaps in knowledge. This approach aligns with the PMBOK® Guide’s emphasis on communication and stakeholder engagement as key aspects of project management. It also reflects the principles of collaboration and continuous improvement found in business analysis practices.

= PMBOK® Guide1, PMI Professional in Business Analysis (PMI-PBA)® reference materials2.

Organizing more frequent sprint reviews with a broader audience is a key practice in Agile methodologies to ensure that the increments meet the end users’ quality requirements. This approach allows for continuous feedback and collaboration, which are essential for Agile teams. It enables the team to present the increment to stakeholders, including end users, and receive immediate feedback that can be incorporated into the next sprint. This aligns with Agile principles of customer collaboration and responding to change123.

 Engaging the main stakeholders in the sprint review sessions is a key agile practice to ensure continuous collaboration and feedback. It allows stakeholders to provide input and clarifications, ensuring that the product evolves to meet their needs and expectations. This approach aligns with the agile principle of customer collaboration over contract negotiation and promotes transparency and adaptability.

= The PMI Guide to Business Analysis1, which includes The Standard for Business Analysis, and the PMBOK® Guide2 both emphasize the importance of stakeholder engagement and collaboration throughout the project lifecycle.

When stakeholders express concerns about global healthcare guidelines and risks, it is crucial for the project manager to review compliance and regulatory requirements with them. This ensures that the project aligns with global healthcare standards and addresses the risks associated with regulatory non-compliance. It is a proactive step that helps in mitigating potential legal and ethical issues that could arise during the global deployment of a healthcare solution.

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

= The PMBOK® Guide1, which outlines the principles of stakeholder engagement and management, and the Professional in Business Analysis Reference Materials2, which provide further insights into the importance of stakeholder analysis in project management.

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

How to Promote Team Learning and Sharing in Agile - LinkedIn1.

How to Integrate Team Learning and Knowledge Sharing in PM - LinkedIn2.

Exam PMP topic 1 question 223 discussion - ExamTopics3.

 The creation of a new department and the request from its manager to be involved in project communications necessitates a review and potential update of the communications management plan. According to best practices in project management, when there are changes in the organizational structure or new stakeholders emerge, it is important to perform a stakeholder analysis to understand their needs and expectations. This analysis will inform any necessary updates to the communications management plan to ensure that all relevant parties are included in the communication cycles, and that the information flow remains effective and aligned with the project’s objectives123.

(Professional in Business Analysis Reference Materials source and documents)123.

 In a scenario where a company is not yet profitable and is facing project delays with an overwhelmed staff, the project manager should prioritize the projects based on their potential to increase profit. This is in line with the principles of project financial management, which suggest that prioritizing projects that align with the company’s strategic goals, such as financial objectives, is crucial. By focusing on projects that are more likely to contribute to the company’s profitability, the project manager can help ensure that resources are allocated effectively and that the company’s financial position is strengthened. This approach is supported by the PMBOK® Guide, which emphasizes the importance of aligning projects with organizational strategy and business objectives.

When an organization is assessing the use of agile delivery approaches and a decision is made to shift from Scrum to a predictive approach, it is essential for the project manager to define a project management plan that reflects this new approach. This involves updating or creating new plans to cover aspects such as scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement to align with the predictive methodology. The project management plan serves as a roadmap for the project and guides the team on how to execute, monitor, and control the project. It is critical to ensure that the plan is comprehensive and integrates all aspects of the project management processes and knowledge areas as outlined in the PMBOK® Guide.

PMBOK® Guide – Sixth Edition, Section 4.2 Develop Project Management Plan; Agile Practice Guide.

 In the context of the PMP objectives, when faced with unforeseen circumstances that impact project acceptance criteria, the project manager should adapt the project management plan and activities to align with the new conditions while still meeting the project objectives. Transitioning on-site training to online sessions is a proactive approach that ensures the training objectives are still met despite the shift to remote work. This aligns with the PMI’s emphasis on flexibility and adaptability in project execution.

= The PMP Examination Content Outline and the PMI Guide to Business Analysis, which emphasize the importance of meeting project objectives and adapting to changes in project execution12.

 In this scenario, the project manager should engage in negotiations to address the conflict of resource allocation. The PMBOK Guide suggests that project managers should possess negotiation skills to resolve such conflicts effectively. By negotiating, the project manager can work towards a solution that satisfies the needs of the operations department while also ensuring the SME’s contributions to the project are not lost, thus keeping the project on track.

The response is based on general project management principles as outlined in the PMBOK Guide and conflict resolution strategies that include negotiation, which are part of the PMP’s body of knowledge.

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

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

In the context of Agile project management, which is often associated with PMP and PMI’s standards, the focus is on delivering value to the customer incrementally throughout the project lifecycle. This approach aligns with the Agile principle of delivering working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Therefore, after prioritizing the product backlog, the project manager should aim to produce a value-added product for the customer in each phase of the project, ensuring continuous delivery of value.

The answer is verified based on the principles outlined in the Agile Practice Guide provided by PMI, which complements the PMBOK® Guide. Additionally, the Professional in Business Analysis (PMI-PBA)® reference materials emphasize the importance of continuously meeting customer needs and delivering value throughout the project lifecycle.

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

In an agile software development project, especially one with many unknowns, iterative scheduling is the most appropriate method. This approach allows the project to be broken down into smaller sections, often referred to as sprints, which can be planned, executed, and reviewed in a cyclical manner. It accommodates changes and unknowns by allowing for adjustments after each iteration, ensuring that the project remains flexible and responsive to the client’s needs123. References:

“An Agile Approach to Scheduling” article1

Atlassian’s guide on "Creating Project Schedules: Steps & Techniques"2

“Agile Project Scheduling and Monitoring” from Open Colleges3

The departure of a key project resource can pose a significant risk to the continuity and success of a project. To mitigate this risk, establishing a proactive knowledge-sharing plan is essential. This involves creating a structured approach to capture the departing resource’s knowledge and expertise, which can then be transferred to the remaining team members. This ensures that critical project information and skills are retained within the team, minimizing the impact of the resource’s departure. A knowledge-sharing plan can include documentation of processes, training sessions, and mentoring programs12.

The project manager should first clarify expectations with the client before taking any further action. Open communication is a key part of stakeholder engagement and ensures alignment on mandatory safety requirements that may not be fully understood by all parties.

Per the PMBOK® Guide – Seventh Edition (Stakeholder and Planning Performance Domains), stakeholder consultation helps address risks and clarify scope elements like compliance. Assuming or ignoring requirements could lead to regulatory breaches.

Option A is inappropriate and risky.

Option C may cause unnecessary cost or complexity.

Option D is premature without engaging the client first.

 According to the principles of project integration management, it is essential to coordinate all elements of a project, including tasks, resources, and stakeholder expectations. When facing new technologies, supporting the team’s initiative to learn and adapt is aligned with fostering an environment of continuous improvement and skill development. This approach not only leverages existing resources but also builds team capability and ownership, which are critical for the long-term success of the project1.

= A Guide to the Project Management Body of Knowledge (PMBOK 6), which emphasizes the importance of integrating various processes and activities within the project management process groups2. Additionally, adapting to new technologies is a significant aspect of project management professional skills as outlined in the PMP certification resources1.

 In agile delivery, it’s important to reflect on processes and make adjustments as needed. The project lead should facilitate a discussion during the retrospective to explore different estimation methods that could improve accuracy and consistency. This is a key opportunity for the team to analyze the causes of the high variation in velocity and less-than-committed delivery, and to collaboratively find solutions that leverage the team’s collective expertise.

This guidance is aligned with agile principles, which advocate for continuous improvement and adapting the process to work effectively for the team. The retrospective is the ideal time for such discussions, as it is a dedicated moment for reflection and planning improvements for the next sprint.

 In this scenario, the project manager should schedule a quality review meeting to address the sponsor’s concerns. Even though the quality acceptance document was signed, which typically indicates formal acceptance of project deliverables, it is important to address any complaints regarding the quality of deliverables to maintain stakeholder satisfaction and to ensure continuous improvement. The meeting would provide an opportunity to discuss the issues raised by the sponsor, review the quality acceptance documentation, and determine if there are any corrective actions or process improvements that can be applied to future phases of the project. This approach aligns with the PMI’s emphasis on stakeholder engagement and continuous improvement within project management processes123.

The answer is supported by the principles found in the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis Reference Materials provided by PMI45.

When stakeholders express concerns about poor communication, it’s important for the project manager to investigate the underlying causes of the communication issues. Performing a root cause analysis (RCA) can help identify not just superficial problems, but also systemic issues that may be affecting communication. This approach aligns with PMI’s emphasis on continuous improvement and problem-solving within project management processes.

= PMI’s PMBOK® Guide and the standards for project communication management emphasize the importance of effective communication and the need for project managers to adapt their communication plans to meet the needs of stakeholders. The PMBOK® Guide provides guidelines on how to manage project communications effectively, which includes monitoring and controlling communications throughout the project life cycle to ensure that stakeholder needs are met.

Please note that this response is based on general project management principles and does not reference specific documents or materials. For detailed information, you should refer to the latest editions of PMI’s PMBOK® Guide and other official PMI publications.

In agile methodologies, retrospectives are vital for continuous improvement and learning from the experiences of past sprints2. By facilitating a retrospective meeting that focuses on analyzing the root causes of the bugs and proposing solutions, the project manager can help the team to identify and address the underlying issues that led to the compromised user experience1. This approach aligns with agile principles, which emphasize team collaboration, reflection, and adaptation to improve processes and product quality2. References:

How to Manage Bugs in Scrum: 10 Best Practices for Agile Teams1.

Sprint Retrospective: How to Hold an Effective Meeting2.

Empowering team members involves creating an environment where they can make decisions and take actions that play to their strengths. This not only boosts their confidence but also contributes to the overall success of the project. By focusing on collaborative goal setting, fostering a culture of feedback and self-assessment, and ensuring psychological safety, project managers can significantly enhance their team’s performance1.

 When a key stakeholder expresses dissatisfaction with the deliverables, despite formal acceptance of the quality specifications, the project manager should review the requirements traceability matrix and conduct inspections. This allows for a detailed examination of whether the deliverables meet the agreed-upon quality standards and to identify any discrepancies. The requirements traceability matrix is a tool that links requirements throughout the project lifecycle, ensuring that they are addressed in the final deliverables. Conducting inspections is a method of quality control that helps to verify that the product meets the requirements and standards1.

The project manager should accommodate the key stakeholder by making arrangements for them to join the kick-off meeting virtually. This approach aligns with best practices in project management, which advocate for inclusivity and flexibility in communication to ensure all critical stakeholders are engaged from the outset of the project12. Virtual participation allows for the stakeholder’s input without delaying the project’s initiation, maintaining momentum and stakeholder engagement34. It is essential to use virtual meeting tools effectively to facilitate collaboration and ensure that remote participants are as involved as those on-site5.

The performance rating of project team members should primarily reference the agreed-upon key performance indicators (KPIs). KPIs are quantifiable measures that are established at the beginning of the project to evaluate the success of the project and the contribution of team members towards achieving project objectives. This approach ensures that the assessment is objective and based on predefined criteria, rather than subjective opinions or inputs.

= The importance of using KPIs for performance assessments is supported by project management and business analysis standards, which advocate for measurable and objective criteria in evaluating team performance12.

Stakeholder engagement is a critical function of a project manager, especially when there is disagreement over decisions. The best course of action is to clarify the rationale behind the selection and use data-driven reasoning to influence the dissenting teams toward consensus.

According to the PMBOK® Guide – Seventh Edition (Stakeholder and Communication Performance Domains), the project manager must ensure that stakeholders understand the process and are aligned with outcomes. Engaging in respectful discussions and influencing team members through facts and process transparency supports long-term collaboration and buy-in.

Option A escalates prematurely.

Option B is authoritarian and damages trust.

Option C neglects stakeholder engagement.

When a team member leaves unexpectedly, especially in the advanced stages of a project, it can introduce risks to the project’s schedule, cost, and quality. The Project Management Professional (PMP) guidelines suggest that the project manager should proactively engage with stakeholders to discuss a mitigation plan. This involves analyzing the impact of the departure, identifying alternative strategies, and updating the project management plan accordingly. It is essential to involve stakeholders in this process as they can provide insights, resources, or support that can help in addressing the situation effectively.

(Professional in Business Analysis Reference Materials source and documents)

Please note that while I can provide information based on the PMP and PMI-PBA guidelines, I cannot access external websites to verify specific content from the provided links. My response is based on general principles outlined in project management and business analysis standards. For detailed and specific verifications, please refer to the latest editions of the PMBOK Guide and the PMI-PBA Handbook available on the official PMI website.

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

When developing a coaching model to support and recognize team members’ growth, it is essential for the project manager to consider the individual and personal objectives of the team members. This personalized approach ensures that the coaching strategy is aligned with the unique needs and goals of each team member, fostering an environment of growth and development. Tailoring the coaching to individual objectives also helps in maximizing the effectiveness of the coaching process23.

When a project team faces collaboration challenges, especially when all members are in the same time zone, it suggests that there may be issues beyond just scheduling. The project manager should examine the team’s virtual needs to identify any gaps in communication tools, technology, or processes that may be hindering effective collaboration. This aligns with the PMBOK guide’s emphasis on the project manager’s role in ensuring that the team has the appropriate resources and capabilities to perform their work1. Additionally, understanding the team’s virtual needs is a critical aspect of business analysis, as it involves assessing how team members interact with each other and with the project’s systems and processes2.

The PMBOK Guide provides guidance on managing remote teams and emphasizes the importance of addressing their specific needs for successful collaboration1. The Professional in Business Analysis materials also highlight the necessity of understanding and supporting the virtual environment to facilitate effective teamwork2.

During iteration planning, it is crucial to identify and manage dependencies between teams to ensure smooth project progression. When a deliverable from one team is dependent on another team’s output, the project manager should inform the dependent team of this relationship and collaborate to plan the deliverable accordingly. This proactive communication helps in aligning the teams’ efforts and schedules, thus avoiding delays and ensuring that the deliverables are completed as per the project timeline.

= Iteration planning practices emphasize the importance of identifying and accounting for dependencies between teams1. The PMBOK Guide also highlights the need for effective communication and coordination among project teams to manage dependencies2.

In today's global and hybrid working environments, virtual meetings are a standard method for maintaining productivity when physical presence isn't possible. The PMBOK® Guide – Seventh Edition emphasizes the use of collaborative tools and techniques, especially in distributed or constrained environments.

Option A reflects a pragmatic and proactive approach, ensuring continuity without delay. It also supports agile principles of adaptability and responsiveness to change.

Option B shifts the decision-making unnecessarily to the sponsor.

Option C may cause delays if resolution takes time.

Option D is unnecessarily confrontational and escalates prematurely.

When specific individuals are disengaged, the project manager should first conduct one-on-one meetings to understand the root causes. Personalized engagement supports psychological safety and trust, especially in remote settings.

According to the PMBOK® Guide – Seventh Edition and Agile Practice Guide, team performance and communication are best improved through direct, empathetic interactions.

Option A could add unnecessary complexity without addressing root causes.

Option B may not be feasible for global teams.

Option D is too general when the issue lies with specific members.

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

Transitioning a project to an operational state involves ensuring that all deliverables have been completed and meet the required standards. Reviewing the WBS with the project team is a good practice to confirm that all planned deliverables have been produced and validated. This step is crucial as it helps to ensure that the project has met its objectives and that all components are in place for the operational phase. It also allows for the identification of any remaining work that needs to be completed before the project can be closed out. References: (Professional in Business Analysis Reference Materials source and documents)

Executive Notebook - Transition Plans | PMI1

Exam PMP topic 1 question 749 discussion - ExamTopics2

Business Analysis 2018: The BA Role in Transitioning a Project’s Outcome/Capability to Operations3

 To enhance the budget estimations for a software project, especially for a major recurring customer, it is essential to review budget-related lessons learned from similar projects. This approach allows the project manager to utilize historical data and experiences to inform the current project’s budget estimation. By analyzing past projects, the project manager can identify trends, anticipate potential issues, and adjust the budget accordingly to avoid previous pitfalls. This method aligns with the best practices of project cost management as outlined in the Project Management Body of Knowledge (PMBOK® Guide), which emphasizes the importance of historical information and lessons learned for accurate budget planning.

(Project Management Institute’s PMBOK® Guide and Professional in Business Analysis Reference Materials)

The project manager should engage with the team to understand their needs and collectively decide on the most suitable collaboration tools. This is in line with the PMBOK® Guide’s emphasis on involving the team in decision-making processes related to project communications management1. The process of selecting a new collaboration tool should include identifying the team’s requirements, evaluating available tools, and choosing one that aligns with the project’s needs. This approach ensures that the tool supports effective communication and collaboration, which are critical for project success2.

In project management, it is crucial to manage dependencies effectively to ensure that critical activities are completed on time. The project manager should ensure that team B prioritizes the dependent activity in iteration three to align with the schedule of team A’s critical activities set for iteration four1. This approach is supported by best practices in managing project dependencies and inter-team coordination, ensuring that all necessary tasks are accounted for and scheduled appropriately23.

In long-term projects executed in stages, it's essential to continuously evaluate whether the intended business value is being realized as the project progresses. Monitoring benefits at project milestones allows the project manager and stakeholders to assess if the project is still aligned with the business objectives and delivering the intended value.

According to the PMBOK® Guide – Seventh Edition (Principle 1 and Principle 7: Focus on Value), the project manager must ensure that the project delivers value continuously and not just at the end. Benefits realization is measured at key points (e.g., stage gates or milestones) to confirm alignment with the business plan.

Option A (ETC) refers to the cost/time remaining and doesn't directly assess realized business value.

Option B (throughput analysis) is a Lean metric, not directly tied to business value unless explicitly defined.

Option C (NPS) is a customer satisfaction metric and may not always correlate with monetized value.

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

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

When a customer requests additional functionality that risks the delivery date and conflicts with the agreed scope, the project manager should engage with the team to assess the effort required and then raise a change request. This process involves analyzing the impact of the change on project constraints and documenting the change request for further review by the Change Control Board (CCB). It is a structured approach that ensures any alterations to the project scope are carefully considered and approved before implementation, thus maintaining control over project outcomes.

(PMBOK Guide’s Change Management Process For PMP Certification1, Professional in Business Analysis Reference Materials | PMI2)

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

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

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

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

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

In multi-project environments with shared resources, delays in one project can impact the performance of another. The best approach is to assess the resource constraints and develop a plan to mitigate the risk. This may involve optimizing current resources, negotiating priorities, or acquiring additional resources (internal or external) based on impact assessment.

The PMBOK® Guide – Seventh Edition emphasizes adaptive planning and issue resolution. Resource management is a key domain, and addressing interdependencies with actionable planning is a critical project management responsibility.

Option A attempts to shift responsibility and may not resolve the bottleneck.

Option B is a reactive procurement step without prior analysis.

Option D is passive and does not offer a solution.

In a hybrid project funded by a T&M agreement, it is essential for the project manager to plan post-delivery support to manage client expectations effectively. This includes establishing a clear understanding of what constitutes project completion and what are the responsibilities of the project team after the product is delivered. Planning for post-delivery support ensures that any defects found after the product is accepted can be addressed within the agreed terms, thus preventing disputes over additional costs for defect fixes.