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

A retrospective review is a meeting held at the end of an iteration in Agile project management, where the team can assess past work and plan future project goals1. One of the benefits of retrospective reviews is that they foster continuous improvement by identifying what went well and what can be improved2.

If the project team members are not completing tasks during the iterations because of interruptions and requests for help from other teams, it indicates that there is a problem with the team’s collaboration and communication. The project manager, as a team facilitator, should address this problem by identifying its root causes and defining the ground rules with all project team members to minimize interferences. This way, the project manager can help the team to focus on their tasks, avoid distractions, and respect each other’s time and boundaries3.

The other options are not correct for the following reasons:

B. Recommend to the project team members that they should improve their planning and make their stories smaller. This option does not address the problem of interruptions and requests for help from other teams, which are external factors that affect the team’s performance. Making the stories smaller may help the team to deliver faster and more frequently, but it does not solve the underlying issue of poor collaboration and communication.

C. Reunite with the project team members affected and tell them not to reduce the team’s capacity. This option is not effective because it does not address the problem’s root causes, nor does it involve the whole team in finding a solution. Telling the team members not to reduce their capacity may also be perceived as blaming or pressuring them, which can lower their morale and motivation.

D. Hire a coach to help all project teams to improve their abilities to solve problems on their own. This option is not feasible because it involves hiring an external resource, which may not be available or affordable. Moreover, hiring a coach does not guarantee that the problem will be solved, as the coach may not have the same context or understanding of the project as the team members.

1: Agile Retrospective Guide: What Is It & How To Run It 2: Sprint Retrospective: How to Hold an Effective Meeting - Atlassian 3: End of the project: how to run your final retrospective

In an agile team, autonomy is a key factor for motivation, innovation, and ownership. Autonomy means that the team can decide how to do their work, as long as they are aligned with the project vision and goals. The project manager should support the team’s request for more autonomy, as it will empower them to find creative solutions, overcome challenges, and deliver value to the customer. The project manager should not discourage the team or delegate the decision-making to the team lead, as it will undermine the team’s self-organization and collaboration1. References:

PMP Exam Content Outline

PMI PMP Q&A: What should project manager do if team ask for more autonomy1

The project manager should review the terms and conditions of the contract to determine if the maintenance manual was part of the agreed scope and deliverables. If the manual was not included in the contract, the project manager should inform the customer and negotiate a change request to add the manual as a new deliverable. If the manual was included in the contract, the project manager should apologize to the customer and expedite the delivery of the manual as soon as possible. The project manager should also update the risk log to capture the potential impact of this issue on the customer satisfaction, project schedule, and budget. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 12.2.1.1, “Procurement Documentation”

PMBOK® Guide, 6th edition, Section 12.3.3.1, “Change Requests”

PMBOK® Guide, 6th edition, Section 11.6.1.1, “Risk Register”

 According to the PMBOK® Guide, communication process control is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met1. It involves ensuring that the communication management plan is effective and updated as needed, managing the flow of information, resolving communication issues, and implementing approved changes to the communication methods or tools1.

In this scenario, the project manager should first revisit the communication process control to identify and address the root cause of why different draft versions of the design document were distributed to the meeting participants. This could involve reviewing the communication management plan, the configuration management plan, the change management plan, and the project documents updates to ensure that the communication process is aligned with the project objectives and stakeholder expectations. The project manager should also implement corrective actions to prevent the recurrence of such communication errors and improve the quality and consistency of the project information.

Options B, C, and D are possible actions that the project manager could take after revisiting the communication process control, but they are not the first step to ensure that this does not happen again. Option B is a preventive action that could help avoid confusion and ambiguity among the stakeholders, but it does not address the underlying issue of how different draft versions were shared in the first place. Option C is a detective action that could help identify the source of the problem, but it does not provide a solution or improvement to the communication process. Option D is a corrective action that could help resolve the current situation, but it does not prevent future occurrences of the same problem. References: 1 PMBOK® Guide, 6th edition, page 377-378.

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

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

 According to the PMP Exam Content Outline, a project manager should select the appropriate project approach based on the project characteristics, such as the degree of uncertainty, complexity, and stakeholder involvement. A hybrid approach combines elements of predictive and adaptive (agile, iterative, incremental) approaches to suit the specific needs and context of the project. In this case, a hybrid approach would allow the project manager to accommodate the potential changes from the new CEO, while also ensuring the delivery of the correct sales results as the final product. A hybrid approach would also enable the project manager to collaborate with the customer and the development team to refine the requirements and validate the solution throughout the project life cycle. A predictive approach would not be suitable for this project, as it assumes a high level of certainty and stability in the requirements and the environment, which is not the case here. An incremental approach would deliver the product in smaller increments, which may not meet the customer’s expectation of no intermediate results. An iterative approach would repeat the same phases until the product meets the desired quality, which may not be efficient or effective for this project. References: = PMP Exam Content Outline, Domain I: People, Task 1: Manage conflict, page 6. PMP Exam Content Outline, Domain III: Business Environment, Task 2: Select project approach, page 14. PMBOK Guide, Chapter 1: Introduction, Section 1.2: Foundational Elements, page 9. PBA Guide, Chapter 2: Needs Assessment, Section 2.2: Assess Current State of the Organization, page 33.

 According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. However, any changes to the product scope should be controlled and evaluated for their impact on the project objectives, risks, quality, and customer satisfaction34. Therefore, the best option for the project manager in this scenario is to follow the proper change control process and evaluate the change for further impact. This way, the project manager can ensure that the change is justified, approved, documented, and communicated to all relevant stakeholders5. The project manager can also assess the potential risks and benefits of the additional feature and take appropriate actions to mitigate or exploit them6.

The other options are not the best ways to avoid this situation in the future. Managing the scope baseline to influence the factors that drive change is a proactive approach to prevent unnecessary or excessive changes, but it does not address the change that has already occurred7. Working with the customer to ensure the feature adds value is a good practice to align the product with the customer needs, but it does not consider the impact of the change on the project constraints or other stakeholders8. Performing frequent reviews with the customer to ensure that the product is working as expected is a useful technique to gather feedback and validate the product quality, but it does not prevent the introduction of new features without proper change control. References: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management: What is it, Approach & Software - Teamhood 3: [Project Scope Management | Project Management Institute] 4: [A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition], p. 131-132 5: [Change Control Process: A Complete Guide - ProjectManager.com] 6: [Project Risk Management | Project Management Institute] 7: [Project Scope Management | Project Management Institute] 8: [Project Stakeholder Management | Project Management Institute] : [Project Quality Management | Project Management Institute] : Project Scope Management | Project Management Institute : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition : Change Control Process: A Complete Guide - ProjectManager.com : Project Risk Management | Project Management Institute : Project Stakeholder Management | Project Management Institute : Project Quality Management | Project Management Institute

 This is the best option because it addresses the root cause of the problem, which is the unclear product requirements. By analyzing the problem with both teams, the project leader can facilitate communication, collaboration, and alignment between them. This can help to clarify the product vision, prioritize the backlog, and identify any gaps or errors in the work done so far. This can also help to improve the quality of the product and the satisfaction of the stakeholders.

The other options are not as effective because they do not address the underlying issue or they may create more problems. For example:

B. Selecting new team members may disrupt the existing team dynamics and introduce more uncertainty and confusion. It may also delay the project and increase the cost.

C. Demanding that the business team define final requirements may create conflict and resentment between the teams. It may also be unrealistic or impractical to expect final requirements in a complex and changing environment.

D. Telling the teams to continue following the initial plan may result in wasted time and resources, as well as low-quality outcomes. It may also ignore the feedback and learning from the previous sprints.

The project manager should agree on the criteria to prioritize risks before developing a risk response strategy. This is because not all risks have the same level of impact or probability on the project objectives, and therefore require different levels of attention and response. By agreeing on the criteria to prioritize risks, such as expected monetary value, risk score, risk urgency, or stakeholder tolerance, the project manager can rank the risks according to their importance and focus on the ones that pose the most threat or opportunity to the project. This will help the project manager allocate resources, time, and budget more effectively and efficiently to address the risks. The project manager should also involve the relevant stakeholders, such as sponsors, SMEs, and team members, in the risk prioritization process to ensure their input and buy-in. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 11.4.1, “Perform Qualitative Risk Analysis: Inputs”

PMBOK® Guide, 6th edition, Section 11.4.2, “Perform Qualitative Risk Analysis: Tools and Techniques”

PMBOK® Guide, 6th edition, Section 11.4.3, “Perform Qualitative Risk Analysis: Outputs”

PMI-PBA® Guide, 1st edition, Section 5.3.1, “Prioritize Requirements: Inputs”

PMI-PBA® Guide, 1st edition, Section 5.3.2, “Prioritize Requirements: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 5.3.3, “Prioritize Requirements: Outputs”

According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any conflicts that may arise among team members. The project manager should use appropriate conflict resolution techniques, such as problem-solving, compromising, or collaborating, to identify the root causes of the issues and guide the team members toward a mutually acceptable solution. Removing one of the team members, warning them about their behavior, or training them on communication techniques and interpersonal behavior are not effective ways of handling this situation, as they do not address the underlying problems or foster a positive team environment. References: PMBOK Guide, 7th edition, page 223-224; PMBOK Guide, 6th edition, page 349-350.

 In a hybrid approach, project managers need to adapt to different project life cycles and methodologies, including agile. Agile teams are self-organizing and empowered, and they value collaboration and feedback over command and control. Therefore, project managers are expected to become coaches or facilitators for agile teams, rather than traditional managers or leaders. They should support the team’s autonomy, alignment, and accountability, and help them overcome impediments and deliver value. The capacity-building activities may not have adequately prepared the project managers for this role shift, which could cause issues in motivating the agile staff. References: PMBOK Guide, 7th edition, section 2.2.3; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 2.2.3.

The change management plan is a document that describes how changes to the project will be managed, monitored, and controlled12. It defines the roles and responsibilities of the change control board, the change request process, the criteria for approving or rejecting changes, the impact analysis, and the communication plan for changes34. The change management plan is part of the project management plan, which is the primary source of information for how the project is planned, executed, monitored, controlled, and closed.

The project manager should refer to the change management plan first because it provides the guidelines and procedures for handling changes to the project scope, schedule, cost, quality, or any other aspect of the project. The project manager should follow the change request process to document the proposed change, assess its impact, and submit it to the change control board for approval or rejection. The change management plan also helps the project manager communicate the change to the relevant stakeholders and update the project baselines and plans accordingly.

The schedule management plan, the scope management plan, and the cost management plan are also important documents for managing the project, but they are not the first ones to refer to when a change is requested. These documents describe how the project schedule, scope, and cost will be planned, defined, monitored, controlled, and reported . They are used to establish the project baselines and measure the project performance against them. However, they do not provide the specific steps and criteria for dealing with changes to the project. The project manager should refer to these documents after the change request is approved, to update the project schedule, scope, and cost accordingly and ensure alignment with the project objectives and stakeholder expectations. References: 1: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. 2: Project Management Institute. (2020). Project Management Professional (PMP)® Examination Content Outline. 3: Teamwork. (2021). 10 project management best practices you MUST know. 4: Salapatas, J. N. (2000). Best practices—the nine elements to success. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.

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

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

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

 The project manager should use mentoring and coaching as an activity to help train the stakeholders who need help understanding how to deal with difficult situations. Mentoring and coaching are techniques that involve providing guidance, feedback, and support to individuals or groups to improve their performance, skills, or behavior. Mentoring and coaching can help stakeholders overcome challenges, learn from experiences, and achieve their goals. This option aligns with the PMBOK Guide, 6th edition, which states that “mentoring and coaching are used to help team members and other stakeholders enhance their project management competencies or to address issues and concerns” (p. 349). The other options are not the best choices because they are not activities that directly help train the stakeholders on how to deal with difficult situations. Contract negotiation (option A) is a technique that involves discussing and agreeing on the terms and conditions of a contract between two or more parties. Contract negotiation is not a training activity, but a procurement activity that may involve some stakeholders, such as the buyer and seller. Team assessment (option B) is a technique that involves evaluating the performance, skills, and competencies of the project team members. Team assessment is not a training activity, but a monitoring and controlling activity that may provide feedback and recommendations for improvement. On-the-job training (option D) is a technique that involves providing instruction and practice to individuals or groups while they perform their regular work tasks. On-the-job training is a training activity, but it is not specific to dealing with difficult situations. It is more suitable for developing technical or operational skills. References:

PMBOK Guide, 6th edition, p. 349 1

PMBOK Guide, 6th edition, p. 480 2

In project management, especially in an agile environment, collaboration and communication are key. When there is a delay in the validation and release of a product due to other priorities, the project manager should work with the IT team to prioritize the tasks. This approach promotes teamwork, ensures everyone is on the same page, and helps to address the issue in a constructive manner. Escalating the issue (option A) might not be the best initial approach as it could create unnecessary tension. Delivering the features without validation (option C and D) could lead to quality issues and is generally not a good practice. References: PMBOK Guide, 6th Edition, Section 9.3.2.1: Team Charter

The conflict described is a communication issue within the team. According to the PMBOK Guide, one of the key roles of a project manager is to manage team dynamics and resolve conflicts. In this case, reviewing the ground rules for collaboration within the team can help remind team members of the expected behaviors and communication norms, which can help resolve the issue. Moving a team member to a different team (Option A) may not solve the underlying issue, reporting to supervisors (Option C) may escalate the situation unnecessarily, and modifying the communications management plan (Option D) may not directly address the interpersonal conflict. References: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 9.5.2.1: Conflict Management

 the project manager should communicate the situation to the appropriate stakeholders who are responsible for managing the supplier relationship and contract. The purchasing department can then take the necessary actions to mitigate the risk of supplier failure or default, such as negotiating new terms, finding alternative suppliers, or terminating the contract. The project manager should not add the situation to the risk register (A) or use the issue log (D) without informing the purchasing department first, as this would not address the root cause of the problem or prevent potential impacts on the project. The project manager should not identify competitors (B) without consulting the purchasing department, as this could violate the existing contract or procurement policies. References:

PMBOK Guide, 7th edition, page 37, section 2.2.6, “Business Environment”

PMBOK Guide, 7th edition, page 39, section 2.2.7, “Governance”

PMBOK Guide, 7th edition, page 41, section 2.2.8, “Lifecycle”

PMBOK Guide, 7th edition, page 43, section 2.2.9, “Tailoring”

PMBOK Guide, 7th edition, page 45, section 2.2.10, “Models, Methods, and Artifacts”

PMBOK Guide, 7th edition, page 47, section 2.2.11, “Project Performance”

PMBOK Guide, 7th edition, page 49, section 2.2.12, “Adaptive Delivery”

PMBOK Guide, 7th edition, page 51, section 2.2.13, “Project Management Office”

PMBOK Guide, 7th edition, page 53, section 2.2.14, “Project Team”

PMBOK Guide, 7th edition, page 55, section 2.2.15, “Stakeholders”

PMBOK Guide, 7th edition, page 57, section 2.2.16, “Information Management”

PMBOK Guide, 7th edition, page 59, section 2.2.17, “Principles”

PMBOK Guide, 7th edition, page 61, section 2.2.18, “Performance Domains”

PMBOK Guide, 7th edition, page 63, section 2.2.19, “Tailoring and Models”

PMBOK Guide, 7th edition, page 65, section 2.2.20, “Standards Plus”

PMBOK Guide, 7th edition, page 67, section 2.2.21, “Glossary”

PMBOK Guide, 7th edition, page 69, section 2.2.22, “References”

PMBOK Guide, 7th edition, page 71, section 2.2.23, “Index”

PMBOK Guide, 7th edition, page 73, section 2.2.24, “Appendix X1: Summary of Key Concepts”

PMBOK Guide, 7th edition, page 75, section 2.2.25, “Appendix X2: Summary of Tailoring Considerations”

PMBOK Guide, 7th edition, page 77, section 2.2.26, “Appendix X3: Summary of Tools and Techniques”

PMBOK Guide, 7th edition, page 79, section 2.2.27, “Appendix X4: Summary of Agile, Iterative, Adaptive, and Hybrid Approaches”

PMBOK Guide, 7th edition, page 81, section 2.2.28, “Appendix X5: Contributors and Reviewers”

PMBOK Guide, 7th edition, page 83, section 2.2.29, “Appendix X6: PMI Code of Ethics and Professional Conduct”

PMBOK Guide, 7th edition, page 85, section 2.2.30, “Appendix X7: Application Area Extensions”

PMBOK Guide, 7th edition, page 87, section 2.2.31, “Appendix X8: Summary of Changes”

PMBOK Guide, 7th edition, page 89, section 2.2.32, “Introduction”

PMBOK Guide, 7th edition, page 91, section 2.2.33, “Performance Domain: Stakeholders”

PMBOK Guide, 7th edition, page 93, section 2.2.34, “Performance Domain: Team”

PMBOK Guide, 7th edition, page 95, section 2.2.35, “Performance Domain: Development Approach and Lifecycle”

PMBOK Guide, 7th edition, page 97, section 2.2.36, “Performance Domain: Planning”

PMBOK Guide, 7th edition, page 99, section 2.2.37, “Performance Domain: Project Work”

PMBOK Guide, 7th edition, page 101, section 2.2.38, “Performance Domain: Delivery”

PMBOK Guide, 7th edition, page 103, section 2.2.39, “Performance Domain: Measurement”

PMBOK Guide, 7th edition, page 105, section 2.2.40, “Performance Domain: Uncertainty”

PMBOK Guide, 7th edition, page 107, section 2.2.41, “Closing”

PMBOK Guide, 7th edition, page 109, section 2.2.42, “Models, Methods, and Artifacts”

According to the PMBOK® Guide, the project manager should analyze the stakeholder’s expectations and identify the topics of interest that may affect the project’s success. This will help the project manager to tailor the communication and engagement strategies to the stakeholder’s needs and preferences. The project manager should also use meeting management techniques to plan and conduct effective meetings with the stakeholder, and use active listening and feedback skills to ensure mutual understanding and alignment1. References: PMBOK® Guide, Sixth Edition, Chapter 13: Stakeholder Management, Section 13.2.2.4: Data Analysis, Section 13.3.2.3: Communication Skills, Section 13.3.2.4: Interpersonal and Team Skills; Meeting Management Techniques for the PMP® Exam

According to the PMBOK Guide, building trust is one of the intangible stakeholder engagement qualities that project managers should embrace to manage relationships with stakeholders. Building trust means establishing and maintaining a positive and respectful relationship with stakeholders based on honesty, transparency, reliability, and mutual understanding. By allowing team members to attend the weekly progress meeting either from home or the office, the project manager is demonstrating trust in their ability to work effectively and communicate clearly regardless of their location. This can also enhance the team members’ trust in the project manager and their commitment to the project objectives. References: PMBOK Guide, 7th edition, page 273; 10 Principles Of Stakeholder Engagement

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

They are collaborative and work together as a cohesive unit

They have generalizing specialists who can perform multiple roles and tasks

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

They are adaptive and responsive to changing requirements and feedback

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

The project manager should first try to understand why the key stakeholder is not attending the meetings and providing false information. The project manager should discuss the communication needs and preferences of the key stakeholder and tailor the communication accordingly. This will help to build trust and rapport with the key stakeholder and ensure that they receive accurate and timely information about the project progress. Creating a new communication artifact, emailing the latest status report, or sharing the meeting recordings may not address the root cause of the problem and may not be effective in engaging the key stakeholder. References: PMBOK Guide, 6th edition, page 524; PMP Exam Content Outline, 2021, page 10.

A communications management plan is a document that defines how important information will be communicated to stakeholders throughout the project12. It should include the purpose, methods, frequency, and roles of communication, as well as any contractual obligations that may affect the communication process12.

By ensuring that the communications management plan covers contractual obligations, the project manager can avoid any confusion or conflict between the subcontractors and the client, as well as establish clear expectations and boundaries for communication. This can help improve the quality and efficiency of communication, as well as the overall success of the project12.

1: How to Create a Project Management Communication Plan 2: How to create a project management communication plan - Lucidchart

The project manager should first become aware of any cultural characteristics of the new supplier that could impact negotiation. This is an important step to ensure effective communication and collaboration with the overseas company, as well as to avoid any misunderstandings or conflicts that could arise from cultural differences. By becoming aware of the new supplier’s cultural values, norms, preferences, and expectations, the project manager can adapt their negotiation style and strategy accordingly, and establish a positive and respectful relationship with the new supplier. This option aligns with the PMBOK Guide, 6th edition, which states that “the project manager should be aware of the cultural characteristics of the parties involved in the negotiation and how they may influence the negotiation process and outcome” (p. 480). The other options are not the best choices because they are not the first steps to proceed with the change. Engaging the services of an interpreter who understands the project domain (option A) may be a useful step to facilitate communication with the new supplier, especially if there is a language barrier, but it is not the first step. The project manager should first understand the cultural aspects of the new supplier before engaging an interpreter, as the interpreter may also need to be aware of the cultural nuances and sensitivities. Checking social media to determine if there are any common connections that use the new supplier (option B) may be a helpful step to gather some information or feedback about the new supplier, but it is not the first step. The project manager should first conduct a more formal and reliable assessment of the new supplier’s cultural characteristics, rather than relying on social media, which may not provide accurate or relevant information. Requesting assistance from the procurement department on the next steps (option C) may be a necessary step to proceed with the change, but it is not the first step. The project manager should first prepare themselves for the negotiation with the new supplier by becoming aware of their cultural characteristics, before seeking assistance from the procurement department on the contractual and legal aspects of the change. References:

PMBOK Guide, 6th edition, p. 480 1

PMBOK Guide, 6th edition, p. 489 2

The question is about a project that faces a potential threat from a competitor’s product launch using the same innovation. The project manager needs to assess the impact of this threat on the project’s objectives and take appropriate actions to mitigate it. The best option for the project manager to do next is:

Document the issue in the issue log and escalate to the project sponsor: This option is proactive and follows the best practice of issue management. The project manager should document the issue, its impact, and possible solutions in the issue log, which is a tool for tracking and resolving issues that affect the project. The project manager should also escalate the issue to the project sponsor, who is the person or group that provides the resources and support for the project. The project sponsor can help the project manager to evaluate the options and make decisions that align with the project’s goals and business strategy12

The other options are not as effective or appropriate as the first option. They are:

Inform the project sponsor and suggest canceling the project: This option is premature and pessimistic. The project manager should not suggest canceling the project without analyzing the situation and exploring alternatives. Canceling the project might result in wasted resources, lost opportunities, and damaged reputation. The project manager should work with the project sponsor to find ways to overcome the threat and deliver value to the customer3

Review the project goals and eat criteria m the project charter: This option is passive and incomplete. The project manager should review the project goals and acceptance criteria in the project charter, which is a document that authorizes the project and defines its scope, objectives, and stakeholders. However, this is not enough to address the issue. The project manager should also document the issue, communicate with the project sponsor, and take actions to resolve the issue4

Ask the leader of research and development to decide on next steps: This option is irresponsible and risky. The project manager should not delegate the decision-making to the leader of research and development, who might not have the authority, responsibility, or knowledge to handle the issue. The project manager should consult with the leader of research and development, who is a subject matter expert, but the project manager should also involve the project sponsor, who is the project owner, and other relevant stakeholders, who might be affected by the issue. The project manager should lead the issue resolution process and ensure that the decisions are aligned with the project’s goals and business strategy.

 The project manager should motivate the team and deploy the necessary resources to support the outcome of the new agreement. This is because the team may feel demotivated or frustrated by the changes in the project scope and schedule, which can affect their performance and morale. The project manager should acknowledge the team’s concerns, communicate the benefits of the new agreement, and provide recognition and rewards for their efforts. The project manager should also ensure that the team has the adequate resources, such as staff, equipment, materials, and budget, to complete the project successfully. The project manager should not find a way to maintain the project schedule, as this may compromise the quality or scope of the project. The project manager should not impose authority on the project, as this may create resentment or resistance among the team members. The project manager should not request additional resources from the sponsor and motivate the team, as this may not be feasible or necessary, depending on the nature and extent of the changes. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 9.4.2.3, “Team Recognition and Rewards”

PMBOK® Guide, 6th edition, Section 9.4.3.1, “Change Requests”

PMBOK® Guide, 6th edition, Section 4.2.3.1, “Project Management Plan Updates”

The project manager should review the stakeholder engagement plan and inform the stakeholders about the appropriate communication channels and procedures for status reports and change requests. The stakeholder engagement plan describes the strategies and actions to effectively engage stakeholders throughout the project life cycle, based on their needs, expectations, interests, and influence levels. By reviewing and communicating the stakeholder engagement plan, the project manager can ensure that the stakeholders are aware of their roles and responsibilities, the project objectives and scope, the project performance and progress, and the change management process. This will help to avoid confusion, conflicts, and delays in the project and enhance stakeholder satisfaction and support. References: PMBOK Guide, 6th edition, page 513; PMP Exam Content Outline, 2021, page 9.

A project manager who is managing two integrated projects in a program should use effective communication and conflict management skills to resolve issues that arise from misalignment or integration points. The project manager should first meet with both integration leads to understand the root cause of the problem and facilitate a collaborative solution that satisfies both parties and aligns with the program objectives. Assigning the resolution of the issue to either one of the integration leads, or escalating the issue to the program architect, are not the best options as they may create more conflict or undermine the authority of the project manager. References:

PMBOK Guide, 7th edition, page 65

Standard for Program Management, 4th edition, page 67

PMI-PBA Exam Content Outline, page 10

[PMI-PBA Handbook], page 11

According to the PMBOK Guide, 6th edition, section 4.6.1.1, the project manager is responsible for communicating the approved changes to the relevant stakeholders and ensuring that the changes are implemented as planned. The project manager should also manage the expectations of the stakeholders and address any issues or concerns that arise from the changes. In this scenario, the project manager should first meet with the operations manager to explain the background for the change and understand the operation manager’s concerns about the change. This will help to establish a collaborative relationship and resolve any potential conflicts. The other options are either premature or inappropriate, as they do not address the root cause of the problem or respect the authority of the CCB. References: PMBOK Guide, 6th edition, section 4.6.1.1, page 115.

 According to the PMBOK Guide, when a change request is received, the project manager should evaluate the impact of the change on the project scope, schedule, cost, quality, risk, and other aspects. The project manager should also consult with the project sponsor and other key stakeholders to obtain their approval or rejection of the change request. The project manager should not proceed with the change without proper analysis and authorization, nor should they reject the change without considering the legal and contractual implications. References: PMBOK Guide, 6th edition, pages 115-116, 134-135, 141-142.

According to the PMBOK Guide, the project manager should use interpersonal and team skills to manage the team and resolve conflicts. One of these skills is conflict management, which involves identifying and addressing the root causes of disagreements among team members. In this case, the project manager should try to understand why the team member is absent from the meetings and what are the possible impacts on the project and the team. The project manager should also communicate the benefits of attending the meetings and encourage the team member to participate more actively. This way, the project manager can foster a collaborative and respectful team environment and avoid potential issues such as poor communication, low morale, or missed deadlines. References: PMBOK Guide, 7th edition, pages 282-283, 287-288.

According to the PMBOK Guide, the project manager is responsible for ensuring that the project delivers the expected business value and benefits. If the project manager acquires information that indicates a significant reduction in the business value of the project, they should communicate this information to the project sponsor and other key stakeholders, and recommend a reassessment of the project business case and viability. The project sponsor is the ultimate authority to decide whether to continue, cancel, or change the project based on the updated information and analysis. Removing items from the backlog, continuing with the defined scope, or canceling the project without consulting the sponsor are not appropriate actions for the project manager to take in this situation. References: = PMBOK Guide, 7th edition, page 23; PMI, Project Management Professional (PMP) Examination Content Outline, 2021, page 6.

In agile projects, risks are assessed and managed continuously through regular feedback loops, such as daily standups, iteration demos, and retrospectives. These feedback loops allow the team to identify, analyze, prioritize, and respond to risks in a timely and collaborative manner. They also help the team to monitor and control the project performance and deliver value to the customer. Identifying and escalating risks to the facilitator is not an effective way of managing risks, as it does not involve the whole team or the customer. Updating the risk register during every iteration is a good practice, but it is not enough to assess and manage risks regularly. Focusing on developing a working deliverable instead of documenting risks is not a good option, as it ignores the potential impact of risks on the project outcome and quality. References: = PMBOK Guide, 7th edition, page 97; PMI, Project Management Professional (PMP) Examination Content Outline, 2021, page 8.

Graphical user interface, application Description automatically generated

 The project manager should treat the client’s complaint as a change request and assess the effect on the project’s goals. This is because the client’s expectation may not have been captured or communicated clearly in the initial debriefing, or the client may have changed their mind after seeing the product. In either case, the project manager should follow the change management process, which involves identifying, documenting, analyzing, approving, and implementing changes that affect the project scope, schedule, cost, quality, or risk. The project manager should also communicate with the client and the project team about the change request and its impact on the project’s goals, such as delivering value, satisfying customer needs, and meeting stakeholder expectations. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6.1, “Perform Integrated Change Control: Inputs”

PMBOK® Guide, 6th edition, Section 4.6.3.1, “Perform Integrated Change Control: Outputs - Change Requests”

PMBOK® Guide, 6th edition, Section 5.6.1, “Validate Scope: Inputs”

PMBOK® Guide, 6th edition, Section 5.6.3.1, “Validate Scope: Outputs - Accepted Deliverables”

PMI-PBA® Guide, 1st edition, Section 6.2.1, “Manage Changes: Inputs”

PMI-PBA® Guide, 1st edition, Section 6.2.2, “Manage Changes: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 6.2.3, “Manage Changes: Outputs”

The first thing that the project manager should do is to review the communications management plan, which is the document that describes how the project information will be communicated to the stakeholders. The project manager should check if the stakeholder’s communication requirements, preferences, and expectations are identified and addressed in the plan. If not, the project manager should update the plan accordingly and ensure that the stakeholder receives the appropriate project status reports. The other options are not the best first actions, as they either do not address the root cause of the problem (lack of communication), or they are premature or unnecessary (updating the stakeholder register or the project management plan). References: PMBOK Guide, page 377-378; PMP Sample Test Questions, question 43

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

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

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

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

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

 The project manager should recognize the stakeholder’s skills as an expert on taxes and evaluate the possibility of the stakeholder supporting the project team. This will help to leverage the stakeholder’s knowledge and experience, as well as increase the stakeholder’s engagement and satisfaction. The project manager should also communicate with the stakeholder and the project team to establish a clear and collaborative relationship. Requesting the functional manager, asking the project team, and sending a request to the project sponsor are not the best ways to leverage the stakeholder’s information, as they may create unnecessary dependencies, conflicts, or delays. References:

PMP Exam Content Outline, Domain II: Process, Task 3: Engage with stakeholders to meet expectations and foster collaboration.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 2: Value Delivery System, Section 2.4: Stakeholders, Page 38.

Professional in Business Analysis (PBA) Certification Exam Outline, Domain II: Planning, Task 2: Plan Stakeholder Engagement, Page 9.

According to the PMBOK Guide, 6th edition, section 13.2.2.4, stakeholder engagement assessment matrix is a tool that can be used to identify the current and desired levels of engagement for each stakeholder or stakeholder group. The project manager should use this matrix to plan and implement appropriate strategies to increase the support and minimize the resistance of the stakeholders. One of the strategies is to meet with the stakeholder and discuss the impact of the project deliverable on their interests, needs, and expectations. The project manager should also explain the benefits of the deliverable for the organization and the stakeholder, and address any concerns or issues that the stakeholder may have. By doing so, the project manager can increase the stakeholder’s awareness, understanding, and involvement in the project, and foster a positive relationship with them. References: PMBOK Guide, 6th edition, section 13.2.2.4; PMI website

 Force/direct is a conflict resolution technique in which one party imposes their solution on the other party, without considering their views or interests. This technique is often used when there is a need for quick action, or when the issue is not important enough to warrant a more collaborative approach. In this situation, the project manager used force/direct to resolve the conflict with the new team member, by telling them what to do and expecting compliance, without discussing the reasons or consequences of their behavior. References: = Conflict Resolution Techniques in Project Management, Managing conflict - project environment - Resolution Strategies

The project manager is responsible for ensuring that the project team has the necessary skills and competencies to perform the project work. If there are knowledge gaps in the team, the project manager should communicate the situation to the team and plan for the appropriate training and coaching arrangements to address them. This will help the team to improve their performance and achieve the desired results. The other options are not appropriate because they do not address the root cause of the problem and may have negative consequences for the project. Reporting the situation to upper management and requesting a scope change may not be feasible or acceptable. Hiring new team members and laying off existing ones may disrupt the team dynamics and morale. Communicating the situation to the customer and informing them about potential delays may damage the trust and relationship with the customer. References:

PMBOK Guide 6th Edition, page 335, section 9.2.2.3

PMP Exam Prep, page 265, section 9.2

Disclaimer: This answer is generated by Copilot, an AI companion. It is not intended to be a substitute for professional advice or guidance. Copilot does not guarantee the accuracy, completeness, or validity of the answer. The user is solely responsible for verifying the answer and using it at their own risk. Copilot is not affiliated with PMI or any other organization.

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

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

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

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

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

According to the PMBOK Guide, planning poker is a technique used to estimate the size of user stories in agile projects. It involves each team member privately selecting a card with a number that represents the relative size or complexity of a user story, and then revealing their choices simultaneously. The team then discusses the reasons for the differences and repeats the process until they reach a consensus or an acceptable range. This technique helps the team to avoid anchoring, groupthink, and estimation bias, and to consider different perspectives and assumptions. By continuing multiple rounds of planning poker, the team can improve the accuracy and reliability of their estimates and plan their iterations more effectively. References: PMBOK Guide, 7th edition, page 309; Agile Estimation Techniques for the PMP Exam

The project manager should update the risk register next. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, owners, and other relevant information. Updating the risk register is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, executing risk responses, and evaluating their effectiveness. In this scenario, the low availability of the testing facility is a potential risk that could affect the project schedule. Therefore, the project manager should update the risk register with this information and plan appropriate risk responses. This option aligns with the PMBOK Guide, 6th edition, which states that “the risk register is updated as outputs from other risk management processes are completed” (p. 436). The other options are not the best choices because they do not address the risk of the testing facility’s low availability. Updating the issue log (option B) is not appropriate because the issue log is a document that records and monitors the resolution of issues that have occurred or are currently occurring on the project. In this case, the low availability of the testing facility is not an issue yet, but a potential risk that may or may not occur in the future. Updating the lessons learned register (option C) is not relevant because the lessons learned register is a document that captures the knowledge gained from the project, including the challenges, problems, risks, and opportunities encountered and how they were addressed. In this scenario, the project manager has not yet learned any lessons from the testing facility’s low availability, as it is still a potential risk. Updating the project schedule (option D) is premature because the project schedule is a document that presents the planned dates for performing activities and meeting milestones. In this case, the project manager has not yet determined the impact or probability of the testing facility’s low availability, or the risk responses to deal with it. Therefore, updating the project schedule without this information may result in inaccurate or unrealistic estimates. References:

PMBOK Guide, 6th edition, p. 436 1

PMBOK Guide, 6th edition, p. 123 2

The project charter is a document that formally authorizes a project or a phase and documents initial requirements that satisfy the stakeholder’s needs and expectations. It provides the project manager with the authority to apply organizational resources to project activities. When a new project manager is assigned to a project, they should refer to the project charter to understand the project objectives, key stakeholders, risks, and the authority delegated to them. References: Project Management Professional (PMP) Reference Materials12.

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

PMBOK Guide 7th Edition, page 67, section 3.2.2

PMI Agile Practice Guide, page 33, section 3.2.1

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

According to the PMBOK Guide, issue management is the process of identifying and resolving issues that arise during the project life cycle1. Issues are problems that have already occurred and need to be addressed as soon as possible to avoid further negative impacts on the project objectives2. The project manager is responsible for managing issues and ensuring that they are resolved in a timely and effective manner3. One of the key steps in issue management is to identify the appropriate response and have it implemented4. This means that the project manager should analyze the issue, determine the best course of action, assign responsibilities, and monitor the progress of the resolution4. By doing so, the project manager can mitigate the impact of the issue on the project schedule and other aspects of the project performance4. The other options are not sufficient to manage the issue effectively. Identifying and reporting the issue (A) is necessary but not enough, as it does not involve taking any action to resolve the issue. Monitoring and controlling the issue (B) is also important but not sufficient, as it assumes that the issue has already been addressed and only needs to be tracked. Communicating any identified action to impacted stakeholders (D) is a good practice but not the primary responsibility of the project manager, as it does not ensure that the action is actually implemented and effective. References:

1: PMBOK Guide, 6th edition, p. 89

2: PMBOK Guide, 6th edition, p. 456

3: PMBOK Guide, 6th edition, p. 457

4: PMBOK Guide, 6th edition, p. 458

A minimum viable product (MVP) is the most basic version of a new product with enough functionality and features to appeal to early adopters and validate the concept early in the product development cycle. The concept of an MVP comes from the Lean Startup methodology, which encourages learning and building with scalability in mind. According to its author, Eric Ries, an MVP is the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least amount of effort. Building an MVP plays a central role in agile product development. It aligns with agile principles of releasing updates consistently, learning along the way, and prioritizing features based on user feedback. The benefits of focusing on an MVP and scaling it up may vary, but ultimately the purpose is to provide a low-risk testing ground before you invest thousands (or millions!) of dollars into a product before it’s ready to sell. MVP testing can provide cost savings, insights into user-centered design, fast business launches, and even getting early investor buy-in. The insights and investment you’ll reap early on will help you build the dream product you and your customers have been looking for. Therefore, the project manager should support the team to find and execute the MVP, as this will help them deliver value to the customers, test their assumptions, and make iterative improvements based on feedback. This will also reduce the risk of wasting time and resources on features that are not needed or desired by the customers. The other options are not as effective as the MVP approach. Encouraging and motivating the team with project incentives may boost their morale, but it does not address the root cause of the problem, which is the scope and complexity of the project. Subdividing the team to handle different aspects of the project may improve the division of labor, but it does not ensure that the team is working on the right features or that they are aligned with the customer needs. Organizing project execution to satisfy the project sponsor’s request may seem like a good way to meet the expectations of the stakeholder, but it may also lead to over-engineering the product and delivering a solution that is not validated by the market. References:

Understanding the Minimum Viable Product (MVP) in Agile Project Management

MVPs and MBIs - Project Management Institute

Minimum Viable Product (MVP): What is it & Why it Matters - Atlassian

The agile leader should speak directly with the team member about improvements and commit to an agreed-upon time frame. This is the best option because it shows the agile leader’s respect and empathy for the team member, as well as the willingness to help them overcome their challenges and grow their skills. By speaking directly with the team member, the agile leader can also understand the root cause of the problem, provide constructive feedback, and agree on a realistic and achievable plan for improvement. This option also aligns with the agile values of “individuals and interactions over processes and tools” and "responding to change over following a plan"1.

The other options are not as effective as option D. Option A is not supportive and may demotivate the team member and create resentment. Option B is not appropriate and may embarrass the team member and lower the team morale. Option C is not relevant and may not address the team member’s specific needs and gaps. References: 1: Agile Manifesto, [Manifesto for Agile Software Development]

According to the PMBOK Guide, 7th edition, the project success criteria and objectives are the measurable terms that define what the project is intended to achieve. They are usually defined by the customer or sponsor, and agreed upon by the project manager and other stakeholders. They provide the basis for project planning, monitoring, and evaluation. Therefore, the project manager should understand the project success criteria and objectives first, before performing any other actions, to ensure that the project is aligned with the customer’s or sponsor’s expectations and requirements. The project success criteria and objectives are typically documented in the project charter, which is the key output of the Develop Project Charter process. The project charter also contains other information, such as the project purpose, scope, assumptions, constraints, risks, and stakeholders, that the project manager should review and understand. References:

PMBOK Guide, 7th edition, page 33, section 1.3.2, Project Success

PMBOK Guide, 7th edition, page 34, section 1.3.3, Project Success Criteria and Objectives

PMBOK Guide, 7th edition, page 35, section 1.3.4, Project Success Measures

PMBOK Guide, 7th edition, page 37, section 1.4.1, Develop Project Charter

PMBOK Guide, 7th edition, page 38, section 1.4.1.3, Project Charter

The project manager should first follow the risk response plan. The risk response plan is a component of the project management plan that describes how to implement risk responses for identified risks and opportunities1. It includes the agreed-upon actions and owners for each risk, as well as the budget, schedule, and resources allocated for the risk responses1. By following the risk response plan, the project manager can execute the appropriate actions to minimize the impact of the delay on the critical path activity and the project objectives.

Option B is not the best answer because using the contingency fund is not the first thing to do. The contingency fund is a reserve amount of money or time that is set aside to cover the cost or time impact of known risks2. It is part of the risk response plan, and it should be used only after the risk response actions have been implemented and the residual risk impact has been assessed3.

Option C is not the best answer because preparing a change request is not the first thing to do. A change request is a formal proposal to modify any document, deliverable, or baseline of the project. It should be prepared only after the risk response actions have been implemented and the impact of the delay on the project scope, schedule, cost, or quality has been analyzed.

Option D is not the best answer because updating the risk register is not the first thing to do. The risk register is a project document that records the details of all identified risks, including their description, category, probability, impact, response strategy, and status. It should be updated only after the risk response actions have been implemented and the outcome of the risk response has been evaluated. References: 1: PMBOK Guide, 7th Edition, Section 11.1.3.1, Risk Response Plan 2: PMBOK Guide, 7th Edition, Section 6.5.2.3, Contingency Reserve 3: PMBOK Guide, 7th Edition, Section 11.5.3.1, Implement Risk Responses : PMBOK Guide, 7th Edition, Section 4.6.3.1, Change Requests : PMBOK Guide, 7th Edition, Section 4.6.3.2, Change Control Tools : PMBOK Guide, 7th Edition, Section 11.2.3.1, Risk Register : PMBOK Guide, 7th Edition, Section 11.6.3.1, Monitor Risks

According to the Professional in Business Analysis Reference Materials, the project manager should communicate proactively and effectively with the key stakeholders to ensure their availability and engagement for the project. The project manager should share the project schedule, milestones, and meeting agendas with the stakeholders ahead of time, so that they can plan their time and prioritize their tasks accordingly. The project manager should also seek their feedback and input on the project scope, objectives, and deliverables, and address any issues or concerns that may arise. The project manager should not schedule meetings with all of the stakeholders whenever needed, as this may disrupt their work and cause delays and conflicts. The project manager should not work with the available stakeholders only, as this may exclude some of the key stakeholders from the decision-making process and create gaps and inconsistencies in the project outcomes. The project manager should not add time reserve in the project schedule, as this may increase the project duration and cost, and reduce the project value and quality1 References: 1 Top 40 PMP Exam Questions And Answers - Upskillyourself 1

According to the PMBOK Guide, 6th edition, section 4.7.3.2, the project closure report should include information on benefits realization, such as who will be responsible for tracking and reporting the benefits, what metrics and indicators will be used to measure the benefits, and when the benefits are expected to be realized. This is consistent with the PMI-PBA Practice Guide, section 2.5.2, which states that the business analyst should document the benefits realization plan and communicate it to the relevant stakeholders. Therefore, the project manager should document this information in the project closure report and ensure that the project sponsor and other stakeholders are aware of it. References:

PMBOK Guide, 6th edition, section 4.7.3.2

PMI-PBA Practice Guide, section 2.5.2

The statement of work (SOW) is a document that describes the project scope, deliverables, acceptance criteria, assumptions, and constraints1. It is usually part of the contract between the buyer and the seller2. If the project manager remembers negotiating and agreeing to the deliverable during the tender process, they should look to see if the deliverable is described in the SOW, which would be a contractual obligation for the seller. Requesting a change in the contract, adding the deliverable to the requirements traceability matrix, or terminating the contract are not appropriate actions in this situation. References:

1 PMBOK Guide, 6th edition, page 154

2 PMBOK Guide, 6th edition, page 473

 The project manager should work with the team to analyze which processes are suitable to use and define them in the ground rules. This will help to resolve the conflict by creating a common understanding of the project processes, expectations, and norms among the team members from different companies. The project manager should also facilitate communication and collaboration among the team members and foster a positive team culture. Avoiding the conflict, reviewing the historical information, and asking the team to use company B’s processes are not effective ways to resolve the conflict, as they do not address the root cause of the problem or involve the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 48-49, 343-344, 368-369; PMP Exam Content Outline, 2020, pages 6-7.

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

According to the PMBOK Guide, 7th edition, section 2.2.1, organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. OPAs include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to execute or govern the project. OPAs also include historical information and lessons learned from previous projects. Therefore, the project manager’s notes should be stored as OPAs, so that they can be accessed and utilized by other project managers in the future. OPAs are inputs to many project management processes and outputs of some project management processes. References:

PMBOK Guide, 7th edition, section 2.2.1, page 37-38

PMBOK Guide, 7th edition

PMP Exam Content Outline

 According to the PMBOK Guide, 7th edition, one of the agile principles is to “prioritize work that delivers the most value”. This means that the project manager should help the team and the product owner to rank the requirements in order of importance and urgency, rather than using vague categories such as high, medium, and low. A numerical prioritization system, such as the MoSCoW method (Must have, Should have, Could have, Won’t have) or the 100-point method, can help the team to focus on the most valuable features and avoid confusion and ambiguity. This also aligns with the agile value of “responding to change over following a plan”, as the team can adjust the priority of the requirements based on the feedback and changes from the stakeholders. References: PMBOK Guide, 7th edition, page 14, 15, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53, 54, 55, …