The project manager should develop a training plan for all of the stakeholders to learn about the updates after the documents are completed. This way, the project manager can ensure that the new project management procedures and templates are understood and applied correctly by the project teams and other relevant parties. The project manager can also use the training plan to communicate the benefits and rationale of the updates, as well as to address any questions or concerns that the stakeholders may have. The project manager should not hire an external consultant, upload the files to the corporate website, or meet with the department managers without providing adequate training and guidance on the new procedures and templates. References: PMBOK Guide, 6th edition, page 39, Top 20+ PMP Exam Questions and Answers: 2023 | Henry Harvin

According to the PMBOK Guide, the project manager is responsible for planning, managing, and controlling quality throughout the project life cycle. One of the tools and techniques for planning quality management is stakeholder engagement, which involves identifying and involving the key stakeholders who have an interest or influence on the project quality. Stakeholder engagement can help the project manager understand the quality expectations, requirements, and acceptance criteria of the key stakeholders, and ensure that they are aligned with the project objectives. In this scenario, the bank has initiated a project to replace an existing core system with a new one, which will be launched in several stages after the completion of each project deliverable that must be approved by the key stakeholders. The first thing that the project manager should do is to agree on quality standards with the key stakeholders, using stakeholder engagement as a tool. This option can help the project manager establish the quality baseline, define the quality metrics and targets, and obtain the stakeholder buy-in and support for the project quality. Engaging experienced key stakeholders in the implementation of the project, developing a requirements traceability matrix, or reviewing the test and inspection plan with the key stakeholders are not the first things that the project manager should do, as they are related to executing, monitoring, or controlling quality, not planning quality. These options may also be premature or ineffective if the quality standards are not agreed upon with the key stakeholders beforehand. References: PMBOK Guide, 7th edition, pages 223-224, 8.1 Plan Quality Management.

 In an agile project, the project manager should collaborate with the product owner and the customer stakeholders to prioritize the product backlog and plan the product delivery dates. The product backlog is a list of features and requirements that are ordered by value and urgency. The product delivery dates are the milestones where the team delivers a potentially shippable product increment that meets the customer’s needs and expectations. The project manager should lead the team to identify the product objectives at every delivery iteration and clarify priorities. The product objectives are the goals and outcomes that the product should achieve in each iteration. The priorities are the criteria that determine the order and importance of the product backlog items. By leading the team to identify the product objectives and clarify priorities, the project manager can ensure that the team delivers the most valuable and feasible product increment in each iteration, and that the product backlog reflects the changing needs and expectations of the customer stakeholders. Option C is the best answer because it follows the agile principles and practices that are suitable for this type of project. Option A is not a good answer because it does not involve the team or the product owner in the prioritization and planning process, and it may result in unrealistic or unfeasible expectations. Option B is not a good answer because it does not involve the customer stakeholders in the prioritization and planning process, and it may create a rigid or detailed plan that does not allow for flexibility andfeedback. Option D is not a good answer because it does not address the question of how to prioritize the product backlog and plan the product delivery dates, and it may overwhelm the customer stakeholders with too much information or details. References: [Agile Practice Guide], pages 25-26, 29-30; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Seventh Edition, pages 18-19, 58-59.

= According to the PMBOK Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. A change request can be initiated by any stakeholder involved with the project, and it must be reviewed and approved by the CCB. The CCB is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. In this scenario, the project manager should submit a change request to the CCB as soon as possible, as the delay in the delivery of the key component will affect the project schedule and scope. The project manager should also update the project management plan and other relevant documents to reflect the impact of the change. Asking the vendor for the minimally sufficient materials, performing market research for other vendors, or involving the legal department are not the best options, as they may not resolve the issue in time, incur additional costs, or escalate the conflict with the vendor. References: = PMBOK Guide, 6th edition, pages 112-114, 123-124, 140-141.

A hybrid project management approach is a combination of two or more project management methodologies, such as waterfall and agile, that best suit the project’s needs. A hybrid approach allows the project manager to plan some phases in detail, while leaving other phases more flexible and adaptable to changes. A hybrid approach can also balance the sponsor’s expectations of following the project objectives, while incorporating new information and feedback as the project progresses. According to the PMBOK Guide, a hybrid approach can be used when the project has both predictive and adaptive elements, or when the project environment is complex and uncertain. References:

• PMBOK Guide, 7th edition, page 271
• What Is Hybrid Project Management?2
• Ultimate Guide To Hybrid Project Methodologies & How To Make Them3

The project manager should take proactive actions to address the concern of the project sponsor about the potential conflict between the project implementation date and the company’s financial budget planning period. One action is to facilitate a risk workshop with all stakeholders in attendance to identify and assess all risks to the project, including the one raised by the sponsor. This will help to create a common understanding of the project risks and their potential impact on the project objectives1. Another action is to log the concern as a risk in the project risk register and assess the impact and severity of the risk. This will help to document the risk and its characteristics, such as probability, impact, priority, response strategy, and owner2. These actions will enable the project manager to communicate the risk status and response plan to the sponsor and other stakeholders effectively. Changing the project implementation date (B) may not be feasible or desirable, as it may affect the project scope, schedule, cost, and quality. Communicating to the sponsor that the implementation date is low risk © may not be accurate or convincing, as the project is still in the initiation phase and the risk analysis has not been done. Advising the sponsor that it is not feasible to determine if the end date will be met (D) may not be helpful or reassuring, as it may indicate a lack of planning and control over the project. References: 1: PMBOK Guide, 6th Edition, pp. 397-3982: PMBOK Guide, 6th Edition, p. 436.

The project manager should foster knowledge sharing and coaching among team members to address the slack in productivity caused by the lack of knowledge in one of the frameworks used for modeling. This way, the project manager can leverage the existing skills and expertise of the team members who are familiar with the framework, and help the others to learn and improve their performance. The project manager can also use various agile techniques, such as pair programming, peer reviews, retrospectives, and feedback loops, to facilitate knowledge sharing and coaching. The project manager should not seek an external expert, arrange for external training, or add new members, as these options may be costly, time-consuming, or disruptive to the team dynamics and collaboration. References: PMBOK Guide, 6th edition, page 349, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

 In a large-scale project with unclear requirements, a fixed deadline, and a fixed budget, the project manager should adopt an agile approach that allows for flexibility, feedback, and collaboration. The project manager should agree with the client on a minimum viable product (MVP), which is the smallest version of the product that can deliver value to the customer. The project manager should also establish deadlines for review, where the client can provide feedback and prioritize the features for the next iteration. The project manager should run the project with a backlog, which is a list of features and requirements that are prioritized and refined by the team, and weekly sprints, which are short cycles of work where the team delivers a potentially shippable product increment. This way, the project manager can manage the project scope, schedule, and cost effectively, and deliver a product that meets the customer’s needs and expectations. Option A is the best answer because it follows the agile principles and practices that are suitable for this type of project. Option B is not a good answer because it shows a lack of professionalism and responsibility from the project manager. Option C is not a good answer because it may not be feasible or realistic to convince the client to provide a product owner, and it may delay the start of the project. Option D is not a good answer because it follows a traditional approach that is not suitable for this type of project, as it assumes that the requirements are clear and stable, and does not allow for frequent feedback and changes. References: [Agile Practice Guide], pages 14-15, 21, 25-26; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, pages 18-19, 174-175.

According to the Agile Alliance1, the definition of done (DoD) is a set of criteria that a product increment must meet for the team to consider it complete and ready for customers. It is a shared understanding among the team members of when a product increment is ready for release, even when the increment is large and consists of many items. By clearly defining what “done” means to the project, an agile team can focus on delivering value with every sprint and minimizing rework. It is important to note that one person does not create the Definition of Done.Instead, it is agreed upon by the entire project team, including developers, testers, product owners, and other stakeholders. This ensures a smoother process during sprints since everyone is using the DoD as a guide alongside any checklists before marking an item as complete.

The PMBOK® Guide – Seventh Edition2 also mentions the DoD as a key concept in agile development. It states that the DoD helps to ensure that tasks are thoroughly planned and thought through and that the final product meets the required standards of quality. The PMBOK® Guide – Seventh Edition will now be a reference to inform the development of the exam items. However, before any validated exam item is added to the exam, there is a very rigorous and thorough review and field test cycle3.

Therefore, the best option for the project manager to do in this scenario is to help the team create the DoD to improve delivery quality. This will help the team to identify and address the issues that are affecting the code quality and prevent future rework. Comparing the cost of improving quality against the cost of failure and adjusting the budget (option A) may not be feasible or effective in an agile environment, where changes are frequent and unpredictable. Adding testing items to the backlog to assess quality periodically (option C) may not solve the root cause of the problem and may delay the delivery of value to the customers. Expanding the team in order to improve the quality of the project (option D) may not be a viable solution either, as it may introduce communication and coordination challenges and increase the complexity of the project.

References: 1: What is the Definition of Done? Understanding DOD in Agile - Atlassian 2: PMBOK® Guide – Seventh Edition | Project Management Institute 3: PMP Exam Prep | PMI - Project Management Institute

A burndown chart is a graphical tool that shows the amount of work remaining versus time for a sprint or a project. It helps the project team and the product owner to track the progress and identify any deviations from the planned scope, schedule, and budget. By sharing the burndown chart with the product owner, the project manager can provide a clear and transparent view of how many user stories have been completed and how many are still pending within the 2-week sprint. This way, the product owner can also monitor the team’s velocity and adjust the product backlog accordingly. References:

• : Agile Practice Guide, page 61
• : A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, page 211

 The project manager should establish a clear RACI matrix first in the project governance structure to address the governance issue during the project execution phase. According to the PMBOK® Guide, a RACI matrix is a tool that defines the roles and responsibilities of project team members and other stakeholders for each project activity or deliverable[1]. A RACI matrix uses four categories to assign the level of involvement for each stakeholder: responsible, accountable, consult, and inform[1]. By creating a clear RACI matrix, the project manager can avoid role ambiguity and confusion, and ensure that each team member knows who to report to and who to communicate with for each project task. This way, the project manager can improve the team performance and satisfaction, and resolve the governance issue. The other options are not the first things that the project manager should establish in the project governance structure, as they do not directly address the root cause of the issue.

• A risk management and issues resolution plan is a document that describes how the project will identify, analyze, respond to, and monitor risks and issues[1]. It does not define the roles and responsibilities of the project team members and other stakeholders.
• A resource management and conflict resolution plan is a document that describes how the project will acquire, develop, manage, and release the human and physical resources needed for the project[1]. It also includes the methods and techniques for resolving conflicts among the project team members and other stakeholders[1]. It does not define the roles and responsibilities of the project team members and other stakeholders.
• A clear project work breakdown structure (WBS) and timeline is a graphical representation of the project scope and schedule, showing the hierarchical decomposition of the project deliverables and activities, and the estimated duration and dependencies of each activity[1]. It does not define the roles and responsibilities of the project team members and other stakeholders.

According to the PMBOK Guide, 6th edition, page 123, a management review is a meeting with senior management and other key stakeholders to review the project performance and address any issues or concerns. The purpose of the management review is to ensure alignment of the project objectives with the organizational strategy, to monitor and control the project progress, and to provide guidance and support to the project manager and the project team. To make the management review effective, theproject manager should review the metrics and key performance indicators (KPIs) that objectively reflect the status of deliverables, such as scope, schedule, cost, quality, risk, and stakeholder satisfaction. These metrics and KPIs should be based on the project management plan and the performance measurement baseline, and should be communicated in a clear and concise manner. The project manager should also highlight any variances, issues, or changes that may affect the project performance or the stakeholder expectations, and propose corrective or preventive actions as needed. The project manager should also seek feedback from senior executives and other stakeholders on the project performance and the proposed actions, and document the outcomes and decisions of the management review. References:

• PMBOK Guide, 6th edition, page 123
• Free PMP Practice Exam Questions - 120 Sample Test Questions

procurement audit is a process that reviews the contracts and contracting processes of a project to determine the completeness, efficacy, and accuracy of the procurement process. It helps identify the lessons learned, best practices, and areas for improvement in procurement management. A procurement audit can help the project manager understand why there is an unexpected financial balance remaining at the end of a project with multiple suppliers, as it can reveal any errors, discrepancies, or inefficiencies in the procurement process that may have affected the project budget. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, p. 487.
• Project Victor, What is a procurement audit?, accessed on December 18, 2023.
• Project Management Knowledge, Procurement Audits, accessed on December 18, 2023.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should share all relevant project information with the stakeholders, such as the project objectives, scope, schedule, cost, quality, risks, issues, changes, and progress. This will help to keep the stakeholders informed, aligned, and satisfied with the project, and to obtain their feedback and support. Scheduling one-on-one meetings, providing daily reports, or minimizing communication are not the best approaches, as they may not suit the preferences, availability, or influence of the stakeholders, and they may not address the complexity, uncertainty, or urgency of the project information. References: PMBOK Guide 7th Edition, page 12-13.

 According to the PMBOK Guide 7th Edition, the project manager should identify and engage stakeholders throughout the project life cycle and collect their requirements using various techniques such as interviews, surveys, focus groups, workshops, observation, prototyping, etc. The project manager should also analyze the interests and influence of stakeholders and prioritize their requirements based on the project objectives, scope, and value. The project manager should not exclude or ignore any stakeholder requirements, as this may lead to dissatisfaction, conflicts, or scope changes later in the project12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.

= This answer is based on the knowledge area of project integration management, which involves coordinating all aspects of the project, including the use of organizational process assets (OPAs). OPAs are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They can help the project team to perform or govern the project, such as by providing templates, standards, guidelines, or lessons learned. By clarifying the relevance of reviewing the documentation on the intranet, the project manager can help the new team member to understand the importance and value of OPAs for the project, and to identify the ones that are most relevant and useful for their role and responsibilities. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 4: Integrating Project Work, Section 4.1: Overview of Project Integration Management, page 77.
• The Standard for Project Management, Part 1: The Project Management Body of Knowledge, Section 1.3: Organizational Process Assets, page 17.

 According to the PMBOK Guide, a project manager should monitor and control the project work by comparing the actual performance with the planned performance and analyzing the variances. If the budget at completion has shifted significantly and is higher than expected, it indicates that there is a cost overrun or a negative cost variance. The project manager should perform a root cause analysis of the project performance to identify the factors that caused the deviation and take corrective or preventive actions to bring the project back on track. Adjusting the original budget estimates, reviewing the activity duration, or negotiating the project changes are not the best options, as they do not address the underlying causes of the problem and may lead to further issues in the future. References: PMBOK Guide, 7th edition, page 205-206.

 In the context of the Project Management Professional (PMP) certification and the guidelines provided by the PMBOK® Guide, the appropriate response when a project faces significant changes, such as a change in cyber regulation guidelines, is to follow a structured change control process. This process should be clearly communicated to the stakeholders. In this scenario, the project leader should present a report that includes the change control process for the newly introduced changes and an updated risk register.

The report needs to detail how the changes will be integrated into the project plan and how they will affect the project's scope, time, cost, and quality. The updated risk register is crucial as it will reflect the new risks or modifications to existing risks brought about by the regulatory changes. This approach ensures that all stakeholders are informed about how the project will adapt to the new requirements and the steps that will be taken to mitigate any risks associated with these changes.

References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and other materials provided by PMI for PMP certification.

 According to the PMBOK Guide 7th Edition, one of the principles of project management is to optimize stakeholder value. This means that the project manager should understand and balance the needs and expectations of the stakeholders, and deliver solutions that create value for them. To optimize stakeholder value, the project manager should put all of the requirements, priorities, and progress on a visible board, share it with all entities, and decrease the number of meetings. This will help to communicate the project information clearly and transparently, to align the stakeholder expectations and feedback, and to reduce the waste and inefficiency caused by excessive meetings. Asking the project sponsor to attend the meetings, informing the stakeholders about a daily meeting, or stopping attending meetings are not the best actions, as they do not address the root cause of the problem, which is the lack of effective and efficient communication and collaboration among the project team and the end users. References: PMBOK Guide 7th Edition, page 12-13.

 The project manager should use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems. This is the best way to apply the agile principle of inspecting and adapting the process and the product continuously. The retrospective meeting is a regular opportunity for the team to reflect on their performance, identify the strengths and weaknesses, and generate improvement actions. The project manager should facilitate the meeting and ensure that the team members are engaged, honest, and collaborative. The other options are not the best actions to take in this situation, as they do not follow the agile values of customer collaboration, team empowerment, and responding to change. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 7: Project Delivery, Section 7.3: Deliver Iteration, Page 197-198.

According to the PMBOK Guide, 7th edition, 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 can be grouped into two categories: processes and procedures, and corporate knowledge base. In this question, the project manager is newly assigned to the second phase of an ongoing project. During the implementation, a defect occurred and no one knows how to fix it, as the former engineering team has moved to another project. The customer warns that previously, this defect negatively affected the project schedule. The question asks what the project manager should do first.

Based on this information, the best answer is option B, which is to check the organizational process assets (OPAs). This is because checking the OPAs is a project management practice that can help the project manager to find relevant information and guidance on how to fix the defect and prevent further delays. Checking the OPAs can involve reviewing the processes and procedures, such as the quality management plan, the change management plan, the issue log, the defect repair procedures, and the lessons learned register. Checking the OPAs can also involve accessing the corporate knowledge base, such as the historical information, the project records, the best practices, and the expert judgment. Checking the OPAs can help the project manager to understand the nature and cause of the defect, as well as to identify and implement the appropriate corrective actions.

Option A, which is to acquire knowledgeable resources, is not a good answer. This is because acquiring knowledgeable resources may not be the first step or the best solution for the project manager. Acquiring knowledgeable resources is a process that involves obtaining the human resources needed to complete the project activities. Acquiring knowledgeable resources may involve hiring, contracting, or training processes. Acquiring knowledgeable resources may not be the first step, as it may require some prior analysis and planning. Acquiring knowledgeable resources may not be the best solution, as it may involve additional costs, time, and risks.

Option C, which is to update the risk management plan, is not a good answer. This is because updating the risk management plan may not be relevant or effective for the project manager. The risk management plan is a document that describes how risk management activities will be planned, structured, and performed throughout the project. The risk management plan may include the risk management approach, rolesand responsibilities, budget and schedule, risk categories, risk appetite and tolerance, risk identification and analysis methods, risk response strategies, and risk monitoring and reporting mechanisms. Updating the risk management plan may not be relevant, as the defect is not a risk, but an issue that has already occurred and needs to be resolved. Updating the risk management plan may not be effective, as it may not address the root cause or the impact of the defect.

Option D, which is to extend the timeline of the project, is not a good answer. This is because extending the timeline of the project may not be necessary or acceptable for the project manager. Extending the timeline of the project is a process that involves modifying the project schedule to accommodate the changes or delays in the project activities. Extending the timeline of the project may involve submitting a change request to the appropriate authority for review and approval. Extending the timeline of the project may not be necessary, as the project manager may be able to fix the defect and recover the schedule by using the OPAs. Extending the timeline of the project may not be acceptable, as it may affect the stakeholder satisfaction, business value, and project benefits. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; [PMP Sample Test Questions].

According to the PMBOK Guide, a project manager should identify, analyze, and communicate the benefits of the project to the stakeholders. The project benefits are the measurable improvements resulting from the project outcomes that provide value to the organization and the stakeholders. The project manager should present the following three items as part of the project benefits presentation:

• Risks associated with achieving the target benefits: The project manager should identify and assess the potential threats and opportunities that may affect the realization of the project benefits. The project manager should also plan and implement risk responses to minimize the negative impacts and maximize the positive impacts on the project benefits.
• Metrics to measure benefits throughout the project: The project manager should define and track the key performance indicators (KPIs) that can measure the progress and achievement of the project benefits. The project manager should also compare the actual results with the planned targets and report any deviations or gaps to the stakeholders.
• Expected business value: The project manager should estimate and communicate the expected value that the project will deliver to the organization and the stakeholders. The expected business value can be expressed in terms of financial, strategic, operational, or social benefits that align with the organizational objectives and stakeholder needs. References: PMBOK Guide, 7th edition, page 23-24, 28-29, 31-32.

 According to the PMBOK Guide, 6th edition, page 397, a collaborative discussion is a tool and technique for identifying risks in an agile project. A collaborative discussion is a structured conversation among the project team members and other stakeholders to share their knowledge, experience, and perspectives on the project risks. A collaborative discussion can help the project manager to gain an understanding of the risks for an unfamiliar domain, as well as to foster a culture of openness, trust, and transparency among the project participants. A collaborative discussion can also facilitate the generation of creative and innovative ideas for risk response strategies. References:

• PMBOK Guide, 6th edition, page 397
• Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

Servant leadership is a leadership style that focuses on empowering and serving the team members, rather than directing or controlling them. Servant leaders foster acollaborative and trusting environment, where team members can share their ideas, opinions, and concerns. Servant leaders also support the team members in their professional and personal growth, and help them overcome any obstacles or challenges. This leadership style would effectively promote collaboration across the project teams, especially in a complex project that involves agile and predictive work. Servant leadership is aligned with the principles of agile project management, as well as the values and ethics of project management. References:

• PMBOK Guide, 6th edition, pages 56-57, 504-505, 686-687.
• PMP Exam Content Outline, June 2019, pages 8-9, 14-15.
• Agile Practice Guide, pages 19-20, 27-28.

 According to the Project Management Professional (PMP) Reference Materials, a project manager should delegate certain authorities and share information to allow fair decision-making when leading a global team that they have worked with in the past and have a high level of trust with them. This is because the project manager needs to balance the need for autonomy and control in a global project environment. By delegating certain authorities, the project manager can empower the team members to make decisions that are appropriate for their local context and time zone, and avoid delays or conflicts due to centralized decision-making. By sharing information, the project manager can ensure that the team members have access to the relevant and accurate data and knowledge that they need to make informed decisions, and also foster transparency and collaboration among the team members. Sharing information can also help the project manager to monitor the progress and performance of the team, and provide feedback and guidance when needed. Delegating certain authorities and sharing information can help the project manager to leverage the trust and experience of the team, and enhance the efficiency and effectiveness of the project. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Global projects : how to manage them successfully - Project Teams, [Leadership in Project Management: The Ultimate Guide].

= According to the PMBOK Guide, 7th edition, the communications management plan is a component of the project management plan that describes how, when, and by whom information about the project will be shared, stored, and distributed1. It also defines the communication requirements and expectations of the project stakeholders, such as thelevel of detail, frequency, format, and confidentiality of the information2. Therefore, the project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the meeting agenda and content are appropriate and aligned with the stakeholder communication needs and preferences. This would have helped to avoid any potential conflicts, misunderstandings, or surprises that could have caused the CEO to end the meeting abruptly. References:

• 1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 69
• 2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 70-71

According to the Agile Practice Guide, the product owner is responsible for managing the product backlog, which includes adding, removing, or updating product backlog items as needed. However, the product owner should not change the scope of the sprint once it has started, as this would disrupt the team’s commitment and velocity. Therefore, the best option for the project manager is to create a new product backlog item for the next sprint planning, where the team can review and estimate it. This way, the change request is properly documented and prioritized, and the team can deliver the agreed-upon functionality for the current sprint. References:

• : Agile Practice Guide, page 35
• : Agile Practice Guide, page 37

 This answer is based on the best practice of involving the stakeholders in the project as early as possible, especially during the transition and closing phase. By engaging the operations support team in the early release, the project manager can ensure that they are familiar with the project deliverables, requirements, and acceptance criteria. This will also help to identify and resolve any issues or gaps before the final transition and closure. This approach will reduce the transition risk and increase the likelihood of project acceptance by the operations support team. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8: Delivering Outcomes, Section 8.3: Transitioning Outcomes, page 194.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.5: Project Closure, page 67.

= This answer is based on the concept of process tailoring, which is the act of determining the appropriate project management processes, tools, techniques, inputs, and outputs for a specific project. By meeting with the PMO/compliance entity, the project manager can ensure that the agile project is aligned with the organizational strategy, governance, and standards, and that the agile deliverables meet the compliance requirements of the organization. This will also help to establish a common understanding and agreement on the roles, responsibilities, expectations, and communication channels among the project stakeholders. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: The Project Environment, Section 2.3: Project Management Office, page 41.
• Agile Practice Guide, Chapter 3: Life Cycle Selection, Section 3.2: Implementing Agile: Assessing the Current State of the Project, page 28.

 The risk management plan is the document that defines how the project team will identify, analyze, respond to, and monitor risks throughout the project. It also establishes the risk categories, definitions, thresholds, roles and responsibilities, and reporting formats for risk management. The project manager should review the risk management plan with their team to ensure that they are following the agreed-upon processes and procedures for dealing with risks, especially when a new risk is identified or a preventive action is taken. The other options are not relevant to the scenario, as they do not address the procurement risk or the preventive action. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 11: Project Risk Management, Section 11.1: Plan Risk Management, Page 397-398.

According to the PMBOK Guide, agile is a way of thinking and working that is based on values, principles, and practices that enable the delivery of high-quality products that meet customer needs and expectations. Agile emphasizes collaboration, flexibility, feedback, and continuous improvement. Agile practices can be applied to any type of project, but they are particularly suitable for projects that have high uncertainty, complexity, and change. In this scenario, the project manager should organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project, as this can help to create a shared understanding of the project vision, goals, and approach, as well as to address any concerns, questions, or resistance that the stakeholders may have. Sending the project management plan,organizing a meeting with a consultant, or asking the PMO to get buy-in are not the best options, as they may not involve the stakeholders directly, or may not provide enough information, guidance, or support for the stakeholders to adopt agile practices. References: = PMBOK Guide, 7th edition, pages 14-15, 18-19, 22-23.

 According to the PMBOK Guide, a project manager is responsible for ensuring that the project complies with the relevant laws, regulations, policies, standards, and ethical codes that apply to the project context and environment1. A project manager should also ensure that the project deliverables meet the quality requirements and expectations of the project stakeholders2. A project manager should also ensure that the project documentation is complete, accurate, and updated throughout the project life cycle3.

In this scenario, the project manager has been managing a highly complex project and has ensured that all of the required tasks have been completed. However, during a recent external audit, the project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented. This implies that the project manager did not ensure that the project complied with the applicable laws, regulations, or standards that govern the project domain or industry. The project manager should have ensured that all the required approvals were received per the organizational procedures before implementing the module, as this would have prevented the liability and the penalty. The organizational procedures may include obtaining legal, regulatory, contractual, or internal approvals from the appropriate authorities or parties4.

The project manager should not have ensured that all defects identified during testing were resolved before implementation, as this is not relevant to the liability issue. The project manager should have done this as part of the quality management process, but this would not have guaranteed compliance with the external laws, regulations, or standards. The project manager should not have ensured that all of the required tasks identified in the scope were completed successfully, as this is not sufficient to avoid theliability issue. The project manager should have done this as part of the scope management process, but this would not have ensured compliance with the external laws, regulations, or standards. The project manager should not have ensured that all documentation was completed post implementation before closing the project, as this is too late to prevent the liability issue. The project manager should have done this as part of the closure process, but this would not have avoided the penalty for the non-compliant module.

References: 1: PMBOK Guide, 6th edition, page 39. 2: PMBOK Guide, 6th edition, page 286. 3: PMBOK Guide, 6th edition, page 123. 4: PMBOK Guide, 6th edition, page 377.

= The scrum master should facilitate a meeting with the team and the new team member to discuss how they can work together effectively and inclusively. The scrum master should also ensure that the team respects the diversity and accessibility needs of the new team member, and that the team environment and tools are suitable for the new team member. Creating a stakeholder engagement plan, designing a communications management plan, or updating the team charter are not the best actions in this situation, as they do not address the immediate concerns andexpectations of the team and the new team member. References: (Project Management Professional (PMP) Reference Materials source and documents)

• Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.2: Empowerment and Collaboration
• [PMP Exam Content Outline], Domain III: People, Task 9: Support team diversity and inclusion.

= According to the PMBOK Guide, 7th edition, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. An issue log is a tool that records and tracks issues that arise during the project and require resolution2. The project manager should review and update the issue log regularly, and determine the appropriate actions to resolve the issues, such as finding alternative solutions, escalating to higher authority, or negotiating with stakeholders3. Therefore, the project manager should review and update the issue log and determine if any alternative components can be offered, to minimize the impact of the vendor delay on the project schedule. This is also consistent with the project management principle of being proactive and responsive. References:

• 1: PMBOK Guide, 7th edition, Glossary, p. 309
• 2: PMBOK Guide, 7th edition, Chapter 5: Monitor and Control Project Work, p. 97
• 3: PMBOK Guide, 7th edition, Chapter 5: Monitor and Control Project Work, p. 98-99
• : PMBOK Guide, 7th edition, Chapter 1: Introduction, p. 9

 In a hybrid project, the project manager needs to balance the customer’s expectations and the team’s capabilities, while following the contract terms and the project management plan. The project manager should ask the customer for their priorities regarding the requirements for the second milestone, as this can help to identify the most important features or functionalities that the customer wants to deliver in the first quarter. This can also help to manage the scope and avoid scope creep. The project manager should also go back to the development team and discuss which second milestone requirements can be performed in the first quarter, as this can help to assess the feasibility and the impact of the change request on the schedule, cost, quality, and resources. The project manager should then communicate the results of the analysis to the customer and negotiate a mutually acceptable solution.

The other options are not appropriate actions for the project manager to take. Option B is not customer-oriented and does not address the customer’s need for a tangible outcome. Option C is not constructive and does not offer any alternatives or solutions. Option E is not proactive and does not involve the customer or the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 134-135, 176-177, 444-445; PMP Exam Content Outline, 2021, pages 9-10, 14-15

According to the PMBOK Guide 7th Edition, the project manager should engage stakeholders throughout the project life cycle and leverage their expertise, insights, and influence to achieve project objectives. In an agile approach, the project manager should also foster collaboration and communication among the project team and the stakeholders, and encourage feedback and adaptation. In this case, the project manager should recognize the stakeholder’s skills as an asset for the project and evaluate the possibility of the stakeholder supporting the project team, either as a subject matter expert, a customer representative, a mentor, or a sponsor12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.2: Engage Stakeholders, Page 61; Chapter 5: Project Delivery Approaches and Life Cycles, Section 5.2: Agile Delivery Approach, Page 125.

Learn more

1blob:https://www.bing.com/23df963f-e0d2-41da-ba74-716a1a0e4fcc blog.masterofproject.com2blob:https://www.bing.com/e6e92fb2-1da2-495f-8a0c-66783101906a buddy4exam.com3reddit.com

When a project involves team members from different organizations, cultures, or backgrounds, there may be conflicts due to different expectations, preferences, or assumptions about the project processes1. The project manager should not impose, avoid, or ignore these conflicts, as this could lead to resentment, confusion, or poor performance2. The project manager should instead work with the team to analyze which processes are suitable to use for the project, considering the project objectives, requirements, constraints, and risks3. The project manager should also define the agreed-upon processes in the ground rules, which are the standards of behavior and communication that the team members follow to work effectively together4. The ground rules can help the team members understand their roles and responsibilities, respect each other’s differences, and resolve any issues that may arise. References: 1: PMBOK Guide, 6th edition, p. 27 2: PMBOK Guide, 6th edition, p. 339 3: PMBOK Guide, 6th edition, p. 38 4: PMBOK Guide, 6th edition, p. 333 : PMBOK Guide, 6th edition, p. 334

According to the PMBOK® Guide, project team management involves the processes of leading, motivating, developing, and managing project team members. The project manager is responsible for creating a positive team environment that fosters collaboration, trust, and performance. One of the tools and techniques for managing the project team is interpersonal and team skills, which include conflict management, emotional intelligence, leadership, and problem-solving. The project manager should use these skills to meet with each team member separately and apply an appropriate approach with each one, depending on their personality, needs, and issues. This will help the project manager to address the lack of discipline and harness the energy of the team members to achieve the project objectives. References:

• PMBOK® Guide, Sixth Edition, Chapter 9: Project Resource Management, pp. 313-360.
• PMP Exam Prep Coursebook, Chapter 9: Project Resource Management, pp. 9-1 - 9-16.

According to the PMBOK Guide 7th Edition, the project charter is a document that authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and key stakeholders. The project charter should be approved by the project sponsor and communicated to all relevant stakeholders, including senior managers, to ensure their alignment and commitment to the project. If some of the senior managers claim not to know about the deliverable, it indicates that they may not have been properly informed or involved in the project charter development or approval process. Therefore, the project manager should meet with these stakeholders to review the project charter and clarify their roles, responsibilities, expectations, and interests in the project. This will help to resolve any confusion or conflict and to gain their support and buy-in for the project. Checking if these stakeholders attend regular project meetings, reviewing the project charter, or validating if the project charter changed are not sufficient actions, as they do not address the root cause of the communication gap or the stakeholder engagement issue, and they may not improve the relationship or trust between the project manager and the senior managers. References: PMBOK Guide 7th Edition, page 45-46.

 According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. The communications management plan should include information such as the communication requirements, methods, formats, frequency, and channels for different stakeholders, as well as the time zones, languages, and cultural factors that may affect the communication process. The communications management plan should also define the escalation process, the feedback mechanism, and the communication roles and responsibilities. Therefore, the project manager should refer to the communications management plan to determine the best way to receive feedback from stakeholders located in different time zones, taking into account their preferences, expectations, and availability. References: PMBOK Guide, 6th edition, pages 29, 376, 377, 378.

= The risk management plan is the document that describes how the project team will manage risks throughout the project life cycle. It includes information such as the risk management processes, roles and responsibilities, risk categories, risk tolerance, risk reporting, and risk review frequency. The project manager should check the risk management plan first to determine how often the risks are being reviewed, as this is part of the risk monitoring and control process. The other documents are outputs of the risk management process, but they do not specify the frequency of risk reviews. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Tried and true methods in managing project risks and issues

According to the PMBOK Guide, 6th edition, page 349, a monetary award is a type of recognition and reward that can be used to motivate and appreciate the project team members for their performance and contribution. However, a monetary award alone may not be sufficient to address the underlying issues of scheduling delays, overtime work, and misunderstandings among team members. Therefore, the project manager should also use the award to arrange a luncheon for all team members and include team-building sessions. This way, the project manager can foster a sense of camaraderie, collaboration, and trust among the team members, as well as provide them with an opportunity to relax, socialize, and celebrate their achievements. A luncheon and team-building sessions can also help the project manager to identify and resolve any conflicts, communication gaps, or interpersonal problems that may affect the team performance and morale. References:

• PMBOK Guide, 6th edition, page 349
• Free PMP Practice Exam Questions - 120 Sample Test Questions

 According to the PMBOK Guide, an assumption log is a project document that records the assumptions and constraints that affect the project planning and execution. The assumption log helps to identify, validate, and monitor the assumptions and constraints throughout the project life cycle, and to address any deviations or changes that may occur. The assumption log also helps to communicate the assumptions and constraints to the project stakeholders, and to manage their expectations and feedback. In this scenario, the project manager faces a fixed-cost contract that defines the scope and final delivery date of the project, but also several internal constraints and conditions that may prevent the project from being completed as planned. The best course of action is to create an assumption log and map the assumptions to the impediments based on the impact to the project value. This can help the project manager to assess the validity and reliability of the assumptions, to identify and prioritize the impediments that may affect the project performance and delivery, and to develop appropriate strategies and actions to mitigate or resolve them. Creating an assumption log and mapping assumptions to impediments based on the impact to the project value (option B) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. Creating a contingency plan in case the project deviates from the initial plan (option A) may also be helpful, but it is not the first step that the project manager should take. A contingency plan is a predefined action plan that specifies the steps to be taken if an identified risk event occurs. Before creating a contingency plan, the project manager should first identify and analyze the assumptions and impediments that may cause the project deviation, and determine the probability and impact of the risk events. Creating an issue log template that will be used to identify and track impediments (option C) may also be useful, but it is not the most comprehensive or effective approach. An issue log is a project document that records and monitors the issues that arise during the project and require resolution. However, an issue log does not capture the assumptions and constraints that underlie the issues, nor does it provide a clear mapping of the assumptions to the impediments based on the impact to the project value. Creating a schedule management plan to ensure the project meets the delivery date (option D) may also be necessary, but it is not the most urgent or relevant action. A schedule management plan is a component of the project management plan that establishes the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. However, a schedule management plan does not address the assumptions andimpediments that may affect the project scope and value, nor does it account for the fixed-cost contract that limits the flexibility and adaptability of the project schedule. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author2 : The special challenges of project management under fixed-price contracts. (2015)3 : Fixed price agile projects. (2011)2 : Managing Fixed Price Contracts. (2009)3

According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to “embrace uncertainty and respond to change” (p. 12). This principle implies that the project manager should help the team identify and address risks and issues as they arise, rather than relying on predefined plans or reserves. The project manager should help the team review the project approach to initiate the corrective actions, as this will help to resolve the issue, learn from the experience, and improve the project outcomes. Asking the sponsor to approve an additional iteration, asking the sponsor for money, or asking the team to include the contingency plan in the backlog are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the unidentified risk that became an issue. References: PMBOK Guide, 7th edition, p. 12; PMP Exam Content Outline, Domain III: Business Environment, Task 3.

Learn more

1blob:https://www.bing.com/84891d16-e812-4707-98e3-ce75ceb5332b youtube.com2blob:https://www.bing.com/28021a28-33e9-4209-b551-cf83546aa0b3 blog.masterofproject.com3erudicat.com

According to the PMBOK Guide, a project scope definition is a comprehensive description of all project elements, including all related activities, assets, timeframes, milestones, and the project’s boundaries1. The scope of a project also identifies essential players, processes, assumptions, and restrictions2. The project scope statement describes, in detail, the project’s deliverables and the work required to create those deliverables3. The project scope statement also provides a common understanding of the project scope among all project stakeholders and describes the project’s major objectives3.

In this scenario, the project manager has identified that the scope definition is the main item preventing the project from starting, as there are a few items that are hard to grasp and very complex to define at this stage. The project manager should propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items. This is an example of a hybrid approach, which is a combination of serial and agile strategies that can be used for different phases or work packages of a project4. A hybrid approach can provide flexibility, adaptability, and customer focus while maintaining some level of predictability and control4. A hybrid approach can also accommodate changing requirements and stakeholder expectations, as well as leverage existing knowledge and experience4.

The project manager should not recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach, as this may create unnecessary complexity and duplication of work. The project manager should also not update the risk register and escalate the issue to the PMO, requesting more resources be added to help define the project scope, as this may not solve the problem of the complex and unclear scope items. The project manager should also not maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project, as this may delay the project initiation and cause frustration and dissatisfaction among the stakeholders.

References: 4: Scope Management | PMI 1: Define Scope Process: How To Finalize The Project Scope? 2: Project Scope Definition & Scope Statement Template - PM-Training 3: Section 5.2 Scope Definition

 A project manager should take the following two actions initially to resolve the problem of a key project team member taking an unexpected and prolonged leave of absence:

• Check the project’s responsibility assignment matrix (RAM) to determine which activities will be affected. A RAM is a tool that shows the roles and responsibilities of each project team member for each project activity. By checking the RAM, the project manager can identify which activities are assigned to the team member on leave, and how their absence will impact the project schedule, scope, quality, and resources. This will help the project manager to plan for the necessary adjustments and communicate them to the relevant stakeholders.
• Check the risk register for a prepared response to a resource being suddenly unavailable. A risk register is a document that records the identified risks, their probability and impact, and the planned responses for each risk. By checking the risk register, the project manager can see if there is a contingency plan for the situation of a resource being suddenly unavailable, such as a reserve of time, money, or personnel. This will help the project manager to implement the appropriate response and mitigate the negative effects of the risk.

The other three actions are not the best initial steps to take, because:

• Checking if the team member’s activities are sufficiently documented to facilitate handover is a good practice, but it is not the first thing to do. The project manager should first determine which activities are affected and how critical they are, before deciding how to hand them over to another team member or an external resource.
• Obtaining the project sponsor’s support to replace the team member on leave is a possible option, but it is not the first thing to do. The project manager should first assess the impact of the team member’s absence and the availability of alternative resources, before requesting the sponsor’s approval and support for a replacement.
• Reassigning responsibilities across the remaining members using the available float for training is a possible option, but it is not the first thing to do. The project manager should first evaluate the feasibility and suitability of this option, considering the skills and workload of the remaining members, the complexity and urgency of the activities, and the amount of float available.

References:

• Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
• Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
• Project Team Annual Leave and Absence Tracker
• How To Write a Leave of Absence Request (With Examples)
• Formal Leave of Absence Letter Request Example

This answer is based on the principle of stakeholder engagement, which involves identifying and addressing the needs, expectations, and concerns of the project stakeholders, including the project team members. By having a meeting with the resource who wants to leave the project, the project manager can try to understand the reason behind this decision, and explore the possible options to retain the resource or mitigate the impact of the resource change. This will also help to maintain a good relationship with the resource and avoid any negative consequences for the project performance or morale. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Engaging Stakeholders, Section 13.2: Planning Stakeholder Engagement, page 305.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.1: Project Initiation, page 39.

The project manager should handle the situation by having a discussion with the sponsor and recommending the project business value be reassessed. This is because the project manager is not authorized to cancel the project, but should communicate the new information to the sponsor and suggest a reevaluation of the project benefitsand alignment with the organizational strategy. This approach is consistent with the principles of stakeholder engagement, communication management, and business environment in project management. References:

• PMBOK Guide, 6th edition, pages 33-34, 51-52, 513-514.
• PMP Exam Content Outline, June 2019, pages 6-7, 10-11, 16-17.

According to the PMBOK Guide, the project manager should monitor and control the project work, including identifying and responding to risks, issues, and changes that may affect the project objectives. The project manager should also communicate relevant information to the project stakeholders in a timely and appropriate manner. In this scenario, the project manager faces a resource risk that may impact the project deliverable and schedule. The best course of action is to perform an impact analysis to assess the severity and probability of the risk, and then readjust the schedule as needed to accommodate the resource gap. The project manager should also communicate the changes to the customer and other stakeholders, and seek their feedback and approval. This option demonstrates proactive and transparent project management, and aligns with the agile values of customer collaboration and responding to change. Asking the product owner to stretch the delivery team further to complete the final product in the original timeline (option B) may not be feasible or desirable, as it may compromise the quality and scope of the product, and increase the stress and workload of the team. Requesting additional funding from the sponsor to obtain a new resource to fill in the gap (option C) may also be unrealistic or unnecessary, as it may incur additional costs and time to onboard and train the new resource, and may disrupt the existing team dynamics and performance. Informing the customer of the impact immediately and preparing for escalation (option D) may also be premature and counterproductive, as it may create unnecessary panic and conflict, and may undermine the trust and confidence of the customer and other stakeholders. The project manager should first analyze the impact and propose a solution before informing the customer and escalating the issue. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author2

 According to the PMBOK Guide 7th Edition, an agile project is a project that uses an adaptive, iterative, incremental, or agile approach to deliver value to the customer in a fast and flexible way. An agile project typically consists of a self-organizing and cross-functional team, which is empowered to make decisions and collaborate with each other to achieve the iteration goals. If a team member’s performance is poor and affects the team’s ability to meet the iteration goals, the project manager should allow the project team to discuss the problem with this team member, and to provide feedback, coaching, and support to help the team member improve their performance. This will help to foster a positive and supportive team culture, where team members can communicate openly, trust each other, and share their ideas and concerns. Discussing the issue with the team member’s functional manager, informing the HR department, or speaking to the team member are not the best actions, as they do not demonstrate the project manager’s respect for the team’s autonomy and accountability, and they may undermine the team’s cohesion and motivation. References: PMBOK Guide 7th Edition, page 19-20.

Diagram, text Description automatically generated

= According to the PMBOK Guide, conflict management is the process of identifying and addressing differences that affect the performance of the project team or the project outcomes. Conflict management involves using appropriate techniques to resolve or prevent conflicts, such as collaborating, compromising, avoiding, forcing, or smoothing. In this scenario, the project manager should explain the impact of the scenario to the project team member, as this can help to raise the awareness of the team member about the negative consequences of the argument, such as damaging the relationship with the client, disrupting the meeting productivity, or affecting the project quality. The project manager should also try to understand the root causeof the conflict, and work with the team member and the client to find a mutually acceptable solution. Talking to the client privately, removing the project team member from the meetings, or recommending a performance improvement plan are not the best options, as they may not address the underlying issue, or may create more resentment, distrust, or isolation among the team member or the client. References: = PMBOK Guide, 7th edition, pages 64-65, 68-69.

This answer is based on the knowledge area of project cost management, which involves planning, estimating, budgeting, managing, and controlling the project costs. Earned value (EV) is a tool that measures the actual work completed and the value of that work, compared to the planned work and the budget. By using EV, the project manager canmonitor the project performance and progress, and identify any variances or deviations from the baseline. The project manager can also use cost triggers and trend analyses to detect and respond to any potential issues or risks that may affect the project cost. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 7: Planning and Managing the Budget, Section 7.3: Managing the Budget, page 173.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.3: Project Monitoring and Controlling, page 53.

According to the PMBOK® Guide, scope changes are inevitable in most projects, and they can have positive or negative effects on the project objectives. Scope changes can be initiated by various sources, such as stakeholders, customers, sponsors, team members, or external factors. Scope changes should be managed through a formal change control process, which involves identifying, analyzing, approving, and implementing the changes. The change control process should be aligned with the project management plan, which defines how changes will be monitored and controlled throughout the project life cycle. The project management plan also includes the scope management plan and the scope baseline, which describe how the project scope will be defined, validated, and controlled.

In this question, the project manager is facing a situation where one of the customer’s stakeholders keeps requesting changes to the scope every week during the execution phase of the project. This can create challenges for the project manager and the project team, such as increased costs, delays, rework, scope creep, quality issues, or stakeholder dissatisfaction. To resolve this issue, the project manager should take the following three actions:

• Highlight the impacts of the changes during the next project meeting. The project manager should communicate with the customer and the project team about the scope changes and their implications for the project. The project manager should explain how the changes will affect the project scope, schedule, cost, quality, resources, risks, and benefits. The project manager should also present the alternatives and trade-offs for each change, and seek feedback and input from the stakeholders. This will help to create a shared understanding of the situation, and to facilitate the decision-making process.
• Schedule a meeting with the customer to align the approach. The project manager should meet with the customer and the stakeholder who is requesting the changes, and discuss the reasons and expectations behind the changes. The project manager should also review the project scope statement, the scope baseline, and the change control process with the customer, and clarify the roles and responsibilities of each party. The project manager should also negotiate with the customer and the stakeholder to prioritize the changes, and to agree on the criteria and process for approving and implementing them. This will help to establish a common vision and a collaborative relationship with the customer, and to manage their expectations and satisfaction.
• Update the relevant project documents with this obstacle. The project manager should document the scope changes and their impacts, and update the relevant project documents accordingly. The project manager should also record the issue of frequent scope changes, and the actions taken to resolve it, in the issue log. The project manager should also update the risk register, the stakeholder register, the lessons learned register, and any other project documents that may be affected by the scope changes. This will help to maintain the accuracy and consistency of the project information, and to support the project monitoring and controlling activities.

The other options are not correct because they do not provide a valid way to resolve the issue of frequent scope changes. Option A is wrong because it suggests that the project manager should adjust the project management plan to include the changes in scope, without following the change control process or assessing the impacts of the changes. This would violate the project management plan and the scope baseline, and could lead to scope creep, cost overruns, schedule delays, or quality problems. Option B is wrong because it implies that the project manager should continue the execution as planned and defer the changes to a future phase, without communicating with the customer orthe stakeholder who is requesting the changes. This would ignore the customer’s needs and expectations, and could result in dissatisfaction, conflict, or rejection of the project deliverables. References:

• PMBOK® Guide, 6th edition, pages 134-135, 154-155, 161-162
• How to Manage Scope Changes on a Project
• Scope Change Management - Project Management Knowledge
• Scope Change Control - Project Management Institute

= The project manager, as a servant leader, should ask the team members to decide collectively on how to support the team. This is because the team members are the best people to know their own availability, preferences, and constraints. The project manager should facilitate a collaborative discussion among the team members to find a solution that works for everyone and respects the agile principles and values. The project manager should also empower the team members to self-organize and take ownership of their work and commitments.

• Option B is not a good action, as engaging in separate ceremonies with these team members may create inconsistency, confusion, and duplication of work. It may also reduce the transparency, communication, and feedback that are essential for agile projects. The project manager should try to ensure that all team members participate in the same ceremonies and follow the same process.
• Option C is not a good action, as evaluating alternative options and trying to find resources with similar skills may not be feasible or desirable. It may also create additional costs, risks, and delays for the project. The project manager should try to retain the existing team members and leverage their skills and knowledge. The project manager should also respect the team members’ personal conflicts and not force them to leave the project.
• Option D is not a good action, as performing the ceremonies without the team members and sending them notes by email may not be effective or efficient. It may also create a sense of exclusion, isolation, and disengagement among the team members. The project manager should try to ensure that all team members are actively involved and engaged in the ceremonies and the project. The project manager should also use interactive and synchronous communication tools and techniques to foster collaboration and alignment among the team members. References:
• [PMBOK Guide], 6th edition, page 52, section 3.1.4
• [Agile Practice Guide], page 14, section 1.3.2
• [PMP Exam Content Outline], page 11, task 1 under domain 3

The stakeholder register is a document that identifies and analyzes the project stakeholders, their roles, interests, expectations, influence, and communication requirements1. It is an output of the identify stakeholders process, which is performed during the early phase of a project2. If the leader of a user party was not included in any of the requirements collection communications, it means that the stakeholder register was likely missed or outdated, and the stakeholder analysis was not performed properly. This could lead to unmet stakeholder needs, conflicts, delays, or rework3. References:

• 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.3.1
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.1
• 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13, Section 13.1.2

According to the PMBOK Guide, the project manager is responsible for managing communications among project stakeholders, ensuring that information needs are met, and addressing issues that may arise during project execution. One of the tools and techniques for managing communications is feedback, which involves providing constructive and timely responses to queries and concerns from stakeholders. Feedback can help improve the quality and clarity of communications, as well as identify and resolve misunderstandings or conflicts. In this scenario, the project manager should discuss the issue with the engineer and determine how to prevent another problem by providing feedback on the service information document and clarifying any doubts or ambiguities that the service vendor may have. This can help avoid further delays and rework, and improve the relationship with the service vendor. Documenting the task on the kanban board, escalating the issue to the engineer’s functional manager, or assigning another engineer to the task are not the best options, as they do not address the rootcause of the communication problem or help improve the quality of the deliverable. References: PMBOK Guide, 7th edition, pages 211-212, 10.3 Monitor Communications.

Negotiating with the executives and agreeing on a process is the best way to resolve the conflicts between the project team and the executives regarding the agile transformation. This approach respects the interests and concerns of both parties and seeks to find a mutually acceptable solution that can support the project success. Requesting that the executives use agile practices or including them in team retrospectives may not be effective if the executives are not willing or able to adopt the agile mindset or values. Training the executives on agile practices may be helpful, but it may not be sufficient to address the specific issues or challenges that the project team is facing. Negotiating and agreeing on a process can help the project team and the executives to align their expectations, communicate their needs, and collaborate on the project delivery. References: PMBOK® Guide, Sixth Edition, Chapter 13, Section 13.5.2.4; Coaching Agile Project Teams - Navigate Conflict, PMI Global Congress 2009—North America, p. 3-4.

this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where a senior project manager is assigned to lead a team of project managers to run a large initiative. One of the key stakeholders often bypasses the senior project manager and gives instructions to the other project managers directly. The question asks what the senior project manager should do.

Based on this information, the best answer is option B, which is to evaluate the stakeholder analysis to identify the stakeholder’s influence. This is because evaluating the stakeholder analysis is a stakeholder management practice that can help the senior project manager to understand and address the stakeholder’s behavior and expectations. Stakeholder analysis is a technique that helps to identify the stakeholders, their needs, expectations, interests, influence, and impact on the project. Stakeholder analysis can help to develop appropriate strategies and actions to effectively involve and satisfy the stakeholders throughout the project life cycle. Evaluating the stakeholder analysis can help the senior project manager to identify the stakeholder’s influence, which is the degree of power or authority that the stakeholder has over the project decisions and outcomes. Evaluating the stakeholder analysis can also help the senior project manager to determine the appropriate level of engagement and communication with the stakeholder, as well as to manage the stakeholder’s expectations and instructions.

Option A, which is to tell the project managers to document the stakeholder’s instructions, is not a good answer. This is because telling the project managers to document the stakeholder’s instructions may not be enough or effective to deal with the stakeholder’s behavior and expectations. Documenting the stakeholder’s instructions is a process that involves recording and organizing the information and guidance that the stakeholder provides to the project managers. Documenting the stakeholder’s instructions can help the project managers to keep track of the stakeholder’s requests and feedback, as well as to avoid or resolve any conflicts or misunderstandings. However, documenting the stakeholder’s instructions may not help the senior project manager to understand and address the stakeholder’s influence and impact on the project, as well as to align the stakeholder’s instructions with the project objectives and scope.

Option C, which is to review the benefits realization plan with the sponsor and the stakeholder, is not a good answer. This is because reviewing the benefits realization plan may not be relevant or sufficient to deal with the stakeholder’s behavior and expectations. The benefits realization plan is a document that describes how thebenefits of the project will be delivered, measured, and sustained. The benefits realization plan may include the benefits identification, analysis, ownership, delivery, and transition processes. Reviewing the benefits realization plan can help the senior project manager to ensure that the project delivers the expected value and benefits to the organization and the customer. However, reviewing the benefits realization plan may not help the senior project manager to deal with the stakeholder’s influence and impact on the project, as well as to manage the stakeholder’s expectations and instructions.

Option D, which is to escalate to the project sponsors and the manager of this stakeholder, is not a good answer. This is because escalating to the project sponsors and the manager of this stakeholder may not be appropriate or beneficial to deal with the stakeholder’s behavior and expectations. Escalating to the project sponsors and the manager of this stakeholder is a process that involves reporting and requesting assistance from the higher authorities to resolve the issue or conflict with the stakeholder. Escalating to the project sponsors and the manager of this stakeholder can help the senior project manager to obtain support and intervention from the people who have more power or influence over the stakeholder. However, escalating to the project sponsors and the manager of this stakeholder may not help the senior project manager to deal with the stakeholder’s influence and impact on the project, as well as to maintain a positive and productive relationship with the stakeholder. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.

 According to the PMBOK® Guide 7th Edition, the project manager should facilitate the creation of a team charter that defines the team’s vision, values, norms, and working agreements. The team charter helps the team to align on the project purpose, goals, and expectations, and to resolve any conflicts or issues that may arise during the project. Therefore, the project manager should establish a team charter with the team members to agree on the daily meeting times and other aspects of the team collaboration. Option A is incorrect because it implies that the project manager is imposing a rigid schedule on the team, which goes against the agile principles of flexibility and adaptation. Option B is incorrect because it suggests that the project manager is delegating the responsibility of resolving the team conflicts to a team leader, which could undermine the team’s self-organization and empowerment. Option C is incorrect because it indicates that the project manager is ignoring the team’s disagreements and focusing only on their achievements, which could lead to unresolved issues and dissatisfaction. References: PMBOK® Guide 7th Edition, Chapter 2: Creating a High-Performing Team, Section 2.1: Establishing a Team, p. 29-30.

A screenshot of a cell phone Description automatically generated

= The correct answer is to drag the interpersonal skill on the left to the scenario on the right as follows:

• Conflict Management -> A team member disagrees with the project manager’s decision and escalates the issue to the sponsor.
• Emotional Intelligence -> A project manager recognizes that a stakeholder is feeling frustrated and tries to empathize with them.
• Leadership -> A project manager motivates the team to achieve the project goals and provides feedback and recognition.
• Networking -> A project manager attends a professional event and exchanges contact information with potential partners and clients.

 = The question tests the candidate’s knowledge of interpersonal skills and how they apply to different project scenarios. Interpersonal skills are the abilities to effectively communicate, interact, and work with individuals and groups. They are essential for project managers to build relationships, influence stakeholders, resolve conflicts, and lead teams. The four interpersonal skills and their definitions are:

• Conflict Management: The ability to handle disagreements and disputes among individuals or groups in a constructive way.
• Emotional Intelligence: The ability to perceive, understand, and manage one’s own and others’ emotions and emotional responses.
• Leadership: The ability to guide, inspire, and empower individuals or groups to achieve a common vision or goal.
• Networking: The ability to establish and maintain connections and relationships with people who can provide information, support, or opportunities.

References:

• PMBOK® Guide 7th Edition, Chapter 7: Team Performance, Section 7.2: Enable Team Performance, Page 181
• PMBOK® Guide 6th Edition, Chapter 3: Role of the Project Manager, Section 3.2: Project Manager Competencies, Page 51
• Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.1: What is an Agile Mindset?, Page 13

 = The project manager should ensure the sprint size is appropriate for the iteration duration. This means that the team should be able to complete the user stories within the timebox of the sprint, without compromising the quality or scope of the deliverables. If the team is consistently missing planned user stories, it may indicate that the sprint size is too large or the iteration duration is too short. The project manager should work with the team and the product owner toadjust the sprint size and the product backlog accordingly, based on the team’s velocity and capacity12. References: = PMBOK Guide 7th Edition, Chapter 5: Delivery Performance, Section 5.2.3: Plan and Manage Iterations; PMBOK Guide 6th Edition, Chapter 6: Project Schedule Management, Section 6.2.2.5: Agile Release Planning.

 According to the PMBOK® Guide, project monitoring and controlling involves the processes of tracking, reviewing, and regulating the progress and performance of the project. One of the tools and techniques for monitoring and controlling project work is data analysis, which includes methods such as performance reviews, trend analysis, and variance analysis. The project lead should use data analysis to collect and evaluate the operational usage data of the software system, which reflects the actual behavior andpreferences of the users. This will help the project lead to measure the delivered value of the project and identify any gaps or improvement opportunities. Building the functionality in the software to collect the operational usage data is the most accurate and reliable evaluation practice, as it avoids the biases or errors that might arise from other methods such as questionnaires, feedback forms, or interviews. References:

• PMBOK® Guide, Sixth Edition, Chapter 4: Project Integration Management, pp. 111-158.
• PMP Exam Prep Coursebook, Chapter 4: Project Integration Management, pp. 4-1 - 4-24.
• Project Evaluation Process: Definition, Methods & Steps by Peter Landau

= According to the PMBOK Guide, 7th edition, communication is one of the key enablers of project performance, and it should be planned, managed, and monitored throughout the project life cycle1. For remote project teams, communication is evenmore critical, as they face challenges such as cultural differences, time zone differences, lack of face-to-face interactions, and potential misunderstandings2. Therefore, the project manager should plan a communication method that suits the needs and preferences of the remote project team members, such as email, phone, video conferencing, instant messaging, or collaboration tools3. The project manager should also allow the project team members to virtually interact with each other, to build trust, rapport, and teamwork4. This will help to ensure good collaboration and coordination among the remote project team members, and to achieve the project deliverables. References:

• 1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 69-70
• 2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 72
• 3: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 74-75
• 4: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 76

According to the PMBOK Guide, the project manager is responsible for planning, implementing, and monitoring risk responses throughout the project life cycle. One of the tools and techniques for implementing risk responses is contingency reserves, which are funds or time allocated for known risks that may affect the project objectives. Contingency reserves can help the project manager mitigate the impact of risks, as well as provide flexibility and options for the project. In this scenario, a risk was raised during the initiation of a project, that the supplier discontinued software support for one of the project’s required inputs. The project manager planned a reserve budget to allow the project to continue in the event of this occurrence. However, when the risk is realized, the project manager should not assume that the reserve budget is sufficient or appropriate to deal with the situation. The project manager should inform the sponsor that the risk has been realized and that a decision has to be made for the project to continue, using contingency reserves as a tool. This option can help the project manager communicate the status and impact of the risk, as well as seek the sponsor’s guidance and approval for using the reserve budget or any other alternative actions. Asking the supplier to continue providing software support, telling the project team to stop work, or advising the supplier that the sponsor will pay for software support are not the best options, as they do not address the issue of risk response implementation, or may be unrealistic or ineffective to resolve the situation. References: PMBOK Guide, 7th edition, pages 263-264, 11.4 Implement Risk Responses.

 According to the PMBOK Guide, quality control measurements are the results of quality control activities that are used to assess the performance and quality of the project deliverables. They include the actual values of the quality metrics, such as defects, errors, rework, customer satisfaction, etc. The project manager should show the customer the quality control measurements to demonstrate that the project has produced quality products that meet the quality standards and specifications agreed upon with the customer. The quality control measurements can also help identify the root causes of any quality issues and implement corrective actions. Showing the customer the tolerance and control limits, the sample results from the current batch, or the sample history of quality are not sufficient to assure the customer that the project has produced quality products, as they do not provide the actual evidence of the quality performance and compliance of the project deliverables. References: PMBOK Guide, 7th edition, pages 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, and 41. Test-Guide.

= The project manager should tell the team member to route the request through the project manager, as this is the best way to ensure that the communication is consistent, accurate, and aligned with the project objectives. The project manager is responsible for managing the communication with the stakeholders, including the executive, and for providing them with the appropriate level of information. The project manager should also verify the validity and feasibility of the request, and update the communications management plan accordingly. The other options are not the best actions to take in this situation, as they do not follow the established communication protocols or respect the project manager’s authority. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5: Project Communications, Section 5.2: Manage Communications, Page 137-138.

Another possible answer to this question is D. Arranging for some initial face-to-face team meetings for the project team to meet each other can also help improve communication among the team. Face-to-face meetings can help build trust, rapport, and cohesion among team members, as well as foster a shared understanding of the project goals, roles, and responsibilities23. Face-to-face meetings can also help overcome language and cultural barriers, by allowing team members to observe non-verbal cues, clarify misunderstandings, and learn from each other23.

The other two options, B and C, may not be the best answers to this question. Explaining the benefits of common working hours to aid better communication among the project team may not be feasible or effective, as it may impose unrealistic or unfair expectations on some team members, who may have to work outside their normal hours or sacrifice their personal or family time23. Sharing a contact log document for all the team members to make communication easier may not be sufficient or helpful, as it may not address the underlying issues of communication, such as the quality, frequency, or content of the communication12.

Therefore, based on the web search results, the most likely answer to the question is either A or D, but you will have to verify the answer yourself using the official sources.

References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition 2: Managing distributed project teams - Project Management Institute 3: Cross culture project management - Project Management Institute

This option is effective for several reasons:

It provides formal recognition of the team member's achievements and communicates this to higher management, which can be beneficial for the team member's career progression and motivation.

Such a communication can be documented and stored in the project records, serving as a formal acknowledgment of the individual's contributions to the project.

This approach goes beyond internal project documentation and ensures that the recognition has a broader impact within the organization, potentially contributing to a positive work culture.

While attaching a note to the project management plan or recording in the RAM are options for internal documentation, they are more focused on project management processes and might not provide the level of recognition and visibility that a direct communication to management would achieve. Holding a team meeting is also a good way to acknowledge contributions, but it lacks the formality and permanence of a written communication to management.

The project manager should schedule a meeting with the product owner, discuss priorities, and decide if anything from the backlog can be eliminated, based on current constraints, due to the sudden slump in the economy and the need to implement cost-reduction measures. This way, the project manager can align the project scope and deliverables with the changed business environment and stakeholder expectations, while minimizing the impact on the project valueand quality. The project manager can also use agile techniques, such as MoSCoW prioritization, to determine what features are must-haves, should-haves, could-haves, and won’t-haves for the project. The project manager should not continue the current sprint without interruption, allow the project team to decide on the best path forward, or meet with the sponsor for guidance, as these options may not address the urgency and importance of the situation and may lead to wasted resources, misaligned goals, or delayed decisions. References: PMBOK Guide, 6th edition, page 177, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

 According to the Project Management Professional (PMP) Reference Materials, the first thing that the project manager should do when a project deliverable requires corrective actions to meet the project quality requirements is to update the issue log, identify the involved stakeholders, and assign resources to the corrective actions. This is because the issue log is a tool that records and tracks any issues that arise during the project, such as quality deviations, and how they are resolved. By updating the issue log, the project manager can document the problem, its impact, and the actions taken to address it. The project manager can also use the issue log to communicate the issue to the relevant stakeholders, such as the project sponsor, the customer, the team members, and the quality assurance personnel, and obtain their feedback and approval. The project manager can also assign the appropriate resources, such as staff, equipment, or budget, to implement the corrective actions and ensure that the project deliverable meets the quality requirements. Updating the issue log, identifying the involved stakeholders, and assigning resources to the corrective actions can help the project manager to manage the quality deviation in a timely and effective manner, and prevent further delays or defects in the project. References: Project Management Professional (PMP) Exam ContentOutline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Issue Log.

 According to the PMBOK® Guide, project communication management involves the processes of planning, managing, and monitoring project communications. The project manager is responsible for ensuring that the communication needs of the project stakeholders are met and that the information is timely, clear, and consistent. One of the tools and techniques for planning communications is communication requirements analysis, which involves determining the information needs and preferences of the stakeholders. The project manager should ask the project sponsor what sort of information is needed and agree on a frequency for the communication, based on the project objectives, risks, and issues. This will help the project manager to tailor the communication plan to the project sponsor’s expectations and to avoid over- or under-communicating. References:

• PMBOK® Guide, Sixth Edition, Chapter 10: Project Communication Management, pp. 361-395.
• PMP Exam Prep Coursebook, Chapter 10: Project Communication Management, pp. 10-1 - 10-14.

The cost management plan is a component of the project management plan that describes how the project costs will be planned, estimated, budgeted, managed, and controlled. It also defines the processes, roles, responsibilities, tools, and techniques for cost management, as well as the thresholds, rules, and procedures for handling changes and variances. Therefore, the project manager should review the cost management plan to determine how to address the issue of obsolete equipment that could affect the next iteration of the project. The cost management plan can help the project manager to identify the available resources, reserves, and funding options, as well as the steps and criteria for submitting and approving a change request, if needed. The other options are not as appropriate or effective as reviewing the cost management plan, as they may not follow the established guidelines or consider the impact of the issue on the project objectives and constraints. Checking the project budget to verify if there is enough contingency reserve may not be sufficient or accurate, as the contingency reserve may not cover the cost of buying new equipment, or it may be allocated for other risks or uncertainties. Telling the team members that more equipment is not part of the project’s scope may not be realistic or feasible, as the obsolete equipment may compromise the quality, functionality, or value of the final deliverable, or it may cause delays, rework, or defects. Submitting a change request to increase the budget and buy new equipment may not be necessary or justified, as there may be other alternatives or solutions to address the issue, or the change request may not meet the approval criteria or process. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 235-236, 247-248, 487.
• The ABC of obsolescence management, Netilion Blog, 2023, pp. 1-2.
• 6 Steps to Equipment Obsolescence Management, Tool Tracking Software, 2023, p. 1.

According to the PMBOK Guide 7th Edition, one of the principles of project management is to create a collaborative project team culture. This means that the project manager should foster a positive and supportive team environment, where team members can communicate openly, trust each other, and share their ideas and concerns. To create a collaborative project team culture, the project manager should organize team building activities that help the team members to get to know each other, to develop their interpersonal skills, and to enhance their team performance. If the sponsor does not approve an offsite team building activity due to budget constraints, the project manager should use the office facilities and support to organize an interactive event for the team members in-house. This will help to achieve the same objectives of the team building activity, without incurring additional costs or compromising the project scope, schedule, or quality. Explaining the financial constraint and asking each team member to pay their own share, telling the team that the event will be handled at the end of the project, or bypassing the event are not the best actions, as they do not address the need to build trust and cohesion among the team members, and they may affect the team morale and motivation. References: PMBOK Guide 7th Edition, page 11-12.

 According to the PMP reference materials, a project that is required to deliver value on an incremental basis should follow the agile project management approach12. This approach emphasizes delivering working product frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale3. To enable successful project execution, the project manager should identify the tangible and intangible benefits that each product increment will deliver to the customer and the organization4. This will help the project manager prioritize the product features, plan the iterations, and measure the progress and value of the project4. The other options are not the best actions to take for an incremental project, as they may not align with the agile principles and practices. Engaging with the project sponsor to understand the scope (A) is important, but not sufficient, as the scope may change or evolve based on customer feedback and changing requirements. Developing a comprehensive set ofrequirements (B) is not advisable, as it may lead to over-analysis and delay the delivery of value. Creating a project schedule containing milestones © is not consistent with the agile approach, as it may impose rigid constraints and limit the flexibility and adaptability of the project team. References: 1: The Agile Project Management Approach - Project Management Institute 2: Agile best practices for incremental delivery | Hexaware 3: Incremental Delivery and the Principles of the Agile Manifesto | Scrum.org 4: PMP Q #44- Delivering Value Incrementally - iZenBridge

= According to the PMBOK Guide, data analysis is the process of applying analytical techniques to transform, aggregate, or organize data into meaningful information. Data analysis can help the project manager and the project team to monitor and control the project performance, identify and resolve issues, support decision making, and communicate effectively with the stakeholders. In this scenario, the project manager should instruct the team to analyze and interpret the data before including it in the report, as this can help to provide relevant, accurate, and timely information to the stakeholders, and to highlight the key findings, trends, variances, and recommendations. Ensuring the team follows SOP, instructing the team to make only a graphical representation, or instructing the team to conduct a meeting with the stakeholders are not the best options, as they may not ensure the quality, clarity, or usefulness of the report, or may delay the delivery of the report. References: = PMBOK Guide, 7th edition, pages 176-177, 182-183.

 According to the PMBOK Guide, 6th edition, page 178, the product owner is the person responsible for defining, prioritizing, and accepting the product backlog items in an agile project. The product owner should use a product roadmap, a release plan, and an iteration plan to align the product backlog items with the project vision, scope, and schedule. The product owner should also collaborate with the project team and other stakeholders to ensure that the product backlog items are clear, valuable, and testable.By ensuring the product owner determines the priority based on these plans, the project manager can help the project team to know what to work on next and to deliver the most valuable features to the customer. References:

• PMBOK Guide, 6th edition, page 178
• Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

The project manager should work with the team to develop a risk response plan to address the delays in completing the required work. A risk response plan is a document that describes the actions to be taken to reduce the probability and/or impact of identified risks on the project objectives1. The project manager and the team should identify the root causes of the delays, assess their impact on the project schedule, cost, and quality, and determine the appropriate strategies to avoid, mitigate, transfer, or accept the risks2. Empowering the team members to do their work (A) may not be sufficient or effective, as the team may not have the skills, resources, or authority to deal with the delays. Informing the project sponsor about the situation (B) may be a good communication practice, but it does not solve the problem or prevent it from recurring. Sending an email to HR about the situation (D) may not be relevant or helpful, as HR may not have the responsibility or capability to address the delays. References: 1: PMBOK Guide, 6th Edition, p. 3952: Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

 According to the PMBOK Guide, a project manager should choose the appropriate project approach based on the project context, objectives, stakeholders, governance, and environment1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2. A predictive approach is a plan-driven approach that follows a sequential and linear process to deliver the project scope as defined at the beginning of the project. An agile approach is a value-driven approach that follows an iterative and incremental process to deliver the project scopeas it evolves throughout the project. A hybrid approach is a combination of serial and agile strategies that can be used for different phases or work packages of a project3.

In this scenario, the project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses. This suggests that the project has both predictable and unpredictable elements, and the client expects both stability and flexibility from the project manager. Therefore, the project manager should plan and deliver the project using a hybrid approach, which can provide the best of both worlds. The project manager should plan the project with a predictive approach with a work breakdown structure (WBS), which is a hierarchical decomposition of the project scope into manageable components. The WBS can help the project manager to define the high-level, long-term plan for the project, as well as to estimate the project resources, time, and cost. The project manager should then execute the project using an agile approach, which can allow the project manager to deliver value incrementally and iteratively, adding features to the product as the project progresses. The agile approach can also enable the project manager to respond to changes and feedback from the client and the stakeholders, and to adapt the project scope accordingly.

The project manager should not plan the project with a predictive approach and a WBS following the plan and deliver value at the end of the project, as this may not meet the client’s need for something that will work immediately and add features to the product as the project progresses. The predictive approach may also be rigid and inflexible to cope with the complex and uncertain scope of the project. The project manager should not select an agile approach and manage the project according to best practices to ensure value is delivered to the client, as this may not satisfy the client’s requirement for a high-level, long-term plan for the project. The agile approach may also be too vague and ambiguous to handle the long time line and complex scope of the project. The project manager should not agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project, as this may not provide a clear and consistent vision and direction for the project. The MVP is a version of the product that has enough features to satisfy the early adopters and provide feedback for future development. The MVP may not represent the full scope and value of the project, and may not align with the client’s expectations and needs.

References: 1: PMBOK Guide, 6th edition, page 19. 2: PMBOK Guide, 6th edition, page 25. 3: PMBOK Guide, 6th edition, page 27. : PMBOK Guide, 6th edition, page 155. : [What is a Minimum Viable Product (MVP)?]

The project manager should have ensured the risk of not acquiring full funding for the project was adequately assessed and mitigated by the appropriate stakeholders to prevent this from happening. According to the PMBOK® Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives1. In this case, the risk of not acquiring full funding for the project is a negative risk that could affect the project scope, schedule, cost, and quality. Therefore, the project manager should have performed the following risk management processes1:

• Identify Risks: The process of identifying individual project risks and sources of overall project risk, and documenting their characteristics. The project manager should have identified the riskof not acquiring full funding for the project as a potential source of overall project risk, and documented its characteristics, such as causes, triggers, probability, impact, and priority.
• Perform Qualitative Risk Analysis: The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact, as well as other characteristics. The project manager should have prioritized the risk of not acquiring full funding for the project based on its probability and impact, and determined if it required further analysis or action.
• Perform Quantitative Risk Analysis: The process of analyzing the effect of identified individual project risks and other sources of uncertainty on the project objectives, and presenting the results in quantitative terms. The project manager should have analyzed the effect of the risk of not acquiring full funding for the project on the project objectives, such as the expected monetary value, the cost of risk, the schedule reserve, and the contingency reserve.
• Plan Risk Responses: The process of developing options and actions to enhance opportunities and reduce threats to the project objectives. The project manager should have developed options and actions to reduce the threat of the risk of not acquiring full funding for the project, such as avoiding, mitigating, transferring, or accepting the risk, and implementing contingency plans or fallback plans if the risk occurs.
• Implement Risk Responses: The process of implementing the agreed-upon risk response plans. The project manager should have implemented the risk response plans for the risk of not acquiring full funding for the project, such as securing alternative sources of funding, negotiating with the stakeholders, or adjusting the project scope, schedule, or cost.
• Monitor Risks: The process of tracking the implementation of risk response plans, identifying and analyzing new risks, and evaluating risk process effectiveness. The project manager should have monitored the risk of not acquiring full funding for the project, and tracked the implementation of the risk response plans, identified and analyzed any new risks, and evaluated the effectiveness of the risk process.

By performing these risk management processes, the project manager could have prevented the risk of not acquiring full funding for the project from occurring, or minimized its impact on the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to assess and mitigate the risk.

• Ensuring the stakeholder anticipated obstacles to achieving financial closure on the remaining funds is a passive and vague action that does not specify how the project manager will help the stakeholder overcome the obstacles or secure the funds.
• Ensuring the stakeholder who was providing additional funds remained interested in the project is an important but not sufficient action that does not guarantee the availability or timeliness of the funds.
• Ensuring the project team monitored and reviewed the project risk register periodically is a necessary but not sufficient action that does not involve developing and implementing risk response plans.

References: 1: PMBOK® Guide, 7th edition, pages 97-99.

A project management information system (PMIS) is a tool that helps project managers and team members to collect, organize, and distribute project information. A PMIS can also facilitate collaboration and communication among project stakeholders, as well as control changes and manage configuration of project documents. By implementing a PMIS, the project manager can avoid the situation of having outdated or conflicting versions of the requirements document, and ensure that everyone is working on the same page. References: = PMBOK Guide, 6th Edition, Section 4.1.2.2, Project Management Information System1; PMP Exam Prep, 10th Edition, Page 1312

According to the Agile Practice Guide, agile project management is an iterative approach to delivering a project throughout its life cycle. Agile projects embrace change and value customer feedback, but they also need to manage the impact of change on the project scope, schedule, cost, quality, and risk. One of the tools and techniques for managing change in agile projects is impact analysis, which involves assessing the effect of a change request on the project objectives and deliverables. The project manager should perform an impact analysis on the schedule and budget based on the additional scope requested by the executive steering committee, and communicate the results to the relevant stakeholders. This will help the project manager to determine the feasibility and desirability of the change, and to negotiate the best course of action with the executive steering committee and the project team. References:

• Agile Practice Guide, Chapter 5: Implementing Agile: Creating an Agile Environment, pp. 77-97.
• PMBOK® Guide, Sixth Edition, Chapter 4: Project Integration Management, pp. 111-158.
• PMP Exam Prep Coursebook, Chapter 4: Project Integration Management, pp. 4-1 - 4-24.

 According to the PMBOK Guide 7th Edition, one of the principles of project management is to “enable knowledge sharing”. This means that the project manager should facilitate the creation, collection, distribution, and use of project knowledge throughout the project life cycle and beyond. The project manager should also ensure that knowledge transfer activities are executed as planned, such as documenting lessons learned, updating organizational process assets, and transferring deliverables to the customer or sponsor. The PMBOK Guide 7th Edition also states that “closing is the process of finalizing all activities across all aspects of the project”. The project manager should prioritize the activities that ensure the completion and acceptance of the project deliverables, the satisfaction of the project stakeholders, and the learning and improvement of the project team and the organization. Therefore, the best answer is D. References: PMBOK Guide 7th Edition, pages 11, 12, 55, 56, 57.

According to the PMBOK Guide, 6th edition, page 349, the project manager is responsible for managing the project team and ensuring a positive team environment. One of the tools and techniques for managing the project team is conflict management, which involves identifying, addressing, and resolving conflicts among the project team members and other stakeholders. The project manager should use a collaborative or problem-solving approach to conflict management, which involves discussing the issues openly, listening to different perspectives, and finding a mutually acceptable solution that satisfies the needs and interests of all parties involved. By discussing the team members’ concern with the construction manager and seeking solutions, the project manager can help to resolve the cultural differences, improve the communication and cooperation, and enhance the team performance and morale. References:

• PMBOK Guide, 6th edition, page 349
• Free PMP Practice Exam Questions - 120 Sample Test Questions

 The product backlog is a prioritized list of features and requirements that the project team needs to deliver. The iteration backlog is a subset of the product backlog that the team commits to complete in a given iteration. Adding a feature that is not part of the MVP to the iteration backlog can disrupt the team’s workflow and compromise the quality of the deliverables. Therefore, the project manager should ensure that the feature is added to the product backlog, explain to the sponsor the impact of the request on the team’s performance and the project schedule, and ask the team to include the feature’s tasks in the next iteration, after they have completed the current iteration’s tasks. This way, the project manager can balance the sponsor’s expectations and the team’s capacity, while maintaining the project’s scope and quality. References: PMBOK Guide, PMI Study Hall, PMP Question Bank

PMBOK Guide, 7th edition, pages 128-129, 132-133 : https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

According to the PMBOK® Guide 7th Edition, the project manager should create a high-performing team by fostering a collaborative, respectful, and trusting environment. The project manager should also help the team members to overcome personal and interpersonal issues that may affect their performance. Therefore, the project manager should advise the team member to focus on the current project and consider the past conflicts as lessons learned. This would help the team member to move on from the negative experiences and contribute positively to the project. Option B is incorrect because it implies that the team member should hide their personal information from the entire team, which could create a sense of isolation or mistrust. Option C is incorrect because it suggests that the project sponsor has the authority to decide what personal information can be shared with the entire team, which could violate the team member’s privacy or autonomy. Option D is incorrect because it implies that the project manager needs to consult with HR and check company policies before advising the team member, which could delay the resolution of the issue or undermine the project manager’s role as a leader. References: PMBOK® Guide 7th Edition, Chapter 2: Creating a High-Performing Team, Section 2.1: Establishing a Team, p. 29-30.

According to the Project Management Professional (PMP) Reference Materials, a project manager should work with the IT team to prioritize the validation and release of the new features. This is because the project manager is responsible for ensuring that the product delivers value to the customer on an incremental basis, as per the agile principles. The project manager should collaborate with the IT team to understand their constraints and challenges, and help them align their work with the product vision and roadmap. The project manager should also facilitate communication and coordination between the IT team and the agile development team, and ensure that the release process is streamlined and efficient. By working with the IT team, the project manager can foster a culture of trust and mutual respect, and avoid unnecessary conflicts or escalations. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Agile Release Planning Best Practices for Product Managers, Agile Release Train.

The requirements traceability matrix is a tool that links the project requirements to the project scope, deliverables, quality criteria, and verification methods. It helps to ensure that the project meets the stakeholder expectations and the quality standards. By reviewing the matrix and conducting inspections, the project manager can identify any gaps or discrepancies between the quality specifications and the deliverables, and take corrective actions if needed. The other options are not appropriate in thissituation, as they do not address the root cause of the stakeholder’s dissatisfaction or the quality issue. References: PMBOK Guide, 7th edition, page 101, 103, 108.

 In an agile project, the project manager should work with the product owner and the team to prioritize the backlog items based on their value, risk, and dependencies. This way, the most important and urgent items can be delivered first, and the scope can be adjusted according to the feedback and changes in the environment. Prioritizing the backlog also helps to manage the expectations of the stakeholders and align them with the project vision and goals. Assigning an owner for each backlog activity and tracking progress (A) is not the best option, as it does not address the issue of having too many items in the backlog and how to select the ones that should be done. Asking for more resources to clear the backlog activities (B) is not feasible, as the project has a fixed budget and adding more resources may not improve the productivity or quality of the project. Working on the backlog activities with fewer story points (D) is not a good strategy, as it may lead to ignoring the items that have higher value or risk, and may not deliver the expected outcomes or benefits to the customer or the business. References: PMBOK Guide, 6th edition, pages 18-19, 176-177; Agile Practice Guide, pages 37-38, 77-78.

The project manager should ask the Scrum team members to share retrospectives because they can provide valuable insights and feedback on the project performance,processes, and practices. Retrospectives are an agile technique that helps teams to identify what went well, what can be improved, and what actions can be taken to enhance future performance. By asking the Scrum team members to share retrospectives, the project manager can facilitate a collaborative and constructive learning environment, and capture the lessons learned from both the agile and traditional aspects of the hybrid project. This can also help to increase the stakeholder’s appreciation and understanding of the Scrum team’s contribution and value to the project. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 3.2.4, page 57
• Agile Practice Guide, Chapter 3.3.2, page 48
• PMP Exam Content Outline, Domain III: Executing, Task 9

 According to the PMBOK Guide, 7th edition, one of the project manager’s responsibilities is to apply relevant knowledge and experience from previous projects to the current project1. This can help the project manager to identify best practices, avoid pitfalls, and improve the project performance2. Therefore, the project manager should review the lessons learned from the previous project that developed the existing product, as they may provide valuable insights and recommendations for enhancing the product. This can also help the project manager to align the project objectives with the organizational strategy and customer needs3. Ensuring the stakeholder engagement plan is accurate and properly documented (option A) is an important task, but it is not the first thing the project manager should do when initiating a project. Creating a lessons learned document for the initiation phase (option B) is a good practice, but it is not the answer to the question, as it is something the project manager should do at the end of the initiation phase, not at the beginning. Identifying the risk of implementing the new solution and evaluating the impact on the project (option C) is also a vital task, but it is not the answer to the question, as it is something the project manager should do during the planning phase, not the initiation phase. References: 1: PMBOK Guide, 7th edition, page 25 2: PMBOK Guide, 7th edition, page 26 3: PMBOK Guide, 7th edition, page 27

According to the PMP reference materials, a project manager is responsible for developing and managing the project team, which involves acquiring, motivating, leading, and supporting the team members throughout the project life cycle12. A project manager should also monitor the team performance and provide feedback, guidance, recognition, and rewards to the team members12. According to the best practices for team development, a project manager should meet one-on-one with each team member regularly, and get to know them individually34. This helps the project manager to understand the strengths, weaknesses, skills, interests, and expectations of each team member, and to identify any issues or concerns that may affect their performance or satisfaction34. A one-on-one meeting also provides an opportunity for the project manager to show support, appreciation, and respect to the team member, and to offer coaching, mentoring, or training as needed34. The other options are not the best actions to take to help the new compliance specialist improve, as they either do not address the root cause of the problem, or they are not appropriate or effective for the scenario. Contacting the human resources (HR) manager about the team’s feedback (B) may not be necessary or helpful, as the HR manager may not have the authority or the expertise to deal with the situation, or it may create a negative impression of the specialist. Escalating this situation to the manager of the area for a possible solution © may not be advisable or feasible, as the manager of the area maynot be directly involved or interested in the project, or it may undermine the project manager’s role and responsibility. Providing time for the specialist to adjust to the pace of the project (D) may not be sufficient or effective, as it may not address the specific needs or challenges of the specialist, or it may delay the improvement process. References: 1: Manage Project Team - Project Management Institute 2: Project Team Management - Project Management Knowledge 3: How to Develop a Successful Project Team - Project-Management.com 4: 1.6 Build a Team - PM Illustrated PMP Exam

The project manager should use the issue log to update the details and communicate to relevant stakeholders about the supplier’s inability to deliver the materials due to a large-scale labor problem. An issue log is a document that records and tracks any issues that arise during the project and require resolution. The issue log can help the project manager to identify, analyze, prioritize, assign, monitor, and close the issues. The issue log can also facilitate communication and transparency among the project team and stakeholders. The projectmanager should not use a change request, a project schedule, or a risk register, as these documents are not suitable for capturing and reporting the current issues that affect the project. References: PMBOK Guide, 6th edition, page 89, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

According to the PMBOK® Guide, project communication management involves the processes of planning, managing, and monitoring project communications. The project manager is responsible for ensuring that the communication needs of the project stakeholders are met and that the information is timely, clear, and consistent. One of the tools and techniques for managing communications is communication methods, which include interactive, push, and pull communication. The project manager should inform the relevant stakeholders about the delay in the installation of the internet service, using the appropriate communication method for each stakeholder group. The relevant stakeholders include the call center agents, their functional managers, the carrier, and any other parties that are affected byor interested in the project. Informing the relevant stakeholders will help the project manager to manage their expectations, avoid confusion or conflict, and maintain good relationships. References:

• PMBOK® Guide, Sixth Edition, Chapter 10: Project Communication Management, pp. 361-395.
• PMP Exam Prep Coursebook, Chapter 10: Project Communication Management, pp. 10-1 - 10-14.

The change control process is a set of procedures that ensures that any proposed changes to the project scope, schedule, cost, quality, or other aspects are evaluated, approved, and implemented in a controlled and coordinated manner. The project manager should follow this process when receiving a change request from another project, regardless of its origin or urgency. The project manager should also keep the focus on the priority items while the change is being assessed, as not to disrupt the project progress or performance. The other options are not appropriate, as they either ignore the change request, bypass the change control process, or rely on informal communication channels. References: PMBOK Guide, 7th edition, page 112-113.

According to the PMBOK Guide, the project manager should evaluate the performance of the project team members based on the agreed-upon KPIs, which are measurable values that demonstrate how effectively the team is achieving the project objectives. The KPIs should be defined and communicated at the beginning of the project, and monitored and reported throughout the project lifecycle. The KPIs can include metrics such as quality, schedule, cost, scope, customer satisfaction, and team engagement. The project manager should use the KPIs as the main reference to provide a fair and objective performance rating of the team members, and to recognize and reward their contributions. References: PMBOK Guide, 7th edition, pages 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, and 41. Quizlet.

According to the PMBOK® Guide 7th Edition, the project manager should manage changes in a collaborative and adaptive way, considering the impact of the changes on the project value and the stakeholder satisfaction. The project manager should also engage with stakeholders to understand their needs and expectations, and to ensure alignment and agreement on the project scope and objectives. Therefore, the project manager should review and prioritize new requirements with stakeholders to determine which change requests are needed, and how they can be implemented without compromising the project success. Option A is incorrect because it implies that the project manager is resisting the changes and trying to avoid the stakeholder engagement. Option C is incorrect because it suggests that the project manager is ignoring the stakeholder needs and imposing a rigid scope control. Option D is incorrect because it assumes that the project manager can seek immediate approval to amend the project timeline and budget without analyzing the feasibility and the value of the new requirements. References: PMBOK® Guide 7th Edition, Chapter 3: Doing the Work, Section 3.2: Managing Changes, p. 51-52.

= According to the PMBOK Guide, 7th edition, the communications management plan is a component of the project management plan that describes how, when, and by whom information about the project will be shared, stored, and distributed1. It also defines the communication requirements and expectations of the project stakeholders, such as the level of detail, frequency, format, and confidentiality of the information2. Therefore, the project manager should review the communications management plan with the team members, to ensure that they are aware of and follow the agreed communication protocols and methods. This would help to address the issue of the team member who never speaks during meetings, but sends emails afterwards, which may indicate a preference or a challenge for a different communication mode. The project manager should also encourage the team member to share their valuable suggestions during the meetings, as this would enhance the team collaboration and performance3. References:

• 1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 69
• 2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 70-71
• 3: PMBOK Guide, 7th edition, Chapter 2: Lead a Team, p. 29-30

The project manager should support the team to find and execute the minimum viable product (MVP) for the software project that would have 30 features and would be used in 10 different countries. An MVP is a version of a product that has enough features to satisfy the early customers and provide feedback for future development. The project manager can use the MVP approach to deliver value to the project sponsor and the end-users quickly and iteratively, while reducing the risk of scope creep, waste, and rework. The project manager can also use the feedback from the MVP to prioritize and refine the remaining features of the product. The project manager should not subdivide the team, organize project execution, or encourage and motivate the team with project incentives, as these options may not address the root cause of the team’s overwhelm and may lead to poor quality, inefficiency, or dissatisfaction. References: PMBOK Guide, 6th edition, page 177, Top 20 PMP Sample Question and Answer For 2023 | StarAgile

In agile projects, the customer is an integral part of the project team and should be involved in the planning, execution, and review of each iteration. By educating the customer on the agile principles and practices, the project manager can ensure that the customer understands the value of frequent feedback, collaboration, and adaptation. By having the customer participate in daily standup meetings, the project manager can facilitate direct communication between the customer and the development team, and enable quick resolution of any issues or ambiguities regarding the requirements. This will help the project team to deliver the most valuable features to the customer in each sprint. References: PMBOK Guide, 7th edition, pages 55, 56, 57, 58, 59, 60, 61, 62, 63, 64, and 65. World of Project Management.

According to the Agile Practice Guide, one of the agile principles is to “respect the current state of the organization’s culture”. This means that the project manager should understand the existing organizational culture and values, and how they may affect the adoption of agile methods. The Agile Practice Guide also states that “agile transformation is a significant change initiative that requires a shift in mindset, behaviors, and practices”. The project manager shouldassess the organizational culture and readiness for the transformation, and identify the potential benefits, challenges, and risks of using agile methods. The project manager should also engage the stakeholders and the project team in the change process, and provide them with the necessary support and guidance. Therefore, the best answer is D. References: Agile Practice Guide, pages 9, 10, 25, 26, 27.

According to the PMBOK Guide, a scrum team is a cross-functional, self-organizing group of people who work together to deliver value to the customer in short iterations called sprints. A scrum team conducts daily meetings, also known as daily scrums or stand-ups, to synchronize their work, communicate progress, identify impediments, and plan the next steps. A daily meeting should be time-boxed to 15 minutes or less, and should focus on answering three questions: What did I do yesterday? What will I do today? What is blocking me? In this scenario, the project manager should train the three team leads to conduct a local meeting, then run an overall status meeting, as this can help to reduce the communication barriers, improve the efficiency and effectiveness of the meetings, and ensure the alignment and coordination of the three teams. Instructing the meeting participants to speak only about blockers, transferring half of the backlog items, or extending the meeting to 1 hour are not the best options, as they may not address the root cause of the problem, or may compromise the quality, scope, or schedule of the project. References: = PMBOK Guide, 7th edition, pages 14-15, 18-19, 22-23.