PMP Exam Dumps - PMI Project-Management-Professional Questions and Answers

A sprint retrospective is a scrum event in which the team reflects on the past sprint and identifies areas for improvement and action items for the next sprint. A sprint retrospective helps the team to continuously improve, inspect and adapt, and grow as a team and as individuals. A sprint retrospective also provides a safe space for the team to communicate openly and honestly about the issues and conflicts they faced during the sprint, and to find ways to resolve them and prevent them from happening again. A sprint retrospective is not a performance evaluation or a blame game, but a constructive and collaborative way to increase the team’s motivation and engagement with the project. References:

What is a Sprint Retrospective? | Scrum.org

The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting

The project manager should ask an experienced team member to coach the new team member, as this is a strategy for developing the skills and performance of the new team member. According to the PMI website, coaching is one of the interpersonal and team skills that a project manager should have. Coaching is a process of providing guidance, feedback, and support to help someone improve their abilities and achieve their goals. By asking an experienced team member to coach the new team member, the project manager can leverage the knowledge and expertise of the existing team, and foster a culture of learning and collaboration. The project manager can also monitor the progress and results of the coaching, and provide recognition and rewards to both the coach and the coachee.

The other options, asking the new team member to follow the team ground rules, asking an experienced team member to identify a replacement, or asking the new team member to reassess their own capabilities, are not the best ways to deal with a new team member who is not making the expected progress on an assigned task. Asking the new team member to follow the team ground rules may help the new team member to understand the expectations and norms of the team, but it does not address the specific issues or challenges that the new team member is facing. Asking an experienced team member to identify a replacement may be a drastic and demotivating measure, that may not be feasible or fair to the new team member. Asking the new team member to reassess their own capabilities may be a constructive feedback, but it does not provide any support or assistance to the new team member.

 1 Interpersonal and Team Skills - Project Management Institute 2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.2.4 3 Business Analysis for Practitioners: A Practice Guide, Chapter 5.3.3

According to the Project Management Professional (PMP) Reference Materials, the project manager should submit a change request to accelerate the project as requested by the customer when the key subcontractor asked for additional budget. This is because a change request is a formal proposal to modify any document, deliverable, or baseline of the project1. In this case, the change request would affect the project schedule, cost, and scope baselines, as well as the contract terms with the subcontractor. Therefore, the project manager should follow the change control process to document, analyze, approve, and implement the change request2. The other options, A, B, and C, are not the first actions that the project manager should take. Asking upper management for more funds and updating the project budget may not be feasible or necessary without a proper justification and approval of the change request. Revising the project scope to cope with the budget changes may not satisfy the customer’s needs or expectations, and may also require a change request. Updating the risk register and project log, and managing the budget closely are important activities, but they are not sufficient to address the change request and its implications. References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.6.1, "Change Requests". 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.6.3, "Perform Integrated Change Control".

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

According to the PMP Exam Content Outline, one of the tasks for managing project work is to provide relevant stakeholders with project information and updates on cost, schedule, scope, and quality1. The business analyst is a relevant stakeholder who needs to learn about the financial and scheduling aspects of project management. Providing the business analyst with access to the financial and scheduling information is the best way to support their learning and involvement in the project. Assigning resources to coach the business analyst may not be feasible or necessary, as the business analyst may have their own methods and preferences for learning. Asking the business analyst to focus on their work allocation for the needs of the project may not address their learning objectives or expectations. Creating reports to inform the business analyst about the schedule and project cost may not be sufficient or timely, as the business analyst may need more detailed or updated information. References:

1: PMP Exam Content Outline, Domain III: Business Environment, Task 4: Manage project changes by following the change management plan in order to achieve project objectives.

The project manager should arrange a meeting with the functional managers of the two teams and try to reach an agreement that will resolve the conflict and enable the teams to complete their tasks. This is the best option because it addresses the issue directly, involves the parties who have the authority and responsibility to make decisions, and seeks a collaborative and constructive solution. The project manager should act as a facilitator and mediator in the meeting, and help the functional managers to identify the sources of the conflict, the interests and needs of each party, and the possible options for agreement. The project manager should also ensure that the meeting is conducted in a respectful and professional manner, and that the outcome is documented and communicated to the relevant stakeholders. References:

People in Projects, Chapter 13, Section 5: Project Manager/Functional Manager Conflict

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Chapter 13, Section 4.2.3: Conflict Management

7 Big Project Management Conflicts & Ways to Solve Them All, Section 2: Conflicting Interests of Stakeholders

This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, 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. Issues can arise from various sources, such as risks, changes, defects, conflicts, or assumptions1. The project manager is responsible for managing issues throughout the project life cycle, using appropriate tools and techniques, such as issue log, issue escalation, and issue resolution1. When an issue arises, the project manager should not ignore it, delay it, or inform only the sponsor, as these actions may worsen the situation and jeopardize the project objectives. Instead, the project manager should hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue, considering the impact, urgency, and priority of the issue, as well as the available resources and alternatives1. The meeting should result in an action plan to resolve the issue, assign responsibilities, and monitor the progress and outcomes1. The meeting should also identify any lessons learned or preventive actions to avoid similar issues in the future1. References:

PMBOK® Guide

A procurement audit is a structured review of the procurement process and the contracts that were established with the suppliers. It evaluates the performance of the suppliers, the compliance with the contract terms and conditions, the quality of the deliverables, and the effectiveness of the procurement management. A procurement audit can help the project manager understand why there is an unexpected financial balance remaining at the end of the project, by identifying any errors, discrepancies, overpayments, or underpayments that occurred during the procurement process. A procurement audit can also provide recommendations for future improvements and lessons learned. The other options are not the best ways to understand why there is an unexpected financial balance remaining, because they may not focus on the procurement aspect of the project, or they may not provide enough detail or analysis to explain the cause of the issue. References: Project Procurement Management - PMBOK Guide, Procurement Audit - Project Management Knowledge

When faced with a situation where a team member often disagrees with the project manager and refuses to implement decisions, it is crucial for the project manager to engage in conflict resolution by understanding the team member’s perspective. This involves identifying the root causes of the disagreement and working collaboratively to find a solution that aligns with the project’s goals while addressing the team member’s concerns. This approach not only resolves the current conflict but also strengthens team cohesion and prevents future disagreements.

According to the PMBOK Guide, conflict management is the process of identifying and addressing differences that, if left unresolved, could affect project performance1. The project manager should use appropriate conflict resolution techniques to facilitate constructive interactions among stakeholders and foster a collaborative project environment2. One of the conflict resolution techniques is collaborating, which involves incorporating multiple viewpoints and insights from different perspectives, and leads to consensus and commitment3. In the given scenario, the project manager should use a direct, collaborative approach with the technician and supervisor to understand the root cause of the conflict, address their concerns, and find a mutually acceptable solution that does not compromise the project objectives. This approach would also help to improve the relationship and trust between the technician and supervisor, and enhance their performance and motivation. References:

1: PMBOK Guide, 6th edition, p. 504

2: PMBOK Guide, 6th edition, p. 505

3: PMBOK Guide, 6th edition, p. 507

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

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

The other options are not appropriate because:

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

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

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

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

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

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

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

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

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

2: 4 Reasons Project Stakeholder Feedback is Important

3: How to Gather and Control Stakeholder Feedback and Reaction

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

[5]: Design Thinking for Project Managers - PMI

[6]: Design Thinking for Project Management - ProjectManager

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

The project manager should take two actions to deal with the situation of the neighbors resisting the project and threatening legal action. One action is to publish information on the city’s website about the benefits that the new tram station will bring, such as improved transportation, reduced traffic, increased safety, and enhanced economic development. This action can help to inform and educate the public about the project’s value proposition and address any misconceptions or concerns that the neighbors may have. The project manager can also use other communication channels, such as social media, newsletters, or press releases, to reach a wider audience and increase awareness and support for the project12.

Another action is to register this situation as a risk and develop a mitigation plan. A risk is an uncertain event or condition that can have a positive or negative effect on the project’s objectives. The situation of the neighbors opposing the project and threatening legal action is a negative risk that can potentially cause delays, cost overruns, reputation damage, or even project cancellation. The project manager should identify and document this risk in the risk register, along with its probability, impact, and priority. The project manager should also develop a mitigation plan to reduce the likelihood or severity of the risk. The mitigation plan may include actions such as engaging with the neighbors, negotiating with them, offering them compensation, or seeking legal advice34. References: = PMBOK® Guide, Sixth Edition, pages 376-377, 414-415; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOK® Guide, Sixth Edition, pages 395-396, 443-444; Project Risk Management - A Quick Guide, Step 3: Plan Risk Responses.

According to the Project Management Professional (PMP) certification exam content outline, one of the tasks under the domain of executing the project is to “Implement approved changes, actions, and workarounds, including escalating decisions to the appropriate stakeholders, as necessary, to meet project objectives” 1. This implies that the project manager should have a risk management plan that includes predefined risk responses for potential threats and opportunities. A data breach is a serious threat that could compromise the confidentiality, integrity, and availability of the project data and deliverables. Therefore, the project manager should follow the planned risk response to handle the issue as the first step. The planned risk response could involve mitigating the impact of the breach, transferring the risk to a third party, avoiding further exposure, or accepting the consequences. The project manager should also communicate the issue to the relevant stakeholders and seek their support and guidance.

The other options are not the first steps that the project manager should take. Reviewing possible alternative documentation methods with the team (B) is not relevant to the data breach issue and could delay the resolution. Updating the risk register with the risk and proposed impact © is important, but it should be done after implementing the risk response, not before. Asking the team to fix the system to resolve the issue (D) is not sufficient, as the project manager should also coordinate with other parties, such as the security team, the legal team, the customer, and the senior management, to address the breach and its implications. References: 1 Project Management Professional (PMP) Examination Content Outline, June 2019, p. 112 How to Effectively Manage a Data Breach 3 6 Steps to Developing a Data Breach Response Plan How to handle data breaches according to the GDPR

According to the PMBOK Guide, 6th edition, section 9.5.2.3, one of the tools and techniques for managing team conflict is agile release planning. This involves conducting daily stand-up meetings or Scrum meetings, where team members can communicate their progress, issues, and impediments. The project manager or scrum master can facilitate these meetings and help resolve any conflicts that arise among team members or with other stakeholders. This strategy ensures that conflicts are handled in a timely manner and do not escalate or affect the project performance. The other options are not specific to agile or hybrid projects and do not address the root causes of conflict. References: PMBOK Guide, 6th edition, section 9.5.2.3; PMP Practice Exam, question 77.

One of the key characteristics of agile development is iterative delivery of product increments, which allows for customer feedback and adaptation to changing requirements. To achieve this, the project scope needs to be broken down into smaller parts, each delivering a valuable and testable functionality. The first part should represent a minimum viable product (MVP), which is the smallest version of the product that can be released to the market and validated by the customers. This way, the project can deliver early and measurable value, and reduce the risk of building something that is not needed or wanted. References: Agile Methodology in Project Management as a Licensed PMP, Agile Guide to the Planning Processes - Agile Approach

Allowing the resources to periodically choose on which team they would like to work is a technique that fosters self-organization and empowerment among the team members. It also helps to create cross-functional teams that can deliver value faster and more effectively. Self-organization is one of the key principles of agile project management, as it enables the team to adapt to changing requirements and customer needs. The project manager should not prevent the resources from choosing teams, as this would undermine their autonomy and motivation. The project manager should also not assume that the resources will always choose their favorite team, as this may not be the case. The project manager should not indicate that the team members have already been assigned to a team through workforce optimization, as this would imply that the team composition is fixed and cannot be changed. References: Project Management Professional Sample Questions, page 12, question 100. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 52, section 2.3.2. [Agile Practice Guide], page 14, section 2.1.2.

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

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

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

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

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

The project manager should have implemented the communications management plan properly to avoid this situation. The communications management plan is a component of the project management plan that defines how the project information will be communicated to the stakeholders, such as the frequency, format, content, and methods of communication. The project manager should have followed the communications management plan to inform the CEO and other relevant stakeholders about the new tax policies and their impact on the project cost, as well as the updated risk register and the proposed risk responses. This would have enabled the project manager to manage the expectations of the stakeholders, address their concerns, and seek their support and approval for the project continuation. The project manager should have also used effective communication skills, such as active listening, feedback, and conflict resolution, to ensure a clear and mutual understanding of the project status and issues. By communicating the project information properly, the project manager could have avoided the surprise and potential cancellation of the project by the CEO. References: PMBOK Guide, 6th edition, section 10.1.3.1, page 377, PMP Exam Prep, 10th edition, page 368

According to the PMBOK Guide, scope change control is the process of managing the changes to the project scope and ensuring that they are aligned with the project objectives and benefits. Scope change control involves identifying, documenting, analyzing, approving, or rejecting changes to the project scope. Scope change control also requires updating the project management plan, project documents, and project baselines to reflect the approved changes. Scope change control is part of the integrated change control process, which involves coordinating changes across all aspects of the project, such as schedule, cost, quality, risk, and stakeholder expectations. The CCB is a formal group of stakeholders who are responsible for reviewing and approving change requests and ensuring that they are consistent with the project charter and business case. The CCB also monitors the impact of changes on the project performance and benefits. The project manager should collaborate with the CCB to review the scope and submit any change requests that are necessary to keep the project on schedule while still meeting the project objectives. This will ensure that the scope changes are properly evaluated, authorized, and communicated to the project team and other stakeholders. The other options are not the best choices because they do not follow the scope change control process and may result in scope creep, rework, conflicts, or missed expectations. Option B is incomplete because it does not mention the collaboration with the CCB and the review of the scope. Option C is risky because it may increase the cost and complexity of the project without ensuring that the scope changes are justified and approved. Option D is irresponsible because it ignores the impact of scope changes on the project schedule and quality. References:

PMBOK Guide, Seventh Edition, Chapter 4: Project Integration Management, Section 4.6: Integrated Change Control

PMBOK Guide, Seventh Edition, Chapter 5: Project Scope Management, Section 5.6: Scope Change Control

PMI-PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.3: Benefits Tracking

Scope change control - Project Management Institute

 The project manager should review the procurement contract to understand the terms and conditions related to quality and defects. Then, the project manager should engage in negotiations with the supplier to find a solution that is agreeable to both parties. This approach aligns with the PMBOK guide’s emphasis on procurement management, which includes the processes of planning, conducting, controlling, and closing procurements. It is important to manage procurements effectively to ensure that the project can meet its objectives while maintaining good relationships with suppliers.

In an agile environment, focusing on the team’s engagement during the retrospective meeting is crucial for continuous improvement and collaboration. The retrospective is a dedicated time to reflect on the past iteration, discuss what went well, what didn’t, and how the team can improve its processes and work environment. By actively engaging the team during this meeting, the project manager can facilitate a collaborative discussion that encourages team members to share their insights and ideas for maximizing work delivery despite the product’s complexity. This aligns with agile principles of self-organization and continuous improvement, fostering a collaborative team culture that can adapt to challenges and enhance performance.

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

Agile Practice Guide, page 11

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

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

 Daily standup meetings are an essential practice of Scrum, which aim to facilitate communication, collaboration, and coordination among the project team members1. Daily standup meetings are short, time-boxed, and focused sessions where each team member answers three questions: what they did yesterday, what they will do today, and what impediments they face2. Daily standup meetings help the team to:

Align their work with the sprint goal and the definition of done

Identify and resolve any issues or dependencies that may affect the sprint progress

Share information, feedback, and ideas with each other

Foster a sense of accountability, transparency, and trust If daily standup meetings are not held or enforced, the team may experience communication gaps, which can lead to misunderstandings, conflicts, delays, or poor quality of work3. Therefore, the project manager or the Scrum master should ensure that daily standup meetings are conducted regularly, effectively, and efficiently, and that all team members participate actively and respectfully4. References:

Daily Stand-up Meeting - Scrum Inc

Daily Scrum - Scrum Guide

Scrum & the challenge of effective communication - Medium

7 ways the Scrum Master can improve Scrum Team Communication

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

PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4

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

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

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

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

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

This answer is based on the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam1, and the PMP Examination Content Outline, which is based on the Project Management Professional (PMP) objectives and content2. According to these sources, one of the key principles of agile project management is to empower the team to self-organize and self-manage their work, rather than assigning tasks or dictating solutions34. Empowering the team means giving them the authority, responsibility, and accountability to make their own decisions on how to perform the tasks, within the agreed-upon scope, quality, and schedule criteria34. Empowering the team also means providing them with the necessary resources, tools, information, and support to enable them to deliver value to the customer34. Empowering the team can promote collaboration, innovation, ownership, motivation, and satisfaction among the team members, as well as improve the quality and speed of the project outcomes34. The other options are not correct because they do not foster empowerment and accountability among the team. Assigning the tasks individually based on the role of the team member may ensure expertise on the subject, but it may also create silos, dependencies, and bottlenecks in the team, and reduce the flexibility and adaptability of the team to changing customer needs34. Encouraging and assigning the team to perform demos of their products or software with the customers may increase the feedback and validation of the project deliverables, but it may not necessarily empower the team to make their own decisions on how to perform the tasks, especially if the functional manager or the project manager still controls the scope, quality, and schedule of the project34. Encouraging the team to keep the product owner involved when choosing ways to resolve the given task may enhance the alignment and communication between the team and the product owner, but it may also undermine the autonomy and creativity of the team, and create a dependency on the product owner for every decision34. References:

PMP Examination Content Outline - January 2021

The PMI Guide to Business Analysis

Business Analysis for Practitioners: A Practice Guide

Professional in Business Analysis Reference Materials

Emotional intelligence (EI) is the ability to understand and manage one’s own emotions and those of others. EI is a critical skill for project managers, as it helps them to communicate effectively, build trust, motivate teams, resolve conflicts, and manage stakeholder relationships. EI consists of four core components: self-awareness, self-regulation, motivation, empathy, and social skills. Project managers can benefit from EI training to enhance their leadership and team dynamics in the context of project management. EI training can help project managers to:

Grasp EI’s core elements and assess their own strengths and weaknesses

Boost communication and leadership skills through emotional understanding

Learn conflict resolution techniques to improve team dynamics

Master managing stakeholder relationships with EI principles

Reframe negative emotions with positivity and align them with project goals

Manage stress and maintain focus under pressure References:

Emotional Intelligence for Project Managers | Udemy

Emotional Intelligence for Project Managers - Project Management Academy

Emotional Intelligence - Project Management Academy

The correct answer is C. According to the PMBOK® Guide, the project manager should evaluate the impact of any deviations or defects on the project scope, schedule, cost, quality, and risks, and initiate the change request process to obtain approval for any corrective actions1. The project manager should also communicate the change request to the relevant stakeholders and update the project management plan and other documents accordingly2. Asking the product designer why the deviation was not considered, reporting to the project sponsor that the product is working, or asking the quality team to discard the sample and test again are not appropriate actions, as they do not address the root cause of the problem, nor do they follow the change control procedures. References: 1: PMBOK® Guide, page 112-113; 2: PMBOK® Guide, page 121-122

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

According to the PBA Guide, the project manager should facilitate the resolution of issues and conflicts that arise during the project, such as interruptions and requests for help from other teams1. This involves identifying the root causes of the problem, such as unclear roles and responsibilities, competing priorities, or lack of communication2. The project manager should then define the ground rules with all project team members to minimize interferences, such as setting boundaries for availability, delegating tasks, or using technology to avoid distractions34. This is also consistent with the PMBOK Guide, which states that the project manager should establish the team ground rules as part of the team development process5. By identifying the problem’s root causes and defining the ground rules, the project manager can help the project team members avoid interruptions and requests for help from other teams, and focus on completing their tasks during the iterations. References:

1: PBA Guide, Chapter 3, Section 3.4.3, Page 66

2: PBA Guide, Chapter 3, Section 3.4.3.1, Page 67

3: A Plan for Managing (Constant) Interruptions at Work

4: 6 Secrets for Avoiding Interruptions at Work

5: PMBOK Guide, Chapter 9, Section 9.3.2.3, Page 318

According to the PMBOK Guide, the project manager is responsible for managing the project team and ensuring that the team members perform their assigned tasks effectively. One of the tools and techniques for managing the project team is interpersonal and team skills, which include conflict management, negotiation, and emotional intelligence. These skills help the project manager to address any issues or problems that may arise among the team members, and to resolve them in a constructive and respectful manner. The project manager should not ignore the problem, move the team member to another task, or involve the whole team without first understanding the root cause of the issue. The best option is to have a confidential discussion with the team member to identify the root cause, and then work together to find a solution that satisfies both parties and supports the project objectives. References: PMBOK Guide, 7th edition, pages 267-268, 271-272.

The best option for the project manager in this situation is to have a meeting with the project manager of the other project to find a resource optimization solution that works for both projects. Resource optimization is a technique that aims to balance the demand and supply of resources across multiple projects and ensure that the resources are used efficiently and effectively. By meeting with the other project manager, the project manager can discuss the resource availability, requirements, constraints, and priorities of both projects and explore possible alternatives to resolve the resource conflict. Some of the alternatives may include:

Sharing the resource between the projects according to a predefined schedule or allocation percentage

Adjusting the project schedules or activities to reduce the resource overlap or dependency

Finding another resource with similar skills or qualifications to replace or supplement the requested resource

Negotiating with the stakeholders to modify the project scope, quality, or budget to accommodate the resource limitation

By collaborating with the other project manager, the project manager can find a mutually beneficial solution that minimizes the impact on both projects and maintains a good working relationship with the other project team123. References: = PMBOK® Guide, Sixth Edition, pages 318-319, 333-334; Agile Practice Guide, pages 28-29, 50-51; How to Manage Resources Across Multiple Projects.

A project artifact is any document, deliverable, or output that is produced during the project life cycle. Examples of project artifacts include the project charter, the project management plan, the risk register, the issue log, the change log, the status reports, and the lessons learned. According to the Professional in Business Analysis Reference Materials1, project artifacts should be validated to ensure that they are accurate, complete, consistent, and up to date. Validation can be done by reviewing, inspecting, testing, or auditing the artifacts, and by involving the relevant stakeholders, such as the project team, the sponsor, the customer, or the quality assurance team.

In this scenario, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. This indicates that the risk register has not been validated properly, and that there is a lack of configuration management and version control. Configuration management is the process of identifying, tracking, controlling, and auditing the changes made to the project artifacts throughout the project life cycle. Version control is the technique of maintaining and labeling the different versions of the project artifacts, and ensuring that only the latest and approved version is used by the project team and stakeholders. According to the PMBOK Guide2, configuration management and version control are part of the Monitor and Control Project Work process, which is the responsibility of the project manager.

Therefore, the correct answer is C. Validated the project artifacts. The project manager should have validated the project artifacts, such as the risk register, to ensure that they are correct and current, and that they reflect the actual status and progress of the project. The project manager should have also implemented configuration management and version control procedures, such as using a configuration management system, a document management system, or a project management software, to track and manage the changes made to the project artifacts, and to communicate and distribute the latest versions to the project team and stakeholders.

The other options are not the best choices, because:

Referred to the communications management plan: The communications management plan is a document that describes how the project information will be communicated to the project team and stakeholders, such as the frequency, mode, content, and responsibility of communication. While referring to the communications management plan could help the project manager understand how the project artifacts are shared and updated, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

Validated the issue log: The issue log is a document that records and tracks the issues that arise during the project, such as conflicts, errors, defects, or deviations. While validating the issue log could help the project manager identify and resolve the issues that affect the project performance, quality, or scope, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

Performed expert judgment: Expert judgment is a technique that involves using the knowledge and experience of experts to provide guidance, advice, or recommendations for the project. While performing expert judgment could help the project manager obtain insights and best practices for managing the project artifacts, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

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

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

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

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

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

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

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

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

Obstacles are any factors that hinder the progress or success of a project. They can be internal or external, technical or human, predictable or unforeseen1. Obstacles can cause delays, cost overruns, quality issues, scope changes, stakeholder dissatisfaction, and even project failure2. Therefore, it is essential for project managers to identify, analyze, and resolve obstacles as soon as possible.

One of the best practices for managing obstacles is to prioritize them for resolution. This means that the project manager should evaluate the impact and urgency of each obstacle, and rank them according to their importance and severity3. Prioritizing obstacles helps the project manager to focus on the most critical ones first, and allocate the appropriate resources and actions to address them. Prioritizing obstacles also helps the project manager to communicate the status and progress of obstacle resolution to the project team and stakeholders, and to manage their expectations and feedback4.

The other options are not the best choices for the project manager in this situation. Having the project team work on other activities (option A) may be a temporary workaround, but it does not solve the underlying problem. It may also create more confusion, waste, and rework, and reduce the team’s motivation and productivity5. Implementing plans to remove the obstacles (option B) may be a necessary step, but it should be done after prioritizing the obstacles. Otherwise, the project manager may spend too much time and effort on less important obstacles, and neglect the more critical ones6. Escalating to the project steering committee (option C) may be appropriate in some cases, especially when the obstacles are beyond the project manager’s authority or influence. However, it should not be the first or only option, as it may indicate a lack of initiative, responsibility, or problem-solving skills from the project manager. The project manager should try to resolve the obstacles at their level first, and only escalate when necessary7.

 1: What are the Top 3 Obstacles in Projects? - Project Management Articles … 2: 6 Common Project Management Challenges and How to Overcome Them 3: [How to Prioritize Project Tasks and Risks | Smartsheet] 4: [Project Management: How to Prioritize Issues and Risks | Project …] 5: [How to Overcome Project Management Obstacles | ProjectManager] 6: [How to Prioritize Project Problems and Risks | TeamGantt] 7: Steering Committee: Definition, Roles & Meeting Tips - ProjectManager

According to the PMBOK Guide, the first process in the Project Integration Management knowledge area is Develop Project Charter. This process authorizes the project and defines the high-level scope, objectives, and stakeholders of the project. The project charter is based on the business case, which is the document that justifies the need and value of the project. The business case is usually prepared by the project sponsor or initiator, not the project manager. Therefore, option A is incorrect. Option B is also incorrect, because a SWOT analysis is a technique used to identify the project risks, assumptions, and constraints, which are part of the project planning process, not the initiating process. Option C is incorrect, because engaging stakeholders and allocating resources are also part of the project planning and executing processes, not the initiating process. Option D is the correct answer, because gathering requirements from stakeholders is a key activity in the initiating process group, as it helps to define the scope and objectives of the project, as well as the expectations and needs of the stakeholders. The project manager should gather requirements from stakeholders before developing the project charter, as the charter should reflect the stakeholder requirements and align with the business case. References: = PMBOK Guide, 6th edition, pages 30-33, 75-77, 123-125, 135-137.

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

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

A project charter is a project planning document that sells the project to stakeholders and sponsors. It provides a preliminary delineation of roles and responsibilities, outlines the project’s key goals, identifies the main stakeholders, and defines the authority of the project manager. A project charter is essential for any project, regardless of its size or complexity, as it serves the following purposes:

It authorizes the project and grants the project manager the permission to use organizational resources

It serves as a primary sales document that summarizes the project’s value proposition and return on investment

It acts as a roadmap that guides the project team and stakeholders throughout the project lifecycle

It helps to manage the project scope and avoid scope creep by establishing the project boundaries and deliverables

It facilitates communication and alignment among the project team, sponsors, and stakeholders by clarifying the project objectives, assumptions, risks, and constraints Therefore, the project manager should explain to the sponsor that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager’s responsibilities. Without a project charter, the project may face the following risks:

Lack of clarity and direction for the project team and stakeholders

Misalignment of expectations and goals among the project team, sponsors, and stakeholders

Scope creep and change requests that may impact the project schedule, budget, and quality

Conflicts and disputes over roles, responsibilities, and authority

Reduced stakeholder engagement and support References:

What is a Project Charter? Complete Guide & Examples

How to Write a Project Charter: Examples & Template Included

Project charter - Wikipedia

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Managing the Impact of Regulatory Change on Policies3

Defining a Regulatory Change Management Process4

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

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

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

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

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

The project manager should take the action of delivering business value as soon as possible as a priority. This is because the project is aimed at increasing the commercial value of the product in a highly competitive market, which means that the project needs to deliver a viable solution that meets the customer needs and expectations quickly and effectively. By delivering business value as soon as possible, the project manager can also obtain early feedback, validate the assumptions and requirements, and make adjustments as needed. This will help to improve the quality, performance, and satisfaction of the product, and to reduce the risk of waste, rework, and delays. The other options are not as important or relevant as delivering business value as soon as possible. Emphasizing the use of Kanban methodology may be helpful, but it is not a priority action, as it is a tool or technique, not a goal or outcome. Kanban is a visual system that helps to manage the flow of work and limit the work in progress, but it does not guarantee the delivery of business value. Ensuring the project sponsor is aware of the go-to market date is a good practice, but it is not a priority action, as it is a communication or reporting activity, not a delivery or execution activity. The go-to market date may also change depending on the feedback and changes in the market. Implementing a plan-do-check-act (PDCA) cycle is a useful approach, but it is not a priority action, as it is a process or framework, not a result or benefit. The PDCA cycle is a method for continuous improvement that involves planning, doing, checking, and acting on the results, but it does not specify what business value to deliver or how to deliver it. References: PMBOK Guide, 6th edition, Chapter 1.2.6, 4.1.3, 5.1.3, Agile Practice Guide, 1st edition, Chapter 2.2.1, 2.3.1

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

Project Management Professional (PMP) Reference Materials:

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

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

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

Lessons learned - Project Management Institute

Professional in Business Analysis (PBA) Reference Materials:

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

Lessons learned - Project Management Institute

Servant leadership is a style of leadership that focuses on serving the needs and interests of the team members, rather than imposing authority or control over them. Servant leaders empower, coach, and facilitate their teams to achieve the project goals, while fostering a culture of trust, collaboration, and innovation. According to the Professional in Business Analysis Reference Materials1, servant leadership is one of the key competencies for project managers, especially in agile environments, where teams are expected to be self-organizing, adaptive, and customer-centric.

In this scenario, the project team evaluated the product’s feasibility of functionality and accelerated testing, which implies that they are following an agile approach to deliver the product incrementally and iteratively, based on customer feedback and value. A minimum viable product (MVP) is a version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. Finding the MVP is a common practice in agile projects, as it helps to reduce waste, optimize resources, and validate assumptions.

Therefore, the best option for the project manager as a servant leader is to support the team as necessary to find the MVP. This means that the project manager should:

Provide the team with the necessary tools, resources, and guidance to conduct the feasibility and testing activities.

Remove any impediments or obstacles that might hinder the team’s progress or performance.

Encourage the team to collaborate and communicate effectively with each other and with the customer.

Facilitate the team’s learning and improvement through feedback, reflection, and experimentation.

Recognize and appreciate the team’s efforts and achievements.

By supporting the team as necessary to find the MVP, the project manager can demonstrate servant leadership, and help the team to deliver a valuable and quality product to the customer, while meeting the project constraints and expectations.

The other options are not the best choices, because:

Amend the project budget to include MVP testing: This option implies that the project manager is not following the approved schedule management plan, and is making changes to the project scope, cost, and baseline without proper justification or authorization. This could create confusion, conflict, or resistance among the project stakeholders, and jeopardize the project success. Moreover, this option does not reflect servant leadership, as it does not address the needs or interests of the team or the customer.

Submit a change request to the project sponsor for accelerated testing: This option implies that the project manager is not following the agile principles and practices, and is relying on a formal and bureaucratic process to manage changes in the project. This could slow down the project delivery, reduce the team’s autonomy and flexibility, and undermine the customer’s satisfaction and trust. Moreover, this option does not reflect servant leadership, as it does not empower or facilitate the team to find the MVP.

Develop the product as per the schedule to perform integration and testing: This option implies that the project manager is ignoring the team’s evaluation and feedback, and is sticking to a rigid and predetermined plan to deliver the product. This could result in a product that does not meet the customer’s needs or expectations, or that has unnecessary or unwanted features. Moreover, this option does not reflect servant leadership, as it does not support or involve the team in finding the MVP.