Free Practice Questions for PMI PMP Exam

When a project manager takes over a project that has been without leadership, it is crucial to quickly establish a sense of direction and momentum. Setting short-term goals helps to clarify immediate priorities and provides team members with a clear understanding of what needs to be accomplished in the near term. This approach aligns with the PMP’s emphasis on leading and directing project tasks as outlined in the PMP Examination Content Outline1. Moreover, recognizing achievements and praising team members align with the PMI’s guide on engaging and supporting team performance2.

 In situations where the project scope contains items that are well-defined and others that are complex and not fully understood, it is advisable to use a hybrid approach. The well-defined items can be managed using a predictive approach, which relies on a clear understanding of the scope, allowing for detailed planning and control. For the complex items, an agile approach is more suitable as it allows for iterative development, where the scope can be clarified and adjusted as more information is uncovered through progressive elaboration. This approach aligns with the PMBOK guide’s emphasis on tailoring the project management processes to the needs of the project, which may include varying degrees of uncertainty and complexity12.

In situations where a stakeholder objects to a project, it is crucial for the project manager to assess the impact of the stakeholder’s concerns and engage with them properly. This involves understanding the stakeholder’s perspective, the reasons behind their objections, and the potential influence they have on the project. By doing so, the project manager can address the concerns in a manner that respects the stakeholder’s legacy ties while also guiding the project towards its objectives. Effective stakeholder engagement is a key aspect of project management and business analysis, as it helps in managing expectations, resolving conflicts, and ensuring that all parties are aligned with the project’s goals.

Personas are fictional characters created based on the behaviors and motivations of real people. They are used in user-centered design to visualize the users and their needs in detail, allowing for a deeper understanding and empathy towards the user. This technique helps in designing tools and systems that strongly appeal to the users by considering their persona, which is crucial for the success of any project that involves user interaction123.

 The project manager should consult the project team to understand the extent of the training needs for the contractor. This is consistent with the agile value of individuals and interactions over processes and tools1. The project manager should also collaborate with the contractor to provide them with the necessary guidance and coaching on the agile principles and practices2. Asking the project sponsor to replace the contractor since they do not have agile experience (A) is not a good option since it may cause unnecessary delays and costs for the project. Issuing a formal notice to the contractor to obtain an agile certification (B) is also not appropriate since it may create a sense of distrust and resentment in the contractor. Instructing the contractor to receive agile training since the project has already started (D) is not a sufficient action since it does not address the specific needs and expectations of the project team and the contractor. References:

1: Agile Practice Guide, Chapter 1, Section 1.2.1

2: Agile Practice Guide, Chapter 2, Section 2.3.2.2

 When a project encounters a risk that was not fully anticipated, and the project manager has developed a new response that deviates from the original plan, it is essential to obtain management approval before proceeding. This ensures that the new approach is aligned with the project’s objectives and that management is aware of the changes being made to the risk response plan. The PMBOK Guide highlights the importance of involving project stakeholders, particularly management, when significant changes are proposed1. This is also supported by best practices in business analysis, which advocate for stakeholder engagement and approval in the decision-making process to address risks effectively2.

 In the context of PMP, when a project encounters technical impediments that could potentially delay deliverables, it is crucial to document and track these issues formally. Updating the issue log is a standard practice in project management, as it ensures that all stakeholders are aware of the impediments and the actions being taken to resolve them. This approach aligns with the principles of communication and transparency in project management, as outlined in the PMBOK® Guide and other PMP reference materials. It allows for a structured method to prioritize and address the issues, facilitating better decision-making and resource allocation to resolve the impediments1.

In an agile project environment, especially one that involves complex products requiring continual customer feedback, it is essential to deliver value incrementally. This approach aligns with the Agile philosophy of iterative development, which emphasizes frequent delivery of workable product features to get quick feedback from customers and adapt to changes swiftly123. Regular releases allow the project team to refine the product continually based on real user feedback, ensuring that the product evolves to meet customer needs effectively45. This method also helps in managing the complexity of the product by breaking down the delivery into smaller, manageable increments, which can be more easily controlled and adjusted as needed.

 The project manager should make sure the analyst has regular pairing meetings with the other team member throughout task execution, as this is part of developing project team. Developing project team involves improving the competencies, interaction, and environment of the team members to enhance project performance. By making sure the analyst has regular pairing meetings, the project manager can facilitate knowledge sharing, collaboration, and mentoring among the team members, and address the analyst’s concerns and needs. The other options are not the best ways to handle this situation, as they either ignore, transfer, or delay the analyst’s concerns and development. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 9, Section 9.3

PMP Exam Content Outline, June 2019, Domain III, Task 9

PMP Sample Test Questions, Question 186

 The project manager should validate if the training request is within the scope and budget of the project before approving or rejecting it. The training request may be a valid requirement that was not identified during the planning process, or it may be a nice-to-have that is not necessary for the project success. The project manager should evaluate the benefits and costs of the training request and compare them with the project baseline. If the training request is within the scope and budget, the project manager can approve it. If the training request is outside the scope and budget, the project manager should send it to the change control board (CCB) for approval. The CCB is responsible for reviewing and approving change requests that affect the project baseline. Rejecting the request without validation may result in missing a critical requirement or losing a valuable team member. Approving the request without validation may result in scope creep or budget overrun. References:

PMBOK® Guide, 6th Edition, Chapter 4, Section 4.5.6, “Change Requests”

PMBOK® Guide, 6th Edition, Chapter 5, Section 5.6.3.1, “Requirements Documentation Updates”

PMBOK® Guide, 6th Edition, Chapter 7, Section 7.4.3.1, “Cost Forecasts”

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.3.3.1, “Resource Requirements Updates”

To answer this question, we need to calculate the earned value (EV), the planned value (PV), and the actual cost (AC) of the project based on the given information. Then, we can compare them to determine the project status in terms of schedule and cost performance.

The earned value (EV) is the monetary value of the work completed so far. It can be calculated by multiplying the percent complete of the project by the budget at completion (BAC), which is the total approved budget for the project. The BAC can be obtained by adding the approved work package cost estimates, the contingency reserves, and the management reserves. In this case, the BAC is:

BAC=9500+500+(10%×500)=10550

The EV is then:

EV=50%×10550=5275

The planned value (PV) is the monetary value of the work that was planned to be completed by a certain date. It can be calculated by multiplying the planned percent of the project by the BAC. In this case, the PV is:

PV=40%×10550=4220

The actual cost (AC) is the monetary value of the work actually performed. It is given as:

AC=4500

To determine the project status, we can use the cost variance (CV) and the schedule variance (SV) formulas. The CV is the difference between the EV and the AC, and it indicates whether the project is under budget or over budget. A positive CV means the project is under budget, while a negative CV means the project is over budget. The CV is:

CV=EV−AC=5275−4500=775

The SV is the difference between the EV and the PV, and it indicates whether the project is ahead of schedule or behind schedule. A positive SV means the project is ahead of schedule, while a negative SV means the project is behind schedule. The SV is:

SV=EV−PV=5275−4220=1055

From the CV and SV values, we can conclude that the project is under budget and ahead of schedule. To find the percentage of deviation from the planned cost and schedule, we can use the cost performance index (CPI) and the schedule performance index (SPI) formulas. The CPI is the ratio of the EV to the AC, and it measures the cost efficiency of the project. A CPI greater than 1 means the project is under budget, while a CPI less than 1 means the project is over budget. The CPI is:

CPI=ACEV​=45005275​=1.17

The SPI is the ratio of the EV to the PV, and it measures the schedule efficiency of the project. A SPI greater than 1 means the project is ahead of schedule, while a SPI less than 1 means the project is behind schedule. The SPI is:

SPI=PVEV​=42205275​=1.25

From the CPI and SPI values, we can calculate the percentage of deviation from the planned cost and schedule by subtracting 1 and multiplying by 100. The percentage of deviation from the planned cost is:

(CPI−1)×100=(1.17−1)×100=17%

The percentage of deviation from the planned schedule is:

(SPI−1)×100=(1.25−1)×100=25%

Therefore, the project cost is 17% lower than planned, and the project schedule is 25% ahead of planned. Among the given options, the closest one is B. The project cost is 10% lower than planned.

The project manager should review the communications management plan and submit a change request if required. The communications management plan is a document that describes how the project information will be communicated to the stakeholders. It defines the communication requirements, methods, formats, frequency, and responsibilities for each stakeholder group. The project manager should review the communications management plan to understand the current communication expectations and agreements, and to identify any gaps or conflicts between the sponsor’s request and the key team members’ preferences. If the communications management plan needs to be updated to accommodate the sponsor’s request, the project manager should submit a change request and follow the change control process. Negotiating with the key team members to send a daily report and letting the sponsor know that the project cost will increase (option A) may be a possible solution, but it should be done after reviewing the communications management plan and submitting a change request if required. Recommending to the sponsor that performance of the project be reviewed once per week (option B) may not satisfy the sponsor’s needs and expectations, and may also contradict the communications management plan. Evaluating the capacity of each team member to attend daily meetings in person or virtually and reducing the time of each meeting (option D) may be a good practice, but it should also be done after reviewing the communications management plan and submitting a change request if required. References:

PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications Management

PMP Exam Prep, 10th edition, page 474, question 474, answer and explanation

According to the PMBOK Guide, a design change is a type of change request that modifies the product or service specifications, features, or functions. A design change might potentially add value to the project, but it might also affect the project scope, schedule, cost, quality, risk, and other aspects. Therefore, the project manager should not accommodate, consult, or convince the client without following the change management process. The change management process involves identifying, analyzing, documenting, presenting, deciding, communicating, and implementing the change request. The project manager should make transactional decisions focusing on the project goals, which means assessing the feasibility, desirability, and priority of the change request, and preparing a recommendation for the change control board (CCB). The CCB is the formal recognized group that reviews, evaluates, and takes decision on change requests. The CCB can approve, partially approve, or reject the change request based on the project goals, objectives, and constraints. The project manager should communicate the decision of the CCB to the client and implement the approved changes accordingly. References:

PMBOK Guide’s Change Management Process For PMP Exam

Change Log - Project Management Knowledge

Project Management Change Request Form & Process

Change Log Template - Project Management Docs

The project manager should recommend the product owner prioritize the missing work higher because it is needed for the initial launch of the new product. The product owner is responsible for defining and prioritizing the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner should ensure that the product backlog reflects the customer’s needs and preferences, as well as the project’s scope and objectives. The project manager should collaborate with the product owner and provide guidance and support on the product backlog management. The project manager should also communicate with the agile team and facilitate their involvement and feedback on the product backlog. The project manager should advise the product owner to prioritize the missing work higher because it is essential for the minimum viable product (MVP), which is a version of the product that has enough features and functionality to satisfy the customer’s needs and expectations. The MVP is the main goal of the initial launch of the new product, as it allows the project team to deliver value to the customer early and often, and to obtain feedback and validation for the product. The project manager should explain to the product owner the importance and benefits of delivering the MVP, and the risks and consequences of delaying or omitting the missing work. The project manager should also help the product owner to balance the competing demands and trade-offs of the product backlog, and to align the product backlog with the project’s vision, goals, and strategy.

The other options are not the best actions for the project manager to take in this situation. Letting the project team pull the recommended work from the bottom of the backlog to maximize value creation may cause confusion and inconsistency in the product backlog, as well as conflict and distrust between the product owner and the agile team. The product owner is the sole authority for defining and prioritizing the product backlog, and the agile team should respect and follow the product owner’s decisions. The project manager should not undermine the product owner’s role or authority, but rather support and facilitate the collaboration and communication between the product owner and the agile team. Analyzing and reprioritizing the backlog and providing the decision to the product owner and team may also undermine the product owner’s role and authority, as well as violate the agile principles and values. The project manager should not impose their own decisions or opinions on the product backlog, but rather advise and assist the product owner in making informed and effective decisions. The project manager should also not act as a intermediary or a gatekeeper between the product owner and the agile team, but rather enable and encourage direct and frequent interaction and feedback among them. Empowering the product owner by supporting the decision and instructing the team to follow the prioritization as provided may ignore the agile team’s input and feedback, as well as jeopardize the project’s success and quality. The project manager should not blindly support the product owner’s decision or instruct the agile team to follow the prioritization as provided, especially if the decision or the prioritization is not aligned with the project’s scope and objectives, or the customer’s needs and expectations. The project manager should challenge and question the product owner’s decision or prioritization if it is not based on valid and relevant criteria or data, or if it does not deliver the maximum value to the customer and the project. The project manager should also listen and consider the agile team’s input and feedback, as they have the technical expertise and experience to perform the work and to deliver the product. References:

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.4, “Prioritized Product Backlog”

PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.6, “Minimum Viable Product”

PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2.2.1, “Stakeholder Engagement Plan”

PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1

An earned value analysis (EVA) is a tool that measures the project performance in terms of scope, schedule, and cost. It compares the planned value (PV), the earned value (EV), and the actual cost (AC) of the project work to determine the variances and the indexes. By conducting an EVA, the project manager can identify the root causes of the project delay and cost overrun, and take corrective actions accordingly. An EVA can also help the project manager communicate the project status and progress to the stakeholders more effectively and objectively. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 7, Section 7.4.2.1

PMP Exam Content Outline, June 2019, Domain III, Task 8

PMP Sample Test Questions, Question 2

 According to the PMBOK Guide, agile project management is an iterative and incremental approach that delivers value to the customer frequently and responds to changes quickly. One of the principles of agile project management is to maximize the amount of work not done, which means eliminating waste and focusing on the most valuable features. The product backlog is a prioritized list of features or requirements that the project team delivers in iterations or sprints. The project manager, in collaboration with the product owner and the stakeholders, should prioritize the product backlog based on the business value and the effort required to deliver each item. By doing so, the project manager can ensure that the project delivers the highest value possible within the budget constraints. The project manager should also adjust the project budget and staffing to account for the prioritized items, and communicate the changes to the project team and the stakeholders. The project manager should not balance the project team, restrict the project scope, or reduce the project staff, as these strategies may compromise the quality, value, or customer satisfaction of the project deliverables. References:

PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

In a fixed time and budget project, the project manager needs to balance the customer’s expectations and the project’s profitability. If the customer wants the development of a core component to be based on agile practices, the project manager should use a hybrid contract that combines both fixed and agile elements. This way, the project manager can accommodate the customer’s changing requirements while maintaining control over the project scope, schedule, and cost. A tiered contract for fixed and agile components allows the project manager to define the fixed deliverables and the agile deliverables separately, and assign different payment terms and conditions for each. For example, the fixed deliverables can be paid based on milestones, while the agile deliverables can be paid based on iterations or value delivered. This also helps the project manager to manage the risks and uncertainties associated with the agile component. Providing alternatives to scope change at specific project phases within the contract is another way to control the development costs and ensure the profitability of the project. The project manager can specify the criteria and process for requesting and approving scope changes, and offer different options for the customer to choose from, such as adding or removing features, adjusting the quality standards, or modifying the schedule or budget. This way, the project manager can negotiate with the customer and reach a mutually beneficial agreement that satisfies both parties’ needs and expectations. Limiting the number of iterations for development in the contract is not a good control, as it may compromise the quality and value of the agile component. Establishing a governance committee to review the contract delivery is not a specific control for the development of the core component, but a general practice for any project. Requiring that only internal resources be utilized for this project is not a relevant control, as it does not address the customer’s requirement or the project’s profitability. References: PMBOK Guide, 6th edition, pages 704-705, 718-719.

The project manager should check with the agile teams to see if their understanding of the Agile Manifesto is correct because the Agile Manifesto values working software over comprehensive documentation. This means that agile teams should produce only the essential documentation that adds value to the project and the customer, and avoid unnecessary or excessive documentation that may slow down the delivery process or become outdated. The project manager should respect the agile teams’ autonomy and self-organization, and not impose any documentation requirements that are not aligned with the agile principles and practices. The project manager should also collaborate with the agile teams to understand their documentation needs and preferences, and support them in creating and maintaining the appropriate documentation for the project. References:

PMBOK® Guide, 6th edition, page 25, section 1.2.4

PMI-PBA Guide, 1st edition, page 14, section 1.3.3

[Agile Manifesto]

PMP Questions page 494, question 494

Free PMP Practice Exam Questions, question 2

PMP Project Management Professional Exam Study Guide, page 494, section 9.1

According to the PMBOK® Guide, the project manager is responsible for identifying, analyzing, and responding to project risks, and documenting them in the risk register (Section 11.1). If the project manager discovers that the same team has been missing delivery dates in previous projects, this indicates that there is a potential risk that may affect the project schedule and performance. The project manager should include this in the risk register, and assign a probability and impact rating, a risk owner, and a risk response strategy. This will help the project manager to monitor and control the risk, and to take appropriate actions if the risk occurs. This is also consistent with the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, which states that one of the tasks of a business analyst is to “identify and analyze risks and opportunities related to the business need, requirements, and recommended solutions” (Task 3.5). References:

PMBOK® Guide, 6th Edition, Section 11.1

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task 3.5

According to the PMBOK® Guide, the project manager is responsible for leading and directing the project team and ensuring that the project objectives are met. Therefore, the project manager should not delegate the decision-making authority to the team or the sponsor without analyzing the impacts and creating a plan for team decision making. The project manager should also consider the risks, issues, and stakeholder expectations that may arise during their absence and communicate the plan to the relevant parties. Postponing the vacation to a different time may not be feasible or desirable for the project manager, and it may also affect their work-life balance. Allowing the team to make decisions to stay on schedule may result in scope creep, quality issues, or conflicts among team members. Asking the project sponsor to make any necessary decisions may undermine the project manager’s authority and credibility, and it may also burden the sponsor with additional work. References: PMBOK® Guide, Sixth Edition, Chapter 9, Section 9.4.2.3 (Team Decision Making) and Chapter 13, Section 13.3.2.4 (Project Manager)

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Integration Management knowledge area is Close Project or Phase, which involves finalizing all activities across all of the project management process groups to formally complete the project or phase. One of the tools and techniques for this process is benefits transition, which involves transferring the ownership of the project’s benefits to the assigned business owner or sponsor, who will be responsible for sustaining and enhancing the value of the project outcomes. By confirming ownership for ongoing value realization, the project manager can ensure that the project team members understand the benefits of the project features and how they will be measured and monitored after the project closure. References: PMBOK Guide, 6th edition, pages 123-124, 129.

According to the PMBOK Guide, a project budget is the authorized amount of funds allocated to the project. The project budget is derived from the cost baseline, which is the aggregation of the estimated costs of individual activities or work packages. The project budget should reflect the project scope, schedule, resources, risks, and quality requirements. A project manager should review the base budget model with the team leaders in each country to establish an independent budget for each phase when delivering a highly customizable software solution in multiple countries with significantly different cultures. This will help to account for the variations in the project requirements, constraints, assumptions, and risks in each country and phase, and to ensure the accuracy and adequacy of the project budget. Reviewing the base budget model with the team leaders in each country to establish an independent budget for each phase is the best action that the project manager should do next in this situation. Overestimating costs and underestimating revenues to include the impacts of different cultural elements (B) may not be realistic or reliable, as it may create a false sense of security, waste resources, or reduce profitability. Applying the company’s operational budgeting model © may not be suitable or applicable, as it may not capture the specific characteristics and challenges of the project. Asking the project management office (PMO) to review the draft budget (D) may be a possible action, but not the next one, as it may be premature or ineffective without reviewing the base budget model with the team leaders in each country first. References: PMBOK Guide, 6th edition, pages 235-236, 260-261.

According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Manage project team members by negotiating and influencing their assignments, providing feedback, resolving and escalating issues, and managing team development” (Task 9, Domain II: Process). This implies that the project manager should protect the project team from any external interference or distraction that could affect their performance or availability. The project manager should also respect the contractual agreements and scope boundaries of the project, and avoid any unauthorized work or scope creep. Therefore, the project manager should decline the request politely since the issue is unrelated to the project and is not the responsibility of the project team. The project manager should also direct the customer to the appropriate channel or department to handle their request, such as the sales manager or the customer service team. References:

PMP Exam Content Outline, Domain II: Process, Task 9, page 101

PBA Exam Content Outline, Domain III: Analysis, Task 7, page 132

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9: Project Resource Management, Section 9.4: Manage Team, page 3413

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Life Cycle Management, Section 5.3: Manage Requirements Traceability, page 97

According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to manage conflicts among project stakeholders. One of the techniques is collaborating/problem-solving, which involves finding a mutually beneficial solution that satisfies all parties. This technique requires a high level of trust and cooperation, and may involve a face-to-face meeting to discuss the issues and options. The other options are either too passive, too formal, or too premature for resolving the conflict. References: PMBOK Guide, 7th edition, page 157-158, section 8.3.2.2.

According to the PMBOK Guide, 6th edition, page 341, cross-training and mentoring are two of the techniques for developing the project team. Cross-training allows team members to acquire new skills and knowledge from other team members, while mentoring provides guidance and support from experienced team members. These techniques can help the new team member to integrate into the project team, learn the project processes and procedures, and improve their performance and productivity. They can also reduce the impact of the loss of the highly skilled team resource and maintain the project performance. References: PMBOK Guide, 6th edition, page 341; Free PMP Practice Exam Questions - 120 Sample Test Questions

 The new project manager should encourage participation in decision making and empower the team to improve their motivation and engagement. This is a key aspect of managing human resources in a project, as it fosters trust, collaboration, and ownership among the team members. The project manager should also communicate the project vision, goals, and expectations clearly and regularly to align the team and provide feedback and recognition. These actions can help the project manager to build a high-performing team and enhance the project performance.

The other options are not the best choices for the new project manager. Ensuring everyone performs their assigned tasks as planned may not address the root cause of the team’s lack of direction and enthusiasm. It may also imply a micromanagement style that can demoralize the team further. Organizing frequent team building sessions and updating the risk register are good practices, but they are not sufficient to improve the team’s morale and commitment. They should be complemented by other actions that involve and empower the team. Meeting with the project sponsor and proposing a corrective action for the project may be necessary if the project is facing serious issues, but it does not directly address the team’s situation. The project manager should first try to understand and resolve the team’s concerns before escalating them to the sponsor. References:

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.4, “Manage Project Team”

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.4.2.3, “Interpersonal and Team Skills”

PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 8, Section 8.3, “Managing Resources” 1

The project manager should evaluate the impact the new regulations will have on the project and submit a change request, as this is part of performing integrated change control. Performing integrated change control involves reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan. By evaluating the impact of the new regulations, the project manager can determine how the project scope, schedule, cost, quality, and risks will be affected, and propose the necessary changes to align the project with the new standards. The other options are not the best ways to handle this situation, as they either ignore, delay, or bypass the change control process. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 4, Section 4.6

PMP Exam Content Outline, June 2019, Domain II, Task 7

PMP Sample Test Questions, Question 372

The project manager should have assessed the organizational culture at the beginning of the project to understand the readiness and willingness of the functional groups to adopt agile approaches. Organizational culture is the set of shared values, beliefs, and norms that influence the way people think, feel, and behave in an organization. It affects the project management style, communication, stakeholder engagement, and change management. By assessing the organizational culture, the project manager can identify the potential barriers and enablers for agile transformation, and plan appropriate strategies to address them. For example, the project manager can provide training, coaching, mentoring, and feedback to the functional groups to help them understand and embrace the agile values and principles. Circulating the project charter (option A) is a good practice, but it does not ensure that the functional groups are prepared and supportive of the agile approaches. Determining the level of maturity of the employees (option C) is a useful input, but it does not capture the whole picture of the organizational culture. Communicating the project schedule (option D) is also important, but it does not address the underlying reasons for the pushback from the functional groups. References:

PMBOK Guide, 6th edition, page 30-31, section 2.2.2 Organizational Culture

[Agile Practice Guide], page 16-17, section 2.1.2 Organizational Culture

PMP Exam Prep, 10th edition, page 435, question 435, answer and explanation

According to the PMBOK Guide, an issue log is a project document that records and tracks any issues that arise during the project and how they are resolved. It is part of the project communications management knowledge area and the monitor communications process. A project manager should update the issue log whenever a new issue is identified, analyzed, or resolved. Updating the issue log and defining the mitigation strategy is the immediate action that the project manager should take to improve the situation of a new team member impacting the project performance. This will help to document the issue, communicate it to the relevant stakeholders, and plan how to address it effectively. Communicating the issue to the human resources department (A) may be a subsequent action, but not the immediate one. Providing additional training to the new hire (B) may be a possible mitigation strategy, but not an action to take before updating the issue log. Increasing team cohesiveness by sharing information and experiences openly © may be a good practice for team development, but not a direct response to the issue at hand. References: PMBOK Guide, 6th edition, pages 377-378, 529-530.

The project manager should evaluate the impact to the users and create a plan to address it, as this is part of identifying stakeholders. Identifying stakeholders involves identifying the people, groups, or organizations that could impact or be impacted by the project, and analyzing their expectations, interests, and influence. By evaluating the impact to the users, the project manager can determine their needs, requirements, and potential issues, and create a plan to engage them effectively and manage their expectations. The other options are not the best ways to handle this situation, as they either ignore, assume, or delegate the stakeholder identification process. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 13, Section 13.1

PMP Exam Content Outline, June 2019, Domain I, Task 2

PMP Sample Test Questions, Question 382

 The project manager should call for a team meeting to identify the root cause for the declining performance, as this is part of managing project team. Managing project team involves tracking team member performance, providing feedback, resolving issues, and managing team changes. By calling for a team meeting, the project manager can engage the team members in problem-solving, address any conflicts or misunderstandings, and motivate them to improve their performance. The other options are not the best ways to improve the situation, as they either ignore, delay, or bypass the team involvement. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 9, Section 9.4

PMP Exam Content Outline, June 2019, Domain III, Task 10

PMP Sample Test Questions, Question 175

 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Quality Management knowledge area is Manage Quality, which involves identifying and resolving quality problems. One of the tools and techniques for this process is problem solving, which consists of defining the problem, identifying the root cause, generating and selecting alternatives, and implementing solutions. By requesting that the team identifies, documents, and registers the issues, the project manager is following a systematic approach to problem solving, which will help to prevent recurrence of the same or similar problems, and improve the quality of the project deliverables. References: PMBOK Guide, 6th edition, pages 286-287, 291.

According to the PMBOK® Guide, the project manager is responsible for managing the project changes and ensuring that they are aligned with the project objectives and stakeholder expectations. Therefore, the project manager should evaluate the impact of the decision to switch from a cloud-based system to a dial-up service on the project scope, schedule, cost, quality, risk, and communication. The project manager should then communicate the impact analysis and the potential alternatives to the management and seek their approval or guidance. Agreeing with management and continuing working the project management plan may not be the best option, as it may result in poor project performance, stakeholder dissatisfaction, or ethical issues. The project manager should not blindly accept the decision without analyzing its consequences and exploring other options. Meeting with management about their decision and asking them to get another project manager may be unprofessional and irresponsible. The project manager should not abandon the project or escalate the issue without trying to resolve it first. Replacing some of the team members that work virtually to help the company save money may not be feasible or desirable. The project manager should consider the impact of losing valuable team members, the cost and time of hiring and training new ones, and the effect on the team morale and productivity. References: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.6 (Perform Integrated Change Control) and Chapter 13, Section 13.3.2.4 (Project Manager)

The project manager should have ensured that the project repository is up to date and contains all the relevant information and documentation related to the project deliverables, such as user stories, acceptance criteria, test cases, design specifications, etc. This way, the remaining team members can access the information they need to continue working on the deliverable, even if a senior team member leaves the organization. This practice is consistent with the agile principle of maintaining a single source of truth and ensuring transparency and collaboration among the team members12. References: 1: PMBOK Guide, 6th Edition, Chapter 4: Project Integration Management 2: Agile Practice Guide, Chapter 3: Life Cycle Selection

According to the PMBOK Guide, an impediment board is a visual tool that tracks the impediments or blockers that prevent the team from completing their work1. The project manager should create an entry in the impediment board and assign it to the person or team responsible for resolving it. This will help the project manager monitor the progress of the impediment resolution and communicate it to the stakeholders. The other options are not the best actions for the project manager to do. Inviting the project team to a swarming session to define a solution is a technique that can be used to address complex or urgent problems, but it is not appropriate for an issue that is outside the project team’s control2. Leveraging the network of the former department and asking for help is a possible way to expedite the completion of the task, but it is not a formal or transparent way to manage the impediment. Escalating the issue to the product owner to define the next steps is not the project manager’s responsibility, as the product owner is mainly concerned with the product vision and value, not the project execution3. References:

1: PMBOK Guide, 6th edition, page 570

2: PMBOK Guide, 6th edition, page 571

3: PMBOK Guide, 6th edition, page 49

The project manager should not compare the velocity of two agile teams as teams can size items differently. Velocity is a measure of the amount of work a team can complete in a given time period. It is not a measure of the quality or value of the work. Comparing the velocity of two teams can lead to inaccurate conclusions and unhealthy competition. Instead, the project manager should use the velocity of each team to help them plan and forecast their own work, and focus on other metrics that reflect the outcomes and benefits of the project. References: Agile Practice Guide, page 48; PMBOK Guide 7th Edition, page 97.

 The project manager should first assess the organization’s culture, readiness, and maturity to adopt agile methods, as well as the nature and complexity of the projects. Based on this assessment, the project manager can then propose the most suitable agile practices and frameworks that can be tailored to the organization’s context and needs. This approach will help to ensure a smooth and successful transition to agile, as well as to address any potential resistance or challenges. Organizing agile workshops, requesting training, or advising the PMO manager to continue with predictive approaches are not the best ways to initiate the adoption of agile, as they do not consider the organization’s current situation and capabilities. References: 1, 2, 3

1: PMI. (2020). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Newtown Square, PA: Project Management Institute, Inc. Chapter 1, Section 1.2.3.2, p. 9.

2: PMI. (2020). PMP Sample Test Questions (correct answers are bolded). Retrieved from 3

3: PMI. (2017). Agile Practice Guide. Newtown Square, PA: Project Management Institute, Inc. Chapter 2, Section 2.1, pp. 13-14.

The project manager should request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project. This is because working on multiple projects at the same time can reduce the team’s focus, productivity, quality, and morale. It can also increase the risk of delays, errors, conflicts, and rework. Agile approaches require dedicated and cross-functional teams that can deliver value in short iterations. Therefore, the project manager should seek the support of the project sponsor to ensure that the team has the necessary resources and time to work on one project at a time. Providing an incentive plan so the team members will work more unaccounted hours on multiple projects (option B) is not a good solution, as it may lead to burnout, stress, and dissatisfaction among the team members. It may also violate the labor laws and ethical standards. Brainstorming with the team members on how they can deliver on multiple projects within the given budget (option C) is a possible option, but it may not be realistic or feasible, as it may compromise the quality and scope of the projects. Instructing the team members to spread evenly across projects so mistakes will not occur within the current budget (option D) is not a good option, as it may create confusion, duplication, and inconsistency among the team members. It may also prevent the team from forming, storming, norming, and performing as a cohesive unit. References:

PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team

[Agile Practice Guide], page 26-27, section 3.1.1 Team Composition

PMP Exam Prep, 10th edition, page 455, question 455, answer and explanation

 According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess and prioritize impact on project scope, schedule, cost, quality, and risks of approved changes, and determine cause and effect relationships” (Task 5, Domain II: Process). This implies that the project manager should evaluate the impact of any change that affects the project performance, such as the removal of a key team member. By doing so, the project manager can identify the potential consequences and benefits of the change, and look for alternatives to mitigate the negative effects or enhance the positive ones. The project manager should also submit a change request if required, to update the project management plan and baselines accordingly. This will help to maintain the project alignment with the objectives and expectations of the stakeholders. References:

PMP Exam Content Outline, Domain II: Process, Task 5, page 101

PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233

Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

The project manager should organize a discussion with the product team to clarify the missing information and resolve the discrepancy between the stakeholder’s expectations and the product team’s deliverables. The project manager should facilitate effective communication and collaboration among the project team and the stakeholder, and ensure that the product feature requirements are clear, complete, and consistent. Redirecting the stakeholder to discuss this request with the functional manager may not be helpful, as it may create confusion and conflict among the project parties. Recording the new requirements and asking the product team to develop them may not be feasible or appropriate, as it may introduce unnecessary changes and rework to the project scope. Conducting new risk and scope analyses, identifying the missing information may not be necessary or sufficient, as it may not address the root cause of the stakeholder’s concern and the product team’s disagreement. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 13: Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 8: Manage Solution Scope

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 4: Analysis, Task 8: Manage Solution Scope

According to the PMP Exam Content Outline, one of the tasks of a project manager in the leading domain is to “Empower team members and stakeholders by providing them with the level of authority to complete the assigned activities and resolve issues in order to enhance project performance.” This implies that the project manager should empower team members to participate in decision-making and take ownership of actions, especially in megaprojects that involve multiple stakeholders from different geographical areas and cultural backgrounds. Empowering team members can improve team productivity by increasing their motivation, commitment, creativity, and accountability. It can also foster a culture of collaboration, trust, and respect among the diverse team members and stakeholders. Empowering team members can also help the project manager to cope with the complexity and uncertainty of megaprojects, as team members can act more autonomously and responsively to the changing project environment. References:

: PMP Exam Content Outline

: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9.4.2.3 and 9.4.3.1

: Business Analysis for Practitioners: A Practice Guide, Chapter 4.5.1 and 4.5.2

: Megaprojects – Concepts, Strategies, and Practices for Success1

: The Three Secrets of Megaproject Success: Clear Strategic Vision, Total Alignment, and Adapting to Complexity2

 In a hybrid project, the project manager is responsible for managing the expectations and requirements of all the stakeholders, both internal and external. The project manager also has the authority to approve or reject changes to the project scope, schedule, budget, and quality. Therefore, the team member should inform the stakeholder that the correct procedure for new requirements is to provide it directly to the project manager, who will then evaluate the impact of the change and decide whether to accept or reject it. This way, the team member can avoid being distracted from their work and maintain the productivity of the project. References:

Hybrid Project Management: What is it, Methodology & Software - Teamhood

What Is Stakeholder Management? - ProjectManager

 According to the PMP Exam Content Outline, one of the tasks of a project manager in the execution domain is to “Implement approved changes and corrective actions by following the change management plan in order to meet project requirements.” This implies that the project manager should update the assumptions log and change log, and implement the change control process when the assumptions change during the execution phase. The assumptions log is a tool that documents the assumptions and constraints of the project scope, and the change log is a tool that records the changes that occur during the project life cycle. The change control process is a set of procedures that defines how changes are proposed, reviewed, approved, implemented, and communicated. By following these steps, the project manager can ensure that the changes are aligned with the project objectives and stakeholders’ expectations, and that the impact of the changes on the project scope, schedule, cost, quality, risk, and benefits are assessed and managed. References:

: PMP Exam Content Outline

: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4.1.3.2 and 4.6.3.2

: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4.6

: Business Analysis for Practitioners: A Practice Guide, Chapter 5.5.2 and 5.5.3

According to the PMBOK Guide, a retrospective meeting is a process of reviewing and analyzing the past performance of a project team, especially in an agile or hybrid environment. The purpose of the retrospective meeting is to identify the strengths and weaknesses of the team, the lessons learned, and the improvement actions for the future. The project manager should facilitate the retrospective meeting and encourage the team to share their feedback, opinions, and suggestions. If the project team’s performance has declined for the last three iterations, the project manager should focus on remediation not merely on correcting symptoms. This means that the project manager should help the team to find the root causes of the performance issues, and implement effective solutions that address the underlying problems, not just the superficial symptoms. For example, if the team is facing communication challenges, the project manager should not just provide more communication tools, but also improve the communication processes, protocols, and skills of the team. Focusing on remediation not merely on correcting symptoms will help the team to improve their performance and prevent recurrence of the same issues. Comparing the team’s performance against other project teams is not a good option, as it may demoralize the team, create unhealthy competition, and ignore the unique context and challenges of each project. Identifying potential failure points based on the iteration workload is a useful technique, but it is not enough to improve the team’s performance. The project manager should also analyze the actual failure points and the reasons behind them, and take corrective and preventive actions accordingly. Motivating the team to perform better is a desirable outcome, but it is not a specific action that the project manager should do. The project manager should use various motivational techniques, such as recognition, rewards, empowerment, and feedback, to inspire the team and enhance their morale and engagement. References: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.

 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Stakeholder Management knowledge area is Manage Stakeholder Engagement, which involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. One of the inputs for this process is the stakeholder engagement plan, which identifies the strategies and actions to promote productive involvement of stakeholders in project decisions and activities. By reviewing the stakeholder engagement plan, the project manager can assess the current level of stakeholder engagement and identify the gaps or issues that need to be addressed to overcome the resistance and gain acceptance of the change. References: PMBOK Guide, 6th edition, pages 513-514, 518.

According to the PMBOK Guide, requirements elicitation is the process of identifying and communicating with stakeholders to determine what their needs and expectations are for the project. Requirements elicitation helps to ensure that the project delivers value to the stakeholders and meets their requirements. In this scenario, the project manager should have applied requirements elicitation techniques, such as interviews, workshops, surveys, or observation, to involve the stakeholders consistently in the requirements process and to clarify and validate their needs and expectations. This would have helped to avoid the situation of conflicting and changing information from the stakeholders and to gain their buy-in and support for the project. References: PMBOK Guide, 6th edition, page 140-141. PMP Sample Test Questions, question 4. Free PMP Questions and Answers, question 4. Free PMP Practice Exam Questions, question 4.

 A change log is a document that contains the list of changes that are made during the project. It tracks the progress of each change based on its review, approval, implementation, and closure. A change log is a useful tool for communicating the status of change requests to the stakeholders, as it shows the impact and outcome of each change. A risk log, a backlog, and an issue log are different documents that serve different purposes. A risk log records the identified risks, their probability, impact, and response strategies. A backlog is a list of features or tasks that need to be completed in an agile project. An issue log records the issues that arise during the project, their causes, effects, and resolution. References:

Change Log - Project Management Knowledge

Change Log Template - Project Management Docs

Risks, issues, and changes–help, I’m drowning in logs!

According to the PMBOK Guide, a servant leader is a leadership style that focuses on serving the needs of the team, empowering them, and creating a culture of trust, collaboration, and ownership. A servant leader should also motivate and inspire the team, especially when they face challenges or fatigue. If some team members are starting to complain about the length of the project, creating a risk for lack of performance at this critical stage, the project manager should schedule a team event with the project sponsor to highlight the importance of the project and recognize the work of the team. This will help the project manager to mitigate the risk by showing appreciation and gratitude to the team, reinforcing the project vision and value, and boosting the team morale and engagement. Scheduling a team event with the project sponsor is also a way of celebrating the team’s achievements and rewarding them for their efforts. Meeting with the team to reinforce their responsibilities and the consequences if the project deliverables are not completed on time is not a servant leader approach, as it may demotivate and pressure the team, and create a negative atmosphere. Applying additional controls to the project deliverables to ensure that all milestones are achieved on time is not a servant leader approach, as it may micromanage and constrain the team, and reduce their autonomy and creativity. Contacting the functional manager to ensure that team motivation remains high until the end of the project is not a servant leader approach, as it may delegate the responsibility and authority of the project manager, and undermine the relationship and trust between the project manager and the team. References: PMBOK Guide, 6th edition, pages 56-57, 686-687, 723-724.

 According to the PMBOK® Guide, the project manager should analyze the impact of the developers’ resignation on the project scope, schedule, cost, quality, and risk, and inform the relevant stakeholders about the situation and the possible options to address it. This is part of the Manage Team process, which involves tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance. By analyzing the impact and informing the stakeholders, the project manager can facilitate collaborative decision making and ensure alignment of expectations and objectives. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Chapter 9, Section 9.4, Manage Team

PMP Exam Prep, 10th edition, Rita Mulcahy, Page 357, Manage Team