Free Practice Questions for PMI PMP Exam

 According to the Agile Practice Guide, one of the agile principles is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. To achieve this, the project manager should break down the work into small and manageable pieces, called stories, that can be completed within a short iteration, called a sprint. This will help to improve the accuracy of the estimates, the quality of the deliverables, and the feedback from the customer. Therefore, the project manager should reduce the story size by splitting stories that are too large or complex into smaller and simpler ones. Creating a product backlog may be a good practice, but it is not the best answer. The product backlog is a list of features or requirements that the customer wants in the final product. It does not address the issue of inaccurate estimates or large stories. Performing sprint reviews with the team may be a useful activity, but it is not a preventive measure. The sprint review is a meeting at the end of each sprint where the team demonstrates the completed stories to the customer and collects their feedback. It does not address the issue of inaccurate estimates or large stories before the sprint starts. Assessing the previous project velocity may be helpful, but it is not sufficient to address the issue. The project velocity is a measure of how much work the team can complete in a sprint. It can be used to plan and monitor the project progress, but it does not address the issue of inaccurate estimates or large stories for the current sprint. References: Agile Practice Guide, Chapter 3, Section 3.2.1 (Product Backlog), Section 3.2.4 (Sprint Review), and Section 3.2.5 (Velocity)

The project manager should implement a project management information system (PMIS) to avoid this situation in the future. A PMIS is a system that provides the tools and techniques to gather, integrate, and disseminate the outputs of project management processes. A PMIS can help the project manager and the team to manage the project documents, such as the requirements document, and ensure that they are updated, controlled, and shared in a timely and consistent manner. A PMIS can also facilitate collaboration and communication among the project team and other stakeholders, and reduce the risk of errors, conflicts, and rework. Encouraging better team communication by positioning team members closer together may not be enough, as it does not address the issue of document management and version control. Updating the communications management plan to ensure correct delivery of the latest version may not be effective, as it does not provide the tools and techniques to implement the plan. Restricting team members from sending the requirements documents via email may not be feasible or appropriate, as it may limit the flexibility and accessibility of the project information. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 4: Integration, Section 4.4: Manage Project Knowledge, Section 4.5: Monitor and Control Project Work

Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2: Planning, Task 6: Plan Business Analysis Information Management

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task 6: Plan Business Analysis Information Management

 The project manager should meet with the stakeholders to recommend the use of a time and materials (T&M) contract to address the problem, as this type of contract is more suitable for agile projects that have changing requirements and priorities. A T&M contract allows the buyer to pay the seller based on the actual hours of work and the cost of materials, rather than a fixed price. This can provide more flexibility and adaptability for the project, and reduce the risk of budget overrun. The other options are not as effective or appropriate as recommending a T&M contract. Sending a detailed status report may inform the stakeholders of the issue, but it does not propose a solution. Submitting a change request may increase the funding, but it does not address the root cause of the problem, which is the mismatch between the contract type and the project approach. Waiting until the next gate review meeting may delay the resolution of the problem, and increase the likelihood of further deviation from the EAC. References:

PMBOK Guide, 7th edition, page 163

PMI-PBA Exam Content Outline, 2018, page 10

PMP question 391

The project manager should schedule a one-on-one meeting with the team member to talk about the issue and get their cooperation. This is an example of the problem-solving technique, which involves confronting the issue directly and cooperatively to find a mutually acceptable solution1. This technique is usually the most effective way to manage conflict in a project team2. Scheduling a meeting with the team member and their manager to discuss the issue (A) is not a good option since it may create a sense of distrust and resentment in the team member. Talking to the project sponsor about the team member’s attitude (B) is also not advisable since it may escalate the conflict and damage the relationship between the project manager and the team member. Finding another person to replace this team member (D) is not a viable option since it would disrupt the project schedule, budget, and scope. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.2

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9, Section 9.5.2.3

Answer steps as below

Diagram Description automatically generated with low confidence

According to the PMBOK guide, a hybrid approach is a combination of predictive and adaptive (agile) methodologies that suits the project context and stakeholder needs1. A retrospective is a meeting held at the end of each iteration in agile projects, where the team reflects on what went well and what can be improved2. The PMI-PBA guide also states that retrospectives are a valuable tool for business analysts to identify and address issues, risks, and opportunities for improvement3. Therefore, the best way for the project manager to deal with the decline in productivity is to discuss the issue in the next retrospective with the team and collaboratively find solutions to enhance their performance. References:

1: PMBOK guide, page 19

2: PMBOK guide, page 207

3: PMI-PBA guide, page 129

 The project manager should facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress. A Scrum of Scrums is a technique to coordinate multiple agile teams working on a large-scale project. It involves a representative from each team meeting regularly to share information, resolve issues, and align their work. This way, the project manager can ensure that the teams are collaborating effectively, managing interdependencies, and delivering value to the customer. A project newsletter, combining all the projects into one, or aligning the schedules may not be sufficient or feasible to address the complexity and uncertainty of a digital transformation project with a hard deadline and a new product. References: Agile Practice Guide, 2017, page 37; PMP Exam Content Outline, 2021, page 13.

The project manager should first meet with the sales and marketing teams to identify the requirements that were collected during the interview sessions with potential customers. This is because the project manager needs to understand the customer needs and expectations before proceeding with the design phase. The project manager can then use the requirements as the basis for developing the test cases and acceptance criteria for the equipment. Meeting with the sales and marketing teams is also consistent with the agile and hybrid methodologies, which emphasize customer collaboration and feedback. References:

PMP Examination Content Outline, page 8, task 1 under People domain: “Manage conflict among project stakeholders by analyzing the source and level of conflict and applying appropriate conflict resolution techniques.”

PMBOK Guide, page 141, section 5.2 Collect Requirements: “Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.”

PMI-PBA Examination Content Outline, page 9, task 1 under Needs Assessment domain: “Assess proposed solutions to determine which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes to the solution.”

[Business Analysis for Practitioners: A Practice Guide], page 31, section 3.2.1 Elicitation Techniques: “Interviews are one of the most commonly used elicitation techniques. Interviews are used to obtain information on the current state, the desired future state, and any recognized gaps between the two states from the perspective of the interviewee.”

According to project management best practices, one of the key elements of successful project implementation is to manage the risks and avoid scope creep12. If there are high-priority issues that require external domain expertise, the project manager should not ignore them, ask the issue reporter to close them, or reduce the project scope. These actions could compromise the quality and value of the project deliverables, and lead to customer dissatisfaction and potential litigation.

Instead, the project manager should review the open issues with the issue reporter and assess the impact and urgency of each issue. Then, the project manager should issue a change request to hire an external domain expert who can help resolve the issues and ensure the project meets the requirements and expectations of the stakeholders. This way, the project manager can maintain the project scope and quality, and manage the risks effectively34.

1: Project Management Best Practices | TeamGantt 2: Project Management Best Practices: 8 Strategies for Success 3: Best practices–the nine elements to success - Project Management Institute 4: 10 project management best practices you MUST know - Teamwork

According to the Agile Methodology1, the product owner is responsible for defining the product vision, managing the backlog, and ensuring that the development team is working on the right priorities. The product owner is also the primary customer advocate and the link between the business and technology strategy. Therefore, the product owner’s engagement and interest are crucial for the success of the project. If the product owner changes during the project, the project manager should reevaluate the new product owner’s needs, expectations, and communication preferences, and adjust the collaboration accordingly. This can help to avoid delays, misunderstandings, and conflicts, and ensure that the product owner is aligned with the project goals and the development team. The project manager should also facilitate the transition of the product owner role and ensure that the new product owner is familiar with the product vision, the backlog, and the agile principles and practices. References:

3: Agile Methodology: Role of Product Owners & Development Teams

The project manager should use the monitor and control project work process to track, review, and report the progress and performance of the project. This process involves collecting, measuring, and analyzing project data to identify variances from the baseline and take corrective actions if needed. One of the tools and techniques for this process is data analysis, which includes root cause analysis. Root cause analysis is a technique to identify the underlying factors that cause a problem or a deviation from the expected outcome. By conducting root cause analysis, the project manager can understand why some team members are not completing their tasks on time and address the issues accordingly. This could involve providing feedback, coaching, training, or other support to the team members. Communicating the delivery dates more frequently (option A) may not be effective if the team members are facing other challenges or obstacles that prevent them from meeting the deadlines. Mentoring the team members to work in a remote environment (option C) may be helpful, but it is not the best option to resolve the current situation. The project manager should first identify the specific causes of the delays and then provide the appropriate guidance or assistance. Talking to the resource managers and requesting additional resources (option D) may not be feasible or necessary, as it may increase the project cost and complexity. Moreover, adding more resources may not solve the problem if the existing team members are not performing well or have other issues that affect their productivity. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, pages 119-120, 4.4 Monitor and Control Project Work

PMI, PMP Exam Content Outline, 2021, page 9, Domain II: Process, Task 7: Monitor project artifacts and resolve any deviations from the project management plan

PMP Practice Questions #60 - iZenBridge

The project manager should choose a hybrid approach for this project, as this is a combination of predictive and adaptive (or agile) approaches that can be tailored to suit the project’s characteristics and requirements. A hybrid approach allows the project manager to apply different methods and practices to different phases or deliverables of the project, depending on the level of uncertainty, complexity, and change involved. For example, the project manager can use a predictive approach for the research part of the project, where the scope, schedule, and cost are well-defined and stable, and an agile approach for the delivery part of the project, where the scope, schedule, and cost are flexible and iterative, and the customer feedback is incorporated frequently. The other options are not the best choices for this project, as they do not reflect the diversity and variability of the project’s nature and context. References:

[PMBOK Guide], 7th edition, pages 14-15, 18-19, 22-23.

[Agile Practice Guide], pages 8-9, 12-13, 16-17.

According to the PMP Exam Content Outline (2023), one of the tasks under the domain of Planning is to “Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available” 1. This task involves identifying potential sellers, conducting market research, determining the contract type, and defining the procurement strategy and approach. One of the tools and techniques for this task is “Contract terms and conditions”, which are the legal provisions that govern the rights and obligations of the parties involved in the procurement 2. Penalty clauses are a type of contract terms and conditions that specify the amount of money or other compensation that a party will pay or forfeit in the event of a breach of contract, such as failing to meet the deliverable dates 3. Penalty clauses can be used to motivate the seller to perform according to the contract and to protect the buyer from losses or damages caused by the seller’s poor performance .

According to the PMI-PBA Exam Content Outline (2023), one of the tasks under the domain of Analysis is to “Assess risks that may impact the solution scope or requirements, and document them in the risk register” . This task involves identifying, analyzing, prioritizing, and documenting the risks that may affect the solution or its delivery, and planning the appropriate responses to mitigate or avoid them . One of the tools and techniques for this task is “Risk register”, which is a document that records the details of the identified risks, their causes, impacts, probabilities, priorities, responses, owners, and status . The risk register is a living document that is updated throughout the project as new risks are identified, existing risks are monitored, and risk responses are implemented .

Therefore, the best answer to this question is B. Add penalty clauses to the contract and update the risk register. This answer reflects the project manager’s responsibility to plan the procurement management and the risk management for the project, and to use appropriate tools and techniques to ensure that the project objectives are met. The other answers are not as good because they either do not address the issue of the provider’s poor performance (A and C), or they introduce a new risk by contracting another provider with less experience (D).

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

PMBOK Guide, 6th edition, p. 480 1

PMBOK Guide, 6th edition, p. 489 2

According to the Professional in Business Analysis Reference Materials, the project manager should use effective communication tools and techniques to foster collaboration and trust among the virtual team members. Instant messaging is a Realtime communication tool that allows the project manager to exchange information, feedback, and ideas with the team members quickly and easily. It also helps to overcome the barriers of time zones, languages, and cultures. Instant messaging can also support other collaboration tools such as video conferencing, screen sharing, and file sharing1 References: 1 Top 60+ PMP Exam Questions and Answers for 2024 - KnowledgeHut 1

 The project manager is responsible for ensuring that the project complies with all the applicable laws, regulations, standards, and policies of the project location. This includes health and safety requirements, environmental protection, labor laws, permits, licenses, and any other legal obligations. Failing to comply with these requirements could result in legal penalties, fines, sanctions, reputational damage, or project termination. Therefore, the project manager should address this issue as soon as possible and update the project plan accordingly. Injury or loss incidents could delay project deliverables, but this is not the primary reason why the situation is problematic. It is imperative that established performance metrics are met, but this is not directly related to the health and safety requirements. The project manager must follow their employer’s organizational process assets (OPAs), but this does not necessarily mean that they are aligned with the project location’s regulatory requirements. References: = PMBOK Guide, 6th edition, pages 33-34, 89-90, 123-124, 375-376; PMP Exam Content Outline, 2020, pages 8-9.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

A relative-weighting approach is a technique that assigns numerical values to the benefits and costs of each product feature, and then calculates a score for each feature by dividing the benefits by the costs. The features with the highest scores are considered the most valuable and are prioritized accordingly. This technique is part of the Collect Requirements process, which involves defining and documenting the stakeholders’ needs and expectations for the project outcome1. To perform this technique effectively, the project manager should ask the team to perform collaborative work that is coordinated by the project manager. This will ensure that the team members share their inputs, opinions, and preferences, and that the project manager facilitates the process and resolves any conflicts or issues. Relying on the expert judgment of the product owner, using a market-based strategy, or engaging the project sponsor are not the best options, as they may not reflect the views and needs of all the stakeholders, or they may introduce bias or external influences into the prioritization process. References: 1 PMBOK® Guide, 6th edition, page 140.

According to the Agile Practice Guide, one of the principles of agile project management is to "build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done."1 Therefore, the project manager should not ignore, punish, or override the team member who has a different opinion, but rather try to understand their perspective and work with them to reach a consensus. This can foster a positive team culture and improve the quality of the sprint goals. References: 1: Agile Practice Guide, page 10.

The project manager should conduct a customer demonstration at the end of each build cycle to help the client understand the value delivered during project execution. This is a common practice in agile projects, where the team showcases the working product increment to the customer and solicits feedback. This way, the customer can see the tangible results of each iteration, validate the alignment with their expectations, and provide input for future improvements. This option aligns with the PMI-PBA practice guide, which states that “demonstrations are a key technique for validating requirements and obtaining feedback from stakeholders” (p. 67). The other options are not the best choices because they do not effectively communicate the value of the product to the customer. Including a planned value (PV) calculation in the sprint report for each build cycle (option A) may provide a quantitative measure of the project performance, but it does not show the actual functionality or quality of the product. Providing the customer with the refined specification during each build cycle (option C) may reflect the changes or clarifications made to the technical requirements, but it does not demonstrate the working product or its benefits. Showing the customer a sprint burndown chart for each build cycle (option D) may indicate the progress and velocity of the team, but it does not reveal the features or value of the product. References:

PMI-PBA Practice Guide, p. 67 1

PMBOK Guide, 6th edition, p. 189 2

The agile project lead should have assessed the technical and organizational readiness for the project and identified risks at the beginning of the first iteration. This would have helped to ensure that the project scope, requirements, and deliverables were feasible, realistic, and aligned with the product vision and customer expectations. It would have also enabled the agile project lead to anticipate and mitigate any potential technical or organizational impediments that could affect the project execution and delivery. By performing this assessment and risk identification early in the project, the agile project lead could have avoided the situation where a team member discovered a technical gap midway through implementation that required rework and communication to all stakeholders. References: PMBOK Guide, 6th edition, page 18; Agile Practice Guide, 2017, page 14; PMP Exam Content Outline, 2021, page 12.

According to the PMBOK Guide, a project manager should plan to execute the procurement tasks in a virtual environment, when faced with the situation of local vendors being unavailable and having the option to hire the same services from companies in other countries. This is part of the plan procurement management process, which involves determining the project procurement strategy, the types of contracts, the procurement documents, the source selection criteria, and the procurement management plan. A virtual environment is one where the project team and the vendors communicate and collaborate using technology, such as online platforms, video conferencing, cloud computing, etc. A virtual environment can enable the project manager to access a wider pool of potential vendors, reduce travel costs and time, and increase flexibility and efficiency. However, a virtual environment also poses some challenges, such as cultural differences, legal issues, security risks, communication barriers, and quality control. Therefore, the project manager should plan the procurement tasks carefully, considering the project objectives, the stakeholder expectations, the project risks, and the best practices for managing virtual teams and vendors. References: PMBOK Guide, 6th edition, pages 459-460, 471-472.

 The question describes a situation where the project is in the execution phase and the team has identified dependencies and risks. Additionally, there are questions about acceptance testing and training activities. This suggests that there are multiple factors that need to be tracked and managed. Option B, which suggests creating a log to track risks, assumptions, issues, and dependencies and establishing a periodic review with the stakeholders, is the most appropriate response. This approach ensures that all important aspects are monitored and managed, and that stakeholders are kept informed, which is a key aspect of effective project management. References: PMBOK Guide, 6th Edition, Section 11.2: Identify Risks

According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5. References: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management: What is it, Approach & Software - Teamhood 3: What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) - Project Management Stack Exchange 4: Manifesto for Agile Software Development 5: How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting

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

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

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

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

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

A spike is a time-boxed activity that is used to explore a specific topic or issue, such as a new requirement, a technical challenge, or a risk. A spike can help the project team to gain more knowledge, reduce uncertainty, and plan better. In this case, the project manager should inform the project team of the new privacy law and create a spike for the next iteration to investigate how to comply with it and what impact it will have on the project scope, schedule, cost, and quality. References: PMBOK Guide, 7th edition, section 6.2.3.2; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 5.2.3.2.

 The product backlog is the primary source of requirements for changes to be made to the product and serves as a communication tool between the Product Owner and the Development Team1. It is also a tool for transparency where stakeholders can see the progress of the product and understand what’s planned for future development1. Therefore, it is essential to involve the stakeholders in the product backlog discussions, as they can provide valuable feedback, insights, and expectations that can shape the product vision and goal. Rescheduling the meeting to ensure the majority of stakeholders are present is the best option, as it shows respect for their input and ensures their engagement and alignment with the product development process. The project manager should also communicate the importance and benefits of stakeholder involvement in the product backlog discussions and seek their commitment and availability for the rescheduled meeting.

The other options are not as effective as option C. Option A is not feasible, as meeting with each stakeholder individually would be time-consuming and inefficient. It would also create inconsistency and confusion in the product backlog, as different stakeholders may have conflicting or overlapping requirements. Option B is not desirable, as proceeding with prioritization of the product backlog based on previous lessons learned would ignore the current needs and expectations of the stakeholders. It would also risk losing their trust and support, as they may feel excluded or disregarded in the product development process. Option D is not appropriate, as proceeding with the meeting with only one executive manager would not represent the diverse perspectives and interests of the stakeholders. It would also create a power imbalance and potential bias in the product backlog, as the executive manager may have more influence or authority over the product decisions. References: 1 How to Manage Product Backlog (Strategies, Tips & Tricks)

The project manager should not ignore the new regulation, as it may affect the quality, scope, and compliance of the software. Nor should the project manager bypass the sponsor’s authority and include the new requirement without approval. The project manager should also not release the software as is and start a new project, as this may create unnecessary rework, waste, and risk. The best option is to collect the requirements of the regulation and follow the change control process, which involves analyzing the impact of the change, obtaining approval from the sponsor and other stakeholders, and updating the project management plan and baselines accordingly. This way, the project manager can ensure that the software meets the customer’s needs and expectations, as well as the legal and regulatory requirements. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 7th edition, section 4.6.1, page 113

PMI Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 5.3, page 87

A minimum viable product (MVP) is a product with the minimum features that can deliver value to the customer and validate the product concept1. To estimate the cost of an MVP, the project manager can use agile methods such as user story points and forecasting. User story points are a relative measure of the size and complexity of a user story, which is a description of a feature from the user’s perspective2. Forecasting is a technique that uses historical data and trends to project future outcomes3. By estimating the user story points for each feature of the MVP and using forecasting to calculate the time and resources needed, the project manager can report a realistic and accurate budget for the MVP. This approach is more suitable than the other options because:

B. Determining the control accounts and using a top bottom estimate is a traditional method that is more applicable to large and complex projects with well-defined scope and requirements. It involves breaking down the project into smaller units and estimating the cost of each unit from the top level to the bottom level. This method may not be flexible enough to accommodate the changes and uncertainties that are common in MVP development.

C. Considering the cost performance index (CPI) based on earned value (EV) divided by costs is a method that is used to measure the efficiency of the project performance. It compares the value of the work completed with the actual cost incurred. This method is not relevant for estimating the cost of an MVP, as it requires the project to be already in progress and have a baseline plan to compare with.

D. Calculating the budget at completion (BAC) based on the completed and planned features is a method that is used to estimate the total cost of the project at the end of its life cycle. It involves adding up the actual cost of the work done and the estimated cost of the remaining work. This method is not appropriate for estimating the cost of an MVP, as it assumes that the scope and features of the project are fixed and known in advance, which is not the case for MVP development.

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

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

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

According to the PMBOK Guide, the project manager should consider the culture of the organization when choosing a leadership style for a project. The culture of the organization includes its values, norms, beliefs, and expectations that influence how people behave and interact. Different cultures may have different preferences and expectations for leadership styles, such as autocratic, democratic, participative, or laissez-faire. The project manager should adapt their leadership style to the culture of the organization to ensure effective communication, collaboration, and motivation of the project team and stakeholders. References: PMBOK Guide, 6th edition, page 53.

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

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

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

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

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

The project manager should schedule a session with the team to discuss the issues and work with them to define a plan to manage the sprints going forward. This will help to address the team’s concerns, resolve the conflicts, and improve the team’s morale and performance. The project manager should also communicate with the product owner and other stakeholders to align the expectations and priorities for the project and the support items. The project manager should also use agile principles and practices to adapt to the changing requirements and deliver value to the customer. Requesting a replacement, scheduling a session with the product owner, or asking HR to send the team members to a workshop are not the best ways to proceed, as they may not solve the root cause of the problem, damage the team’s trust and cohesion, or delay the project delivery. References:

PMP Exam Content Outline, Domain II: Process, Task 5: Support team members and stakeholders to meet project objectives and stakeholder expectations.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Team Performance, Page 77.

Professional in Business Analysis (PBA) Certification Exam Outline, Domain III: Analysis, Task 5: Validate Requirements, Page 14.

The project manager should plan a communication method and allow the project team members to virtually interact. This will help to facilitate effective communication, information sharing, feedback, and coordination among the remote project team members. The project manager should also consider the cultural, linguistic, and time zone differences among the team members and use appropriate tools and techniques to overcome the challenges of virtual collaboration. Discussing the concerns with the project sponsor, modifying the project charter, creating a social media group platform, and setting the ground rules are all possible actions that the project manager can take, but they are not the best answer to the question, as they do not directly address the issue of collaboration between the remote project team members. References: = PMBOK Guide, 6th edition, pages 366-367, 378-379, 555-556; Agile Practice Guide, pages 28-29, 32-33; PMP Exam Content Outline, 2020, pages 6-7.

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

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

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

PMBOK Guide, 7th edition, page 65

Standard for Program Management, 4th edition, page 67

PMI-PBA Exam Content Outline, page 10

[PMI-PBA Handbook], page 11

A hybrid approach in project management is a technique that combines elements from different project management frameworks, such as waterfall and agile, to tailor the methodology to best suit the project at hand12. By merging various methods, organizations can capitalize on the strengths of each approach while mitigating their weaknesses3. A hybrid approach allows for a more detailed and nuanced approach to the work, and requires the project manager to facilitate the collaboration and communication among the team members45. Therefore, the best option for the project manager in this scenario is to facilitate the discussion so that the team members can reach a consensus on the comparative size of the backlog items and if they would fit into the next sprint. This way, the project manager can ensure that the team is aligned on the approach, the customer needs are met, and the project goals are achieved.

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

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

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

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

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

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

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The kick-off meeting is the formal start of the project or a project phase. It is an opportunity for the project manager to communicate the project objectives, scope, schedule, risks, assumptions, and expectations to the project team and other stakeholders. It also helps to establish the team roles and responsibilities, the communication plan, the ground rules, and the team culture. The kick-off meeting is part of the Develop Project Management Plan process, which belongs to the Planning process group. The other options are not the actions that the project manager should do in this phase, as they are either part of other processes or not relevant to the project baseline schedule development. References:

[PMBOK Guide], 6th edition, pages 89-90, 123-124, 513-514.

[Professional in Business Analysis (PMI-PBA) Handbook], pages 15-16, 19-20.

The project manager should first document the client’s responsibility for the integration with the security subsystem as part of the project scope statement. This will help to define the boundaries of the project and clarify the roles and responsibilities of the project team and the client. It will also help to avoid scope creep and manage expectations. Planning the implementation, recording the issue, and informing the client are actions that can be done later, after the scope is clearly defined and agreed upon. References:

PMP Exam Content Outline, Domain II: Process, Task 1: Execute project with the urgency required to deliver business value.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 5: Project Scope Management, Section 5.3: Define Scope, Page 154.

The project manager should first meet with the stakeholder to better understand their expectations and update the stakeholder engagement plan. The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution1. By meeting with the stakeholder, the project manager can identify the stakeholder’s information needs, communication preferences, and level of interest and influence on the project. This will help the project manager to tailor the periodic reports and other communication methods to meet the stakeholder’s expectations and increase their satisfaction and support for the project2.

Option A is not the best answer because adding the stakeholder details into the periodic reports and updating the project management plan is a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option B is not the best answer because inviting the stakeholder to all future project review meetings and updating the project management plan is also a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option C is not the best answer because updating the project management plan with the new information and informing all of the relevant stakeholders is a general and vague action that does not address the specific issue of the stakeholder’s complaint. It is not the first thing to do. References: 1: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 2: PMBOK Guide, 7th Edition, Section 13.2.2.4, Communication Requirements Analysis

According to the PMBOK Guide, 7th edition, an agile project is one that follows an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. In an agile project, the product owner is the person who represents the voice of the customer and defines the product vision and value. The product owner also prioritizes the product backlog, which is a list of features and requirements that need to be delivered by the project team. The product owner’s interest in having features released during product development over having the product completed in one year indicates a preference for delivering value early and frequently, rather than waiting for a final product. This is consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software. Therefore, the project manager should facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP), which is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. By doing so, the project manager can help the product owner and the project team to align their expectations, scope, and schedule, and to deliver value incrementally and iteratively. References:

PMBOK Guide, 7th edition, page 19, section 1.2.2, Adaptive Development Approach

PMBOK Guide, 7th edition, page 20, section 1.2.3, Agile Project Environment

PMBOK Guide, 7th edition, page 21, section 1.2.4, Agile Principles

PMBOK Guide, 7th edition, page 23, section 1.2.5, Agile Team Roles

PMBOK Guide, 7th edition, page 25, section 1.2.6, Agile Practices

According to the PMBOK 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 An issue log is a project document that provides a mechanism for tracking and monitoring issues until they are resolved1 The issue log typically contains information such as the issue description, the issue type, the issue owner, the issue priority, the issue status, and the issue resolution1 The issue log is updated throughout the project as new issues arise and existing issues are resolved1

In the given scenario, the project manager is executing a project where an external vendor will provide some deliverables. After awarding the contract to the vendor, the project manager is informed that the vendor is running behind schedule on a separate project. Finding another vendor will exceed the budget. This situation presents an issue that affects the project schedule, cost, and quality, and requires immediate attention and resolution. The project manager should update the issue log first to document the issue, assign an owner, and monitor the status of the issue2 Updating the issue log will also help to communicate the issue to the relevant stakeholders and facilitate the issue management process2

The other options are not the best choices for the following reasons:

Option B: Lessons learned register. A lessons learned register is a project document that captures the knowledge gained from the project and provides a basis for future actions and decisions. The lessons learned register is updated throughout the project as lessons are learned and validated. However, updating the lessons learned register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the lessons learned register with the relevant information and insights after the issue is resolved.

Option C: Stakeholder engagement plan. A stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions to effectively engage project stakeholders throughout the project life cycle. The stakeholder engagement plan is updated as needed to reflect the current and desired levels of stakeholder engagement. However, updating the stakeholder engagement plan is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the stakeholder engagement plan if the issue affects the stakeholder expectations, interests, or influence.

Option D: Risk register. A risk register is a project document that records the details of identified individual project risks and other information related to risk analysis and risk response planning. The risk register is updated throughout the project as new risks are identified and existing risks are analyzed, prioritized, and responded to. However, updating the risk register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the risk register if the issue triggers a risk response or creates a new risk.

According to the PMBOK Guide, 7th edition, a root cause analysis is a technique used to identify the underlying factors or causes of a problem or issue. It helps to prevent recurrence of the same or similar problems in the future. A quality breach is a deviation from the quality standards or requirements agreed upon with the customer. It can result in customer dissatisfaction, rework, delays, or defects. Therefore, the project manager should run a root cause analysis to find out why the product has discrepancies with the customer’s request and take corrective actions to prevent further quality issues. The project manager should also update the quality management plan to reflect any changes in the quality processes, tools, metrics, or responsibilities. This will help to ensure that the project delivers a product that meets the customer’s expectations and requirements. References:

PMBOK Guide, 7th edition, page 237, section 8.2.3.1, Root Cause Analysis

PMBOK Guide, 7th edition, page 238, section 8.2.3.2, Quality Management Plan Updates

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

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

The best way to ensure that the client is effectively represented in the daily meetings is to provide them with the necessary agile knowledge and skills to participate and collaborate with the vendor team. This can be done by proposing a session for essential agile knowledge transfer, where the vendor project manager can explain the agile principles, values, practices, and tools that will be used in the project. This will help the client team to understand the purpose and benefits of the daily meetings, as well as their roles and responsibilities in them. The other options are not as effective as they either do not address the root cause of the problem (lack of agile knowledge), or they introduce unnecessary changes or delays to the project (realigning the project or recommending training programs). References: PMI Agile Practice Guide, page 14-15; PMBOK Guide, page 18-19