Free Practice Questions for PMI PMP Exam

In long-term projects executed in stages, it's essential to continuously evaluate whether the intended business value is being realized as the project progresses. Monitoring benefits at project milestones allows the project manager and stakeholders to assess if the project is still aligned with the business objectives and delivering the intended value.

According to the PMBOK® Guide – Seventh Edition (Principle 1 and Principle 7: Focus on Value), the project manager must ensure that the project delivers value continuously and not just at the end. Benefits realization is measured at key points (e.g., stage gates or milestones) to confirm alignment with the business plan.

Option A (ETC) refers to the cost/time remaining and doesn't directly assess realized business value.

Option B (throughput analysis) is a Lean metric, not directly tied to business value unless explicitly defined.

Option C (NPS) is a customer satisfaction metric and may not always correlate with monetized value.

 When a bottleneck is identified in a project, especially one related to skill gaps such as testing skills, it is important for the project manager to facilitate a solution that empowers the team. The project manager should support the team in identifying an approach to resolve the problem, which may include a combination of training, process improvement, or resource adjustments. This approach aligns with the principles of team empowerment and problem-solving within the Project Management Professional (PMP) framework23.

In an agile project environment, collaboration and flexibility are key. When an SME external to the project team offers a suggestion that could expedite project delivery, it is beneficial to leverage their expertise. The project manager should facilitate collaboration between the current team members and the SME to integrate the suggestion effectively. This approach aligns with agile principles, which prioritize individuals and interactions over processes and tools, and responding to change over following a plan12.

When a stakeholder demands the implementation of requirements that are out of scope without additional cost, the project manager should refer to the project’s statement of work (SOW). The SOW is a formal document that defines the work activities, deliverables, and timeline a vendor will execute for a customer. It serves as a legally binding agreement that specifies what is included in the project scope and, by extension, what is not. If the stakeholder’s demands are not included in the SOW, they are considered out of scope, and the project manager should clarify this to the stakeholder. Implementing out-of-scope requirements without adjusting the project’s cost, time, and resources can lead to scope creep, which can jeopardize the project’s success.

The answer is verified with the principles found in the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis Reference Materials provided by PMI12345.

To keep the budget on track throughout the project, the project manager should use metrics like Cost Performance Index (CPI), Earned Value Management (EVM), and variance analysis. These tools provide early indicators of cost deviation and allow timely corrective actions.

According to the PMBOK® Guide – Seventh Edition, measuring performance using reliable cost metrics is essential in the Monitoring and Controlling phase of Cost Management.

Option A is reactive and does not prevent overruns.

Option B (baselining) is necessary but not sufficient for tracking throughout the project.

Option C is selective and does not address holistic cost control.

 According to the PMBOK® Guide, the Perform Integrated Change Control process is essential for reviewing all change requests, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan1. It involves an integrated approach to assess the potential impact of a suggested modification before executing it. This ensures that any changes align with project goals and do not adversely affect project constraints such as scope, schedule, cost, and quality. The project manager should not unilaterally implement changes without proper evaluation and authorization, which is typically provided by the change control board (CCB). The CCB’s role is to review the impacts of the proposed change and make a decision to approve or reject it2.

Test-Driven Development (TDD) is a widely used Agile engineering practice that ensures quality is embedded early in the development cycle. By writing tests before code, developers maintain focus on producing working, high-quality software that meets functional requirements and reduces rework and bugs.

According to the Agile Practice Guide and XP (Extreme Programming) principles, TDD is a proactive method to maintain high quality under fast delivery constraints. It helps reduce technical debt, enables continuous integration, and supports long-term maintainability.

Option A suggests reducing quality, which contradicts the Agile value of delivering working, high-quality software.

Option B focuses on reducing complexity but doesn’t specifically improve quality.

Option D postpones addressing quality and technical debt, risking product instability.

 Engaging stakeholders early in the project initiation phase is crucial for the success of any project. By scheduling meetings with key stakeholders in advance, the project manager can gather valuable feedback on the project scope, align expectations, and address any concerns proactively. This approach helps in securing stakeholder buy-in and reduces the chances of strong rejection later in the project lifecycle. It is essential to involve stakeholders in the decision-making process, especially when it involves critical tasks that are key to the project’s value. This collaborative effort not only ensures that the stakeholders’ voices are heard but also facilitates a shared understanding of the project objectives and constraints.

The answer is verified by the principles outlined in the PMBOK® Guide and the standards for stakeholder engagement during project initiation as described by the Project Management Institute (PMI) and the Professional in Business Analysis (PBA) reference materials1234.

In the context of project management, especially after a period of intense work and overtime, it is important to not only reward the team but also to invest in team cohesion and address any misunderstandings that may have arisen. Arranging a luncheon for all team members, coupled with team-building sessions, can serve as both a reward and a means to improve team dynamics. This approach aligns with best practices in project management which emphasize the importance of team development and positive reinforcement12. References: = Project Management Institute, PMI Professional in Business Analysis.

In an agile project, risks are managed in a continuous and iterative manner, which involves constantly evaluating risks and adapting the project backlog and priorities accordingly. This approach is aligned with the agile principle of responding to change over following a plan, as it allows for flexibility and quick adjustments based on the evolving nature of the project and its associated risks.

 When a critical resource such as software required for project tasks is no longer available, the project manager should first address the issue by seeking a solution that would allow the team to continue their work with minimal disruption. Meeting with the IT team to evaluate the possibility of renewing the software license is a proactive step that aligns with the principles of effective project management, which includes problem-solving and facilitating the continuation of project activities.

= The answer is verified by the PMP Examination Content Outline, which emphasizes the importance of problem-solving and facilitating project work. Additionally, the PMBOK Guide supports this approach by outlining the project manager’s role in ensuring that project resources are available when needed to meet project objectives.

 The best course of action in this scenario is for the project manager to engage with the team to reprioritize tasks. This aligns with the PMP’s emphasis on the project manager’s role in leading and managing the project team. According to the PMBOK guide, the project manager should work with the team to assess the situation, reprioritize work, and apply resource optimization techniques to ensure that critical project milestones are met. This approach is proactive and focuses on problem-solving within the team’s capacity, rather than escalating the issue or sharing the challenges with stakeholders, which may not lead to a constructive solution.

The PMBOK® Guide and the PMP Examination Content Outline provide guidance on the project manager’s role in leading the team and managing project work, which includes resource optimization and prioritization of tasks12. The Professional in Business Analysis Reference Materials also support the approach of internal team collaboration and problem-solving to address project challenges3.

Recognizing high performance in a way that aligns with the team member’s personal goals is a powerful motivator and shows a deep understanding of individual preferences and aspirations. This approach is supported by the PMBOK® Guide, which suggests tailoring motivation methods based on individual preferences to elicit the best performance1. It also aligns with the principles of professional business analysis, which emphasize the importance of understanding stakeholders’ needs and aligning project objectives with those needs2.

In an agile project, the sprint review is the appropriate meeting for stakeholders, including board members, to attend. It is a formal opportunity to inspect the increment of the project’s deliverables and adapt the product backlog if needed. The sprint review is designed to gather actionable feedback and foster collaboration between the development team and stakeholders12.

= Agile practices in project management encourage stakeholder involvement in product backlog and project progress1. The PMI also highlights the importance of stakeholder engagement in agile projects, suggesting their participation in planning and review sessions2. Additionally, the importance of board member attendance in meetings is emphasized as it is essential for legal transaction of business and effective board engagement3.

When stakeholders are aligned and planning is complete, introducing aspirational targets should be handled thoughtfully. Rather than making commitments (which may jeopardize existing project constraints), the project manager should review the proposal and suggest optional or aspirational benefit improvements that do not compromise the approved budget, scope, or schedule.

According to the PMBOK® Guide – Seventh Edition, project managers are responsible for balancing competing constraints and ensuring realistic commitments. While enhancing benefits is desirable, it must be done transparently and optionally—not as a new baseline—unless formally approved.

Option A is risky; committing prematurely may create unrealistic expectations.

Option B is vague and lacks the structure of formally suggesting feasible opportunities.

Option D may seem defensive and close-minded.

 The best practice in project management, as per the PMBOK® Guide, involves confirming that all project deliverables meet the predefined acceptance criteria and obtaining formal approval from the client before considering the project or phase closed. This ensures that all requirements have been met and the client is satisfied with the outcomes, thus preventing any post-delivery issues related to unmet requirements.

= Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and other standards by PMI.

When a conflict arises during a project charter review, it’s important for the project manager to address the situation promptly to prevent escalation and maintain focus on the project objectives. Facilitation techniques are a key tool for improving communication and resolving conflicts within a team. These techniques can include active listening, ensuring that each party is heard, and guiding the discussion towards a mutual understanding or agreement. By continuing the meeting and employing these techniques, the project manager can help the stakeholders focus on the common goal of the project’s success, rather than getting sidetracked by the conflict12.

In an agile software development project, especially one with many unknowns, iterative scheduling is the most appropriate method. This approach allows the project to be broken down into smaller sections, often referred to as sprints, which can be planned, executed, and reviewed in a cyclical manner. It accommodates changes and unknowns by allowing for adjustments after each iteration, ensuring that the project remains flexible and responsive to the client’s needs123. References:

“An Agile Approach to Scheduling” article1

Atlassian’s guide on "Creating Project Schedules: Steps & Techniques"2

“Agile Project Scheduling and Monitoring” from Open Colleges3

 The Stakeholder Engagement Assessment Matrix is a tool used to identify the current and desired levels of stakeholder engagement throughout a project. It helps project managers to monitor and compare the expected engagement and involvement of stakeholders against actual engagement. If a major stakeholder is unaware of recent developments, it suggests there may be a gap in the desired and actual engagement levels, which this matrix is designed to track and highlight.

= The information is aligned with the PMBOK® Guide, which outlines the importance of stakeholder engagement and the use of the Stakeholder Engagement Assessment Matrix as a tool to manage and assess this engagement12. Additionally, the PMI’s standards for project management emphasize the need for effective communication and engagement with stakeholders to ensure project success34.

 In a matrix organization, it’s crucial for a project manager to facilitate collaboration among team members with varying levels of experience. When disagreements on the solution approach arise, finding a compromise that incorporates the strengths of both perspectives can lead to a more robust and reliable solution. This approach encourages mutual respect, leverages diverse expertise, and aligns with the principles of conflict resolution and team management as outlined in the PMBOK® Guide1.

Transparent and collaborative communication is essential during organizational change. The most inclusive and effective approach is to bring together the PMO and project team in a joint meeting to clarify questions, ensure alignment, and minimize uncertainty.

The PMBOK® Guide – Seventh Edition emphasizes cross-functional collaboration and stakeholder engagement as essential project leadership responsibilities during restructuring and transitions.

Option A may be seen as confrontational or top-down.

Option B is reactive and directive without facilitation.

Option D makes assumptions that may not be accurate.

When a customer introduces new quality standards during the finalization of project management plans, it is essential to align the project’s deliverables with these new standards to ensure customer satisfaction and project success. The project manager should collaborate with the client to agree on acceptance criteria that reflect the new quality standards. This agreement will guide the project team in adjusting their work processes and outputs to meet these criteria, thereby ensuring that the final product adheres to the customer’s requirements. Involving the client in this process also fosters a shared understanding and commitment to the quality objectives, which is crucial for a smooth delivery of the product.

The response is based on best practices in project quality management as outlined in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials, which emphasize the importance of stakeholder engagement and agreement on project objectives and criteria for acceptance12.

The departure of a key project resource can pose a significant risk to the continuity and success of a project. To mitigate this risk, establishing a proactive knowledge-sharing plan is essential. This involves creating a structured approach to capture the departing resource’s knowledge and expertise, which can then be transferred to the remaining team members. This ensures that critical project information and skills are retained within the team, minimizing the impact of the resource’s departure. A knowledge-sharing plan can include documentation of processes, training sessions, and mentoring programs12.

 Agile project delivery is adopted primarily because it allows for early and incremental delivery of value, which is prioritized based on customer and project needs. This approach enables teams to deliver parts of the project as they are completed, allowing for early benefits and the ability to adapt to changes quickly. Agile emphasizes customer collaboration and responsive planning which is more conducive to delivering a product that better meets user needs and has a higher value early in the process123.

 In the context of remote work, especially when unforeseen risks require a shift to remote operations, it is crucial for project managers to adapt their communication and resource management strategies. This ensures that all team members, including outsourced vendors, are aligned and can deliver effectively. Developing a new strategy may involve leveraging technology for virtual meetings, establishing clear communication protocols, and ensuring that all team members have access to necessary resources and information to perform their tasks remotely1.

= Project Management Strategies for Managing Remote Teams - LinkedIn1.

 In this scenario, the project manager should schedule a quality review meeting to address the sponsor’s concerns. Even though the quality acceptance document was signed, which typically indicates formal acceptance of project deliverables, it is important to address any complaints regarding the quality of deliverables to maintain stakeholder satisfaction and to ensure continuous improvement. The meeting would provide an opportunity to discuss the issues raised by the sponsor, review the quality acceptance documentation, and determine if there are any corrective actions or process improvements that can be applied to future phases of the project. This approach aligns with the PMI’s emphasis on stakeholder engagement and continuous improvement within project management processes123.

The answer is supported by the principles found in the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis Reference Materials provided by PMI45.

When facing delays in procurement, especially in government settings where processes are often strict and lengthy, the most constructive and collaborative action is for the project manager to work directly with the procurement team to develop a high-level timeline. This promotes alignment and visibility into expectations without immediately escalating or assigning blame.

According to the PMBOK® Guide (Seventh Edition), the project manager plays a facilitative role in procurement, especially in coordinating with procurement specialists and aligning expectations with stakeholders.

Option B avoids the issue and offers no corrective action.

Option C offloads responsibility inappropriately; the project manager should lead coordination.

Option D should be used only after collaborative options are exhausted.

Preparing for an audit in an agile project management context involves a thorough review of all project-related information. This includes project plans, user stories, sprint reports, and other relevant documentation that can provide auditors with insight into the project’s progress and adherence to agile practices. The project manager should ensure that all records are up-to-date and accurately reflect the project’s status. Additionally, it’s important to be prepared to explain the agile methodology, how it’s being implemented in the project, and how it aligns with the company’s goals and audit requirements.

The information is aligned with the best practices for audit preparation in project management as outlined in the PMP and PMI-PBA certification materials and guides1234.

When faced with the competitor’s announcement, the project manager should take the following actions:

1.Reduce Scope Items: Given the competitor’s shorter timeline and fewer features, the project manager should reevaluate the project scope. Reducing the scope items of the final deliverable allows the project team to focus on essential features and deliver a more streamlined product within the available time frame.

2.Discuss External Risk with Project Sponsor: The project manager should engage

 According to the principles of project integration management, it is essential to coordinate all elements of a project, including tasks, resources, and stakeholder expectations. When facing new technologies, supporting the team’s initiative to learn and adapt is aligned with fostering an environment of continuous improvement and skill development. This approach not only leverages existing resources but also builds team capability and ownership, which are critical for the long-term success of the project1.

= A Guide to the Project Management Body of Knowledge (PMBOK 6), which emphasizes the importance of integrating various processes and activities within the project management process groups2. Additionally, adapting to new technologies is a significant aspect of project management professional skills as outlined in the PMP certification resources1.

For a new product launch aimed at testing market readiness, an adaptive approach is recommended. This approach allows for flexibility in responding to the market and adjusting the product based on feedback. Clearly defined user stories help the team understand and deliver what is most valuable to the customer, which is crucial in a business transformation context where the goal is to open new delivery channels for the product. This aligns with the PMBOK® Guide’s guidance on adaptive environments where requirements and solutions evolve through collaboration12. The PMI-PBA® also emphasizes the importance of understanding stakeholder needs and defining requirements to meet business objectives, which is facilitated by well-defined user stories34.

The team charter defines behavioral norms, team values, and conflict resolution procedures. In conflict situations, the project manager should first refer the individuals to the team charter and address the behavior through a private one-on-one discussion to resolve misunderstanding or misalignment.

The PMBOK® Guide – Seventh Edition emphasizes use of the team charter as a reference to manage team expectations, promote respectful behavior, and resolve interpersonal issues.

Option A is premature and avoids resolution.

Option B could publicly escalate the issue and create tension.

Option D is generic and doesn’t address the behavioral concern directly.

When a project manager identifies a delay, especially one with external dependencies, it is crucial to assess the situation and its potential impact on the project. Reviewing the lessons learned from similar past projects can provide insights into handling such delays and mitigating risks. Updating the risk log is a proactive measure to document the issue and its potential implications, which should then be communicated to the client during the risk management meeting. This approach aligns with best practices in project risk management, where timely communication and documentation are key to effective risk handling.

= The information is based on the principles of project risk management as outlined in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials, which emphasize the importance of learning from past projects and maintaining accurate and up-to-date risk documentation1234.

In a situation where customer feedback indicates a strong demand for a new feature, it is advisable to deliver a minimum viable feature (MVF) that can provide immediate value while full development continues. This approach aligns with Agile project management principles, which prioritize rapid delivery of value through iterative and incremental development1. By planning for an MVF, the project manager can demonstrate responsiveness to customer needs and provide a tangible product increment within a short timeframe, thus satisfying the urgent request from the marketing department without disrupting the ongoing work of Company B2.

When faced with a tight deadline and the need to comply with new laws, the project manager should first review organizational process assets (OPAs) and perform analogous estimating. This is because OPAs can provide valuable historical information on how similar projects were executed, which can inform the current project’s planning and execution. Analogous estimating, in particular, uses data from previous, similar projects to estimate project duration and cost. Given that a similar project was completed recently, this information can be used to make more accurate predictions for the current project. This approach is recommended by the PMBOK® Guide as a valid method of estimation when there is limited information available and time is of the essence123.

The recommendation to review OPAs and perform analogous estimating is supported by the PMBOK® Guide and the principles of project estimation as outlined in PMI’s resources12345. Additionally, the importance of leveraging historical data for project estimation is emphasized in the Professional in Business Analysis reference materials678910.

 In an agile project facing a new impediment that affects the timeline and costs, the product owner should focus on maximizing value and minimizing costs. Reprioritizing the backlog based on the value of each item and the cost of delay divided by duration is a strategic approach that aligns with agile principles. This method ensures that the most valuable and time-sensitive work is prioritized, which is crucial when dealing with extended support for an older platform at a higher cost. It allows for a more informed decision-making process that considers the impact of delays on the project’s value123.

Empowering team members involves creating an environment where they can make decisions and take actions that play to their strengths. This not only boosts their confidence but also contributes to the overall success of the project. By focusing on collaborative goal setting, fostering a culture of feedback and self-assessment, and ensuring psychological safety, project managers can significantly enhance their team’s performance1.

According to the PMBOK® Guide, effective communication is crucial for project success. The project manager should ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. This includes direct communication with stakeholders about any changes or delays in the project schedule. By communicating directly, the project manager can manage stakeholders’ expectations and maintain trust12. References: = Project Communications Management According to the PMBOK1; Project communication–foundation for project success2.

 When managing a remote project team, it’s crucial for the project manager to engage with the team to understand their specific needs and preferences regarding collaboration tools. This approach ensures that the tools selected are suitable for everyone and can facilitate effective communication and collaboration. It’s important to recognize that while certain tools may have worked well in previous projects, they might not be the best fit for every team or project context. By involving the team in the decision-making process, the project manager can foster a sense of ownership and commitment to the project’s success among team members1.

According to the PMP objectives and content, the first course of action should be to assess the current resources and determine if the existing team members can take on additional tasks or responsibilities. This aligns with the principle of optimizing resource allocation and ensuring that the team is effectively utilized before seeking additional resources or funding1.

The project manager must take immediate action to address both behavioral and performance issues. Providing direct, constructive feedback to the underperforming senior technical member will help address their critical behavior and performance lapses. According to the PMBOK® Guide – Seventh Edition, project managers are responsible for managing interpersonal conflicts and promoting team collaboration.

By addressing the disruptive behavior and lack of task performance, the project manager fosters a psychologically safe environment and restores team dynamics.

Option A avoids the issue and reduces collaboration.

Option B escalates prematurely and may cause greater disruption.

Option C is positive, but without addressing the root cause, the issue may persist.

When faced with a subcontractor’s cash flow problem that affects resource availability for future iterations, the project manager should first analyze the impact against the release plan if the blocker is not addressed. This step is crucial for understanding the potential consequences on the project’s timeline and deliverables. It allows the project manager to make informed decisions and take appropriate actions to mitigate risks. This approach aligns with the principles of risk management in business analysis, which involve identifying and analyzing potential risks to the project’s success12.

The answer is verified by discussions found in PMP exam-related forums and aligns with the principles outlined in the PMBOK® Guide and the Professional in Business Analysis Reference Materials12.

In a situation where a developer is delaying a critical path activity due to a lack of understanding of customer requirements, the project manager should facilitate communication to ensure clarification of the requirements. This approach aligns with the best practices in project management and business analysis, which emphasize the importance of clear communication and understanding of stakeholder requirements for project success. By clarifying the requirements, the developer can gain a better understanding of what is expected and proceed with the coding activity, thus mitigating the delay on the critical path.

The best course of action when receiving a request for a more detailed project status is to engage in a dialogue with the senior manager to understand their specific needs. This approach aligns with the PMBOK® Guide’s emphasis on effective communication and stakeholder engagement as key aspects of project management. By discussing the requirements directly, the project manager can tailor the communication to provide relevant and precise information that satisfies the senior manager’s request without overwhelming them with unnecessary details. This method ensures that the project manager is responsive to stakeholder needs and maintains clear and open lines of communication.

The answer is supported by the principles outlined in the PMBOK® Guide, which advocate for proactive stakeholder engagement and effective communication strategies1. Additionally, the PMI’s standards on project communication emphasize the importance of understanding and addressing stakeholder information needs23.

According to PMI’s best practices, a project manager should communicate any discrepancies found in the project charter, especially those related to the budget, as soon as possible. It is crucial to address these issues early on to avoid future risks and to ensure that the project has all the necessary resources for successful completion. The project manager should not start the project with known gaps in the budget or reduce the quality of deliverables to compensate for budgeting errors. References: PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.

 According to the PMBOK Guide, stakeholder involvement is a key factor for successful change management. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By involving stakeholders from all levels of the company, the project manager can ensure that everyone understands the need, benefits, and impacts of the change. This can help to reduce resistance, increase buy-in, and foster collaboration among the stakeholders. Additionally, by involving stakeholders early and often, the project manager can solicit their feedback, address their concerns, and incorporate their suggestions into the project plan. This can enhance the quality and acceptance of the project deliverables and outputs. Furthermore, by involving stakeholders from all levels of the company, the project manager can leverage their influence, expertise, and resources to support the project execution and implementation. This can improve the project performance and increase the likelihood of achieving the project objectives. References:

PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.1: Identify Stakeholders, pp. 137-1391

PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 2: Planning, Task 2.4: Develop a stakeholder engagement plan, pp. 22-232

Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 3: Analysis, Task 3.1: Elicit and confirm information from relevant stakeholders, pp. 24-252

When an unforeseen event causes a delay, especially one that affects the critical path, the project manager should review the project management plan to understand the full impact of the delay on the project’s objectives. This review will help in assessing the situation and deciding on the next steps, which may include re-sequencing activities, performing schedule compression, or negotiating changes to the project’s scope or deadlines.

Agile promotes continuous improvement and collaboration. However, if a new process affects key stakeholders outside the development team (in this case, the business), then alignment is required. The project manager should engage the business manager and discuss the proposed approach and its benefits to secure approval.

The Agile Practice Guide supports direct stakeholder engagement when process changes affect external contributors or consumers of deliverables. Agility includes openness to improvement, but also emphasizes communication and stakeholder buy-in.

Option B (PMO) may help, but the business manager is the decision-maker.

Option C delays potential value.

Option D ignores required alignment with business stakeholders.

 When a tactical change is suggested in a project, especially from an international project that interfaces with the current project, it’s important for the project manager to maintain focus on the priority items while the change goes through the change control process1. This involves assessing the impact of the change, considering the potential risks and benefits, and deciding whether to approve or reject the change2. The change control process ensures that all changes are handled in a controlled and organized manner, minimizing the potential for disruption and ensuring that the project remains aligned with its objectives3. References: 

https://www.tacticalprojectmanager.com/managing-international-projects/

https://www.goskills.com/Project-Management/Resources/Project-changes