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PMP Dumps

Project Management Professional

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NEW QUESTION 1
A client wants to create an innovative software for the travel industry using an agile approach. A project manager from the company was assigned to work on the
details and estimates as requested by the client.
What should the project manager do before sending the information to the client?

A. Analyze the tasks, provide estimates, include a prototype demo, and send to the client directly.
B. Sequence the tasks with estimates and add standard risk reserves to use for software development.
C. Put the tasks with estimates in the backlog and clarify that the project will not need any reserves.
D. Work with the team to understand their views and add the appropriate dependencies and risks.

Answer: D

Explanation:
The project manager should work with the team to understand their views and add the appropriate dependencies and risks before sending the information to the
client because this is consistent with the agile principles and values. The agile approach emphasizes collaboration, communication, and feedback among the
project team and stakeholders. The project manager should involve the team in the estimation and planning process, as they have the best knowledge and
experience of the work to be done. The project manager should also identify and analyze the dependencies and risks that may affect the project scope, schedule,
cost, and quality, and communicate them to the client. This will help to establish trust, transparency, and alignment between the project team and the client, and
enable them to respond to changes and uncertainties
effectively. References:
? A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2.2.2, page 28
? Agile Practice Guide, Chapter 2.1.1, page 14
? PMP Exam Content Outline, Domain II: Planning, Task 2

NEW QUESTION 2
A project manager has been selected to deliver one of an organization's key flagship solutions. Critical success factors include agility, market adaptation,and a
quick response to market offerings.
What is one of the key activities that the project manager should undertake to ensure company success?

A. Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project deliveryapproach and
outcome.
B. Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informedproject
decisions.
C. Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly
definedobjectives.
D. Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.

Answer: B

Explanation:
For a project that requires agility, market adaptation, and a quick response to market offerings, the project manager should conduct periodical reviews of the
project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions. This will help the project
manager to monitor the project performance, identify and respond to changes, and deliver value to the customer. The other options are not as effective or
appropriate as the correct answer, as they may increase the project cost, scope, or risk, or compromise the project quality or customer satisfaction. References:
PMBOK Guide, 7th edition, page 30-31, 34-35, 40-41.

NEW QUESTION 3
A project is behind schedule because of a delayed equipment installation. This is affecting many other activities. The manager responsible for the equipment
delivery notified
the project manager that there is a capacity issue for the team doing the installation. What should the project manager have done to prevent this situation from
happening?

A. Conducted periodic reviews with the manager on resource availability.

B. Defined the skill requirements more clearly in the scope statement.
C. Consulted with the installation team on a regular basis to check for conflicts.
D. Asked the manager to follow the agreed-upon resource management plan.

Answer: D

Explanation:
A resource management plan is a document that describes how the project resources will be acquired, allocated, monitored, and controlled throughout the project
life cycle1. A resource management plan helps project managers to ensure that the project has sufficient and appropriate resources to complete the project work
on time and within budget. A resource management plan also defines the roles and responsibilities of the project team members and the resource managers, and
the processes and tools for managing resource availability, utilization, and performance2.
In this question, the project manager should have asked the manager responsible for the equipment delivery to follow the agreed-upon resource management
plan, which would have specified the resource requirements, allocation, and schedule for the equipment installation. By following the resource management plan,
the manager could have avoided the capacity issue for the installation team, or at least communicated it to the project manager in advance, so that the project
manager could have taken corrective actions to mitigate the impact on the project schedule. The project manager should also have monitored and controlled the
resource management plan throughout the project, and updated it as needed to reflect any changes or issues in the resource availability or demand3.
Option A is not the best answer because conducting periodic reviews with the manager on resource availability may not be enough to prevent the situation from
happening.The project manager should have established a clear and formal resource management plan with the manager, and ensured that the manager followed
it consistently and reported any deviations or problems.
Option B is not the best answer because defining the skill requirements more clearly in the scope statement may not be relevant to the situation. The scope
statement is a document that defines the project scope, deliverables, assumptions, and constraints4. The skill requirements are part of the resource requirements,
which are defined in the resource management plan, not the scope statement.
Option C is not the best answer because consulting with the installation team on a regular basis to check for conflicts may not be the project manager’s
responsibility. The project manager should have delegated the responsibility of managing the installation team to the manager in charge of the equipment delivery,
and relied on the manager to follow the resource management plan and report any issues or conflicts to the project
manager. References:

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? 1: PMBOK Guide, 7th edition, page 83

? 2: Resource Plan: The Ultimate Guide to Resource Planning5
? 3: PMBOK Guide, 7th edition, page 85
? 4: PMBOK Guide, 7th edition, page 77
? 5: Resource Plan: The Ultimate Guide to Resource Planning

NEW QUESTION 4
During the final stage of the launch for a new design, team members are having a conflict about some features of the design. What should the project manager
do?

A. Ask the project sponsor to make the decision about the design features.
B. Call a stakeholder meeting along with team members and seek consensus.
C. Ask stakeholders to reduce the scope in order to meet project deadlines.
D. Review the design with the team members and propose a new launch date.

Answer: B

Explanation:
The project manager should call a stakeholder meeting along with team members and seek consensus about the design features. This is because the project
manager needs to resolve the conflict among the team members and ensure that the design meets the stakeholder expectations and requirements. The project
manager should use conflict resolution techniques such as collaborating, compromising, or problem-solving to facilitate a constructive dialogue and reach a
mutually acceptable agreement. The project manager should also consider the impact of the design features on the project scope, quality, schedule, and cost and
communicate any changes or issues to the relevant stakeholders.
? Option A is not a good action, as asking the project sponsor to make the decision about the design features may not be appropriate or effective. It may also
undermine the team members’ autonomy, creativity, and ownership of their work. The project manager should try to involve the team members and other
stakeholders in the decision-making process and not rely on the project sponsor’s authority or influence.
? Option C is not a good action, as asking stakeholders to reduce the scope in order to meet project deadlines may not be feasible or desirable. It may also create
dissatisfaction, confusion, and resistance among the stakeholders. The project manager should try to deliver the project scope as agreed and not change it without
proper justification and approval.
? Option D is not a good action, as reviewing the design with the team members and proposing a new launch date may not be necessary or beneficial. It may also
create additional risks, issues, and delays for the project. The project manager should try to launch the project as planned and not postpone it without proper
justification and approval. References:
? [PMBOK Guide], 6th edition, page 386, section 10.3
? [PMP Exam Content Outline], page 12, task 4 under domain 3

NEW QUESTION 5
In a project, one core team member tends to do all the work and ensures all tasks are completed. This core team member is soon leaving the project, which may
make the project vulnerable.
What should the project manager do?

A. Ask human resources (HR) to counsel the team member to balance the workload.
B. Assess a mechanism for knowledge transfer among the team members.
C. Ensure the activities of this team member are distributed across the project team.
D. Motivate the team member to stay by providing them with incentives.

Answer: B

Explanation:
= The project manager should assess a mechanism for knowledge transfer among the team members, as this is the best way to ensure that the project continuity
and quality are not compromised when the core team member leaves. The project manager should identify the critical knowledge and skills that the team member
possesses, and plan how to share them with the rest of the team. The project manager should also monitor and support the knowledge transfer process, and
evaluate its effectiveness. The other options are not the best actions to take in this situation, as they do not address the root cause of
the problem or seek to mitigate the risk. References: = A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 6:
Project Team, Section 6.3: Develop Team, Page 163-164.

NEW QUESTION 6
A project is halfway through its execution phase. The quality specifications for the project deliverables are formally accepted. However, a key stakeholder is
dissatisfied, stating that the deliverables do not meet the quality specifications. What should the project manager do in this situation?

A. Notify the stakeholder that arbitration procedures will be followed.

B. Review the requirements traceability matrix and conduct inspections.
C. Document the issue in the issue log and send a report to management.
D. Inform the project sponsor of the stakeholder's dissatisfaction.

Answer: B

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

NEW QUESTION 7
DRAG DROP
Drag the interpersonal skill on the left to the correct scenario on the right.

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A. Mastered
B. Not Mastered

Answer: A

Explanation:
The correct answer is to drag the interpersonal skill on the left to the scenario on the right as follows:
? Conflict Management -> A team member disagrees with the project manager’s decision and escalates the issue to the sponsor.
? Emotional Intelligence -> A project manager recognizes that a stakeholder is feeling frustrated and tries to empathize with them.
? Leadership -> A project manager motivates the team to achieve the project goals and provides feedback and recognition.
? Networking -> A project manager attends a professional event and exchanges contact information with potential partners and clients.
= The question tests the candidate’s knowledge of interpersonal skills and how they apply to different project scenarios. Interpersonal skills are the abilities to
effectively communicate, interact, and work with individuals and groups. They are essential for project managers to build relationships, influence stakeholders,
resolve conflicts, and lead teams. The four interpersonal skills and their definitions are:
? Conflict Management: The ability to handle disagreements and disputes among
individuals or groups in a constructive way.
? Emotional Intelligence: The ability to perceive, understand, and manage one’s own and others’ emotions and emotional responses.
? Leadership: The ability to guide, inspire, and empower individuals or groups to achieve a common vision or goal.
? Networking: The ability to establish and maintain connections and relationships with people who can provide information, support, or opportunities.
References:
? PMBOK® Guide 7th Edition, Chapter 7: Team Performance, Section 7.2: Enable Team Performance, Page 181
? PMBOK® Guide 6th Edition, Chapter 3: Role of the Project Manager, Section 3.2: Project Manager Competencies, Page 51
? Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.1: What is an Agile Mindset?, Page 13

NEW QUESTION 8
A company has decided to implement a new archiving system. A data breach occurred during the implementation of the project.
What should the project manager do first?

A. Ask the team to fix the system to resolve the issue.

B. Update the risk register with the risk and proposed impact.
C. Implement the planned risk response to handle the issue.
D. Review possible alternative documentation methods with team.

Answer: C

Explanation:
The project manager should first implement the planned risk response to handle the issue of data breach, which is a negative risk or threat to the project. The
project manager should have identified, analyzed, and planned for such a risk in the risk management process and documented the appropriate risk response
strategy and actions in the risk register. Implementing the risk response will help to minimize the impact of the risk on the project objectives and stakeholders.
Asking the team to fix the system, updating the risk register, or reviewing alternative documentation methods are not the first actions to take, as they may not
address the root cause or the severity of the issue, or they may be part of the risk response implementation. References:
? PMBOK® Guide 7th Edition, Chapter 9: Uncertainty, Section 9.2: Respond to Uncertainty, Page 233
? PMBOK® Guide 6th Edition, Chapter 11: Risk Management, Section 11.5: Implement Risk Responses, Page 442
? Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.4: Delivery Practices, Page 41

NEW QUESTION 9
A project is starting its third iteration out of six. During planning, the team realized that all of the requirements were not defined clearlyenough to start working.
What should the project manager do?

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A. Invite key users to the next daily meeting to get requirement clarification.
B. Review and replace the unclear requirements with ones that are clear.
C. Update the issue log and escalate it to the project sponsor.
D. Meet with the product owner to review the project backlog.

Answer: D

Explanation:
= This answer is based on the agile practice of backlog management, which is the process of creating, prioritizing, refining, and maintaining the backlog items with
the project team and the product owner. The product owner is the person responsible for defining and communicating the vision, value, and scope of the product or
service. By meeting with the product owner to review the project backlog, the project manager can ensure that the requirements are clear, complete, and aligned
with the customer’s needs and expectations. This will also help to resolve any ambiguities, inconsistencies, or gaps in the requirements, and to adjust the backlog
items as needed based on the feedback and changes. References: (Project Management Professional (PMP) Reference Materials source and documents)
? A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 14: Enabling Change, Section 14.2: Leading the Team, page 334.
? Agile Practice Guide, Chapter 3: Life Cycle Selection, Section 3.3: Implementing Agile: Creating an Agile Environment, page 32.

NEW QUESTION 10
A construction project for a nuclear power plant will reduce the region's energy dependence on external electricity supplies. The project manager has received
support for the project from several leaders in the region. However, some people from the government want to stop this project to focus on developing renewable
energy sources.
Which stakeholders should the project manager include in the stakeholder engagement plan?

A. Stakeholders who have been identified and who have needs and a potential impact on the project.
B. Stakeholders who are selected by the project sponsor who have a potential impact on the project.
C. Stakeholders who are supporting the project in order to obtain additional resources.
D. Stakeholders who disagree with the project so as to proactively manage their expectations.

Answer: A

Explanation:
A stakeholder engagement plan is a document that describes how the project manager and the project team will communicate and interact with the stakeholders
throughout the project. The stakeholder engagement plan should include all the stakeholders who have been identified and who have needs and a potential impact
on the project, regardless of their level of support or opposition. This is because the project manager needs to understand the expectations, interests, and
concerns of all the stakeholders, and to manage them effectively. By including all thestakeholders in the stakeholder engagement plan, the project manager can
also identify and address any issues or risks that may arise from the stakeholder relationships, and to enhance the stakeholder satisfaction and support for the
project. References: PMBOK Guide, 6th edition, pages 513-514; 5 steps to creating a stakeholder engagement plan (with template)

NEW QUESTION 10
A project manager has a team of shared resources from other projects who are working on a client project. Three days before the project is due, the team informs
the project
manager that the project will be delayed because a component was not delivered on time.
Competing priorities of the shared resources are delaying delivery of the component.
What should the project manager have done to prevent this delay from happening?

A. Maintained constant communication with the stakeholders of the other projects

B. Used the resource management plan to identify the impacts of the other projects
C. Updated the risk management plan and registered lessons learned for the project
D. Reorganized the team for the project based on the work breakdown structure (WBS)

Answer: B

Explanation:
According to the PMBOK Guide 7th Edition, the resource management plan is a component of the project management plan that describes how the project
resources are acquired, allocated, monitored, and controlled. The resource management plan also includes the resource breakdown structure (RBS), which is a
hierarchical representation of the project resources by category and type. The project manager should use the resource management plan and the RBSto identify
the impacts of the other projects on the availability and utilization of the shared resources, and to plan accordingly. The project manager should also communicate
with the resource managers and the project sponsors of the other projects to negotiate and resolve any resource conflicts or issues. Therefore, the best answer is
B. References: PMBOK Guide 7th Edition, pages 15, 16, 57, 58, 59.

NEW QUESTION 14
A scrum team's daily meetings are conducted by teleconference between three teams, each located in different countries. The meetings typically last 45 minutes
with manymisunderstandings due to language barriers.
How should the project manager resolve this issue for the next iteration?

A. Instruct the meeting participants to speak only about blockers during the meeting.
B. Transfer half of the backlog items to the next iteration to allow more time to complete themeetings.
C. Extend the meeting to 1 hour and request that all of the participants bring up all of the issues.
D. Train the three team leads to conduct a local meeting, then run an overall status meeting.

Answer: D

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

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schedule of the
project. References: = PMBOK Guide, 7th edition, pages 14-15, 18-19, 22-23.

NEW QUESTION 15
An organization is struggling to start an important project. The project manager has identified that the scope definition is the main item preventing the project from
starting. Although most of the scope items are defined and agreed upon among the stakeholders, there are a few items that are hard to grasp and verycomplex to
define at this stage.
What should the project manager do?

A. Recommend splitting the project into two smaller projects in order to work exclusively in an agile environment withoutinterference from a predictiveapproach.
B. Update the risk register and escalate the issue to the project management office (PMO), requesting more resources be added to help define theproject scope.
C. Propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items.
D. Maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project.

Answer: C

Explanation:
According to the PMBOK Guide, a project scope definition is a comprehensive description of all project elements, including all related activities, assets,
timeframes, milestones, and the project’s boundaries1. The scope of a project also identifies essential players, processes, assumptions, and restrictions2. The
project scope statement describes, in detail, the project’s deliverables and the work required to create those deliverables3. The project scope statement also
provides a common understanding of the project scope among all project stakeholders and describes the project’s major objectives3.
In this scenario, the project manager has identified that the scope definition is the main item preventing the project from starting, as there are a few items that are
hard to grasp and very complex to define at this stage. The project manager should propose that the well-defined scope items be delivered using a predictive
approach and use an agile approach to deal with the complex items. This is an example of a hybrid approach, which is a combination of serial and agile strategies
that can be used for different phases or work packages of a project4. A hybrid approach can provide flexibility, adaptability, and customer focus while maintaining
some level of predictability and control4. A hybrid approach can also accommodate changing requirements and stakeholder expectations, as well as leverage
existing knowledge and experience4.
The project manager should not recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference
from a predictive approach, as this may create unnecessary complexity and duplication of work. The project manager should also not update the risk register and
escalate the issue to the PMO, requesting more resources be added to help define the project scope, as this may not solve the problem of the complex and
unclear scope items. The project manager should also not maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved
prior to starting the project, as this may delay the project initiation and cause frustration and dissatisfaction among the stakeholders.
References: 4: Scope Management | PMI 1: Define Scope Process: How To Finalize The Project Scope? 2: Project Scope Definition & Scope Statement Template
- PM-Training 3: Section 5.2 Scope Definition

NEW QUESTION 19
During project execution, a client asks to add one more features to the product. After performing a change request analysis, the project manager realizes the
necessary equipment will not be available in time tosupport this new feature, resulting in the project team being idle.
What should the project manager do next?

A. Perform integrated change control.

B. Escalate the risk to senior management.
C. Establish a contingency reserve.
D. Rent ready-made equipment.

Answer: A

Explanation:
According to the PMBOK® Guide, integrated change control is the process of reviewing all change requests, approving changes, and managing changes to
deliverables, organizational process assets, project documents, and the project management plan. The project manager should perform integrated change control
to evaluate the impact of the client’s request on the project scope, schedule, cost, quality, and risk, and to determine the best course of action to address the
change. The project manager should also communicate the change and its implications to the relevant stakeholders, and update the project management plan and
other documents accordingly. Performing integrated change control will help the project manager to manage the expectations of the client and the project team,
and to ensure the project’s alignment with the business objectives. References:
? PMBOK® Guide, Sixth Edition, Chapter 4: Project Integration Management, pp. 111-158.
? PMP Exam Prep Coursebook, Chapter 4: Project Integration Management, pp. 4-1- 4-24.

NEW QUESTION 20
An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be completely planned in advance. However, other
phases allowfor more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, butalso wants to
accommodate newinformation and changes as the project progresses.
Which project management approach should the project manager select for this project?

A. Hybrid
B. Agile
C. Phased
D. Incremental

Answer: A

Explanation:
A hybrid project management approach is a combination of two or more project management methodologies, such as waterfall and agile, that best suit the
project’s needs. A hybrid approach allows the project manager to plan some phases in detail, while leaving other phases more flexible and adaptable to changes.
A hybrid approach can also balance the sponsor’s expectations of following the project objectives, while incorporating new information and feedback as the project
progresses. According to the PMBOK Guide, a hybrid approach can be used when the project has both predictive and adaptive elements, or when the project
environment is complex and uncertain. References:
? PMBOK Guide, 7th edition, page 271
? What Is Hybrid Project Management?2
? Ultimate Guide To Hybrid Project Methodologies & How To Make Them3

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NEW QUESTION 22
A project manager has been approached by the project sponsor about adding fo the project scope. How should the project manager accommodate this request?

A. Disregard the request since the project scope is finalized.

B. Create a change request for the change control board (CCB) to review.
C. Update the project team about the change request.
D. Adjust the project schedule to accommodate the new project scope requests.

Answer: B

Explanation:
According to the PMBOK® Guide, a change request is a formal proposal to modify any document, deliverable, or baseline1. A change request can be initiated by
any stakeholder, including the project sponsor, and should be processed through the perform integrated change control process2. The change control board (CCB)
is a formally chartered group responsible for reviewing, approving, rejecting, or delaying changes on the project3. The project manager should create a change
request for the CCB to review and evaluate the impact of the proposed scope change on the project objectives, constraints, and other knowledge areas. The
project manager should not disregard the request, update the team, or adjust the schedule without following the change management plan and obtaining the
CCB’s approval. References: 1:PMBOK® Guide, 6th edition, p. 112 2: PMBOK® Guide, 6th edition, p. 123 3: PMBOK® Guide, 6th edition, p. 125 : PMBOK®
Guide, 6th edition, p. 128

NEW QUESTION 23
A project for Company A was successfully delivered within scope, schedule, and budget by the end of the last iteration. However, during the project celebration
ceremony, one of the business stakeholders says they perceive the project as a failure as it did not add any business value.
What should the project manager have done to avoid this perception?

A. Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits.
B. Confirmed that there is a communications management plan in place to make business stakeholders aware of the success.
C. Involved the business stakeholders in the sprint review.
D. Implemented a closing survey for key stakeholders.

Answer: A

Explanation:
= According to the Agile Practice Guide, the product backlog is a prioritized list of features, functions, requirements, enhancements, and fixes that constitute the
changes needed to deliver a viable product1. The product backlog should be aligned with the project vision and goals, and reflect the value proposition for the
customer and the business2. Therefore, the project manager should have defined the product backlog priorities with the sponsor and key stakeholders to deliver
business benefits, and to ensure that the project outcomes meet the stakeholder expectations and needs. This would have helped to avoid the perception of the
project as a failure, as the business stakeholders would have been involved in defining and validating the value of the project deliverables. This is also consistent
with the agile principle of satisfying the customer through early and continuous delivery of valuable software3. References:
? 1: Agile Practice Guide, p. 26
? 2: Agile Practice Guide, p. 28
? 3: Agile Practice Guide, p. 9

NEW QUESTION 25
A project manager is managing a hybrid project. There is software in place to access the repository of project artifacts. However, a few stakeholders are reporting
that they are unable to find the latest project schedule. What should the project manager do?

A. Send the project schedule via email to the stakeholders who need that information.
B. Make sure all stakeholders have access to the system and know where to find project artifacts.
C. Escalate the issue to the steering committee and ask them to deal with the stakeholders’ lack of training.
D. Advise the project management office (PMO) that there is a resource gap for sharing project artifactseffectively.

Answer: B

Explanation:
According to the Agile Practice Guide, a hybrid project is a project that combines elements of predictive and adaptive project management methodologies. A
hybrid project may use different methodologies for different phases or deliverables of the project, or it may blend the practices and techniques of different
methodologies within the same phase or deliverable. A hybrid project may also use different tools and techniques to support the project management and delivery,
such as software applications, templates, documents, or artifacts. In this scenario, the project manager is managing a hybrid project that uses software to access
the repository of project artifacts. However, a few stakeholders are reporting that they are unable to find the latest project schedule. This is a communication issue
that may affect the stakeholder engagement and satisfaction, as well as the project performance and delivery. The best course of action is to make sure all
stakeholders have access to the system and know where to find project artifacts. This can help the project manager to ensure that the project communication is
consistent, clear, and effective, and that the stakeholders are kept informed and updated on the project progress and status. Making sure all stakeholders have
access to the system and know where to find project artifacts (option B) is the best solution to the issue, as it demonstratesproactive and respectful project
communication and stakeholder management. Sending the project schedule via email to the stakeholders who need that information (option A) may not be
sufficient or efficient, as it may create inconsistency and confusion among the stakeholders, and may increase the workload and overhead of the project manager.
Escalating the issue to the steering committee and asking them to deal with the stakeholders’ lack of training (option C) may also be unnecessary or inappropriate,
as it may imply that the project manager is unable to handle the issue and may damage the trust and relationship with the stakeholders. Advising the project
management office (PMO) that there is a resource gap for sharing project artifacts effectively (option D) may also be unrealistic or irrelevant, as it may not address
the root cause of the issue or provide a clear guidance on how to improve the project communication or stakeholder engagement. References: : Project
Management Institute. (2017). Agile Practice Guide. Newtown Square, PA: Author1 : Ultimate Guide To Hybrid Project Methodologies & How To Make Them 2 : A
Little Bit of Both - Project Management Institute 3

NEW QUESTION 29
A project manager has been assigned to a global project involving regulatory bodies, government agencies, internal company leaders, the project team, and end
users. What should the project manager do to engage them all effectively?

A. Analyze the stakeholders.

B. Check lessons learned from past projects.
C. Gather business requirements.
D. Remove any bias that exists on the team.

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Answer: A

Explanation:
According to the PMBOK Guide, 7th edition, stakeholder management is the process of identifying and engaging the people who are impacted by or can influence
the project. Stakeholder management involves four steps: identify stakeholders, plan stakeholder engagement, manage stakeholder engagement, and monitor
stakeholder engagement. Stakeholder analysis is a technique that helps to identify the stakeholders, their needs, expectations, interests, influence, and impact on
the project. Stakeholder analysis can help to develop appropriate strategies and actions to effectively involve and satisfy the stakeholders throughout the project
life cycle. In this question, the project manager has been assigned to a global project involving regulatory bodies, government agencies, internal company leaders,
the project team, and end users. The question asks what the project manager should do to engage them all effectively.
Based on this information, the best answer is option A, which is to analyze the stakeholders. This is because analyzing the stakeholders is the first and most
important step for the project manager to engage them all effectively. Analyzing the stakeholders can help the project manager to understand the stakeholder
characteristics, such as their roles, responsibilities, relationships, expectations, influence, and impact on the project. Analyzing the stakeholders can also help the
project manager to identify the stakeholder needs, interests, concerns, and issues, as well as to assess the stakeholder risks and opportunities. Analyzing the
stakeholders can help the project manager to develop and implement appropriate stakeholder engagement strategies and plans, such as communication,
collaboration, negotiation, conflict resolution, and feedback mechanisms. Analyzing the stakeholders can help the project manager to achieve the project
objectives and deliver the project value, as well as to enhance the stakeholder satisfaction and trust.
Option B, which is to check lessons learned from past projects, is not a good answer. This is because checking lessons learned from past projects may not be
enough or relevant to engage all the stakeholders effectively. Lessons learned are the knowledge gained from the process of performing the project. Lessons
learned may include the positive and negative experiences, the best practices and recommendations, and the successes and failures of the project. Checking
lessons learned from past projects can help the project manager to learn from the previous projects and apply the relevant knowledge and insights to the current
project. However, checking lessons learned from past projects may not help the project manager to engage all the stakeholders effectively, as the stakeholder
characteristics, needs, expectations, and interests may vary from project to project. Checking lessons learned from past projects may alsodepend on the
availability, quality, and accessibility of the lessons learned repository, which is a database that stores and organizes the lessons learned from the projects.
Option C, which is to gather business requirements, is not a good answer. This is because gathering business requirements may not be relevant or sufficient to
engage all the stakeholders effectively. Business requirements are the high-level needs or expectations of the organization or the customer that justify the initiation
of the project. Business requirements may include the business objectives, goals, vision, value, benefits, and constraints of the project. Gathering business
requirements can help the project manager to understand the purpose and scope of the project, as well as to align the project with the organizational strategy and
expected business value. However, gathering business requirements may not help the project manager to engage all the stakeholders effectively, as the business
requirements may not reflect the specific needs, expectations, interests, and concerns of the individual or group stakeholders. Gathering business requirements
may also require the involvement and approval of the key stakeholders, such as the project sponsor, the customer, or the senior management.
Option D, which is to remove any bias that exists on the team, is not a good answer. This is because removing any bias that exists on the team may not be
relevant or effective to engage all the stakeholders effectively. Bias is a tendency or preference that influences the judgment or behavior of a person or a group.
Bias may affect the perception, interpretation, evaluation, or decision-making of the project team or the stakeholders. Removing any bias that exists on the team
can help the project manager to improve the team performance, collaboration, and communication, as well as to avoid or reduce the conflicts, errors, or risks that
may arise from the bias. However, removing any bias that exists on the team may not help the project manager to engage all the stakeholders effectively, as the
bias may not be the only or the main factor that affects the stakeholder engagement. Removing any bias that exists on the team may also be challenging or
unrealistic, as the bias may be unconscious, implicit, or ingrained in the team culture or behavior. References: PMBOK Guide, 7th edition; PMP Exam Content
Outline; PMP Sample Test Questions.

NEW QUESTION 31
A project manager is managing a complex research project with a high level of uncertainty. A request is made to implement a mechanism tomeasure the quality of
the deliverables.
Using a hybrid approach, what techniques can be used to achieve this goal?

A. Daily Scrum and product owner quality assessments.

B. Paired work and the customer role method.
C. Time-boxed iterations and standup review meetings.
D. Scrum master reviews and the quality Kanban method.

Answer: C

Explanation:
A hybrid approach is a combination of predictive and adaptive methods that can be tailored to suit the project context and needs. Time-boxed iterations are a
common feature of agile methods that allow the project team to deliver incremental value and receive feedback in a fixed period of time. Standup review meetings
are short and frequent meetings where the project team members share their progress, issues, and plans for the next iteration. These techniques can help the
project manager to measure the quality of the deliverables by ensuring alignment with the customer expectations, identifying defects and risks early, and promoting
continuous improvement. The other options are not necessarily related to quality measurement or are not part of a hybrid approach. References: PMBOK Guide,
7th edition, page 30-31, 34-35, 40-41.

NEW QUESTION 35
A leader from project B consistently reaches out to a team member in project A for assistance. What should project A's project manager do?

A. Ensure project A's team member can finish thework committed to project.
B. Talk with project B's leader to discuss possible impacts to both projects.
C. Allow project B's leader to continue building relationships.
D. Tell project A's team member to ignore project B's leader.

Answer: B

Explanation:
According to the PMBOK Guide, the project manager should manage the project resources, including the human resources, in an effective and efficient manner.
The project manager shouldalso coordinate and collaborate with other project managers and stakeholders to ensure the alignment and integration of the project
activities and objectives. In this scenario, the project manager faces a resource issue that may affect the performance and delivery of both projects. The best
course of action is to talk with project B’s leader to discuss the possible impacts to both projects, and to find a mutually agreeable solution that balances the needs
and expectations of both projects. This option demonstrates proactive and respectful project communication and resource management. Ensuring project A’s
team member can finish the work committed to project (option A) may not be sufficient or realistic, as it may ignore or overlook the needs and expectations of
project B, and may create a conflict or resentment between the projects. Allowing project B’s leader to continue building relationships (option C) may also be
ineffective or inappropriate, as it may not address the root cause of the issue or provide a clear guidance on how to manage the resource allocation and utilization.
Telling project A’s team member to ignore project B’s leader (option D) may also be counterproductive or unethical, as it may damage the relationship and trust
between the projects, and may violate the professional responsibility and code of conduct of the project manager. References: : Project Management Institute.
(2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute. (2017).

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PMI Code of Ethics and Professional Conduct. Newtown Square, PA: Author2

NEW QUESTION 40
A project manager is assigned midway through a project. The team members are in different locations across the country and they are unable to meet in-person
often. During a status review meeting, one of
the stakeholders highlighted that they were unaware of the status for the project deliverables.
What should the project manager do first?

A. Request the project team include the stakeholder's details and make sure the project status reports are shared with the stakeholder.
B. Schedule a meeting with the stakeholder, and include the stakeholder’s needs in the project management plan.
C. Review the stakeholder management plan and update the stakeholder register for incorporation in the project management plan.
D. Review the communications management plan and verify whether the stakeholder's needs are captured in the project management plan.

Answer: D

Explanation:
The communications management plan is a component of the project management plan that describes how the project information will be communicated to the
stakeholders, including thefrequency, format, content, and methods of communication1. The project manager should review the communications management
plan and verify whether the stakeholder’s needs are captured in the project management plan, and if not, update the plan accordingly. This will help to ensure that
the stakeholder receives the appropriate information at the right time and in the right way. Requesting the project team to include the stakeholder’s details and
share the project status reports (A) may not be sufficient or effective, as the stakeholder may have different communication preferences or expectations.
Scheduling a meeting with the stakeholder and including the stakeholder’s needs in the project management plan (B) may be a good action to take, but not the
first one. The project manager should first review the existing communications management plan and identify any gaps or issues before engaging with the
stakeholder. Reviewing the stakeholder management plan and updating the stakeholder register © may not be relevant or necessary, as the stakeholder is already
identified and engaged in the project. The stakeholder management plan describes how the project manager will manage the stakeholder expectations and
influence, not how the project information will be communicated to them2. References: 1: PMBOK Guide, 6th Edition, p. 3672: PMBOK Guide, 6th Edition, p. 513.

NEW QUESTION 42
In a complex project with several subcontractors, one subcontractor reports a likely delay in the schedule. This could affect the other subcontractors and impact
their ability to deliver on time.
What should the project manager do first?

A. Report the delay to all other subcontractors.

B. Change the milestones and sequence of work.
C. Escalate to senior management and the stakeholders.
D. Assess the schedule and update the risk register.

Answer: D

Explanation:
When a project faces a potential delay in the schedule, the project manager should not report, change, or escalate the issue without first assessing the impact and
the root cause of the delay1. The project manager should analyze the schedule to determine how the delay affects the critical path, the float, and the dependencies
of the project activities2. The project manager should also update the risk register, which is a document that records the identified risks, their probability, impact,
response strategies, and
status3. Updating the risk register can help the project manager identify and prioritize the risks associated with the delay, and plan appropriate responses to
mitigate or avoid them4. References: 1: PMBOK Guide, 6th edition, p. 112 2: PMBOK Guide, 6th edition, p. 202 3: PMBOK Guide, 6th edition, p. 414 4: PMBOK
Guide, 6th edition, p. 417

NEW QUESTION 47
An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The
acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors.
What should the project manager have done to prevent this from happening?

A. Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds.
B. Ensured the stakeholder who was providing additional funds remained interested in the project.
C. Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders.
D. Ensured the project team monitored and reviewed the project risk register periodically.

Answer: C

Explanation:
The project manager should have ensured the risk of not acquiring full funding for the project was adequately assessed and mitigated by the appropriate
stakeholders to prevent this from happening. According to the PMBOK® Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative
effect on one or more project objectives1. In this case, the risk of not acquiring full funding for the project is a negative risk that could affect the project scope,
schedule, cost, and quality. Therefore, the project manager should have performed the following risk management processes1:
? Identify Risks: The process of identifying individual project risks and sources of overall project risk, and documenting their characteristics. The project manager
should have identified the riskof not acquiring full funding for the project as a potential source of overall project risk, and documented its characteristics, such as
causes, triggers, probability, impact, and priority.
? Perform Qualitative Risk Analysis: The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and
impact, as well as other characteristics. The project manager should have prioritized the risk of not acquiring full funding for the project based on its probability and
impact, and determined if it required further analysis or action.
? Perform Quantitative Risk Analysis: The process of analyzing the effect of identified individual project risks and other sources of uncertainty on the project
objectives, and presenting the results in quantitative terms. The project manager should have analyzed the effect of the risk of not acquiring full funding for the
project on the project objectives, such as the expected monetary value, the cost of risk, the schedule reserve, and the contingency reserve.
? Plan Risk Responses: The process of developing options and actions to enhance opportunities and reduce threats to the project objectives. The project manager
should have developed options and actions to reduce the threat of the risk of not acquiring full funding for the project, such as avoiding, mitigating, transferring, or
accepting the risk, and implementing contingency plans or fallback plans if the risk occurs.
? Implement Risk Responses: The process of implementing the agreed-upon risk response plans. The project manager should have implemented the risk
response plans for the risk of not acquiring full funding for the project, such as securing alternative sources of funding, negotiating with the stakeholders, or
adjusting the project scope, schedule, or cost.

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? Monitor Risks: The process of tracking the implementation of risk response plans, identifying and analyzing new risks, and evaluating risk process effectiveness.
The project manager should have monitored the risk of not acquiring full funding for the project, and tracked the implementation of the risk response plans,
identified and analyzed any new risks, and evaluated the effectiveness of the risk process.
By performing these risk management processes, the project manager could have prevented the risk of not acquiring full funding for the project from occurring, or
minimized its impact on the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to assess
and mitigate the risk.
? Ensuring the stakeholder anticipated obstacles to achieving financial closure on the remaining funds is a passive and vague action that does not specify how the
project manager will help the stakeholder overcome the obstacles or secure the funds.
? Ensuring the stakeholder who was providing additional funds remained interested in the project is an important but not sufficient action that does not guarantee
the availability or timeliness of the funds.
? Ensuring the project team monitored and reviewed the project risk register periodically is a necessary but not sufficient action that does not involve developing
and implementing risk response plans.
References: 1: PMBOK® Guide, 7th edition, pages 97-99.

NEW QUESTION 48
A project manager is assigned to a project in a company that is transitioning to agile. Not all stakeholders believe in the project, and some stakeholders would like
the entire project defined and planned out early in the project. However, the project sponsor needs a quick win toensure the continuation of the project.
What approach should the project manager use?

A. An agile approach as this would provide working functionality earlier.

B. A predictive approach as this would please the senior stakeholders.
C. Ahybrid project as this will mitigate stakeholders’ concerns.
D. A predictive approach as this will show benefits for all stakeholders.

Answer: A

Explanation:
According to the Agile Practice Guide, one of the benefits of using an agile approach is to deliver value to the customer early and frequently, by delivering working
product increments in short iterations. This can help the project manager to achieve a quick win, which is a small but visible success that can boost the confidence
and support of the project sponsor and other stakeholders. A quick win can also help the project manager to validate the project assumptions, test the customer
feedback, and adapt to changing requirements. A predictive approach, on the other hand, would require a detailed upfront planning and a fixed scope, which may
not be suitable for a project that is transitioning to agile and faces uncertainty and skepticism from some stakeholders. A hybrid project, which combines agile and
predictive elements, may be an option, but it would depend on the project context and the level of stakeholder involvement and agreement. Therefore, the best
approach for the project manager in this situation is to use an agile approach, as it would provide working functionality earlier and help ensure the continuation of
the
project. References: Agile Practice Guide, pages 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, and 22. PMP Question 344.

NEW QUESTION 49
A multicultural team is working on a project. After a few months of observation, the project manager realizes that two teammembers are not responding tothe
construction manager properly. The project manager spoke to the team members individually and found that both had cultural differences with the
construction manager.
What should the project manager do to improve the situation?

A. Ask the construction manager to meet with the two team members to resolve the situation.
B. Ask the team members to tolerate the cultural differences as they have a different cultural background.
C. Discuss the team members’ concern with the construction manager and seek solutions.
D. Provide the construction manager with instructions on how to resolve the situation.

Answer: C

Explanation:
According to the PMBOK Guide, 6th edition, page 349, the project manager is responsible for managing the project team and ensuring a positive team
environment. One of the tools and techniques for managing the project team is conflict management, which involves identifying, addressing, and resolving conflicts
among the project team members and other stakeholders. The project manager should use a collaborative or problem-solving approach to conflict management,
which involves discussing the issues openly, listening to different perspectives, and finding a mutually acceptable solution that satisfies the needs and interests of
all parties involved. By discussing the team members’ concern with the construction manager and seeking solutions, the project manager can help to resolve the
cultural differences, improve the communication and cooperation, and enhance the team performance and morale. References:
? PMBOK Guide, 6th edition, page 349
? Free PMP Practice Exam Questions - 120 Sample Test Questions

NEW QUESTION 50
A company just started managing a project using an agile approach. Due to this change, the general manager is worried about the scope definition processfor
upcoming projects.
What should the project manager do to ensure the project scope is completely defined?

A. Ask for a budget increase to implement a double-check process to ensure every business need is included in the requirements.
B. Help sponsors and stakeholders craft the product vision, and bring the team and product owner together to clarify expectations.
C. Ask the general manager to review every requirement to ensure all projects will deliverthe requested products.
D. Meet with the general manager and convince them to return to using predictive approaches to avoid any risk.

Answer: B

Explanation:
The project manager should help the sponsors and stakeholders create a clear and shared product vision that describes the purpose, features, and benefits of the
product. The product vision guides the project scope and provides a common understanding of what the project aims to deliver. The project manager should also
facilitate collaboration and communication between the team and the product owner, who is responsible fordefining and prioritizing the product requirements. The
team and the product owner should work together to refine and validate the requirements throughout the project, using feedback loops and iterative delivery. This
way, the project scope is continuously aligned with the customer needs and expectations, and any changes or uncertainties are managed effectively. References:
(Project Management Professional (PMP) Reference Materials source and documents)
? A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –Seventh Edition, Chapter 2: Value Delivery System, Section 2.3.1: Agile Principles

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and Values
? Agile Practice Guide, Chapter 3: Life Cycle Selection, Section 3.1: Introduction to Life Cycles
? [PMP Exam Content Outline], Domain II: Process, Task 2: Determine project scope.

NEW QUESTION 53
A project manager at a large corporation has been assigned to oversee a customer experience project. Within the project,customer satisfaction is a bigissue and
there are many unresolved customer queries on a daily basis. The project manager has been informed that the customer service team isoverwhelmed with these
unresolved queries.
Which two actions should the project manager take to correct this problem? (Choose 2)

A. Ask senior management to replace the customer service manager with a more qualified one.
B. Contact the customers in batches and inform them that the issues are being worked on currently.
C. Deploy solutions that will track, prioritize, and resolve queries as soon as possible.
D. Request that the customer service team prioritizes work on queries that are received this week.
E. Confirm the issues truly exist by conducting a survey and other analyses that may detectthe real issue.

Answer: BC

Explanation:
According to the PMBOK Guide, 6th edition, page 385, the project manager is responsible for managing stakeholder expectations and ensuring customer
satisfaction. One of the tools and techniques for managing stakeholder engagement is communication skills, which include informing, persuading, and resolving
conflicts. By contacting the customers in batches and informing them that the issues are being worked on currently, the project manager can demonstrate
transparency, honesty, and empathy, and can maintain a positive relationship with the customers. Another tool and technique for managing stakeholder
engagement is issue management, which involves identifying, analyzing, and resolving issues that may affect the project performance or stakeholder satisfaction.
By deploying solutions that will track, prioritize, and resolve queries as soon as possible, the project manager can address the root causes of the issues, prevent
them from escalating, and ensure timely and effective resolution. References:
? PMBOK Guide, 6th edition, page 385
? Free PMP Practice Exam Questions - 120 Sample Test Questions

NEW QUESTION 54
A project manager has been assigned to a corporate project management office (PMO). They are responsible for leading the development and rollout of updated
project management procedures and templates that would include both predictive and agile approaches,
What should the project manager do after the documents are completed?

A. Hire an external consultant to monitor the execution of the new procedures.

B. Upload the files to the corporate website to be available for internal use.
C. Meet with the department managers to help them roll out the new procedures.
D. Develop a training plan for all of the stakeholders to learn about the updates.

Answer: D

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

NEW QUESTION 58
During the implementation of a project, the project team discovered a new opportunity. After an internal review, the project team agreed that the opportunity is
outside of theproject scope. The project manager decided to update the risk register and escalate the opportunity to a higher level.
What should the project manager do next with this opportunity?

A. Establish a contingency reserve to support the opportunity.

B. No more action is required.
C. Further monitor the opportunity.
D. Share this opportunity with another project.

Answer: D

Explanation:
According to the PMBOK Guide, 7th edition, one of the key practices for project delivery is to “identify and respond to risks and opportunities” (p. 122). This
practice involves identifying, analyzing, prioritizing, and implementing responses to risks and opportunities that may affect the project objectives, scope, schedule,
cost, quality, or stakeholder satisfaction. The project manager should share the opportunity with another project that may benefit from it, as this will help to
maximize the value creation and optimize the use of resources. Establishing a contingency reserve, taking no more action, or further monitoring the opportunity are
noteffective ways to handle the situation, as they do not address the root cause of the problem, which is the opportunity that is outside of the project scope.
References: PMBOK Guide, 7th edition, p. 122; PMP Exam Content Outline, Domain II: Process, Task 4.

NEW QUESTION 62
A company has decided to initiate a project to eliminate a sales channel that has been unprofitable for the past 3 years. Some members of the project team are
pessimisticabout the project.
What should the project manager do in this situation?

A. Provide team members with specific and clear instructions on the project objectives and tasks.
B. Communicate the project's impact and plans to engage the project team throughout the project.
C. Escalate the team's concerns and ask the project sponsor to change the team's composition.
D. Engage the functional managers to describe the project's impact to the team members directly.

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Answer: B

Explanation:
= According to the PMBOK Guide, communication is one of the key skills of a project manager, and it is essential for building and maintaining relationships with
the project stakeholders, including the project team. Communication can help to create a shared understanding of the project vision, goals, benefits, and
expectations, as well as to address any issues, concerns, or conflicts that may arise during the project. Communication can also foster trust, collaboration, and
motivation among the project team members, and enhance their performance and satisfaction. In this scenario, the project manager should communicate the
project’s impact and plans to engage the project team throughout the project, as this can help to overcome the pessimism and resistance of some team members,
and to align them with the project objectives and tasks. Providing team members with specific and clear instructions, escalating the team’s concerns and asking
for a change in the team’s composition, or engaging the functional managers to describe the project’s impact are not the best options, as they may not address
the root cause of the team’s pessimism, or may even worsen the situation by creating moreconfusion, resentment, or detachment among the team members.
References: = PMBOK Guide, 7th edition, pages 50-51, 58-59, 62-63.

NEW QUESTION 67
A project manager has been moved to a new division and is in charge of an existing project in an unfamiliar domain. When attempting to gain an understanding of
the risks for this agile project, what is the primary tool the project manager should employ?

A. Probability assessments
B. Workshops for risk avoidance
C. Interview with the project champion
D. Collaborative discussion

Answer: D

Explanation:
According to the PMBOK Guide, 6th edition, page 397, a collaborative discussion is a tool and technique for identifying risks in an agile project. A collaborative
discussion is a structured conversation among the project team members and other stakeholders to share their knowledge, experience, and perspectives on the
project risks. A collaborative discussion can help the project manager to gain an understanding of the risks for an unfamiliar domain, as well as to foster a culture
of openness, trust, and transparency among the project participants. A collaborative discussion can also facilitate the generation of creative and innovative ideas
for risk response strategies. References:
? PMBOK Guide, 6th edition, page 397
? Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut

NEW QUESTION 68
At a daily standup on the second day of the sprint, the product owner asks one of the developers to add more functionality to a product backlog item that was
committed to in the sprint planning. The product
owner explains that the change is based on a discussion they had with a user, is critical, and should be delivered in the next release.
What should the project manager do?

A. Organize a workshop after the standup to assess the impact.

B. Prepare a budget change request for additional resources.
C. Create a new product backlog item for the next sprint planning.
D. Ask the product owner to provide more details in the standup.

Answer: C

Explanation:
According to the Agile Practice Guide, the product owner is responsible for managing the product backlog, which includes adding, removing, or updating product
backlog items as needed. However, the product owner should not change the scope of the sprint once it has started, as this would disrupt the team’s commitment
and velocity. Therefore, the best option for the project manager is to create a new product backlog item for the next sprint planning, where the team can review and
estimate it. This way, the change request is properly documented and prioritized, and the team can deliver the agreed-upon functionality for the current sprint.
References:
? : Agile Practice Guide, page 35
? : Agile Practice Guide, page 37

NEW QUESTION 73
A project manager is transitioning from a predictive life cycle project to a new agile project. How should the project manager manage and control the scope for the
new project?

A. Create a scope baseline and put the rest as backlog activities.

B. Estimate the work the team can complete and define story sizes to keep the project under control.
C. Develop a plan to complete more work in less time.
D. Spend a short amount of time defining the scope and building prototypes to refine therequirements.

Answer: D

Explanation:
The project manager should spend a short amount of time defining the scope and building prototypes to refine the requirements for the new agile project. This
way, the project manager can embrace the agile principle of delivering value early and often, and responding to changes in customer needs and expectations. The
project manager can also use the prototypes to solicit feedback from the stakeholders and incorporate them into the next iteration of the product. The project
manager should not create a scope baseline, estimate the work and story sizes, or develop a plan to complete more work in less time, as these are more suitable
for predictive projects thathave fixed scope and requirements. References: PMBOK Guide, 6th edition, page 177, Top 20 PMP Sample Question and Answer For
2023 | StarAgile

NEW QUESTION 74
A company has always acquired very specialized services from local companies for its projects. During the planning stage for a regulatory project, the project
manager is informed that local vendors would notbe able to operate due to an unexpected major event. There is an option to hire the same services from
companies in other countries.
What should the project manager do in this situation?

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A. Ask the project sponsor to put the project on hold.

B. Plan to execute the procurement tasks in a virtual environment.
C. Create a change request to extend the duration of the project.
D. Review organizational process assets (OPAs) for similar projects.

Answer: B

Explanation:
According to the PMBOK Guide, 6th edition, procurement management is the process of purchasing or acquiring the products, services, or results needed from
outside the project team to perform the work. Procurement management can be done in a virtual environment, where the project manager and the vendors
communicate and collaborate using online tools and platforms. This can help the project manager to overcome thechallenges posed by the unexpected major
event that prevents the local
vendors from operating. Planning to execute the procurement tasks in a virtual environment can also help the project manager to maintain the project schedule,
scope, and quality, as well as to manage the risks and stakeholder expectations. References: PMBOK Guide, 6th edition, Chapter 12: Project Procurement
Management1; PMI, 2023, PMP Exam Content Outline2, Domain II: Process, Task 8: Plan and manage procurement activities.
1: PMBOK Guide, 6th edition 2: [PMP Exam Content Outline]

NEW QUESTION 75
A project manager has recently moved to an organization to lead a key project. The project manager notices that team performance is below the target, and the
tasks assigned are not delivered on time. Team commitment is also not as appropriate as it should be.
What should the project manager do?

A. Apply an agile approach to help improve team performance.

B. Schedule a meeting and communicate the performance concern to the team.
C. Study and determine the appropriate leadership style suitable for the team.
D. Hirea project team leader who can influence the project team members.

Answer: C

Explanation:
According to the PMBOK Guide, a project manager should be able to adapt their leadership style to the needs and abilities of the team. Different situations may
require different leadership styles, such as directive, supportive, participative, or achievement- oriented. A project manager should assess the team’s maturity,
skills, motivation, and expectations, and choose the most effective leadership style for the given situation. This can help improve team performance, commitment,
and satisfaction. References: PMBOK Guide, 7th edition, page 177-178.

NEW QUESTION 80
A few stakeholders missed the session that was conducted to validate project alignment with organizational strategy and expected business value. For this reason,
their inputs were not collected. This is the root cause of some conflicts in the decision-making process. What should the project manager do first to resolve this
situation?

A. Reschedule the session.

B. Recognize and understand the conflict.
C. List alternative courses of action.
D. Apply risk assessment techniques.

Answer: B

Explanation:
According to the PMP reference materials, conflict is a natural and inevitable occurrence in any project, and it can have both positive and negative effects on the
project performance and outcomes12. Therefore, the project manager should be able to identify, analyze, and manage conflict effectively, using various conflict
resolution techniques and skills12. According to the best practices for conflict resolution, the first step in resolving any conflict is to recognize and understand the
conflict, its sources, types, and impacts34. This step involves listening to the different perspectives of the parties involved, acknowledging their feelings and
emotions, and clarifying the facts and assumptions34. This step helps the project manager to gain a deeper insight into the nature and scope of the conflict, and to
identify the underlying needs and interests of the stakeholders34. The other options are not the best actions to take as the first step to resolve this situation, as
they either skip or delay the recognition and understanding of the conflict, or they are not relevant or feasible for the scenario. Rescheduling the session (A) may
not be possible or effective, as it may not address the root cause of the conflict, or it may aggravate the situation by creating more delays and dissatisfaction.
Listing alternative courses of action © may be a useful step later in the conflict resolution process, but it requires a prior understanding of the conflict and its
implications. Applying risk assessment techniques (D) may not be appropriate or necessary, as the conflict may not be a risk, but a reality, and it may not be
resolved by applying risk management tools or methods. References: 1: Manage Project Team - Project Management Institute 2: Conflict Management - Project
Management Knowledge 3: Conflict Resolution Tips and Conflict Resolution Techniques for the PMP …3 4: 5 Conflict Resolution Techniques in Project
Management - PM Study Circle1

NEW QUESTION 85
An iteration is almost finished, but the team is struggling to complete the stories that require more time. What should the project manager do first?

A. Meet with the project team to develop a proper resolution to the issue.
B. Prepare documentation to explain the issue and communicate accordingly.
C. Update the project artifacts to reflect the new deadlines reported.
D. Request approval from the project sponsor to add more resources.

Answer: A

Explanation:
According to the PMBOK Guide, the project manager should first meet with the project team to develop a proper resolution to the issue. This is because the
project team is the best source of information and expertise on the project work, and they can provide valuable insights and suggestions on how to overcome the
challenges and complete the stories that require more time. The project manager should facilitate a collaborative discussion with the team to identify the root
causes of the issue, evaluate the possible alternatives, and agree on the best course of action. This approach is consistent with the agile principles of self-
organizing teams, adaptive planning, and continuous improvement. References: PMBOK Guide, 6th edition, pages 18, 37, 152, 176, 542.

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NEW QUESTION 86
A mid-size capital project has shared resources from the company's contract department. During the execution phase, the project team observed a delay in
contracting. After communicating with the contract department, the project manager found the contract team is prioritizing other contracting jobs because they are
not part of the project team.
What should the project manager do first in this situation?

A. Report the issue to higher management and seek their direct involvement to complete the job from the contract department.
B. Communicate with the contract manager to commit a budget for the resources required for project execution.
C. Arrange several meetings with the contract department and ask them to contract the project as it is critical for project success.
D. Arrange a meeting with the contract department to build trust and commitment by recognizing their critical support to the project.

Answer: D

Explanation:
According to the PMBOK® Guide – Seventh Edition1, one of the principles of project management is to collaborate with stakeholders. This means that the project
manager should engage and involve stakeholders throughout the project life cycle, build relationships based on mutual trust and respect, and leverage their
diverse perspectives and expertise. The contract department is a key stakeholder for the project, as they provide the necessary resources and services for the
project execution. Therefore, the project manager should first try to establish a positive and cooperative relationship with them, rather than escalating the issue to
higher management, demanding a budget commitment, or pressuring them to prioritize the project. By arranging a meeting with the contract department, the
project manager can acknowledge their importance and value, understand their challenges and constraints, and negotiate a mutually beneficial agreement that
meets the project needs and expectations. This will help to create a shared vision and goal, foster collaboration and communication, and reduce potential conflicts
and delays.
The other options are not the best actions to take in this situation, as they may worsen the relationship with the contract department and jeopardize the project
success. Reporting the issue to higher management and seeking their direct involvement to complete the job from the contract department (option A) may be seen
as a sign of distrust and disrespect, and may undermine the authority and autonomy of the contract department. Communicating with the contract manager to
commit a budget for the resources required for project execution (option B) may not address the root cause ofthe delay, and may create unrealistic expectations
and constraints for the contract department. Arranging several meetings with the contract department and asking them to contract the project as it is critical for
project success (option C) may be perceived as intrusive and demanding, and may increase the workload and stress of the contract department.
References: 1: PMBOK® Guide – Seventh Edition | Project Management Institute

NEW QUESTION 89
A project is in the final stages, and a key stakeholder demands a change to a product feature that will add 2 weeks to the critical path. What should the project
manager do?

A. Reject the changes as the project is in the final stages.

B. Perform a detailed assessment to analyze the impact.
C. Use schedule compression methods to alter the critical path.
D. Initiate a risk response strategy from the risk register.

Answer: B

Explanation:
According to the PMBOK Guide 7th Edition, a change request is any request to modify the agreed-upon project scope, schedule, cost, quality, or other project
baselines. A change request can be initiated by any stakeholder at any stage of the project, and it should be evaluated for its impact on the project objectives and
constraints. Therefore, the project manager should perform a detailed assessment to analyze the impact of the change request on the product feature, the critical
path, and other project aspects, such as risk, quality, and stakeholder satisfaction. This will help the project manager to determine the feasibility, desirability, and
priority of the change request, and to propose the best course of action to the change control board. Rejecting the change request, using schedule compression
methods, or initiating a risk response strategy are not appropriate actions, as they do not address the root cause of the change request, the needs and
expectations of the key stakeholder, or the potential benefits or drawbacks of the change request for the project outcome. References: PMBOK Guide 7th Edition,
page 141-142.

NEW QUESTION 90
A project manager is working on a project for a startup company. The company launched cloud-based agile project management and DevOps training modules via
the learning platform to support multiple self-paced and virtual learning formats. In a recent sprint, the quality assurance team failed to thoroughly inspect the
modules before deployment, resulting in a poor customer experience.
Which of the following issues is the project manager facing?

A. Nonconformance issue
B. Unmet planned-to-done ratio
C. Undetected error
D. Escaped defect

Answer: D

Explanation:
project manager is facing an escaped defect issue for the project that launched cloud-based agile project management and DevOps training modules via the
learning platform. An escaped defect is a defect that is not detected or corrected during the development or testing phase, and reaches the end-users or
customers, causing dissatisfaction or harm. The project manager should take immediate action to fix the defect and prevent it from recurring, as well as to
communicate with the stakeholders and apologize for the inconvenience. The project manager should also review the quality assurance process and improve the
inspection and verification methods. The project manager is not facing a nonconformance issue, an unmet planned-to-done ratio, or an undetected error, as these
terms do not describe the situation accurately or completely. References: PMBOK Guide, 6th edition, page 286, Free PMP Practice Exam Questions - 120 Sample
Test Questions

NEW QUESTION 93
The project team is experiencing schedule delays due to issues arising with suppliers. Some of the tasks are on the critical path.
What should the project manager do in this situation?

A. Discuss the critical path issues with the purchasing department.

B. Escalate the supplier-related issues to the sponsor for resolution.
C. Review the critical path with the stakeholders to define next steps.

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D. Review the work breakdown structure (WBS) with the suppliers.

Answer: B

Explanation:
According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. If there are
issues that affect the projectschedule, scope, quality, or cost, the project manager should escalate them to the appropriate level of authority for resolution. In this
case, the supplier- related issues are causing schedule delays on the critical path, which means they could jeopardize the project completion date. Therefore, the
project manager should escalate them to the sponsor, who is the person or group that provides the financial resources and support for the project. The sponsor
can help resolve the issues by negotiating with the suppliers, providing additional resources, or approving changes to the project plan. References: PMBOK Guide,
7th edition, pages 11, 12, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, and 25.

NEW QUESTION 97
A construction project to build a fish hatchery is in execution. The operations group notified the project manager about a concern that might turn into a potential
issue, however, the concern could not be addressed.
In which project document should the project manager record the concern?

A. Request for information

B. Risk register
C. Issue log
D. Scope statement

Answer: C

Explanation:
According to the PMBOK Guide, the issue log is a project document that records and monitors the resolution of issues that arise during a project. Issues are
points or matters in question or in dispute, or that are not settled and are under discussion or over which there are opposing views or disagreements. Issues can
be related to any aspect of the project, such as scope, schedule, cost, quality, resources, communication, risk, procurement, or stakeholder engagement. The
issue log helps the project manager and the project team to track the status of issues, assign responsibilities, establish priorities, and set target dates for
resolution. The issue log is updated as new issues are identified and current issues are resolved. The issue log is also a communication tool that informs
stakeholders about the issues and how they are being handled. References: PMBOK Guide, 6th edition, pages 89, 123, 558.

NEW QUESTION 99
A project manager is acting as a servant leader and is struggling to make deadlines on a critical roadway construction project that is falling behind schedule due to
a lowperforming team. In order to get the project back on track, what should the project manager do first?

A. Empower the team members to conduct their job activities and hold each person accountable to improve the schedule.
B. Notify the project sponsor that the team is underperforming and request additional resources to compress the schedule,
C. Contact each team member to inform them that further schedule slips will not be tolerated by the project sponsor.
D. Begin holding daily meetings to assign each team member discrete tasks with specific due dates.

Answer: A

Explanation:
project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve
the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower
team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop
their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get
the project back on track.
The other three options are not the best actions for a servant leader to take, because:
? Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the
first thing to do. The project manager should first try to address the root causes of the team’s low performance, and explore other ways to improve the schedule,
such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and
confidence of the team members and the sponsor.
? Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which
is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and
engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.
? Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also
contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered
and demotivated. It may also increase the workload and stress of the project manager, and hinder the team’s collaboration and learning.
References:
? Leadership Styles - BrainBOK
? 7 Traits of Servant Leadership in Agile Project Management - Project Management Academy
? Servant Leadership in PMO Management: A Path to Success - IIL Blog
? Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management
Institute.
? Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.

NEW QUESTION 103

A project team consists of members based in country A and subject matter experts (SMEs) based in country B with a 12-hour time difference. What can the project
manager do to improve interactions between the team members in both countries?

A. Ensure full participation of both the product owner and business SMEs in scope planning sessions.
B. Explore the opportunity to have both teams colocated.
C. Identify virtual communication methods and arrange for regular team meetings accordingly.
D. Plan for frequent face-to-face meetings.

Answer: C

Explanation:

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According to the PMBOK Guide, 7th edition, communication management is the process of ensuring timely and appropriate collection, creation, distribution,
storage, retrieval, management, monitoring, and the ultimate disposition of project information.
Communication management involves planning, managing, and monitoring communications throughout the project life cycle. Communication management also
involves considering the communication needs, preferences, and cultural differences of the project stakeholders. In this question, the project team consists of
members based in country A and subject matter experts (SMEs) based in country B with a 12-hour time difference. The question asks what the project manager
can do to improve interactions between the team members in both countries.
Based on this information, the best answer is option C, which is to identify virtual communication methods and arrange for regular team meetings accordingly. This
is because identifying virtual communication methods and arranging for regular team meetings is a communication management practice that can help the project
manager to facilitate effective and efficient communication and collaboration among geographically dispersed team members. Virtual communication methods are
tools and techniques that enable remote communication and interaction, such as email, phone, video conferencing, instant messaging, online forums, and social
media. Regular team meetings are sessions that allow the team members to share information, provide updates, resolve issues, make decisions, and give
feedback. Identifying virtual communication methods and arranging for regular team meetings can help the project manager to overcome the challenges posed by
the time difference, as well as to build trust, rapport, and teamwork among the team members in both countries.
Option A, which is to ensure full participation of both the product owner and business SMEs in scope planning sessions, is not a good answer. This is because
ensuring full participation of both the product owner and business SMEs in scope planning sessions may not be relevant or sufficient to improve interactions
between the team members in both countries. Scope planning sessions are sessions that involve defining and documenting the project scope, deliverables,
assumptions, and constraints. Scope planning sessions may not require the participation of all team members, as some team members may not be involved in the
scope definition or validation. Scope planningsessions may not address the communication and collaboration issues that may arise from the time difference, as
they may not occur frequently or regularly.
Option B, which is to explore the opportunity to have both teams colocated, is not a good answer. This is because exploring the opportunity to have both teams
colocated may not be feasible or cost-effective, as it may involve additional expenses, logistics, and risks.
Colocating both teams may also disrupt their work environment, productivity, and motivation. Colocating both teams may not be necessary, as virtual
communication methods and regular team meetings can provide a similar level of interaction and collaboration.
Option D, which is to plan for frequent face-to-face meetings, is not a good answer. This is because planning for frequent face-to-face meetings may not be
possible or practical, as it may involve travel, time, and budget constraints. Face-to-face meetings may also expose the team members to health and safety risks,
especially during the COVID-19 pandemic. Face-to-face meetings may not be preferable, as some team members may prefer virtual communication methods or
have personal or professional commitments that prevent them from traveling. Face-to-face meetings may not be superior, as virtual communication methods and
regular team meetings can offer comparable benefits and outcomes. References: PMBOK Guide, 7th edition, Chapter 8: Communication1; PMI, 2023, PMP Exam
Content Outline, Domain II: Process, Task 10: Plan and manage project/phase communications.

NEW QUESTION 107

During the execution phase of a project, one of the customer's stakeholders keeps requesting changes to the scope every week. Which three actions should the
project manager take to resolve this issue? (Choose three)

A. Adjust the project management plan to include the changes in scope.

B. Continue the execution as planned and defer the changes to a future phase.
C. Highlight the impacts of the changes during the next project meeting.
D. Schedule a meeting with the customer to align the approach.
E. Update the relevant project documents with this obstacle.

Answer: CDE

Explanation:
According to the PMBOK® Guide, scope changes are inevitable in most projects, and they can have positive or negative effects on the project objectives. Scope
changes can be initiated by various sources, such as stakeholders, customers, sponsors, team members, or external factors. Scope changes should be managed
through a formal change control process, which involves identifying, analyzing, approving, and implementing the changes. The change control process should be
aligned with the project management plan, which defines how changes will be monitored and controlled throughout the project life cycle. The project management
plan also includes the scope management plan and the
scope baseline, which describe how the project scope will be defined, validated, and controlled.
In this question, the project manager is facing a situation where one of the customer’s stakeholders keeps requesting changes to the scope every week during the
execution phase of the project. This can create challenges for the project manager and the project team, such as increased costs, delays, rework, scope creep,
quality issues, or stakeholder dissatisfaction. To resolve this issue, the project manager should take the following three actions:
? Highlight the impacts of the changes during the next project meeting. The project manager should communicate with the customer and the project team about
the scope changes and their implications for the project. The project manager should explain how the changes will affect the project scope, schedule, cost, quality,
resources, risks, and benefits. The project manager should also present the alternatives and trade-offs for each change, and seek feedback and input from the
stakeholders. This will help to create a shared understanding of the situation, and to facilitate the decision-making process.
? Schedule a meeting with the customer to align the approach. The project manager should meet with the customer and the stakeholder who is requesting the
changes, and discuss the reasons and expectations behind the changes. The project manager should also review the project scope statement, the scope baseline,
and the change control process with the customer, and clarify the roles and responsibilities of each party. The project manager should also negotiate with the
customer and the stakeholder to prioritize the changes, and to agree on the criteria and process for approving and implementing them. This will help to establish a
common vision and a collaborative relationship with the customer, and to manage their expectations and satisfaction.
? Update the relevant project documents with this obstacle. The project manager should document the scope changes and their impacts, and update the relevant
project documents accordingly. The project manager should also record the issue of frequent scope changes, and the actions taken to resolve it, in the issue log.
The project manager should also update the risk register, the stakeholder register, the lessons learned register, and any other project documents that may be
affected by the scope changes. This will help to maintain the accuracy and consistency of the project information, and to support the project monitoring and
controlling activities.
The other options are not correct because they do not provide a valid way to resolve the issue of frequent scope changes. Option A is wrong because it suggests
that the project manager should adjust the project management plan to include the changes in scope, without following the change control process or assessing
the impacts of the changes. This would violate the project management plan and the scope baseline, and could lead to scope creep, cost overruns, schedule
delays, or quality problems. Option B is wrong because it implies that the project manager should continue the execution as planned and defer the changes to a
future phase, without communicating with the customer orthe stakeholder who is requesting the changes. This would ignore the customer’s needs and
expectations, and could result in dissatisfaction, conflict, or rejection of the project deliverables. References:
? PMBOK® Guide, 6th edition, pages 134-135, 154-155, 161-162
? How to Manage Scope Changes on a Project
? Scope Change Management - Project Management Knowledge
? Scope Change Control - Project Management Institute

NEW QUESTION 109

A project manager is in the middle of a project when one of the key project team members needs to take an unexpected and prolonged leave of absence. The
project isahead of schedule and running under budget.
Which two actions should the project manager take initially to resolve this problem? (Choose two)

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A. Check the project's responsibility assignment matrix (RAM) to determine which activities will be affected.
B. Check if the team member's activities are sufficiently documented to facilitate handover.
C. Check the risk register for a prepared response to a resource being suddenly unavailable.
D. Obtain the project sponsor's support to replace the team member on leave.
E. Reassign responsibilities across the remaining members using the available float for training.

Answer: AC

Explanation:
A project manager should take the following two actions initially to resolve the problem of a key project team member taking an unexpected and prolonged leave
of absence:
? Check the project’s responsibility assignment matrix (RAM) to determine which activities will be affected. A RAM is a tool that shows the roles and
responsibilities of each project team member for each project activity. By checking the RAM, the project manager can identify which activities are assigned to the
team member on leave, and how their absence will impact the project schedule, scope, quality, and resources. This will help the project manager to plan for the
necessary adjustments and communicate them to the relevant stakeholders.
? Check the risk register for a prepared response to a resource being suddenly unavailable. A risk register is a document that records the identified risks, their
probability and impact, and the planned responses for each risk. By checking the risk register, the project manager can see if there is a contingency plan for the
situation of a resource being suddenly unavailable, such as a reserve of time, money, or personnel. This will help the project manager to implement the appropriate
response and mitigate the negative effects of the risk.
The other three actions are not the best initial steps to take, because:
? Checking if the team member’s activities are sufficiently documented to facilitate handover is a good practice, but it is not the first thing to do. The project
manager should first determine which activities are affected and how critical they are, before deciding how to hand them over to another team member or an
external resource.
? Obtaining the project sponsor’s support to replace the team member on leave is a possible option, but it is not the first thing to do. The project manager should
first assess the impact of the team member’s absence and the availability of alternative resources, before requesting the sponsor’s approval and support for a
replacement.
? Reassigning responsibilities across the remaining members using the available float for training is a possible option, but it is not the first thing to do. The project
manager should first evaluate the feasibility and suitability of this option, considering the skills and workload of the remaining members, the complexity and
urgency of the activities, and the amount of float available.
References:
? Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management
Institute.
? Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
? Project Team Annual Leave and Absence Tracker
? How To Write a Leave of Absence Request (With Examples)
? Formal Leave of Absence Letter Request Example

NEW QUESTION 110

A large corporation is transforming itself from a predictive to agile approach. A project team with knowledge of agile practices is experiencing significant conflicts
with the executives regarding the processes to be followed. How should these conflicts be resolved?

A. Request that the executives use agile practices.

B. Include the executives in team retrospectives.
C. Train the executives on agile practices.
D. Negotiate with the executives and agree on a process.

Answer: D

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

NEW QUESTION 113

vendor informed the project manager that a critical resource will be on a long leave of absence. The project team reviewed the pending vendor deliverables and
identified an alternative solution, but the solution will incur an additional cost. The project is currently on schedule and slightly under budget.
What should the project manager do next?

A. Perform a cost-benefit analysis.

B. Implement risk responses.
C. Perform Integrated Change Control.
D. Request a replacement resource.

Answer: C

Explanation:
According to the PMBOK Guide, 7th edition, integrated change control is the process of reviewing and approving all change requests that may affect the project
scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholders1. The project manager should perform integrated change control
when a change request is initiated, either by the project team, the vendor, the customer, or any other stakeholder2. In this case, the vendor’s resource
unavailability is a change that may affect the project deliverables, cost, and quality. The project team has identified an alternative solution, but it will incur an
additional cost. Therefore, the project manager should submit a change request to the change control board (CCB) or the appropriate authority, and follow the
established change control procedures to obtain approval for the change3. Performing a cost-benefit analysis (option A) is a good practice, but it is not the next
step for the project manager. The project manager should first seek approval for the change before performing any analysis. Implementing risk responses (option
B) is not the correct answer, as the vendor’s resource unavailability is not a risk, but a change. A risk is an uncertain event or condition that may have a positive or
negative effect on the project objectives4. Requesting a replacement resource (option D) is not the correct answer, as it maynot be feasible or desirable for the
vendor or the project. The project manager should consider the alternative solution proposed by the project team, and seek approval for the change. References:
1: PMBOK Guide, 7th edition, page 123 2: PMBOK Guide, 7th edition, page 124 3: PMBOK Guide, 7th edition, page 125 : PMBOK Guide, 7th edition, page 126 4:

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PMBOK Guide, 7th edition, page 149

NEW QUESTION 116

A key challenge that a project manager is facing is the lack of discipline by various team members and their inability to harness energy to achieve the project
objectives. What should the project manager do toovercome this challenge?

A. Approach the project sponsor and request help in discussing the project deliverables with team members.
B. Assign multiple managers to the various teams and delegate all of the tasks to them.
C. Explain to the team that the project manager is ultimately responsible for the delivery.
D. Meet with each team member separately and apply an appropriate approach with each one.

Answer: D

Explanation:
According to the PMBOK® Guide, project team management involves the processes of leading, motivating, developing, and managing project team members.
The project manager is responsible for creating a positive team environment that fosters collaboration, trust, and performance. One of the tools and techniques for
managing the project team is interpersonal and team skills, which include conflict management, emotional intelligence, leadership, and problem-solving. The
project manager should use these skills to meet with each team member separately and apply an appropriate approach with each one, depending on their
personality, needs, and issues. This will help the project manager to address the lack of discipline and harness the energy of the team members to achieve the
project objectives. References:
? PMBOK® Guide, Sixth Edition, Chapter 9: Project Resource Management, pp.313-360.
? PMP Exam Prep Coursebook, Chapter 9: Project Resource Management, pp. 9-1 - 9-16.

NEW QUESTION 119

A project manager finds a mistake with an important server acquisition. The acquisition was expected for a critical path activity but has not arrived yet, causing
significant impacts on time and cost. The team member responsible for this activity argues that they sent several emails to the supplier but received no reply.
Which document should be used to help avoid this kind of situation?

A. Statement of work (SOW)

B. Escalation process
C. Communications management plan
D. Stakeholder register

Answer: C

Explanation:
According to the PMBOK Guide 7th Edition, the communications management plan is a document that describes how the project information will be planned,
managed, monitored, and controlled. It includes information such as the communication requirements, methods, channels, frequency, roles, responsibilities, and
escalation procedures for each stakeholder group. The communications management plan should be used to help avoid this kind of situation, as it would specify
how the team member should communicate with the supplier, what mode and frequency of communication should be used, what information should be
exchanged, and what actions should be taken if the communication fails or the response is delayed. The communications management plan would also define the
escalation process for reporting andresolving issues that affect the project performance or stakeholder satisfaction. A statement of work, an escalation process, or
a stakeholder register are not sufficient documents to help avoid this kind of situation, as they do not provide the comprehensive and detailed guidance on how to
communicate effectively and efficiently with the supplier and other stakeholders involved in the server acquisition. References: PMBOK Guide 7th Edition, page
105-106.

NEW QUESTION 121

A project has completed design activities ahead of schedule. Suddenly, the project manager is informed by a vendor thata deliverable may not meet theagreed
delivery time frame due to a resource shortage. The internal team asked if they should continue to deliver as per the schedule.
What should the project manager do?

A. Discuss with the project team alternative options to deliver as planned.

B. Inform the project team that they may proceed at a more relaxed pace.
C. Discuss with the team the need for longer hours to minimize the impact.
D. Inform the project team that some of them will work for the vendor.

Answer: A

Explanation:
According to the PMBOK Guide 7th Edition, the project manager should monitor and control project work and respond to any issues or risks that may affect the
project performance. In this case, the project manager should discuss with the project team alternative options to deliver as planned, such as finding another
vendor, negotiating with the current vendor, adjusting the project schedule, or reallocating the project resources. The project manager should not inform the team
that they may proceed at a more relaxed pace, as this may compromise the project quality and stakeholder satisfaction. The project manager should not discuss
with the team the need for longer hours, as this may cause burnout and demotivation. The project manager should not inform the team that some of them will work
for the vendor, as this may create conflicts of interest and contractual issues1. References: PMBOK Guide 7th Edition, Chapter 4: Project Delivery, Section 4.3:
Monitor and Control Project Work, Page 97.

NEW QUESTION 123

During project execution, one of the project tasks is to create an important document for a service vendor. The project manager assigns a senior engineer to
clearly detail the service instructions to avoid anyredo loops. Two days after the service information document was sent, the service vendor has doubts and needs
more clarity on the task. This redo loop will probably cause a delay of one or more days.
What should the project manager do next?

A. Document the task on the kanban board and make it the highest priority.
B. Escalate the issue to the engineer's functional manager.
C. Discuss the issue with the engineer and determine how to prevent another problem.
D. Assign another engineer to the task due to the urgency.

Answer: C

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

NEW QUESTION 126

A project using a hybrid approach to migrate from a current system to a new and enhanced system is underway. The plan is to migrate the system in stages.
However, the operations team is complaining that they are not ready to start supporting the new system.
How should the project manager effectively approach this situation?

A. Create a lessons learned register to include operations team training for future projects.
B. include knowledge transfer sessions between the project and operations team at every stage
C. Change the project management plan to add a final stage for product handoff to the operations team.
D. Prepare detailed documentation to be shared with the operations team during project closure

Answer: B

Explanation:
According to the PMBOK Guide, a project manager should manage the transition of the project deliverables to the operations team and ensure that they have the
necessary skills andknowledge to support the new system. A project using a hybrid approach to migrate from a current system to a new and enhanced system in
stages should include knowledge transfer sessions between the project and operations team at every stage. This can help the operations team to understand the
features, functions, and benefits of the new system, as well as the potential issues, risks, and changes that may arise during the migration. This can also help the
project team to obtain feedback, validation, and acceptance from the operations team. Including knowledge transfer sessions is the best option, as it can improve
the readiness, confidence, and satisfaction of the operations team. Creating a lessons learned register, changing the project management plan, or preparing
detailed documentation are not the best options, as they do not address the immediate concern of the operations team and may not provide enough information or
interaction to ensure a smooth transition. References: PMBOK Guide, 7th edition, page 214-215, 218-219.

NEW QUESTION 127

A project manager is leading a small project with a low budget and a short, tight schedule.
Many of the stakeholders are within the organization and have varying levels of interest.
Which approach should the project manager use with the stakeholders?

A. Schedule one-on-one meetings with stakeholders to provide project updates.

B. Provide daily reports to maximize stakeholder communication.
C. Share all relevant project information with the stakeholders.
D. Minimize communication until project completion as it will be finished quickly.

Answer: C

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

NEW QUESTION 132

In analyzing a project for monthly status reporting, the project manager notices that the schedule performance index (SPI) is 0.75 and the cost performance index
(CPI) is 1.25. The project manager must provide the first project status review soon and wants to emphasize that the project is under control.
How should the project manager report the project status to key stakeholders?

A. Perform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under control.
B. Report that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and maintain the budget.
C. Prepare a detailed presentation for stakeholders on earned value, including how it is calculated and the project's current earned value results.
D. Report that the project is not tracking as expected, but is still under control since the next project milestone is over a month away.

Answer: B

Explanation:
The schedule performance index (SPI) and the cost performance index (CPI) are earned value management (EVM) measures for project schedule and cost
efficiency respectively. SPI and CPI are used to assess the magnitude (or amount) of variation from the established schedule and cost baselines1.
The SPI is calculated by dividing the earned value (EV) by the planned value (PV). The CPI is calculated by dividing the EV by the actual cost (AC). Both indexes
have a target value of 1, which means the project is on track. An SPI or CPI less than 1 indicates that the project is behind schedule or over budget, respectively.
An SPI or CPI greater than 1 indicates that the project is ahead of schedule or under budget, respectively2.
In this question, the project has an SPI of 0.75 and a CPI of 1.25, which means that the project is behind schedule but under budget. The project manager should
report the project status to key stakeholders in a way that shows the project is under control and that corrective actions are being taken to address the schedule
variance.
Option A is not the best answer because performing a detailed root cause analysis using pareto charts and fishbone diagrams may be too time-consuming and
complex for a monthly status report. The project manager should focus on the key issues and actions, not the details of the analysis.
Option C is not the best answer because preparing a detailed presentation on earned value may be too technical and overwhelming for some stakeholders who
are not familiar with EVM. The project manager should use simple and clear language to explain the project status and the implications of the EVM results.
Option D is not the best answer because reporting that the project is not tracking as expected but is still under control may not be convincing or reassuring for the
stakeholders. The project manager should provide evidence and rationale for why the project is under control and what steps are being taken to improve the

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schedule performance.
Option B is the best answer because reporting that the project is behind schedule but that an additional experienced resource can be added to stay within
schedule and maintain the budget is a realistic and proactive way to communicate the project status. The project manager acknowledges the schedule problem,
proposes a feasible solution, and demonstrates confidence in the project’s ability to meet the budget and the deadline. References:
? 1: PMBOK Guide, 7th edition, page 261
? 2: Schedule & Cost Performance Index, with Formulae & Examples (SPI/CPI)3

NEW QUESTION 133

A team has been working for two months and has consistently missed planned user stories. How should the project manager address this issue?

A. Promote changing the iteration duration in order to commit as planned.

B. Consider using a reward system to encourage timely delivery.
C. Ensure the sprint size is appropriate for the iteration duration.
D. Engage in recruiting a highly skilled resource to reinforce the skills.

Answer: C

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

NEW QUESTION 136

A project sponsor has requested that the project manager reprioritize the team's tasks to include a feature that is not part of the minimum viable product (MVP) for
the project. Although the project sponsor isvery keen on the feature, adding it has the potential of causing team burnout and/or delaying the release.
How should the project manager address this situation?

A. Ensure the feature's tasks are included in the iteration backlog, explain to the sponsor the consequences of the request, and ask the team to deliver the feature
in the current iteration.
B. Ensure the feature has been included in the product backlog, then hold a meeting with the team and sponsor to determine how to deliver the feature within the
current iteration.
C. Ensure the feature is included in the iteration backlog, ask the team to work on the current tasks first, and include the new tasks after those tasks are
completed.
D. Ensure the feature has been included in the product backlog, explain to the sponsor the consequences of the request, and ask the team to include the features
tasks in the next iteration.

Answer: D

Explanation:
The product backlog is a prioritized list of features and requirements that the project team needs to deliver. The iteration backlog is a subset of the product
backlog that the team commits to complete in a given iteration. Adding a feature that is not part of the MVP to the iteration backlog can disrupt the team’s workflow
and compromise the quality of the deliverables. Therefore, the project manager should ensure that the feature is added to the product backlog, explain to the
sponsor the impact of the request on the team’s performance and the project schedule, and ask the team to include the feature’s tasks in the next iteration, after
they have completed the current iteration’s tasks. This way, the project manager can balance the sponsor’s expectations and the team’s capacity, while
maintaining the project’s scope and quality. References: PMBOK Guide, PMI Study Hall, PMP Question Bank PMBOK Guide, 7th edition, pages 128-129,
132-133 : https://www.pmi.org/pmbok-guide- standards/foundational/pmbok

NEW QUESTION 139

......

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