PMP Exam Dumps - Project Management Professional (2025 Version)

The project manager should determine the communication needs, environment, and tools to get the message across to the remote development team. This is part of the Plan Communications Management process, which involves identifying and documenting the approach to communicate most effectively and efficiently with stakeholders1. Evaluating and reassigning the developing tasks to a local vendor who has worked on previous projects (A) is not a viable option since it would disrupt the project schedule, budget, and scope. Documenting the risk in the risk management plan and using contingency reserves to hire a local vendor (B) is also not appropriate since the communication issue is not a risk but a problem that needs to be resolved. Reviewing lessons learned from previous projects and organizational process assets (OPAs) © is a good practice, but it is not sufficient to address the current situation. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 10, Section 10.1.3.1

According to the PMBOK Guide, 6th edition, one of the key processes of the Project Communications Management knowledge area is Plan Communications Management, which involves determining the information and communication needs of the project stakeholders. One of the tools and techniques for this process is communication requirements analysis, which considers factors such as the availability, frequency, format, and level of detail of the information. By asking the project sponsor what sort of information is needed and agreeing on a frequency for the communication, the project manager is performing communication requirements analysis, which will help to tailor the communications management plan to the specific needs and preferences of the project sponsor. References: PMBOK Guide, 6th edition, pages 361-362, 367.

According to the Professional in Business Analysis (PMI-PBA)® Guide, a requirements traceability matrix is a table that links requirements to their origin and tracks them throughout the project life cycle. A requirements traceability matrix helps to ensure that all requirements are addressed by the project deliverables, and that any changes to the requirements are reflected in the project scope, schedule, cost, quality, and risk. In this scenario, the project manager should review the requirements traceability matrix with the concerned stakeholder to verify if the requirement in question is indeed missing or not. This would help to clarify the source, scope, and status of the requirement, and to identify any gaps, inconsistencies, or conflicts between the requirements and the deliverables. This would also help to avoid any misunderstandings, miscommunications, or assumptions that could lead to stakeholder dissatisfaction or project failure. Checking the approved list of requirements, working with the stakeholder to improve the acceptance criteria, or discussing additional requirements are actions that should be taken after the review of the requirements traceability matrix, not before. These actions do not address the root cause of the situation, which is the possible discrepancy between the requirements and the deliverables. References: (Professional in Business Analysis Reference Materials source and documents)

Professional in Business Analysis (PMI-PBA)® Guide, Chapter 4, Section 4.3.1.3

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 5, Section 5.2.2.3

The Standard for Project Management – Seventh Edition, Chapter 3, Section 3.2.2.3

Team velocity is a measure of a team’s effective productivity and capacity in agile development. It indicates the amount of work a team can accomplish in a given sprint, usually expressed in story points1. Team velocity can vary from sprint to sprint due to various factors, such as team size, complexity, dependencies, quality, and external interruptions2. Therefore, it is important for the project manager to monitor and review the team velocity over the last several sprints and use the average or trend as a basis for planning and forecasting future sprints3. By adjusting the plan according to the team velocity, the project manager can help the team avoid overcommitting or underdelivering, and set realistic and achievable sprint goals4.

The other options are not the best choices for the project manager in this situation. Switching to a Kanban approach (option A) may not solve the problem of sprint failures, as Kanban is a different agile framework that does not use fixed-length iterations or predefined roles. Kanban focuses on visualizing the workflow, limiting the work in progress, and optimizing the flow of value5. While Kanban can help the team improve efficiency and flexibility, it may not be suitable for every project or organization, and it may require a significant change in the team’s culture and processes. Asking the project sponsor to approve overtime (option C) may not be a sustainable or effective solution, as it may lead to burnout, lower quality, higher costs, and reduced motivation among the team members6. Replacing junior team members with more experienced ones (option D) may not be feasible or desirable, as it may disrupt the team’s dynamics, trust, and collaboration. It may also create resentment, conflict, and turnover among the team members. Negotiating the project scope to compensate for the budget gap may not be aligned with the project’s objectives, stakeholders’ expectations, or agile principles7.

 1: What is team velocity and how to calculate it - LogRocket Blog 2: Home - Team Velocity - Fueled by Apollo 3: How to Calculate Team Velocity in Agile Project Management 4: [How to Use Team Velocity to Plan Sprints | monday.com Blog] 5: Kanban - A brief introduction | Atlassian 6: [The Impact of Overtime on Productivity and Quality in Agile Teams] 7: [Agile Manifesto Principles | Agile Alliance]

The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It also defines the communication requirements, methods, and channels for different stakeholders, as well as the confidentiality and security levels of the information to be shared. The project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the information presented was appropriate and authorized for external disclosure. The project manager should also have obtained the approval of the project sponsor and the CEO before sharing any sensitive or confidential information with the external client representative. By not reviewing the communications management plan, the project manager may have violated the communication policies and protocols of the organization, and potentially compromised the project’s budget, scope, quality, or schedule. This could have caused the CEO to end the meeting abruptly, to avoid further disclosure of information that could harm the project or the organization. The other options are not the best choices because they do not address the root cause of the situation, which is the lack of review of the communications management plan. Reviewing the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting (option B) may be a good practice, but it does not ensure that the information shared with the external client representative is appropriate and authorized. Performing a root cause analysis with the external client representative and documenting the findings in the lessons learned register (option C) may be useful after the situation has occurred, but it does not prevent the situation from happening in the first place. Sending the presentation slides to internal participants first and then to the external client representative prior to the meeting (option D) may also be a good practice, but it does not guarantee that the information in the slides is suitable and approved for external communication. References:

Project Management Professional (PMP) Reference Materials:

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 10: Project Communications Management, pp. 361-411

Project Communication Management According to the PMBOK

Professional in Business Analysis (PBA) Reference Materials:

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning Business Analysis Work, pp. 59-60

Effective Project Communication Plan Template: TeamGantt

 Checking the risk register for a prepared response to a resource being suddenly unavailable is a proactive action that the project manager should take to deal with the situation. The risk register is a document that records the identified risks, their causes, impacts, probabilities, and responses. By consulting the risk register, the project manager can see if there is a contingency plan or a fallback plan for the loss of a key resource, and implement it accordingly. Checking if the team member’s activities are sufficiently documented to facilitate handover is another important action that the project manager should take to ensure the continuity and quality of the project work. The team member’s activities may include tasks, deliverables, dependencies, assumptions, constraints, and other information that are relevant to the project scope, schedule, and cost. By reviewing the documentation, the project manager can identify the gaps, risks, and issues that may arise from the absence of the team member, and take appropriate measures to address them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, Seventh Edition, Section 11.4.3, “Risk Register”

PMBOK Guide, Seventh Edition, Section 4.3.3, “Project Management Plan”

Professional in Business Analysis (PMI-PBA) Guide, Section 4.2.2, “Documentation”

According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1. Therefore, the scenarios that are impediments are:

A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.

A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team’s ability to inspect and adapt their work and process3.

A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team’s motivation, creativity, and productivity.

The scenarios that are not impediments are:

A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog. Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.

A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.

 1: Scrum Guide, November 2020, p. 9 2: The Scrum Master as an Impediment Remover, Scrum.org, April 2016, 1 3: Navigating Impediments, Scrum.org, October 2020, 2 : Solving Impediments as a Scrum Team, Scrum.org, August 2018, 3 : Scrum Guide, November 2020, p. 10 : Scrum Guide, November 2020, p. 11