PMP Exam Dumps - Project Management Professional (2025 Version)

 In an agile project that is part of a larger program with interconnected projects, it is essential to have a high-level plan to monitor dependencies. This ensures that all projects within the program are aligned and that dependencies are managed proactively. The PMI’s guidance on agile project management recognizes the importance of visibility and coordination among projects to manage dependencies effectively12. By developing a high-level plan, the project manager can facilitate collaboration and communication across projects, which is crucial for identifying and addressing potential issues early on.

= The recommendation is based on best practices in agile project management, which include planning and collaboration as key components for managing dependencies among multiple projects123.

The project manager should review the terms of the contract in order to determine the next steps. This is part of the Control Procurements process, which involves managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate1. The project manager should check if the contract has any clauses or penalties for the supplier’s delay or breach of contract, and take appropriate actions to protect the project’s interests and minimize the impact on the schedule. Updating the project team on the delay so that resources can be utilized elsewhere (A) is not a sufficient action since it does not address the root cause of the problem or prevent it from happening again. Analyzing the schedule and looking for fast tracking and crashing alternatives (B) is also not a good option since it may increase the project risk and cost without resolving the issue with the supplier. Updating the lessons learned register to serve as an input for future material transactions (D) is a good practice, but it is not the most urgent action in this situation. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 12, Section 12.3.3.1

 According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any issues that affect the team performance. The project manager should use interpersonal and team skills, such as conflict management, negotiation, and active listening, to address any issues that arise among the team members. The project manager should also apply problem-solving techniques, such as root cause analysis, to identify and eliminate the underlying causes of the issues. Gathering information and finding the root cause of the problem is the first action that the project manager should take when a junior team member escalates an issue about another member’s interpersonal skills causing the team to be less effective. This will help the project manager to understand the nature and extent of the issue, and to determine the best course of action to resolve it. Having the team members resolve the issue on their own (A) may not be feasible or desirable, as it may lead to further escalation, resentment, or avoidance. Highlighting the impact of their behavior and motivating the team member to make improvements (B) may be a possible action, but not the first one, as it may be premature or ineffective without gathering information and finding the root cause of the problem first. Documenting the escalated issue and addressing it at the end of the project (D) may not be appropriate or responsible, as it may delay or ignore the issue, and negatively affect the team performance and morale. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

Answer steps as below

In situations where a key customer stakeholder is adding new tasks and pressuring for quick results, it’s important for the project manager to facilitate a collaborative approach. The project manager should encourage the customer to work directly with the product owner to prioritize requests. This ensures that the most important tasks are identified and addressed in a manner that aligns with the project’s goals and capacity. It also helps in managing the customer’s expectations by involving them in the decision-making process, which is a key aspect of stakeholder engagement in project management2. Additionally, this approach is in line with Agile principles, which emphasize customer collaboration over contract negotiation, suggesting that engaging customers in the development process is more beneficial than strictly adhering to contractual terms3. References:

Manage Stakeholder Engagement | Project Management Professional (PMP)1.

Planning effective stakeholder management strategies to do the same thing! - PMI2.

Agile explained: The 4 Agile Manifesto values and 12 principles3.

 Diversity and inclusion are important for project effectiveness, as they enable diverse perspectives, ideas, and experiences to be shared and valued among the project team and stakeholders. However, diversity and inclusion are not just about demographics, but also about creating a culture of respect, belonging, and empowerment for everyone. To achieve this, the organization needs to provide training and education to the entire workforce, not just to specific teams or departments, to raise awareness, foster understanding, and promote positive behaviors. By doing so, the organization can prevent or reduce potential conflicts, misunderstandings, or biases that may arise from different backgrounds, views, or preferences. Furthermore, the organization can leverage the benefits of diversity and inclusion, such as improved innovation, collaboration, and customer satisfaction. References:

Diversity, Equity, and Inclusion in Project Management

Diversity and Inclusion Are Important for Project Effectiveness

Diversity, Equity, & Inclusion | PMI

According to the PMBOK Guide, a project manager is responsible for leading and motivating the project team and ensuring their engagement with the project. A project manager should create an environment that encourages leadership, translates ambitions into growth opportunities, and rewards overtime workers when working with a project team composed of recent university graduates. This will help to inspire, empower, and recognize the team members, and to align their personal and professional goals with the project objectives. Creating an environment that encourages leadership, translates ambitions into growth opportunities, and rewards overtime workers is the best action that the project manager should take in this situation. Providing clear direction on the work to be done and its alignment to the major objectives of the organization, using technology to communicate (A) may be a necessary action, but not sufficient to ensure the team’s engagement, as it may not address their needs, interests, and expectations. Establishing a clear hierarchical environment and allowing them to navigate through the project faster using social networks (B) may not be effective or appropriate, as it may create a rigid or bureaucratic structure, and undermine the team’s collaboration and communication. Fostering proactive decision making and developing a hierarchy to approve decisions based on different levels of complexity © may be a good practice, but not the best one, as it may not create a conducive environment for the team’s development and growth. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

The agile leader should develop working agreements with the team to address the trouble and disputes they are facing. Working agreements are a set of guidelines or norms that the team agrees to follow to improve their collaboration, communication, and performance. They help to establish a shared understanding of the team’s values, expectations, and behaviors. They also help to resolve conflicts, clarify roles and responsibilities, and foster trust and respect among the team members. Developing working agreements with the team is a participatory and iterative process that involves the input and feedback of all team members. The agile leader should facilitate this process and ensure that the working agreements are aligned with the agile principles and practices. Escalating the issue to the team’s manager (option A) is not a good option, as it may undermine the team’s autonomy and empowerment. Removing some of the team members (option B) is also not a good option, as it may disrupt the team’s dynamics and morale. Reviewing the roles and responsibilities document (option C) is a useful step, but it may not be sufficient or effective to address the root causes of the trouble and disputes. References:

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

[Agile Practice Guide], page 27, section 3.1.2 Working Agreements

PMP Exam Prep, 10th edition, page 465, question 465, answer and explanation