PMP Exam Dumps - Project Management Professional (2025 Version)

A project charter is a project planning document that sells the project to stakeholders and sponsors. It provides a preliminary delineation of roles and responsibilities, outlines the project’s key goals, identifies the main stakeholders, and defines the authority of the project manager. A project charter is essential for any project, regardless of its size or complexity, as it serves the following purposes:

It authorizes the project and grants the project manager the permission to use organizational resources

It serves as a primary sales document that summarizes the project’s value proposition and return on investment

It acts as a roadmap that guides the project team and stakeholders throughout the project lifecycle

It helps to manage the project scope and avoid scope creep by establishing the project boundaries and deliverables

It facilitates communication and alignment among the project team, sponsors, and stakeholders by clarifying the project objectives, assumptions, risks, and constraints Therefore, the project manager should explain to the sponsor that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager’s responsibilities. Without a project charter, the project may face the following risks:

Lack of clarity and direction for the project team and stakeholders

Misalignment of expectations and goals among the project team, sponsors, and stakeholders

Scope creep and change requests that may impact the project schedule, budget, and quality

Conflicts and disputes over roles, responsibilities, and authority

Reduced stakeholder engagement and support References:

What is a Project Charter? Complete Guide & Examples

How to Write a Project Charter: Examples & Template Included

Project charter - Wikipedia

When using an agile approach, the project manager should use a contract type that allows for flexibility and adaptation to changing requirements and priorities. A fixed-price contract with increments based on user stories is a suitable option, as it aligns the payment with the delivery of value to the customer. The other options are not appropriate for an agile project, as they either do not provide enough flexibility (A and B) or do not link the payment to the value delivered (D). References: PMBOK Guide, 6th edition, page 374; Agile Practice Guide, page 97.

 The best way to formally record the team member’s success in the project documentation is to send a communication to management recognizing the team member’s contributions. This will ensure that the team member’s performance is acknowledged and appreciated by the relevant stakeholders, and that the project documentation reflects the team member’s achievements. The other options are not as effective or appropriate as sending a communication to management. Attaching a note to the project management plan is not a formal way of recording the team member’s success, and it may not be seen by anyone else. Holding a project team meeting may be a good way to celebrate the team member’s contribution, but it does not document it for future reference. Recording the team member’s contribution in the RAM is not relevant, as the RAM is a tool to assign roles and responsibilities, not to measure performance. References:

PMBOK Guide, 7th edition, page 215

PMI-PBA Exam Content Outline, 2018, page 12

Creating prototypes is a technique to elicit, analyze, and validate requirements by providing a working model of the expected product or service. Prototypes can help reduce ambiguity, resolve conflicts, and obtain feedback from the stakeholders and the development team. Prototypes can also facilitate communication and collaboration across different locations and cultures, and improve the quality and efficiency of the development process. By creating prototypes with the development team, the project manager can ensure that the client’s needs are understood and met, and that the rework and delays are minimized. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 5.2.2.4, p. 154

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 7, p. 9

Business Analysis for Practitioners: A Practice Guide, Section 4.3.3, p. 93

 In an agile project, collaboration and team input are crucial for success. Before sending details and estimates to the client, the project manager should engage with the team to gather their insights and expertise. This ensures that the project plan reflects a realistic approach, considering the team’s views on dependencies and potential risks. Agile methodologies emphasize the importance of team collaboration and iterative development, which includes regularly revisiting and adjusting plans as the project progresses1234.

A hybrid project management methodology is a combination of two or more different approaches to delivering projects, such as waterfall and agile1. Hybrid projects can offer benefits such as flexibility, adaptability, customer satisfaction, and innovation2. However, hybrid projects also require frequent reviews and feedback loops to ensure alignment, collaboration, and quality among the project team and stakeholders3. Therefore, the project manager should explain to the stakeholder the value of attending the iteration reviews, which are opportunities to inspect the project deliverables, provide feedback, identify issues, and plan for the next iteration4. By doing so, the project manager can demonstrate how the stakeholder’s involvement can contribute to the project success and avoid potential rework or waste. References:

Ultimate Guide To Hybrid Project Methodologies & How To Make Them

Hybrid project management – the key to a successful future? - APM

Hybrid project management – a systematic literature review …

TOWARDS A HYBRID PROJECT MANAGEMENT FRAMEWORK: A SYSTEMATIC LITERATURE …

 This answer is based on the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam1. According to the guide, quality is the degree to which a set of inherent characteristics fulfill requirements2. Quality requirements are the criteria that define the acceptable level of performance, reliability, usability, and other attributes of the project deliverables2. In a hybrid approach, which combines predictive and adaptive methods, the project manager should continually survey the quality of the deliverable to ensure that it meets the quality requirements and the stakeholder expectations2. This can be done by using various quality management tools and techniques, such as inspections, audits, reviews, testing, feedback, and metrics2. Continual quality surveillance helps the project manager to identify and correct any defects, errors, or deviations from the quality standards, and to prevent or mitigate any risks related to quality2. The other options are not correct because they are either part of the planning phase or not sufficient to ensure full compliance of quality requirements during the execution phase. References:

PMI Guide to Business Analysis

Professional in Business Analysis Reference Materials

According to the PBA Guide, one of the competencies for business analysis is emotional intelligence, which is the ability to perceive, understand, and manage one’s own and others’ emotions1. A servant leader is someone who focuses on the needs and development of others, rather than on their own authority or power2. Applying emotional intelligence to leverage this situation to benefit the project would involve recognizing the team member’s frustration, acknowledging their achievement, and encouraging them to share their knowledge with the rest of the team. Asking the team member to use their recently acquired knowledge to develop and provide training to the team is an example of this approach, as it would foster collaboration, learning, and trust among the team members. Requesting budget to reward the team member (choice A) may not be feasible or effective, as it may create resentment or competition among the team members. Promoting the team member to product owner (choice B) may not be appropriate or relevant, as it may not match the team member’s skills, interests, or responsibilities. Providing an incentive to team members who begin using the new tool on this project (choice C) may not be sufficient or sustainable, as it may not address the root cause of the team’s reluctance or lack of knowledge. References:

1: PBA Guide, Chapter 3, Section 3.2.1 Emotional Intelligence

2: PMP Exam Content Outline, Domain II: People, Task 9: Support team development and team members through feedback and recognition.