PMP Exam Dumps - Project Management Professional (2024 Version)

According to the PMBOK Guide, a project manager should ensure that the project team applies a long-term solution for an issue that has been resolved during the project life cycle, to prevent it from reoccurring after the project closure. This is part of the control quality process, which involves monitoring and recording the results of quality activities, and implementing corrective actions to address any quality issues. A long-term solution is one that addresses the root cause of the issue and eliminates or reduces the probability of its recurrence. A short-term solution is one that provides a temporary fix or workaround for the issue, but does not resolve the underlying problem. A short-term solution may be acceptable in some situations, but it may also create additional risks or costs in the future. Therefore, a project manager should always consider the long-term implications of any solution and choose the one that best meets the project objectives and stakeholder expectations. References: PMBOK Guide, 6th edition, pages 293-294, 303-304.

 According to the Project Management Professional (PMP)® Examination Content Outline1, one of the tasks under the domain of executing is to “assess and prioritize impact of changes to project scope, schedule, cost, quality, resources, and risks”. This implies that before implementing any change request, the project manager should first evaluate how the change will affect the project objectives and deliverables, and whether the change is aligned with the business case and the stakeholder expectations. The business case is the document that justifies the initiation of a project by providing the expected benefits, costs, risks, and strategic alignment of the project2. Therefore, the project manager should identify how the proposed changes will benefit the project in relation to the business case, and communicate the results of the assessment to the senior management and other relevant stakeholders. This can help to ensure that the changes are necessary, feasible, and beneficial, and that they do not compromise the project scope, quality, or value. References:

• 1: Project Management Professional (PMP)® Examination Content Outline, page 10
• 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, page 29

The project manager should schedule a session with the team to discuss the issues and work with them to define a plan to manage the sprints going forward. This will help to address the team’s concerns, resolve the conflicts, and improve the team’s morale and performance. The project manager should also communicate with the product owner and other stakeholders to align the expectations and priorities for the project and the support items. The project manager should also use agile principles and practices to adapt to the changing requirements and deliver value to the customer. Requesting a replacement, scheduling a session with the product owner, or asking HR to send the team members to a workshop are not the best ways to proceed, as they may not solve the root cause of the problem, damage the team’s trust and cohesion, or delay the project delivery. References:

• PMP Exam Content Outline, Domain II: Process, Task 5: Support team members and stakeholders to meet project objectives and stakeholder expectations.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Team Performance, Page 77.
• Professional in Business Analysis (PBA) Certification Exam Outline, Domain III: Analysis, Task 5: Validate Requirements, Page 14.

According to the PMP Exam Content Outline (2023), one of the tasks under the domain of Planning is to “Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available” 1. This task involves identifying potential sellers, conducting market research, determining the contract type, and defining the procurement strategy and approach. One of the tools and techniques for this task is “Contract terms and conditions”, which are the legal provisions that govern the rights and obligations of the parties involved in the procurement 2. Penalty clauses are a type of contract terms and conditions that specify the amount of money or other compensation that a party will pay or forfeit in the event of a breach of contract, such as failing to meet the deliverable dates 3. Penalty clauses can be used to motivate the seller to perform according to the contract and to protect the buyer from losses or damages caused by the seller’s poor performance .

According to the PMI-PBA Exam Content Outline (2023), one of the tasks under the domain of Analysis is to “Assess risks that may impact the solution scope or requirements, and document them in the risk register” . This task involves identifying, analyzing, prioritizing, and documenting the risks that may affect the solution or its delivery, and planning the appropriate responses to mitigate or avoid them . One of the tools and techniques for this task is “Risk register”, which is a document that records the details of the identified risks, their causes, impacts, probabilities, priorities, responses, owners, and status . The risk register is a living document that is updated throughout the project as new risks are identified, existing risks are monitored, and risk responses are implemented .

Therefore, the best answer to this question is B. Add penalty clauses to the contract and update the risk register. This answer reflects the project manager’s responsibility to plan the procurement management and the risk management for the project, and to use appropriate tools and techniques to ensure that the project objectives are met. The other answers are not as good because they either do not address the issue of the provider’s poor performance (A and C), or they introduce a new risk by contracting another provider with less experience (D).

References: 1: PMP Exam Content Outline (2023), p. 10 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, p. 230 3: Business Law and the Legal Environment, v. 2.0, p. 15.2 : Project Procurement Management: A Guide to Structured Procurements, p. 153 : PMI-PBA Exam Content Outline (2023), p. 9 : Business Analysis for Practitioners: A Practice Guide, p. 97 : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, p. 403 : Project Risk Management: A Practical Implementation Approach, p. 63

According to the PMBOK Guide, a project manager should put any new requirements in the backlog and submit a formal change request for approval, when a change in project scope is requested by a stakeholder. This is part of the perform integrated change control process, which involves reviewing and approving all change requests that affect the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement. A formal change request is a document that describes the proposed change, its justification, its impact, and its alternatives. A formal change request should be submitted to the change control board (CCB), which is a group of stakeholders authorized to approve or reject changes. The CCB should evaluate the change request based on the project objectives, the project management plan, the project documents, and the stakeholder expectations. The CCB should also consider the potential benefits and drawbacks of the change, as well as its alignment with the project charter and the business case. The CCB should then communicate the decision to the project manager and the relevant stakeholders, and update the project documents and the project management plan accordingly. This process ensures a consistent and transparent approach to managing changes, and prevents scope creep or unauthorized changes that could negatively affect the project performance or quality. References: PMBOK Guide, 6th edition, pages 115-116, 121-122.

According to the PMBOK Guide, 6th edition, section 13.2.2.4, stakeholder engagement assessment matrix is a tool that can be used to identify the current and desired levels of engagement for each stakeholder or stakeholder group. The project manager should use this matrix to plan and implement appropriate strategies to increase the support and minimize the resistance of the stakeholders. One of the strategies is to meet with the stakeholder and discuss the impact of the project deliverable on their interests, needs, and expectations. The project manager should also explain the benefits of the deliverable for the organization and the stakeholder, and address any concerns or issues that the stakeholder may have. By doing so, the project manager can increase the stakeholder’s awareness, understanding, and involvement in the project, and foster a positive relationship with them. References: PMBOK Guide, 6th edition, section 13.2.2.4; PMI website

According to the PMBOK Guide, project managers should apply adaptive planning and agile practices to respond to changes and uncertainties in complex projects. Adaptive planning involves frequent reviews and adjustments of the project scope, schedule, cost, and quality based on the feedback and learning from the project execution. Agile practices emphasize delivering value to the customer by prioritizing the most important features and requirements and delivering them in increments1.

In this scenario, the project manager faces a situation where one feature cannot be fixed before the go-live date, which impacts the project schedule and quality. The project manager should apply adaptive planning and agile practices to determine the best course of action. The project manager should evaluate the value and importance of the feature to the customer and the project objectives. If the feature is not critical or essential, the project manager should consider delivering the project without the feature and fixing the defects later, after the go-live milestone. This way, the project can still deliver value to the customer and meet the expectations of the stakeholders. The project manager should communicate this decision to the customer and the stakeholders and obtain their agreement and feedback1.

The other options are not as suitable as option D. Option A involves updating the risk management plan and including additional mitigation actions against the feature defects. However, this option does not address the impact on the go-live milestone or the customer value. It also assumes that the feature defects can be mitigated, which contradicts the premise of the question. Option B involves assessing the relevance of the feature and submitting a change request to descope it. However, this option does not consider the customer value or the feedback from the customer and the stakeholders. It also implies that the feature is not important or valuable, which may not be the case. Option C involves improving the control quality process by implementing additional testing to minimize the defects before the go-live milestone. However, this option does not acknowledge the fact that there is no way to resolve the defects before the go-live date, as stated in the question. It also does not consider the impact on the project schedule and cost, or the customer value1.

References:

1: Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Newtown Square, PA: Author.

One of the core values of agile is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. This means that the project manager should seek ways to show the customer the value of the software as early and often as possible, rather than waiting for the final deliverables or a major milestone. By evaluating various delivery options, such as demos, prototypes, beta versions, or minimum viable products (MVPs), the project manager can get feedback from the customer and validate their needs and expectations. This will also help the project manager to prioritize the features that deliver the most value to the customer and align the team’s efforts accordingly. The other options are not as effective as evaluating various delivery options. Asking the internal sales team to keep the customer informed of the delivered value may not be sufficient, as the customer may not be able to see or experience the software for themselves. Informing the customer about the progress and updating them on the final deliverables may not be enough, as the customer may not be satisfied with the outcome or may have changed their requirements. Waiting for an important milestone to complete and then informing the customer of the progress may be too late, as the customer may have missed the opportunity to provide feedback or suggest changes. References:

• The 12 Agile Project Management Principles: Key Pillars of Agile
• Focusing on Customer Value with Agile Program Management
• What is Value-Driven Delivery in the agile world? - Whizlabs