PMP Exam Dumps - Project Management Professional (2024 Version)

According to the PMBOK Guide, 6th edition, section 12.3.3.1, procurement agreements are legal documents that define the contractual relationship between the buyer and the seller. They include terms and conditions, scope of work, pricing, payment schedule, delivery dates, and other clauses that govern the procurement process. If the vendor is unable to deliver some of the equipment at the agreed dates, the project manager should review the procurement agreements to determine the impact of the delay on the project scope, schedule, cost, quality, and risk. The project manager should also communicate with the vendor to understand the root cause of the delay and negotiate possible solutions or alternatives. Depending on the severity of the delay and the clauses in the procurement agreements, the project manager may also invoke penalties, incentives, or termination options to protect the interests of the project. References: PMBOK Guide, 6th edition, section 12.3.3.1; PMI website

In an agile team, autonomy is a key factor for motivation, innovation, and ownership. Autonomy means that the team can decide how to do their work, as long as they are aligned with the project vision and goals. The project manager should support the team’s request for more autonomy, as it will empower them to find creative solutions, overcome challenges, and deliver value to the customer. The project manager should not discourage the team or delegate the decision-making to the team lead, as it will undermine the team’s self-organization and collaboration1. References:

• PMP Exam Content Outline
• PMI PMP Q&A: What should project manager do if team ask for more autonomy1

The first thing that the project manager should do is to review the communications management plan, which is the document that describes how the project information will be communicated to the stakeholders. The project manager should check if the stakeholder’s communication requirements, preferences, and expectations are identified and addressed in the plan. If not, the project manager should update the plan accordingly and ensure that the stakeholder receives the appropriate project status reports. The other options are not the best first actions, as they either do not address the root cause of the problem (lack of communication), or they are premature or unnecessary (updating the stakeholder register or the project management plan). References: PMBOK Guide, page 377-378; PMP Sample Test Questions, question 43

The change management plan is a document that describes how changes to the project will be managed, monitored, and controlled12. It defines the roles and responsibilities of the change control board, the change request process, the criteria for approving or rejecting changes, the impact analysis, and the communication plan for changes34. The change management plan is part of the project management plan, which is the primary source of information for how the project is planned, executed, monitored, controlled, and closed.

The project manager should refer to the change management plan first because it provides the guidelines and procedures for handling changes to the project scope, schedule, cost, quality, or any other aspect of the project. The project manager should follow the change request process to document the proposed change, assess its impact, and submit it to the change control board for approval or rejection. The change management plan also helps the project manager communicate the change to the relevant stakeholders and update the project baselines and plans accordingly.

The schedule management plan, the scope management plan, and the cost management plan are also important documents for managing the project, but they are not the first ones to refer to when a change is requested. These documents describe how the project schedule, scope, and cost will be planned, defined, monitored, controlled, and reported . They are used to establish the project baselines and measure the project performance against them. However, they do not provide the specific steps and criteria for dealing with changes to the project. The project manager should refer to these documents after the change request is approved, to update the project schedule, scope, and cost accordingly and ensure alignment with the project objectives and stakeholder expectations. References: 1: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. 2: Project Management Institute. (2020). Project Management Professional (PMP)® Examination Content Outline. 3: Teamwork. (2021). 10 project management best practices you MUST know. 4: Salapatas, J. N. (2000). Best practices—the nine elements to success. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.

 According to the PMBOK® Guide, the project vision is a high-level description of the project’s purpose, scope, and objectives. It provides the direction and alignment for the project team and stakeholders. The project vision should be clear, concise, inspiring, and consistent with the organization’s strategy. When the scope has changed significantly and the product owner has been replaced multiple times, the project vision may become unclear or outdated. The team members may feel disassociated from the project and lose motivation and engagement. To ensure team alignment with the goals, the project manager should facilitate a discussion of the vision for the project, involving the new product owner and the team members. This will help to clarify the project’s value proposition, expected outcomes, and success criteria. It will also help to reestablish trust, collaboration, and commitment among the team and the product owner. Asking the new product owner to explain the importance of the project, emailing the team a detailed outline of the business requirements, or reviewing the project charter with the team are not sufficient or effective ways to ensure team alignment with the goals. These options may not address the underlying issues of the team’s disassociation, such as lack of involvement, ownership, or empowerment. They may also not reflect the current state of the project or the organization’s strategy. References: PMBOK® Guide, 6th edition, pages 30-31, 89-90.

According to the PMBOK Guide, 7th edition, an agile project is one that follows an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. In an agile project, the product owner is the person who represents the voice of the customer and defines the product vision and value. The product owner also prioritizes the product backlog, which is a list of features and requirements that need to be delivered by the project team. The product owner’s interest in having features released during product development over having the product completed in one year indicates a preference for delivering value early and frequently, rather than waiting for a final product. This is consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software. Therefore, the project manager should facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP), which is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. By doing so, the project manager can help the product owner and the project team to align their expectations, scope, and schedule, and to deliver value incrementally and iteratively. References:

• PMBOK Guide, 7th edition, page 19, section 1.2.2, Adaptive Development Approach
• PMBOK Guide, 7th edition, page 20, section 1.2.3, Agile Project Environment
• PMBOK Guide, 7th edition, page 21, section 1.2.4, Agile Principles
• PMBOK Guide, 7th edition, page 23, section 1.2.5, Agile Team Roles
• PMBOK Guide, 7th edition, page 25, section 1.2.6, Agile Practices

According to the PMBOK Guide, 7th edition, a root cause analysis is a technique used to identify the underlying factors or causes of a problem or issue. It helps to prevent recurrence of the same or similar problems in the future. A quality breach is a deviation from the quality standards or requirements agreed upon with the customer. It can result in customer dissatisfaction, rework, delays, or defects. Therefore, the project manager should run a root cause analysis to find out why the product has discrepancies with the customer’s request and take corrective actions to prevent further quality issues. The project manager should also update the quality management plan to reflect any changes in the quality processes, tools, metrics, or responsibilities. This will help to ensure that the project delivers a product that meets the customer’s expectations and requirements. References:

• PMBOK Guide, 7th edition, page 237, section 8.2.3.1, Root Cause Analysis
• PMBOK Guide, 7th edition, page 238, section 8.2.3.2, Quality Management Plan Updates

 The project manager should use mentoring and coaching as an activity to help train the stakeholders who need help understanding how to deal with difficult situations. Mentoring and coaching are techniques that involve providing guidance, feedback, and support to individuals or groups to improve their performance, skills, or behavior. Mentoring and coaching can help stakeholders overcome challenges, learn from experiences, and achieve their goals. This option aligns with the PMBOK Guide, 6th edition, which states that “mentoring and coaching are used to help team members and other stakeholders enhance their project management competencies or to address issues and concerns” (p. 349). The other options are not the best choices because they are not activities that directly help train the stakeholders on how to deal with difficult situations. Contract negotiation (option A) is a technique that involves discussing and agreeing on the terms and conditions of a contract between two or more parties. Contract negotiation is not a training activity, but a procurement activity that may involve some stakeholders, such as the buyer and seller. Team assessment (option B) is a technique that involves evaluating the performance, skills, and competencies of the project team members. Team assessment is not a training activity, but a monitoring and controlling activity that may provide feedback and recommendations for improvement. On-the-job training (option D) is a technique that involves providing instruction and practice to individuals or groups while they perform their regular work tasks. On-the-job training is a training activity, but it is not specific to dealing with difficult situations. It is more suitable for developing technical or operational skills. References:

• PMBOK Guide, 6th edition, p. 349 1
• PMBOK Guide, 6th edition, p. 480 2