PMP Exam Dumps - Project Management Professional (2024 Version)

The project manager should review the communications management plan and submit a change request if required. The communications management plan is a document that describes how the project information will be communicated to the stakeholders. It defines the communication requirements, methods, formats, frequency, and responsibilities for each stakeholder group. The project manager should review the communications management plan to understand the current communication expectations and agreements, and to identify any gaps or conflicts between the sponsor’s request and the key team members’ preferences. If the communications management plan needs to be updated to accommodate the sponsor’s request, the project manager should submit a change request and follow the change control process. Negotiating with the key team members to send a daily report and letting the sponsor know that the project cost will increase (option A) may be a possible solution, but it should be done after reviewing the communications management plan and submitting a change request if required. Recommending to the sponsor that performance of the project be reviewed once per week (option B) may not satisfy the sponsor’s needs and expectations, and may also contradict the communications management plan. Evaluating the capacity of each team member to attend daily meetings in person or virtually and reducing the time of each meeting (option D) may be a good practice, but it should also be done after reviewing the communications management plan and submitting a change request if required. References:

• PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications Management
• PMP Exam Prep, 10th edition, page 474, question 474, answer and explanation

The project manager should have ensured that the project repository is up to date and contains all the relevant information and documentation related to the project deliverables, such as user stories, acceptance criteria, test cases, design specifications, etc. This way, the remaining team members can access the information they need to continue working on the deliverable, even if a senior team member leaves the organization. This practice is consistent with the agile principle of maintaining a single source of truth and ensuring transparency and collaboration among the team members12. References: 1: PMBOK Guide, 6th Edition, Chapter 4: Project Integration Management 2: Agile Practice Guide, Chapter 3: Life Cycle Selection

The project manager should first assess the current state process to understand the existing problems, needs, and opportunities for improvement. This will help to define the scope of the digitization project, which is the sum of the products, services, and results to be delivered by the project. Digitizing the current state process exactly as defined, redefining the current state process to scope the supporting software, or developing the software that will support the current state process are all actions that should be done after defining the project scope, not before. References: PMBOK Guide 7th Edition, page 71; Agile Practice Guide, page 37.

According to the PMBOK guide, a hybrid approach is a combination of predictive and adaptive (agile) methodologies that suits the project context and stakeholder needs1. A retrospective is a meeting held at the end of each iteration in agile projects, where the team reflects on what went well and what can be improved2. The PMI-PBA guide also states that retrospectives are a valuable tool for business analysts to identify and address issues, risks, and opportunities for improvement3. Therefore, the best way for the project manager to deal with the decline in productivity is to discuss the issue in the next retrospective with the team and collaboratively find solutions to enhance their performance. References:

• 1: PMBOK guide, page 19
• 2: PMBOK guide, page 207
• 3: PMI-PBA guide, page 129

According to the PMBOK Guide, when using an agile approach, the project manager needs to embrace change and respond to customer feedback by continuously refining and reprioritizing the product backlog1. The product backlog is a dynamic list of the product requirements, user stories, and other work items that need to be completed by the project team. By working with the product manager and the rest of the team to update the project backlog, the project manager can incorporate the new feature requested by the customer, and deliver value early and often1. The other options are not appropriate, as they do not reflect the agile mindset and principles. Assessing the impact of the new requirements and initiating the change request process, assessing the impact and communicating the updated product roadmap, and following the change management plan to update the risk register are all possible actions that could be taken in a predictive or waterfall approach, where changes are more controlled and formalized. However, in an agile approach, changes are expected and welcomed, and the project manager should collaborate with the customer and the team to deliver the best possible product2. References:

• 1: PMBOK Guide, 6th edition, page 18
• 2: PMBOK Guide, 6th edition, page 156

The definition of done (DoD) is a clear and concise list of requirements that a deliverable must meet to be considered complete and acceptable by the main stakeholder. The DoD helps to ensure that the quality standards are met and that the deliverables are aligned with the stakeholder’s expectations. The project manager should reinforce the DoD during sprint planning so that the team has a common understanding of what needs to be done and how to do it. This will help to prevent the deliverables from being rejected during the next iteration. Submitting a change request to prioritize resolutions for the quality issue (option A) may be necessary, but it does not address the root cause of the problem, which is the lack of clarity and agreement on the DoD. Assuring that the product backlog is properly prioritized to avoid dependencies that cause rejection (option C) is a good practice, but it does not ensure that the deliverables will meet the quality specifications. Creating a dedicated sprint to complete all of the pending specifications from previous sprints (option D) may be a viable option, but it may also delay the project and increase the cost. The best option is to reinforce the DoD and ensure that the team delivers what the stakeholder expects. References:

• PMBOK Guide, 6th edition, page 176, section 5.4.2.1 Definition of Done
• [Agile Practice Guide], page 54, section 4.2.2.1 Definition of Done
• PMP Exam Prep, 10th edition, page 425, question 425, answer and explanation

 A change log is a document that contains the list of changes that are made during the project. It tracks the progress of each change based on its review, approval, implementation, and closure. A change log is a useful tool for communicating the status of change requests to the stakeholders, as it shows the impact and outcome of each change. A risk log, a backlog, and an issue log are different documents that serve different purposes. A risk log records the identified risks, their probability, impact, and response strategies. A backlog is a list of features or tasks that need to be completed in an agile project. An issue log records the issues that arise during the project, their causes, effects, and resolution. References:

• Change Log - Project Management Knowledge
• Change Log Template - Project Management Docs
• Risks, issues, and changes–help, I’m drowning in logs!

 The stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution. It is a dynamic document that should be updated throughout the project as stakeholder needs and expectations change. The project manager should explain to the key stakeholder that their needs will be updated in the stakeholder engagement plan and that their continued participation is important for the project success. References: PMBOK Guide, 7th edition, section 13.2.3.1; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 4.2.3.1.