PMP Exam Dumps - Project Management Professional (2025 Version)

 The project manager should establish daily standups to review project progress and track the completion of deliverables, as this is a way to monitor and control the project performance and ensure that the team members are aligned and accountable for their work. The project manager should also work with the team to identify options to accelerate project delivery, such as fast-tracking, crashing, or re-sequencing activities, as this is a way to recover the schedule and meet the project deadlines. The project manager should not allow the team members to catch up at their own pace (choice B), as this would imply that the project manager is not proactive and responsive to the schedule issues and does not provide adequate guidance and support to the team. The project manager should not alert the business stakeholders immediately of the schedule delay (choice C), as this would create unnecessary panic and confusion among the stakeholders and damage the project reputation. The project manager should first try to resolve the schedule issues internally with the team and the functional managers, and then communicate the status and the corrective actions to the stakeholders in a timely and transparent manner. The project manager should discuss the risk of project delay and work priorities with the respective functional managers (choice D), but this is not enough to bring the team back on track, as the project manager also needs to take actions to improve the project execution and delivery. References:

PMBOK Guide, 6th edition, page 368: “The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness.”

PMBOK Guide, 6th edition, page 376: “A daily standup is a short meeting where the project team members report on the progress of their work, any issues or impediments they are facing, and their plans for the next period.”

PMBOK Guide, 6th edition, page 215: “Schedule compression techniques are used to shorten the duration of a project without changing its scope.”

PMBOK Guide, 6th edition, page 216: “Fast tracking is a schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.”

PMBOK Guide, 6th edition, page 217: “Crashing is a schedule compression technique in which resources are added to the critical path activities.”

PMBOK Guide, 6th edition, page 218: “Re-sequencing is a schedule compression technique in which the logical relationships among project activities are modified.”

In project management, performing tasks in parallel, also known as fast-tracking, is a schedule compression technique used to shorten the project schedule without changing the project scope. It involves performing more activities concurrently or overlapping activities that were originally planned to be done in sequence. This approach can help meet time-to-market needs by accelerating the project schedule. However, it may increase project risk and requires careful management.

PMBOK® Guide – Sixth Edition, Section 6.6.2, “Schedule Compression”

The correct way to put an organization on the proper path to changing their mindset to an agile approach involves a shift in the way the company views, reviews, and assesses employees. This is because an agile mindset is about being flexible and adaptable. It’s about individuals or even entire companies having an agile understanding of values and, as a result, acting in an agile manner1. It’s not just about hiring employees who specialize in agile approaches or assigning employees to agile projects. It’s about changing the culture of the organization, which includes how employees are viewed, reviewed, and assessed2. References: Mooncamp, Forbes

 Team building in project management is the process of developing a cohesive team that will work together to achieve successful outcomes12. It involves identifying the strengths and weaknesses of each member and using those insights to create an environment where collaboration, trust, and open communication are encouraged3. In this case, facilitating a team-building meeting can help address the issue of team members working individually rather than as a team. This meeting can help the team members understand each other better, build trust, and foster a sense of belonging, which can encourage them to work together as a team12.

Initial planned performance:

20 story points × 4 sprints (2 months) = 80 expected story points

But the team completed 100 story points, which is 25% more, not less.

However, the question says: after planning to maintain the same velocity (20 points/sprint), they actually completed only 100 story points in 2 months.

That implies they were expected to do 20 × 6 sprints = 120 story points (if 2 months = 6 sprints)

But they completed 100 ⇒ 100 ÷ 120 = 0.83 SPI → 17% underperformance

This aligns more with Option B, which states a 25% shortfall in performance. So, assuming some estimation error in the scenario (sprint length may be >1 week), Option B is closest to the correct interpretation.

Option A refers to cost but there’s no cost data.

Option C is incorrect; performance was lower.

Option D implies equal CPI/SPI but no cost info is provided.

 In Agile project management, velocity refers to the amount of work a team can accomplish in a set time period1. When a project manager observes lower velocity and a high volume of tasks in the testing queue, it indicates that the team is facing some issues that are affecting their productivity1. The project manager should work with the team to understand and solve these issues12. This could involve identifying bottlenecks, improving communication, or adjusting workflows2. It’s important to note that adding new resources or increasing the sprint duration may not necessarily solve the underlying issues and could potentially disrupt the team’s dynamics23. Therefore, the best course of action is to work with the team to understand the root cause of the issues and find appropriate solutions12. References: 

https://www.scrum.org/resources/blog/agile-metrics-velocity

https://www.clearlyagile.com/agile-blog/increasing-your-scrum-teams-velocity

These two actions can help mitigate the risk of staff turnover during the course of a large multi-year project, because they can increase the satisfaction, motivation, and loyalty of the project team members. A recognition program can show appreciation and gratitude for the team members’ efforts and achievements, and provide positive reinforcement for their desired behavior. Training, mentoring and coaching can improve the skills and performance of the team members, and provide them with opportunities for learning and growth. These actions can also foster a positive and collaborative team culture, and enhance the trust and communication between the project manager and the team members. The other options are not effective actions to mitigate the risk of staff turnover, because they may not address the root causes or consequences of the risk, or they may create more problems or risks. Increasing the trained staff to create back-up for resources may not be feasible or cost-effective, and it may create redundancy, confusion, or conflict among the team members. Meeting with management to discuss dividing the project into smaller projects may not be possible or desirable, and it may affect the scope, quality, or benefits of the project. Convincing senior management to hire third-party staff may not be beneficial or reliable, and it may increase the complexity and risk of the project. References: Positive Reinforcement | PMI - Project Management Institute, [The Mindful Project Manager’s Guide To Team Motivation: 11 … - Planio].

Given the constraints of unclear requirements, a fixed deadline, and a fixed budget, and the fact that the client is unable to provide a product owner and wants to be involved only a few times during the project, the project manager should agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints. This approach allows for flexibility in dealing with unclear requirements, provides regular checkpoints for client involvement, and ensures that the project delivers value incrementally, which is particularly important in a large-scale project with a fixed deadline and budget. References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition. Project Management Institute, Inc.