PMP Exam Dumps - Project Management Professional (2024 Version)

 The project manager should schedule a virtual meeting so onsite and remote stakeholders can attend at the same time because this is the most efficient and effective way to communicate the project objectives, scope, deliverables, and expectations to all the relevant stakeholders. A virtual meeting can also facilitate interaction and feedback among the participants, and foster a sense of collaboration and commitment. The other options are not the best choices because they do not ensure that all the stakeholders are informed and engaged at the same level. Emailing all stakeholders with the objectives of the project and asking for feedback (option A) may not reach all the stakeholders, or may not elicit timely or adequate responses. Waiting for a date when all required attendees can be available onsite (option B) may cause unnecessary delays and risks to the project. Running separate meetings to accommodate everyone’s schedule (option C) may create inconsistencies and confusion among the stakeholders, and increase the workload and complexity for the project manager. References: PMBOK Guide, 6th edition, pages 367-368, 376-377. PMP Sample Test Questions. PMP Questions page 417.

QUE : A self-organizing team is a team that has the autonomy and authority to manage its own work and make its own decisions. A self-organizing team is also expected to adapt to changing situations and learn new skills as needed. Therefore, the best management decision for this situation is to provide opportunity for team members to learn and adjust to the new technology, rather than moving them, adding new members, or re-assigning the project. This will help the team overcome the learning curve and improve their velocity in the future. It will also foster trust, collaboration, and innovation within the team. Providing opportunity for team members to learn and adjust to the technology is consistent with the agile principles and values, which emphasize continuous improvement, customer satisfaction, and team empowerment. It is also covered in the PMBOK Guide under the Develop Team process, and in the PMI-PBA Exam Content Outline under Domain III: Analysis. References:

• PMBOK Guide, 7th edition, page 247
• PMI-PBA Exam Content Outline, 2018, page 11
• Agile Manifesto

STION NO: 184 DRAG DROP

Drag the interpersonal skill on the left to the correct scenario on the right.

Answer:

An earned value analysis (EVA) is a tool that measures the project performance in terms of scope, schedule, and cost. It compares the planned value (PV), the earned value (EV), and the actual cost (AC) of the project work to determine the variances and the indexes. By conducting an EVA, the project manager can identify the root causes of the project delay and cost overrun, and take corrective actions accordingly. An EVA can also help the project manager communicate the project status and progress to the stakeholders more effectively and objectively. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK Guide, 6th edition, Chapter 7, Section 7.4.2.1
• PMP Exam Content Outline, June 2019, Domain III, Task 8
• PMP Sample Test Questions, Question 2

According to the PMBOK Guide, 6th edition, section 13.3.2.4, the project manager should use interpersonal and team skills to manage conflicts and foster collaboration among stakeholders. Hosting a meeting is an example of such a skill, as it allows the project manager to facilitate communication, negotiation, and problem-solving between the parties involved. The project manager should also use the requirements traceability matrix, the project management plan, and the project documents to clarify the expectations and responsibilities of the vendor and the infrastructure manager. The PMI-PBA Guide, section 6.2.3.1, also supports this approach, as it states that the business analyst should use collaboration techniques to resolve issues and conflicts related to requirements. References:

• PMBOK Guide, 6th edition, section 13.3.2.4
• PMI-PBA Guide, section 6.2.3.1

 The project manager should consult the project team to understand the extent of the training needs for the contractor. This is consistent with the agile value of individuals and interactions over processes and tools1. The project manager should also collaborate with the contractor to provide them with the necessary guidance and coaching on the agile principles and practices2. Asking the project sponsor to replace the contractor since they do not have agile experience (A) is not a good option since it may cause unnecessary delays and costs for the project. Issuing a formal notice to the contractor to obtain an agile certification (B) is also not appropriate since it may create a sense of distrust and resentment in the contractor. Instructing the contractor to receive agile training since the project has already started (D) is not a sufficient action since it does not address the specific needs and expectations of the project team and the contractor. References:

• 1: Agile Practice Guide, Chapter 1, Section 1.2.1
• 2: Agile Practice Guide, Chapter 2, Section 2.3.2.2

According to the PMBOK guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete1. The DoD helps to ensure that the customer’s expectations are met and that the quality standards are maintained2. The PMI-PBA guide also states that the business analyst should collaborate with the customer and the team to define and validate the acceptance criteria for each feature3. Therefore, the best way for the project manager to avoid the situation of features being rejected by the customer is to ensure that the DoD is well defined and complete for future iterations, and that it aligns with the customer’s needs and preferences. References:

• 1: PMBOK guide, page 207
• 2: PMBOK guide, page 286
• 3: PMI-PBA guide, page 131

 According to the PMBOK Guide, the product owner is the person responsible for defining and prioritizing the product backlog, and ensuring that the product delivers value to the customer and stakeholders1. The product owner also collaborates with the project team and the project manager to review the work in progress and provide feedback2. Therefore, if a key agile project team member takes a leave of absence in the middle of an iteration and will not return to work for a while, the project manager should review the work in progress with the product owner to determine the next step regarding the feature on which the team member was working. The product owner may decide to defer, modify, or cancel the feature depending on the value and urgency of the feature. The other options are not the best actions for the project manager to do next. Assigning the feature to another team member may not be feasible or desirable, as it may disrupt the team’s self-organization and velocity3. Reviewing team capacity and reassigning the functionality to additional iterations may not be aligned with the product owner’s vision and expectations4. Determining if the team member can work from home may not be possible or appropriate, as it may depend on the team member’s personal situation and the nature of the work. References:

• 1: PMBOK Guide, 6th edition, page 49
• 2: PMBOK Guide, 6th edition, page 50
• 3: PMBOK Guide, 6th edition, page 52
• 4: PMBOK Guide, 6th edition, page 53
• : PMBOK Guide, 6th edition, page 54
• : PMBOK Guide, 6th edition, page 57