PMP Exam Dumps - Project Management Professional (2024 Version)

 According to the PMBOK® Guide, the project manager is responsible for performing integrated change control, which involves reviewing and approving change requests that may affect the project scope, schedule, cost, quality, or other aspects. Therefore, the project manager should review the benefits of the proposed changes in relation to the business case, which is the document that justifies the project initiation and continuation based on the expected value and alignment with the organizational strategy. The project manager should evaluate if the proposed changes are necessary, feasible, and beneficial for the project and the organization, and if they outweigh the potential costs and risks. Assessing the time overrun, and starting implementation to avoid additional delays may not be the best option, as it may result in scope creep, quality issues, or stakeholder dissatisfaction. The project manager should not implement the changes without reviewing and approving them first, and without communicating them to the relevant parties. Requesting a provisional budget increase to avoid any budget overruns may not be possible or timely. The project manager should not request more funds without analyzing the impact of the changes on the project budget, and without obtaining the approval or guidance from the management or the sponsor. Motivating the team to avoid the frustration of working on a prolonged project may be a good practice, but it is not the first thing the project manager should do. The project manager should first address the change requests and their implications for the project, and then manage the team’s expectations and morale accordingly. References: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.6 (Perform Integrated Change Control) and Chapter 5, Section 5.1.3.1 (Business Case)

The project management team should review the project plan to evaluate if any updates should be made in response to the news that a competitor has released the latest version of a program. The project plan is a document that describes how the project will be executed, monitored, and controlled. It includes the project scope, schedule, cost, quality, resources, communications, risks, procurements, and stakeholder management plans. The project management team should assess the impact of the competitor’s release on the project’s objectives, deliverables, assumptions, constraints, and risks. The project management team should also consult with the project sponsor, customer, and other key stakeholders to determine their expectations and preferences regarding the project’s scope and quality. The project management team should then decide if any changes or updates are needed to the project plan to ensure the project’s success and value. The project management team should follow the change management process to request, analyze, approve, and implement any changes to the project plan.

The other options are not the best actions for the project management team to take in this situation. Crashing the existing schedule with additional resources to deliver more features may not be feasible or effective, as it may increase the project’s cost, complexity, and risk. It may also not address the customer’s needs or the market’s demand, as the features may not be relevant or valuable. The project management team should not rush to add more features without validating their necessity and feasibility. Stopping the project immediately as the market opportunity has already been missed may be premature and wasteful, as it may disregard the project’s benefits and potential. It may also damage the project’s reputation and stakeholder’s trust. The project management team should not abandon the project without evaluating its viability and value. Continuing with the project plan and target delivery date as expected may be unrealistic and risky, as it may ignore the competitor’s influence and the customer’s feedback. It may also result in delivering a product that is outdated or inferior. The project management team should not proceed with the project plan without reviewing its alignment and suitability. References:

• PMBOK® Guide, 6th Edition, Chapter 4, Section 4.2, “Develop Project Management Plan”
• PMBOK® Guide, 6th Edition, Chapter 4, Section 4.6, “Perform Integrated Change Control”
• PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 4, Section 4.2, “Developing the Project Management Plan” 1

According to the PMBOK Guide, a sprint retrospective is a meeting held at the end of each sprint to review the work done, identify the lessons learned, and plan the improvements for the next sprint1. The project manager should document the lessons learned and implement the improvements in the next sprint to ensure continuous improvement and customer satisfaction2. The other options are not the next step for the project manager. Facilitating a daily standup is a regular activity during the sprint, not after it3. Organizing a demonstration of the changes is done at the end of each sprint to show the product increment to the customer and stakeholders. Requesting that all team members think of ideas to improve processes is not a specific action, but a general expectation. References:

• 1: PMBOK Guide, 6th edition, page 188
• 2: PMBOK Guide, 6th edition, page 189
• 3: PMBOK Guide, 6th edition, page 186
• : PMBOK Guide, 6th edition, page 187
• : PMBOK Guide, 6th edition, page 190

 According to the PMBOK® Guide, the project manager should include projected inflation rates in the budget estimate for a long-term project that will be executed over several years. This is because inflation rates affect the purchasing power of the project funds and the cost of resources over time. By including projected inflation rates, the project manager can account for the changes in the value of money and the cost of goods and services, and adjust the budget accordingly. This is part of the Estimate Costs process, which involves developing an approximation of the monetary resources needed to complete the project activities. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Chapter 7, Section 7.2, Estimate Costs
• PMP Exam Prep, 10th edition, Rita Mulcahy, Page 223, Estimate Costs

 According to the PMBOK Guide, project artifacts are any documents or information that are produced or consumed by a project, such as plans, reports, contracts, deliverables, etc. Project artifacts should be archived at the end of the project or phase for future reference, lessons learned, audits, or legal purposes. The project management office (PMO) is a centralized entity that oversees the management of projects, programs, and portfolios, and provides guidance, standards, policies, and procedures for project management. The project manager should consult with the PMO for guidance on how to archive the project artifacts for the cancelled project, as the PMO may have specific requirements or best practices for this process. The project manager should not comply with the project sponsor’s request to not archive the project artifacts, as this may violate organizational policies, contractual obligations, or ethical principles. The project manager should not archive the project artifacts on his or her local computer, as this may compromise the security, accessibility, or quality of the information. The project manager should not document the project sponsor’s instructions as the archived project artifacts, as this may not capture the full scope, history, or outcome of the project. References:

• PMBOK Guide, 6th edition, pages 33, 89, 123, 126, 129, 686
• PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

According to the PMBOK® Guide, 7th edition, one of the principles of project management is to tailor the delivery approach based on context1. This principle suggests that project managers should select and adapt the delivery approach that best suits the project characteristics, stakeholder needs, and organizational goals. It also implies that project managers should recognize and respond to changes in the project environment and facilitate the transition between different delivery approaches1.

In a hybrid project, the delivery approach combines elements of predictive, adaptive, and iterative methods2. A hybrid project may start with a predictive phase to define the scope, schedule, and budget, and then switch to an adaptive or iterative phase to deliver the product or service incrementally2. A hybrid project may also use different delivery approaches for different components or work packages within the same project2.

In this scenario, the project manager observes that the team performance was excellent during the predictive stages, but declined when the iterations began. This could indicate that the team members are not comfortable or familiar with the change in the delivery approach, and that they are lacking the skills, mindset, or tools to work effectively in an adaptive or iterative environment. Therefore, the best course of action for the project manager is to perform team-building activities and enhance collaboration. This will help the team to build trust, rapport, and cohesion among themselves and with other stakeholders, and to align their expectations, roles, and responsibilities with the new delivery approach. It will also help the team to learn and apply the agile values and principles, such as customer collaboration over contract negotiation and working software over comprehensive documentation3.

The other options are not as effective as option B. Option A, giving team members more authority to make decisions, may be appropriate for an agile team, but it does not address the root cause of the problem, which is the change in the delivery approach. It may also create more confusion and conflicts if the team members are not clear about the decision-making process or criteria. Option C, identifying the team members who are impacting low morale, may be helpful, but it does not solve the problem of the team’s performance. It may also create a blame culture or a sense of isolation among the team members. Option D, coaching the team members on agile processes and knowledge, is also a good practice, but it is not sufficient to improve the team’s morale. Coaching should be complemented by team-building and collaboration activities to foster a positive and supportive team culture.

References: 1: PMBOK® Guide, 7th edition, page 10 2: PMBOK® Guide, 7th edition, page 19 3: Agile Manifesto,

The project manager should have established ground rules for the team at the beginning of the project, which would include guidelines for communication, decision making, conflict resolution, and stakeholder engagement. Ground rules help the team to work effectively and collaboratively, and to avoid misunderstandings and disagreements. Providing copies of the stakeholder engagement plan (A) is not enough, as it does not specify how the team should interact with the stakeholders. Defining the roles and responsibilities of the team members (B) is also important, but it does not address the issue of who should attend the meeting with the local council authority. Updating the communications management plan © is not relevant, as it does not prevent the conflict from occurring in the first place. References: PMBOK Guide, 7th edition, page 91; Agile Practice Guide, page 14.

The acceptance criteria are the measurable and verifiable standards that must be met for the project deliverables to be accepted by the client. They are part of the project scope statement and the project contract, and they should be agreed upon by both parties before the project execution. If the acceptance criteria are not properly defined in the contract, it can lead to disputes and conflicts at the closing phase of the project, as the client may have different expectations and quality standards than the project manager. The other options are not as relevant or effective as defining the acceptance criteria in the contract. The client requirements are the needs and expectations of the client, but they are not the same as the acceptance criteria, which are more specific and measurable. The Manage Quality process is a process that ensures the quality standards are met and the quality activities are performed, but it does not define the acceptance criteria. The project manager should review the standard industry defect rate, but that is not enough to avoid the situation, as the client may have a different defect rate as their acceptance criterion. References:

• PMBOK Guide, 7th edition, page 107
• PMI-PBA Exam Content Outline, 2018, page 8