PMP Exam Dumps - Project Management Professional (2024 Version)

 According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess and prioritize impact on project scope, schedule, cost, quality, and risks of approved changes, and determine cause and effect relationships” (Task 5, Domain II: Process). This implies that the project manager should evaluate the impact of any change that affects the project performance, such as the removal of a key team member. By doing so, the project manager can identify the potential consequences and benefits of the change, and look for alternatives to mitigate the negative effects or enhance the positive ones. The project manager should also submit a change request if required, to update the project management plan and baselines accordingly. This will help to maintain the project alignment with the objectives and expectations of the stakeholders. References:

• PMP Exam Content Outline, Domain II: Process, Task 5, page 101
• PBA Exam Content Outline, Domain IV: Evaluation, Task 4, page 152
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.6: Perform Integrated Change Control, page 1233
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and Monitoring, Section 6.4: Manage Changes to Requirements, page 117

According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess stakeholder needs, interests, values, and influence, and determine the appropriate approach for engaging stakeholders across the project life cycle” (Task 1, Domain I: People). This implies that the project manager should evaluate the engagement needs of stakeholders based on their expectations, requirements, preferences, and level of influence and interest in the project. By doing so, the project manager can tailor the communication and collaboration methods to ensure high involvement from the stakeholders throughout the project. This will help to build trust, manage expectations, and increase stakeholder satisfaction. References:

• PMP Exam Content Outline, Domain I: People, Task 1, page 61
• PBA Exam Content Outline, Domain II: Planning, Task 3, page 102
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.2: Plan Stakeholder Engagement, page 5133
• Business Analysis for Practitioners: A Practice Guide, Chapter 4: Needs Assessment, Section 4.2: Identify Stakeholders, page 694

The project manager should check with the agile teams to see if their understanding of the Agile Manifesto is correct because the Agile Manifesto values working software over comprehensive documentation. This means that agile teams should produce only the essential documentation that adds value to the project and the customer, and avoid unnecessary or excessive documentation that may slow down the delivery process or become outdated. The project manager should respect the agile teams’ autonomy and self-organization, and not impose any documentation requirements that are not aligned with the agile principles and practices. The project manager should also collaborate with the agile teams to understand their documentation needs and preferences, and support them in creating and maintaining the appropriate documentation for the project. References:

• PMBOK® Guide, 6th edition, page 25, section 1.2.4
• PMI-PBA Guide, 1st edition, page 14, section 1.3.3
• [Agile Manifesto]
• PMP Questions page 494, question 494
• Free PMP Practice Exam Questions, question 2
• PMP Project Management Professional Exam Study Guide, page 494, section 9.1

The project manager should follow the risk management plan that was developed during the planning phase of the project. The risk management plan should include a risk register that identifies the potential risks, their probability and impact, and the planned responses for each risk. Since the labor union contract negotiation was documented as a risk, the project manager should log the issue and execute the risk response plan that was prepared for this situation. This may involve implementing contingency plans, fallback plans, or workarounds to minimize the negative effects of the risk on the project objectives. The other options are not appropriate because they do not follow the risk management plan or they introduce new risks or changes to the project scope, schedule, or budget. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 11: Project Risk Management, pp. 397-441.
• PMP® Examination Practice Questions: 400 Practice Questions and Answers to help you Pass, Question 400, p. 401.

 A risk register is a tool to identify, document, monitor and resolve project risks. It is an essential part of the risk management process and should involve the participation of relevant stakeholders. Stakeholder engagement is a process of identifying, understanding and involving people who have a stake in the outcome of the project. Effective stakeholder engagement requires ongoing communication, consultation, and collaboration. Therefore, the best option for the project manager is to run the meeting with the available stakeholders and then follow up with each one of the absent stakeholders to get their input. This way, the project manager can ensure that the risk register is comprehensive, accurate and reflects the views and concerns of all stakeholders. Canceling the meeting and creating the risk register using the project documents (option A) is not a good option because it does not involve the stakeholders and may miss some important risks or perspectives. Continuing the meeting and sending the updated risk register to all stakeholders (option B) is also not a good option because it does not allow the absent stakeholders to provide their input or feedback on the risk register. Escalating the issue of stakeholders not attending the meeting to the project sponsor (option D) is not a good option either because it does not address the root cause of the problem and may create unnecessary conflict or resentment among the stakeholders. References:

• 1: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana
• 2: 10 Principles Of Stakeholder Engagement | APM
• 3: What is Stakeholder Engagement, and Why is it Important for Strategic Planning?

The project manager should request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project. This is because working on multiple projects at the same time can reduce the team’s focus, productivity, quality, and morale. It can also increase the risk of delays, errors, conflicts, and rework. Agile approaches require dedicated and cross-functional teams that can deliver value in short iterations. Therefore, the project manager should seek the support of the project sponsor to ensure that the team has the necessary resources and time to work on one project at a time. Providing an incentive plan so the team members will work more unaccounted hours on multiple projects (option B) is not a good solution, as it may lead to burnout, stress, and dissatisfaction among the team members. It may also violate the labor laws and ethical standards. Brainstorming with the team members on how they can deliver on multiple projects within the given budget (option C) is a possible option, but it may not be realistic or feasible, as it may compromise the quality and scope of the projects. Instructing the team members to spread evenly across projects so mistakes will not occur within the current budget (option D) is not a good option, as it may create confusion, duplication, and inconsistency among the team members. It may also prevent the team from forming, storming, norming, and performing as a cohesive unit. References:

• PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team
• [Agile Practice Guide], page 26-27, section 3.1.1 Team Composition
• PMP Exam Prep, 10th edition, page 455, question 455, answer and explanation

• According to the PMBOK Guide, 6th edition, section 9.4.2.3, the project manager should use conflict management techniques to resolve conflicts among team members and stakeholders.3
• Some of the conflict management techniques are: problem solving, compromising, smoothing, forcing, and withdrawing.3
• In this scenario, the project manager has tried problem solving (holding a meeting to work out a permanent solution) and compromising (asking them to find a way to resolve the issues), but these techniques were unsuccessful.4
• The project manager should not use smoothing (emphasizing areas of agreement and avoiding areas of disagreement), forcing (imposing a solution), or withdrawing (avoiding or postponing the conflict), as these techniques may not address the root cause of the conflict or may worsen the situation.4
• Therefore, the project manager should escalate the issue to a higher authority, such as the functional manager, the sponsor, or the steering committee, who have more power and influence in a weak matrix environment.4
• Escalating the issue to a higher authority may help to resolve the conflict, protect the project objectives, and maintain the team performance and morale.4

The references for this answer are:

1: PMP Exam Questions | 100% Free PMP Example Questions 2: PMP Practice Exam 1 | Free PMP Exam Questions 3: PMBOK Guide, 6th edition, Project Management Institute, 2017, pp. 349-350. 4: [Conflict Management Techniques for the PMP Exam - PM Study Circle] : [PMP Exam Prep: Project Human Resource Management - Simplilearn]

According to the PMBOK Guide, an iteration is a fixed time period during which a set of activities are performed to deliver a potentially releasable product increment. In an agile or hybrid environment, the project manager should encourage the team to continuously inspect and adapt their processes and practices to improve their performance and deliver value to the customer. If a team member suggests a new method of doing things that provides no value to the end customer, but may help the team to work more efficiently, the project manager should consider the change because it will help the team work more efficiently. This means that the project manager should evaluate the benefits and costs of the proposed change, and determine if it is worth implementing. The project manager should also consult with the team and the product owner to get their feedback and approval. The change should not be immediately added to the product backlog, as it may disrupt the prioritization and planning of the customer requirements. The change should not be presented to the project sponsor for approval, as it is not a significant change that affects the project scope, schedule, or budget. The change should not be rejected because it adds no value to the end customer, as it may add value to the team and the project by improving the team’s efficiency and quality. References: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.