PMP Exam Dumps - Project Management Professional (2024 Version)

According to the Agile Practice 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 complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables. References: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)

The project manager should ensure that the product owner collaborates with the compliance officer to review the user stories in the product backlog and ensure that they meet the regulatory requirements. This is consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software. The project manager should also monitor the compliance status of the product backlog items and communicate any risks or issues to the relevant stakeholders. The project manager should not have the team consult with the compliance officer to update the DoD for the past sprint, as this would be a waste of time and resources. The project manager should not have the product owner consult with the CCB, as this would introduce unnecessary bureaucracy and delay the delivery of value. The project manager should not have the scrum master organize a weekly meeting with the compliance officer, the product owner, and the project team, as this would reduce the autonomy and self-organization of the team. References:

• PMP Exam Content Outline (2021), Domain II: Process, Task 2: Execute project with the urgency required to deliver business value, p. 101
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 5: Project Scope Management, Section 5.4.2.1: Product Backlog, p. 1542
• Agile Practice Guide, First Edition, Chapter 2: Life Cycle Selection, Section 2.2.1: Scrum, p. 213
• Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 1: Elicit Requirements, p. 14

The project manager should provide clear and objective feedback to the team member based on the key performance indicators (KPIs) that were established for the project. The KPIs are measurable values that demonstrate how effectively the project is achieving its objectives and delivering value to the stakeholders. The project manager should review the KPIs for this team member and remind them how they are determined, such as by using data from the project management information system (PMIS), the earned value management (EVM) technique, or the agile metrics. The project manager should also explain how the KPIs are linked to the performance review and the rewards or recognition system. This way, the team member can understand the criteria for their evaluation and improve their performance accordingly. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle®. References:

• PMBOK Guide 7th Edition, page 133
• Agile Practice Guide, page 48
• PMI Talent Triangle® 1

 According to the PMBOK Guide, 6th edition, one of the key processes of the Project Quality Management knowledge area is Manage Quality, which involves identifying and resolving quality problems. One of the tools and techniques for this process is problem solving, which consists of defining the problem, identifying the root cause, generating and selecting alternatives, and implementing solutions. By requesting that the team identifies, documents, and registers the issues, the project manager is following a systematic approach to problem solving, which will help to prevent recurrence of the same or similar problems, and improve the quality of the project deliverables. References: PMBOK Guide, 6th edition, pages 286-287, 291.

The project manager should organize the WBS in a deliverable oriented way, which means that the WBS is structured according to the project’s outputs, products, or results. A deliverable oriented WBS is also known as a product breakdown structure (PBS) or a scope breakdown structure (SBS). A deliverable oriented WBS helps the project manager to define, decompose, and manage the project scope, as well as to align the project deliverables with the customer’s needs and expectations. A deliverable oriented WBS also facilitates the estimation of the project’s cost, time, and resources, as well as the identification and allocation of the project’s work packages and activities.

The other options are not the best ways to organize the WBS. A cost oriented WBS is a WBS that is structured according to the project’s budget or cost accounts. A cost oriented WBS is not suitable for defining and managing the project scope, as it does not reflect the project’s deliverables or value. A cost oriented WBS is more useful for tracking and controlling the project’s cost performance and variance. A customer oriented WBS is a WBS that is structured according to the project’s stakeholders or customers. A customer oriented WBS is not appropriate for defining and managing the project scope, as it does not represent the project’s outputs or products. A customer oriented WBS is more useful for planning and executing the project’s stakeholder engagement and communication. A team oriented WBS is a WBS that is structured according to the project’s team members or roles. A team oriented WBS is not effective for defining and managing the project scope, as it does not indicate the project’s results or outcomes. A team oriented WBS is more useful for planning and managing the project’s human resources and team development. References:

• PMBOK® Guide, 6th Edition, Chapter 5, Section 5.4, “Create WBS”
• PMBOK® Guide, 6th Edition, Chapter 5, Section 5.4.3.1, “Scope Baseline”
• PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 5, Section 5.4, “Creating the WBS” 1

• According to the PMBOK Guide, 6th edition, section 5.6.2, the project manager should perform an impact analysis when a change request is received, to assess the potential effects on the project scope, schedule, cost, quality, resources, risk, and other aspects.3
• The project manager should also communicate the impact analysis to the relevant stakeholders, such as the project sponsor, the product owner, the customer, and the team, to facilitate the decision making process and obtain their agreement on the change.3
• The project manager should not accept or reject the change request without performing an impact analysis, as this may lead to unrealistic expectations, missed deadlines, scope creep, or stakeholder dissatisfaction.3
• The project manager should not ask the product owner to prioritize the new request without performing an impact analysis, as this may disrupt the agile team’s work and compromise the quality of the deliverables.4
• The project manager should not call the stakeholder to tell them that the final product schedule must be extended without performing an impact analysis, as this may damage the trust and relationship with the stakeholder and cause them to lose confidence in the project.

The references for this answer are:

1: Discuss Exam PMP Topic 2 Question 499 Discussion | Actual4test 2: Free PMP Practice Exam Questions - 120 Sample Test Questions 3: PMBOK Guide, 6th edition, Project Management Institute, 2017, pp. 149-152. 4: Agile Practice Guide, Project Management Institute, 2017, pp. 37-38. : [Managing Stakeholder Expectations for Project Success: A Knowledge Integration Framework and Value Focused Approach, Ori Schibi, 2013, pp. 97-98.](https://www.pmi.org/learning

 The project manager should mentor the team member and provide the necessary training because this is the best way to help the team member overcome the difficulty and deliver the expected results. Self-organizing teams are empowered to make decisions and collaborate with each other, so the project manager should act as a facilitator and coach rather than a directive leader. The other options are not the best choices because they do not address the root cause of the problem, which is the lack of knowledge or skills in the new technology. Requesting the team member to move to another team (option A) may demotivate the team member and create resentment. Delegating other team members to complete this team member’s tasks (option B) may overload the other team members and reduce the team cohesion. Including this team member in an improvement program through a human resources request (option D) may imply that the team member is underperforming and needs to be disciplined, which may lower the team member’s morale and confidence. References: PMBOK Guide, 6th edition, pages 18, 52, 273, 335. Free PMP Practice Exam Questions - 120 Sample Test Questions. PMI PMP Quiz:82 Topic:3 Questions:406-410.

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