PMP Exam Dumps - Project Management Professional (2025 Version)

 When faced with a decline in resource availability, the first action a project manager should take is to refer to the project’s resource management plan. This plan outlines the approach for how resources will be identified, acquired, and managed throughout the project. It provides guidance on how to address resource shortages and includes strategies for alternative solutions. By consulting the resource management plan, the project manager can assess the impact of the declined resources on the project schedule and scope, and determine the best course of action to reallocate resources or adjust project plans accordingly.

The response is based on the principles of resource management as described in the PMBOK guide, which includes processes for planning resource management, estimating activity resources, acquiring resources, developing the team, managing the team, and controlling resources1. Additionally, the importance of the resource management plan is highlighted as it serves as a guideline, roadmap, and reference for project managers to allocate, manage, and control the resources required to complete the project work2.

 The project manager should treat the client’s complaint as a change request and assess the effect on the project’s goals. This is because the client’s expectation may not have been captured or communicated clearly in the initial debriefing, or the client may have changed their mind after seeing the product. In either case, the project manager should follow the change management process, which involves identifying, documenting, analyzing, approving, and implementing changes that affect the project scope, schedule, cost, quality, or risk. The project manager should also communicate with the client and the project team about the change request and its impact on the project’s goals, such as delivering value, satisfying customer needs, and meeting stakeholder expectations. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6.1, “Perform Integrated Change Control: Inputs”

PMBOK® Guide, 6th edition, Section 4.6.3.1, “Perform Integrated Change Control: Outputs - Change Requests”

PMBOK® Guide, 6th edition, Section 5.6.1, “Validate Scope: Inputs”

PMBOK® Guide, 6th edition, Section 5.6.3.1, “Validate Scope: Outputs - Accepted Deliverables”

PMI-PBA® Guide, 1st edition, Section 6.2.1, “Manage Changes: Inputs”

PMI-PBA® Guide, 1st edition, Section 6.2.2, “Manage Changes: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 6.2.3, “Manage Changes: Outputs”

 The question is about an agile project, where the team works in iterations or sprints to deliver incremental value to the customer. In such a project, the project manager needs to monitor the team’s performance and knowledge gaps regularly and provide feedback and support. Two project events that can help the project manager to do this are:

Retrospective: This is a meeting held at the end of each sprint, where the team reflects on what went well, what went wrong, and what can be improved in the next sprint. The retrospective allows the team to identify and address any issues or impediments that affect their work, including knowledge gaps. The project manager can facilitate the retrospective and help the team to find solutions or resources to fill the knowledge gaps12

Backlog refinement: This is a process of reviewing and updating the product backlog, which is a prioritized list of features or requirements that the team needs to deliver. The backlog refinement helps the team to clarify and decompose the requirements, estimate the effort and complexity, and plan the upcoming sprints. The project manager can participate in the backlog refinement and help the team to understand the requirements and resolve any ambiguities or uncertainties13

The other options are not as relevant or effective as the retrospective and backlog refinement for the purpose of the question. Requirements analysis is a process of eliciting, analyzing, and validating the requirements, which is usually done before the project starts or during the initiation phase. It is not a specific event that occurs regularly during an agile project4 Sprint planning is a meeting held at the beginning of each sprint, where the team selects the requirements from the product backlog and commits to deliver them within the sprint. It is not a suitable event to assess the team’s knowledge gaps, as it focuses on the scope and schedule of the sprint1 Standup is a daily meeting where the team members share their progress, plans, and problems. It is a useful event to monitor the team’s work and identify any blockers, but it is not enough to address the team’s knowledge gaps, as it is usually brief and focused on the current tasks1

 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 6, Section 6.3.2.2 2: PMI Agile Practice Guide, Chapter 5, Section 5.2.3 3: PMI Agile Practice Guide, Chapter 5, Section 5.2.2 4: Business Analysis for Practitioners: A Practice Guide, Chapter 3, Section 3.1

The project charter is a document that formally authorizes a project or a phase and documents initial requirements that satisfy the stakeholder’s needs and expectations. It provides the project manager with the authority to apply organizational resources to project activities. When a new project manager is assigned to a project, they should refer to the project charter to understand the project objectives, key stakeholders, risks, and the authority delegated to them. References: Project Management Professional (PMP) Reference Materials12.

The probable reason for the difficulty in conducting the entrepreneurship training is that the project did not identify and engage the correct stakeholders. Stakeholders are individuals, groups, or organizations that may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of a project1. Stakeholder identification and engagement are essential processes for ensuring the success of a project, as they help to understand the needs, expectations, interests, and influence of the stakeholders, and to manage their involvement and communication throughout the project life cycle2. In this case, the local municipal governments are key stakeholders, as they have the authority to approve or reject the training activities in their towns. The project manager should have identified them as such, and engaged them appropriately to obtain their support and cooperation. By failing to do so, the project manager created a risk that could jeopardize the project implementation and objectives. References:

1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13: Project Stakeholder Management, page 513.

2: Business Analysis for Practitioners: A Practice Guide, Chapter 2: Needs Assessment, page 17.

An agile leader should ensure participation from all team members in the final phase of a complex project, as this will help to foster collaboration, communication, feedback, and alignment among the project stakeholders. Participation from all team members will also help to identify and resolve any integration issues, risks, or dependencies that may arise during the delivery stage. Participation from all team members will also promote a sense of ownership, accountability, and commitment to the project outcomes. Asking the client to attend all daily calls may not be feasible or necessary, as the client may have other priorities or constraints. Ensuring cross-departmental teams are colocated may not be possible or beneficial, as the project may involve remote or distributed teams, or different organizational cultures. Requesting additional project resources may not be the best option, as it may introduce new challenges such as coordination, training, or integration costs. References: PMBOK Guide, 7th edition, pages 99, 100, 101, 102.

According to the PMBOK Guide, 6th edition, section 4.7.3.2, the project closure report should include information on benefits realization, such as who will be responsible for tracking and reporting the benefits, what metrics and indicators will be used to measure the benefits, and when the benefits are expected to be realized. This is consistent with the PMI-PBA Practice Guide, section 2.5.2, which states that the business analyst should document the benefits realization plan and communicate it to the relevant stakeholders. Therefore, the project manager should document this information in the project closure report and ensure that the project sponsor and other stakeholders are aware of it. References:

PMBOK Guide, 6th edition, section 4.7.3.2

PMI-PBA Practice Guide, section 2.5.2

The project manager should update the risk register next. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, owners, and other relevant information. Updating the risk register is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, executing risk responses, and evaluating their effectiveness. In this scenario, the low availability of the testing facility is a potential risk that could affect the project schedule. Therefore, the project manager should update the risk register with this information and plan appropriate risk responses. This option aligns with the PMBOK Guide, 6th edition, which states that “the risk register is updated as outputs from other risk management processes are completed” (p. 436). The other options are not the best choices because they do not address the risk of the testing facility’s low availability. Updating the issue log (option B) is not appropriate because the issue log is a document that records and monitors the resolution of issues that have occurred or are currently occurring on the project. In this case, the low availability of the testing facility is not an issue yet, but a potential risk that may or may not occur in the future. Updating the lessons learned register (option C) is not relevant because the lessons learned register is a document that captures the knowledge gained from the project, including the challenges, problems, risks, and opportunities encountered and how they were addressed. In this scenario, the project manager has not yet learned any lessons from the testing facility’s low availability, as it is still a potential risk. Updating the project schedule (option D) is premature because the project schedule is a document that presents the planned dates for performing activities and meeting milestones. In this case, the project manager has not yet determined the impact or probability of the testing facility’s low availability, or the risk responses to deal with it. Therefore, updating the project schedule without this information may result in inaccurate or unrealistic estimates. References:

PMBOK Guide, 6th edition, p. 436 1

PMBOK Guide, 6th edition, p. 123 2