PMP Exam Dumps - Project Management Professional (2025 Version)

The servant leader project manager should explore a training program that is within the project budget for the team members. This is the best option because it shows the project manager’s commitment to developing the team’s skills and capabilities, as well as addressing the project’s needs. A training program can help the team members acquire the technical skills required for the upcoming tasks, as well as increase their motivation and confidence. This option also aligns with the servant leadership principle of "commitment to the growth of people"1.

The other options are not as effective as option D. Option A is not supportive and may demoralize the team members. Option B is not collaborative and may disrupt the team dynamics. Option C is not proactive and may damage the project manager’s credibility. References: 1: PMBOK® Guide, 7th edition, page 63

The project manager should clarify expectations by explaining the company culture with the supervisor. The company culture reflects the shared values, beliefs, and norms that influence how people behave and interact in the organization. The project manager should communicate the positive changes that have occurred in the company culture and how they affect the project objectives, scope, quality, and stakeholder satisfaction. The project manager should also seek to understand the supervisor’s leadership style and expectations and try to find a common ground that respects both the company culture and the supervisor’s authority. Asking senior management to move the supervisor, revisiting the company’s organizational culture, or instructing the employees to listen to the supervisor may not resolve the issue and may create more conflict and resentment. References: PMBOK Guide, 6th edition, page 30; PMP Exam Content Outline, 2021, page 8.

According to the PMP Exam Content Outline, one of the tasks under the domain of Stakeholder Management is to manage stakeholder engagement, which includes communicating and interfacing with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. Stakeholder engagement is the process of involving stakeholders in the project decisions and activities, and ensuring that their interests and concerns are considered and addressed. Stakeholder engagement is crucial for project success, as it can increase stakeholder satisfaction, commitment, support, and trust, as well as reduce conflicts, risks, and resistance to change12.

One of the tools and techniques for managing stakeholder engagement is the stakeholder engagement plan, which is a component of the project management plan. It describes the strategies and actions that will be used to promote productive involvement of stakeholders in decision making and project execution3. The stakeholder engagement plan should include the following elements:

Stakeholder identification and analysis: This involves identifying the key stakeholders of the project, their roles, interests, expectations, influence, and impact on the project, and their current and desired levels of engagement.

Stakeholder engagement assessment matrix: This is a table that shows the changes in the level of engagement of each stakeholder or stakeholder group over time, and the gaps between the current and desired levels of engagement.

Stakeholder engagement strategies: These are the approaches and methods that will be used to increase the level of engagement of stakeholders, such as communication, negotiation, collaboration, consultation, education, etc.

Stakeholder communication plan: This is a document that specifies the information needs and preferences of each stakeholder or stakeholder group, the frequency and mode of communication, the communication channels and methods, the communication roles and responsibilities, and the communication feedback and evaluation mechanisms.

Stakeholder engagement action plan: This is a list of specific actions and activities that will be performed to implement the stakeholder engagement strategies and the stakeholder communication plan, such as conducting meetings, workshops, surveys, interviews, presentations, reports, etc.

One of the best practices for stakeholder engagement is to set clear meeting expectations by sharing agendas in advance. This can help the project manager to obtain participation from key stakeholders who do not usually attend project meetings, by:

Showing respect for the stakeholders’ time and availability, and inviting them to attend only the meetings that are relevant and important for them.

Providing them with the purpose, objectives, topics, and outcomes of the meeting, and how their input and feedback will be valued and used.

Encouraging them to prepare for the meeting, and to raise any questions, issues, or concerns beforehand or during the meeting.

Creating a positive and collaborative atmosphere for the meeting, and facilitating the discussion and interaction among the participants.

Following up with the stakeholders after the meeting, and sharing the meeting minutes, action items, and decisions.

The other options are not correct because they do not address the root cause of the lack of stakeholder participation, which is the low level of engagement. Distributing the communications management plan may not be effective, as the stakeholders may not read it or find it relevant. Rescheduling meetings to align with the stakeholders’ availability may not be feasible, as the stakeholders may have conflicting schedules or priorities. Escalating the issue to senior management may not be appropriate, as the stakeholders may perceive it as a threat or a sign of disrespect. Therefore, the best option is to set clear meeting expectations by sharing agendas in advance, as this can increase the stakeholder engagement and participation in the project meetings. References:

PMP Exam Content Outline

Stakeholder analysis4

Stakeholder engagement plan3

7 Benefits of Stakeholder Participation1

Project Stakeholder Management According to the PMBOK2

 The project manager is responsible for ensuring that the project complies with all the applicable laws, regulations, standards, and policies of the project location. This includes health and safety requirements, environmental protection, labor laws, permits, licenses, and any other legal obligations. Failing to comply with these requirements could result in legal penalties, fines, sanctions, reputational damage, or project termination. Therefore, the project manager should address this issue as soon as possible and update the project plan accordingly. Injury or loss incidents could delay project deliverables, but this is not the primary reason why the situation is problematic. It is imperative that established performance metrics are met, but this is not directly related to the health and safety requirements. The project manager must follow their employer’s organizational process assets (OPAs), but this does not necessarily mean that they are aligned with the project location’s regulatory requirements. References: = PMBOK Guide, 6th edition, pages 33-34, 89-90, 123-124, 375-376; PMP Exam Content Outline, 2020, pages 8-9.

The project manager should agree on the criteria to prioritize risks before developing a risk response strategy. This is because not all risks have the same level of impact or probability on the project objectives, and therefore require different levels of attention and response. By agreeing on the criteria to prioritize risks, such as expected monetary value, risk score, risk urgency, or stakeholder tolerance, the project manager can rank the risks according to their importance and focus on the ones that pose the most threat or opportunity to the project. This will help the project manager allocate resources, time, and budget more effectively and efficiently to address the risks. The project manager should also involve the relevant stakeholders, such as sponsors, SMEs, and team members, in the risk prioritization process to ensure their input and buy-in. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 11.4.1, “Perform Qualitative Risk Analysis: Inputs”

PMBOK® Guide, 6th edition, Section 11.4.2, “Perform Qualitative Risk Analysis: Tools and Techniques”

PMBOK® Guide, 6th edition, Section 11.4.3, “Perform Qualitative Risk Analysis: Outputs”

PMI-PBA® Guide, 1st edition, Section 5.3.1, “Prioritize Requirements: Inputs”

PMI-PBA® Guide, 1st edition, Section 5.3.2, “Prioritize Requirements: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 5.3.3, “Prioritize Requirements: Outputs”

 The project manager should advise the customer to discuss changes with the product owner, who is responsible for managing the product backlog and prioritizing the user stories. The product owner is the key stakeholder who represents the customer’s voice and ensures that the product delivers value to the customer. The product owner also collaborates with the Scrum team and the Scrum master to plan and execute the sprints. By directing the customer to the product owner, the project manager can avoid confusion and conflict among the team members and maintain the integrity of the Scrum process. The other options are not appropriate because they do not follow the Scrum principles and values. Option B: Document this issue in the sprint backlog for discussion at a team meeting. This option is not correct because the sprint backlog is a list of tasks that the team commits to complete in a sprint, not a place to document issues or changes. The sprint backlog should only be modified by the team members during the sprint, not by the customer or the project manager. Option C: Ask the customer to submit a change request to the project sponsor. This option is not correct because it goes against the agile mindset of welcoming changes and delivering value to the customer. The project sponsor is not involved in the Scrum process and does not have the authority to approve or reject changes. The product owner is the only person who can accept or reject changes to the product backlog. Option D: Encourage the team to clarify the requests with the customer. This option is not correct because it may create more confusion and inconsistency among the team members and the customer. The team should not communicate directly with the customer without the involvement of the product owner, who is the single source of truth for the product vision and requirements. The team should focus on delivering the sprint goal and follow the guidance of the product owner and the Scrum master. References: PMBOK Guide 6th Edition, pages 37-38, 170-171, 176-177.

When a project manager identifies that the response action for an issue is insufficient, it is crucial to take immediate action to prevent further complications. The best course of action in this scenario is to meet with the project team to find another solution1. This approach ensures that all team members are aware of the issue and can contribute their expertise and ideas to resolving it. It also promotes transparency and collaboration within the team1. The other options (A, B, C) are also important steps in issue management, but they are not the immediate next steps when a response action has proven to be insufficient2. References: 12

According to the PMBOK Guide, pull communication is a type of communication that is used when the information is large, complex, or requires a high level of detail, and the recipients can access it at their own discretion. Examples of pull communication include websites, intranets, e-learning, databases, and knowledge repositories. By using pull communication, the project manager can reduce the amount of emails sent to the team and allow them to access the project-related information when they need it. This can also improve the efficiency and effectiveness of the communication process. References: PMBOK Guide, 7th edition, page 286; Business Acumen for the PMP Exam