PMP Exam Dumps - Project Management Professional (2025 Version)

According to the PMBOK Guide, a project manager should ensure that the project team applies a long-term solution for an issue that has been resolved during the project life cycle, to prevent it from reoccurring after the project closure. This is part of the control quality process, which involves monitoring and recording the results of quality activities, and implementing corrective actions to address any quality issues. A long-term solution is one that addresses the root cause of the issue and eliminates or reduces the probability of its recurrence. A short-term solution is one that provides a temporary fix or workaround for the issue, but does not resolve the underlying problem. A short-term solution may be acceptable in some situations, but it may also create additional risks or costs in the future. Therefore, a project manager should always consider the long-term implications of any solution and choose the one that best meets the project objectives and stakeholder expectations. References: PMBOK Guide, 6th edition, pages 293-294, 303-304.

According to the PMBOK Guide, the project manager is responsible for ensuring that the project delivers the expected business value and benefits. If the project manager acquires information that indicates a significant reduction in the business value of the project, they should communicate this information to the project sponsor and other key stakeholders, and recommend a reassessment of the project business case and viability. The project sponsor is the ultimate authority to decide whether to continue, cancel, or change the project based on the updated information and analysis. Removing items from the backlog, continuing with the defined scope, or canceling the project without consulting the sponsor are not appropriate actions for the project manager to take in this situation. References: = PMBOK Guide, 7th edition, page 23; PMI, Project Management Professional (PMP) Examination Content Outline, 2021, page 6.

 A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should engage the project team in implementing and improving key aspects of the standup meetings, such as setting clear goals, keeping time limits, and providing feedback. This is a way to foster collaboration, communication, and alignment among the team members, regardless of their location or methodology. Asking the product owner to remove team members, sending a daily retrospective report, or including a daily brainstorming session are not effective ways to improve the situation with the project team, as they do not address the root cause of the problem, which is the lack of value and understanding of the standup meetings. References: [PMI Agile Practice Guide], page 14; How to Run Effective Stand-Up Meetings [2024] • Asana, section 6 steps to more effective stand-up meetings; Hybrid meetings guide - Microsoft Research, section 1. Set clear goals for the meeting.

According to the PMBOK Guide, change requests are inevitable in any project and should be managed through an integrated change control process. This process involves analyzing the impact of the change on the project objectives, scope, schedule, cost, quality, risk, and other factors, and then deciding whether to approve or reject the change. If the change is approved, the project manager should update the project management plan and other relevant documents accordingly. The project manager should also communicate and negotiate with the stakeholders, especially the client, about the impact of the change and the possible trade-offs or alternatives. The project manager should not instruct the team to accommodate the changes without proper analysis and approval, as this would violate the project management plan and the agreed scope. The project manager should not review the project charter to identify the agreed scope, as this would not address the issue of the change requests and their impact on the project. The project charter is a high-level document that authorizes the project and defines its objectives, scope, and key stakeholders, but it does not provide the details of how the scope will be managed and controlled. The project manager should not escalate the issue to senior management, as this would imply that the project manager is unable to handle the change requests and their impact on the project. The project manager should only escalate the issue if the change requests are beyond the project manager’s authority or responsibility, or if the client is unreasonable or uncooperative. References: PMBOK Guide, 7th edition, pages 112-113, 118-119, 122-123; Project and Process Tailoring for the PMP® Exam

According to the PMBOK® Guide, a project manager should be able to plan and manage the project schedule, taking into account the availability and capacity of resources, as well as the project constraints and assumptions. When a project involves multiple international locations, the project manager should also consider the cultural and environmental factors that may affect the project performance, such as holidays, working hours, communication preferences, and legal requirements. In this scenario, the project manager realized that some of the key activities were scheduled over the holiday periods in the overseas offices, which caused delays in the project. The project manager should update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage. This option demonstrates the project manager’s ability to adjust the schedule based on the actual resource availability and to balance the resource allocation across different locations. Updating the schedule and sharing the workload may also help to maintain the team’s morale and productivity, as well as the stakeholder’s satisfaction. Hiring additional personnel on a temporary basis, requesting that the offices in overseas locations work overtime, or notifying the project sponsor of the delayed completion are not effective or appropriate actions to take in this situation. These options may incur additional costs, risks, or conflicts, and may not address the root cause of the problem. They may also indicate a lack of planning, communication, or collaboration skills on the part of the project manager. References: PMBOK® Guide, 6th edition, pages 191-192, 267-268, 349-350.

According to the PMBOK Guide, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1 An issue log is a project document that provides a mechanism for tracking and monitoring issues until they are resolved1 The issue log typically contains information such as the issue description, the issue type, the issue owner, the issue priority, the issue status, and the issue resolution1 The issue log is updated throughout the project as new issues arise and existing issues are resolved1

In the given scenario, the project manager is executing a project where an external vendor will provide some deliverables. After awarding the contract to the vendor, the project manager is informed that the vendor is running behind schedule on a separate project. Finding another vendor will exceed the budget. This situation presents an issue that affects the project schedule, cost, and quality, and requires immediate attention and resolution. The project manager should update the issue log first to document the issue, assign an owner, and monitor the status of the issue2 Updating the issue log will also help to communicate the issue to the relevant stakeholders and facilitate the issue management process2

The other options are not the best choices for the following reasons:

Option B: Lessons learned register. A lessons learned register is a project document that captures the knowledge gained from the project and provides a basis for future actions and decisions. The lessons learned register is updated throughout the project as lessons are learned and validated. However, updating the lessons learned register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the lessons learned register with the relevant information and insights after the issue is resolved.

Option C: Stakeholder engagement plan. A stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions to effectively engage project stakeholders throughout the project life cycle. The stakeholder engagement plan is updated as needed to reflect the current and desired levels of stakeholder engagement. However, updating the stakeholder engagement plan is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the stakeholder engagement plan if the issue affects the stakeholder expectations, interests, or influence.

Option D: Risk register. A risk register is a project document that records the details of identified individual project risks and other information related to risk analysis and risk response planning. The risk register is updated throughout the project as new risks are identified and existing risks are analyzed, prioritized, and responded to. However, updating the risk register is not the first action that the project manager should take in response to the issue. The project manager should first document and address the issue in the issue log, and then update the risk register if the issue triggers a risk response or creates a new risk.

 1: PMBOK Guide, 7th edition, Chapter 4: Keeping the Team on Track, Section 4.4: Manage Issues, pp. 104-105 2: PMBOK Guide, 7th edition, Chapter 4: Keeping the Team on Track, Section 4.4.2: Manage Issues: Outputs, pp. 106-107 : PMBOK Guide, 7th edition, Chapter 4: Keeping the Team on Track, Section 4.5: Capture Knowledge, pp. 108-109 : PMBOK Guide, 7th edition, Chapter 4: Keeping the Team on Track, Section 4.5.2: Capture Knowledge: Outputs, p. 110 : PMBOK Guide, 7th edition, Chapter 2: Creating a High-Performing Team, Section 2.4: Engage Stakeholders, pp. 42-43 : PMBOK Guide, 7th edition, Chapter 2: Creating a High-Performing Team, Section 2.4.2: Engage Stakeholders: Outputs, p. 44 : PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.4: Navigate Uncertainty and Ambiguity, pp. 72-73 : PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.4.2: Navigate Uncertainty and Ambiguity: Outputs, p. 74

The project manager should plan a communication method and allow the project team members to virtually interact. This will help to facilitate effective communication, information sharing, feedback, and coordination among the remote project team members. The project manager should also consider the cultural, linguistic, and time zone differences among the team members and use appropriate tools and techniques to overcome the challenges of virtual collaboration. Discussing the concerns with the project sponsor, modifying the project charter, creating a social media group platform, and setting the ground rules are all possible actions that the project manager can take, but they are not the best answer to the question, as they do not directly address the issue of collaboration between the remote project team members. References: = PMBOK Guide, 6th edition, pages 366-367, 378-379, 555-556; Agile Practice Guide, pages 28-29, 32-33; PMP Exam Content Outline, 2020, pages 6-7.

The project manager should first perform an impact analysis with SMEs to assess the potential effects of the separate project on the network upgrade. This will help the project manager to determine the magnitude and probability of the risks, as well as the possible responses and contingency plans. The impact analysis is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness1. Informing the government representative, implementing a change request, and updating the risk register are all possible actions that may follow the impact analysis, but they are not the first thing to do. References: 1 PMBOK® Guide, 6th edition, page 452.