PMP Exam Dumps - Project Management Professional (2025 Version)

In a situation where a team member is struggling with a new system that was recently implemented, the project manager should assign an experienced resource to support the team member12. This approach ensures that the team member gets the necessary help to understand and adapt to the new system, thereby improving their performance and reducing the risk of project delay12. It’s important to note that the project manager should approach the conversation respectfully and privately, focusing on the behavior and not the person2.

 According to the PMBOK Guide, an iterative-based strategy is a release strategy that delivers the product incrementally over multiple iterations, each adding more functionality and value. This strategy allows the project team to obtain early feedback from the customers and stakeholders, and to adapt to changing requirements and priorities. In this scenario, the project manager should recommend an iterative-based strategy to maximize value by releasing the product to each country as it is finalized and ready for release in that country. This will help to meet the specific requirements of each country, and to deliver value faster and more frequently. References: PMBOK Guide, 6th edition, page 19-20. PMP Questions page 515, question 515. PMP Practice Exam, question 4.

Project documentation is the process of creating, organizing, and maintaining the written information that describes the processes, plans, and activities involved in a project. Project documentation includes documents such as the project charter, the project management plan, the work breakdown structure, the risk register, the issue log, and the status reports. Project documentation serves several purposes, such as project planning, communication, monitoring, control, and evaluation. According to the Professional in Business Analysis Reference Materials1, project documentation should be:

Accurate: The project documents should reflect the true and current state of the project, and avoid any errors, inconsistencies, or ambiguities.

Complete: The project documents should cover all the relevant and necessary aspects of the project, and avoid any gaps, omissions, or redundancies.

Consistent: The project documents should follow the same format, style, terminology, and standards, and avoid any conflicts, contradictions, or variations.

Up to date: The project documents should be updated regularly and timely, and avoid any outdated, obsolete, or irrelevant information.

In this scenario, the project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks. This indicates that the project documentation process is not efficient, effective, or aligned with the project goals and priorities. The project team may be creating unnecessary, excessive, or irrelevant documents, or may be struggling to keep up with the changes and updates in the project. This could affect the project performance, quality, and stakeholder satisfaction.

Therefore, the best option for the project manager is to review and adapt the appropriate project artifacts. This means that the project manager should:

Review the existing project documents and assess their accuracy, completeness, consistency, and currency.

Identify and eliminate any project documents that are not required, useful, or valuable for the project.

Simplify and streamline the project documentation process and reduce the complexity and volume of the project documents.

Adapt the project documentation process and the project documents to the changing needs and expectations of the project and the stakeholders.

Communicate and collaborate with the project team and the stakeholders on the project documentation process and the project documents.

By reviewing and adapting the appropriate project artifacts, the project manager can ensure that the project documentation process and the project documents are fit for purpose, and that they support and facilitate the project tasks, rather than hinder or distract them.

The other options are not the best choices, because:

Assign a team member to handle the documentation activities: This option implies that the project manager is delegating the responsibility and accountability of the project documentation process and the project documents to a single team member, rather than involving and engaging the whole project team and the stakeholders. This could create a bottleneck, a dependency, or a risk in the project documentation process, and reduce the quality and reliability of the project documents.

Coach the project team to complete the project documentation activities: This option implies that the project manager is providing guidance and support to the project team on how to perform the project documentation activities, rather than addressing the root cause of the problem, which is the inefficiency, ineffectiveness, or misalignment of the project documentation process and the project documents. This could create a false sense of security, a complacency, or a resistance in the project team, and prevent them from improving and adapting the project documentation process and the project documents.

Save all documentation activities until the end of the project: This option implies that the project manager is postponing or ignoring the project documentation activities, rather than recognizing and fulfilling their importance and value for the project. This could create a backlog, a chaos, or a disaster in the project documentation process, and compromise the project performance, quality, and stakeholder satisfaction.

The project manager should use Monitor Communications techniques to ensure that the communication needs of the project and its stakeholders are met. This involves collecting and analyzing feedback from stakeholders, reviewing the effectiveness and quality of the communication activities, and identifying and resolving communication issues. By doing so, the project manager may discover the reasons why some stakeholders are not fully comprehending the status of the project based on the reports that are being circulated, and may initiate changes to the communications management plan to address them. For example, the project manager may decide to use a different report format, frequency, or distribution method that suits the needs and preferences of the new stakeholders. Adding the issue to the issue log and determining the corrective action (option A) is a possible outcome of Monitor Communications, but not the best answer. Creating a fishbone diagram to determine the root cause for the misunderstanding (option B) is a tool that can be used in Monitor Communications, but not the only one. Sharing the communications management plan and reminding all stakeholders of the agreed-upon reporting templates (option D) is not likely to solve the problem, as it may imply that the new stakeholders are at fault for not understanding the reports, rather than acknowledging that the communication needs may have changed. References:

PMBOK Guide, 6th edition, page 386-387, section 10.2 Manage Communications

PMP Exam Prep, 10th edition, page 415, question 415, answer and explanation

As a project manager of an agile team, one of your responsibilities is to facilitate team development and collaboration. Coaching is a technique that can help you achieve this goal. Coaching involves providing guidance, feedback, and support to the team members, both individually and collectively, to help them improve their performance, resolve conflicts, and learn from their experiences. Coaching can also help the team members develop their skills, self-confidence, and trust in each other. Coaching is not the same as directing, instructing, or micromanaging the team. Coaching is more about empowering the team to find their own solutions and take ownership of their work. Coaching is an ongoing process that should be done throughout the project, not just at the end of an iteration. Therefore, the best answer is D.

According to the PMBOK Guide, the project manager should communicate the organizational culture and project goal to the external stakeholders in a formal and written manner. This will help the stakeholders understand the context, scope, objectives, and deliverables of the project, as well as the roles and responsibilities of the project team and other stakeholders. A report is an appropriate communication tool for this purpose, as it can provide a comprehensive and structured overview of the project information. The other options are either too informal, indirect, or ineffective for communicating the organizational culture and project goal to the external stakeholders. References: PMBOK Guide, 6th edition, page 376-377, section 10.1.2.1.

 According to the PMBOK Guide, a hybrid delivery approach is a combination of predictive, iterative, incremental, and agile methods that best suit the project context and objectives. A hybrid delivery approach may require a phased structure, where each phase has a review gate to ensure alignment and quality. To ensure consistency for this hybrid delivery, the project manager should get agreement from stakeholders on high-level deliverables and requirements. This will help to define the scope and objectives of each phase, as well as the acceptance criteria and success factors. The project manager should also involve the stakeholders in the planning and execution of each phase, and solicit their feedback and approval at the review gates. The project manager should not ask SMEs to provide a detailed plan for each phase, as this may not reflect the stakeholder needs and expectations. The project manager should not commit to a detailed global plan from the initiation phase, as this may not accommodate changes and uncertainties in a hybrid environment. The project manager should not request the PMO to review the initial plan, as this may not ensure the stakeholder buy-in and satisfaction. References:

PMBOK Guide, 6th edition, pages 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…

PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…