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 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.

According to the PMBOK Guide, the project manager is responsible for identifying, analyzing, and responding to project risks. One of the tools and techniques for risk management is perform qualitative risk analysis, which involves assessing the probability and impact of identified risks on project objectives. When a risk occurs, such as the change in the wire compatibility, the project manager should first perform qualitative risk analysis to determine the severity and urgency of the risk response. The project manager should also consult with the project team and other relevant stakeholders to evaluate the potential options and alternatives for addressing the risk. One of the possible options is to survey the market for alternative wires with similar characteristics that can be compatible with the machine. This option may require some adjustments in the design or testing of the machine, but it may also preserve the market coverage and customer satisfaction. Therefore, the project manager should investigate the impact of this option with the team and compare it with other possible options before making a decision. References: PMBOK Guide, 6th edition, pages 397-398, 423-424.

 In a hybrid project life cycle, which combines elements of both traditional (predictive) and agile (adaptive) methodologies, empowering the team to self-organize and make their own decisions is often the most effective approach. This is particularly true in situations where requirements are continuously changing, as it allows the team to adapt more quickly and effectively. In this scenario, the project manager should empower the team to advance the stones without waiting for his or her approval, thereby increasing the speed and efficiency of the testing process. References: PMBOK Guide, 6th Edition, Section 3.1.3 - Life Cycle Description: Predictive, Iterative, Incremental, and Agile

According to the PMBOK® Guide, the project manager should ensure that the project benefits are aligned with the business objectives and the needs of the intended users1. One of the best ways to achieve this is to conduct a review with a representative group of users who can provide feedback on the program’s functionality, usability, and value2. This can help the project manager validate the program’s benefits, identify any gaps or issues, and implement any changes or improvements before releasing the program to the public3.

Option A is not the best answer because testing the program only ensures its quality, but not its benefits. Testing the program may reveal technical errors or defects, but it may not capture the user’s perspective or satisfaction4. Option C is not the best answer because meeting with government officials may ensure the program’s compliance, but not its benefits. Meeting with government officials may help the project manager understand the policy requirements and regulations, but it may not reflect the user’s expectations or preferences5. Option D is not the best answer because documenting the features and updating the specifications only ensures the program’s scope, but not its benefits. Documenting the features and updating the specifications may help the project manager control the program’s deliverables, but it may not measure the program’s outcomes or value6. References: 1 PMBOK® Guide, 6th edition, page 332 PMBOK® Guide, 6th edition, page 1503 PMBOK® Guide, 6th edition, page 1234 PMBOK® Guide, 6th edition, page 2875 PMBOK® Guide, 6th edition, page 396 PMBOK® Guide, 6th edition, page 141.

The project manager should review the terms and conditions of the contract to determine if the maintenance manual was part of the agreed scope and deliverables. If the manual was not included in the contract, the project manager should inform the customer and negotiate a change request to add the manual as a new deliverable. If the manual was included in the contract, the project manager should apologize to the customer and expedite the delivery of the manual as soon as possible. The project manager should also update the risk log to capture the potential impact of this issue on the customer satisfaction, project schedule, and budget. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 12.2.1.1, “Procurement Documentation”

PMBOK® Guide, 6th edition, Section 12.3.3.1, “Change Requests”

PMBOK® Guide, 6th edition, Section 11.6.1.1, “Risk Register”

According to the PMBOK Guide 7th edition, a reserve analysis is a technique used to determine the amount of contingency and management reserves needed for a project. Contingency reserves are used to address known risks, while management reserves are used to address unknown risks. The risk management plan is a component of the project management plan that describes how risk management activities will be planned, structured, and performed. The project manager should request a reserve analysis and update the risk management plan to account for the critical element and the reserves needed in the next phase of the project. This will help the project manager to manage the uncertainties and potential impacts of the risks on the project objectives. References: PMBOK Guide 7th edition, pages 215-216, 223-224, 228-229. PMBOK Guide 7th Edition and PMP Exam Prep

According to the Professional in Business Analysis Reference Materials, the project manager should communicate proactively and effectively with the key stakeholders to ensure their availability and engagement for the project. The project manager should share the project schedule, milestones, and meeting agendas with the stakeholders ahead of time, so that they can plan their time and prioritize their tasks accordingly. The project manager should also seek their feedback and input on the project scope, objectives, and deliverables, and address any issues or concerns that may arise. The project manager should not schedule meetings with all of the stakeholders whenever needed, as this may disrupt their work and cause delays and conflicts. The project manager should not work with the available stakeholders only, as this may exclude some of the key stakeholders from the decision-making process and create gaps and inconsistencies in the project outcomes. The project manager should not add time reserve in the project schedule, as this may increase the project duration and cost, and reduce the project value and quality1 References: 1 Top 40 PMP Exam Questions And Answers - Upskillyourself 1

According to the PMBOK Guide, 7th edition, a joint requirements session is a technique used to elicit and prioritize requirements from multiple stakeholders in a collaborative and interactive way. It can also be called a workshop, a focus group, or a brainstorming session. To ensure that the session is effective and efficient, the project manager should organize a formal session led by a skilled facilitator who can guide the discussion, manage conflicts, and ensure participation from all attendees. The facilitator should also establish and communicate the rules for how the participants will interact with one another, such as respecting different opinions, using constructive feedback, and following an agenda. This will help to avoid chaos and confusion, and to achieve the desired outcomes of the session. References:

PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session

PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation

A minimum viable product (MVP) is a product with the minimum features that can deliver value to the customer and validate the product concept1. To estimate the cost of an MVP, the project manager can use agile methods such as user story points and forecasting. User story points are a relative measure of the size and complexity of a user story, which is a description of a feature from the user’s perspective2. Forecasting is a technique that uses historical data and trends to project future outcomes3. By estimating the user story points for each feature of the MVP and using forecasting to calculate the time and resources needed, the project manager can report a realistic and accurate budget for the MVP. This approach is more suitable than the other options because:

B. Determining the control accounts and using a top bottom estimate is a traditional method that is more applicable to large and complex projects with well-defined scope and requirements. It involves breaking down the project into smaller units and estimating the cost of each unit from the top level to the bottom level. This method may not be flexible enough to accommodate the changes and uncertainties that are common in MVP development.

C. Considering the cost performance index (CPI) based on earned value (EV) divided by costs is a method that is used to measure the efficiency of the project performance. It compares the value of the work completed with the actual cost incurred. This method is not relevant for estimating the cost of an MVP, as it requires the project to be already in progress and have a baseline plan to compare with.

D. Calculating the budget at completion (BAC) based on the completed and planned features is a method that is used to estimate the total cost of the project at the end of its life cycle. It involves adding up the actual cost of the work done and the estimated cost of the remaining work. This method is not appropriate for estimating the cost of an MVP, as it assumes that the scope and features of the project are fixed and known in advance, which is not the case for MVP development.

A hybrid approach in project management is a technique that combines elements from different project management frameworks, such as waterfall and agile, to tailor the methodology to best suit the project at hand12. By merging various methods, organizations can capitalize on the strengths of each approach while mitigating their weaknesses3. A hybrid approach allows for a more detailed and nuanced approach to the work, and requires the project manager to facilitate the collaboration and communication among the team members45. Therefore, the best option for the project manager in this scenario is to facilitate the discussion so that the team members can reach a consensus on the comparative size of the backlog items and if they would fit into the next sprint. This way, the project manager can ensure that the team is aligned on the approach, the customer needs are met, and the project goals are achieved.

 According to the Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, one of the tasks of a business analyst is to “communicate and manage solution scope boundaries and approval processes to stakeholders” (Task 5.2). This implies that any changes to the solution scope should be approved by the relevant stakeholders and follow a predefined process. The PMBOK® Guide2 also states that “the project manager, project team, and other stakeholders are responsible for determining how the project scope will be managed, how scope changes will be integrated into the project, and who will approve the scope changes” (Section 5.6.1). Therefore, the project manager should advise the team not to engage in modifications unless it follows the proper change approval process, as this would ensure that the scope is controlled and aligned with the project management plan. References:

1: Professional in Business Analysis (PMI-PBA)® Examination Content Outline

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition

The question is about a project team that is distributed across two countries with a significant time difference. The project manager needs to improve the interactions and collaboration between the team members in both locations. The best option for the project manager to do this is:

Identify virtual communication methods and arrange for regular team meetings accordingly: This option is effective and feasible in managing a geographically dispersed team. The project manager should identify the appropriate communication methods and tools, such as email, phone, video conferencing, instant messaging, etc., that suit the needs and preferences of the team members. The project manager should also arrange for regular team meetings, such as daily stand-ups, weekly status updates, monthly reviews, etc., that accommodate the time zones and schedules of the team members. The project manager should ensure that the team meetings are well-planned, structured, and facilitated, and that they foster trust, feedback, and engagement among the team members12

The other options are not as effective or feasible as the first option. They are:

Ensure full participation of both the product owner and business SMEs in scope planning sessions: This option is relevant and desirable, but it is not sufficient to improve the interactions between the team members in both countries. The scope planning sessions are only one aspect of the project communication, and they might not occur frequently or regularly. The project manager should also consider other communication methods and events that involve the entire team and address their needs and expectations3

Explore the opportunity to have both teams colocated: This option is ideal but unrealistic. Colocation is the physical proximity of the team members in the same location, which can enhance communication, collaboration, and performance. However, colocation is not always possible or practical, especially for teams that are distributed across different countries. The project manager should consider the costs, benefits, and feasibility of colocation, and weigh them against the alternatives1

Plan for frequent face-to-face meetings: This option is beneficial but costly. Face-to-face meetings are the most effective form of communication, as they allow for direct interaction, non-verbal cues, and rapport building. However, face-to-face meetings are also the most expensive and time-consuming, especially for teams that are located in different countries. The project manager should balance the frequency and duration of face-to-face meetings with the budget and schedule constraints, and complement them with other communication methods and tools1

According to the Agile Methodology1, the product owner is responsible for defining the product vision, managing the backlog, and ensuring that the development team is working on the right priorities. The product owner is also the primary customer advocate and the link between the business and technology strategy. Therefore, the product owner’s engagement and interest are crucial for the success of the project. If the product owner changes during the project, the project manager should reevaluate the new product owner’s needs, expectations, and communication preferences, and adjust the collaboration accordingly. This can help to avoid delays, misunderstandings, and conflicts, and ensure that the product owner is aligned with the project goals and the development team. The project manager should also facilitate the transition of the product owner role and ensure that the new product owner is familiar with the product vision, the backlog, and the agile principles and practices. References:

3: Agile Methodology: Role of Product Owners & Development Teams

According to the PMBOK Guide, project managers should apply adaptive planning and agile practices to respond to changes and uncertainties in complex projects. Adaptive planning involves frequent reviews and adjustments of the project scope, schedule, cost, and quality based on the feedback and learning from the project execution. Agile practices emphasize delivering value to the customer by prioritizing the most important features and requirements and delivering them in increments1.

In this scenario, the project manager faces a situation where one feature cannot be fixed before the go-live date, which impacts the project schedule and quality. The project manager should apply adaptive planning and agile practices to determine the best course of action. The project manager should evaluate the value and importance of the feature to the customer and the project objectives. If the feature is not critical or essential, the project manager should consider delivering the project without the feature and fixing the defects later, after the go-live milestone. This way, the project can still deliver value to the customer and meet the expectations of the stakeholders. The project manager should communicate this decision to the customer and the stakeholders and obtain their agreement and feedback1.

The other options are not as suitable as option D. Option A involves updating the risk management plan and including additional mitigation actions against the feature defects. However, this option does not address the impact on the go-live milestone or the customer value. It also assumes that the feature defects can be mitigated, which contradicts the premise of the question. Option B involves assessing the relevance of the feature and submitting a change request to descope it. However, this option does not consider the customer value or the feedback from the customer and the stakeholders. It also implies that the feature is not important or valuable, which may not be the case. Option C involves improving the control quality process by implementing additional testing to minimize the defects before the go-live milestone. However, this option does not acknowledge the fact that there is no way to resolve the defects before the go-live date, as stated in the question. It also does not consider the impact on the project schedule and cost, or the customer value1.

The statement of work (SOW) is a document that describes the project scope, deliverables, acceptance criteria, assumptions, and constraints1. It is usually part of the contract between the buyer and the seller2. If the project manager remembers negotiating and agreeing to the deliverable during the tender process, they should look to see if the deliverable is described in the SOW, which would be a contractual obligation for the seller. Requesting a change in the contract, adding the deliverable to the requirements traceability matrix, or terminating the contract are not appropriate actions in this situation. References:

1 PMBOK Guide, 6th edition, page 154

2 PMBOK Guide, 6th edition, page 473

 The project manager should conduct a consensus-building session to decide how to approach the next set of work, as this is a collaborative decision-making technique that involves the participation of all team members and stakeholders. The project manager should facilitate the discussion, clarify the objectives, identify the options, evaluate the pros and cons, and reach a mutually acceptable agreement. This will help to resolve the conflict, align the expectations, and ensure the commitment of the team and the stakeholders. The other options are not the first actions that the project manager should take, as they may either delay the decision, bypass the team’s input, or ignore the conflict. References:

[PMBOK Guide], 6th edition, pages 56-57, 376-377, 513-514.

[Professional in Business Analysis (PMI-PBA) Handbook], pages 15-16, 19-20.

According to the Professional in Business Analysis Reference Materials, the project manager should manage the team members’ expectations and ensure that they adhere to the agreements made during the meetings. The project manager should also communicate clearly and respectfully with the team member who is complaining and explain the rationale behind the agreement and the consequences of not following it. The project manager should not arrange or schedule another meeting to revisit the agreement, as this would waste time and resources and undermine the authority of the project manager. The project manager should also not ignore the team member’s behavior, as this could lead to further conflicts and dissatisfaction1 References: 1 Free PMP Questions and Answers – Are You Ready for PMP Exam1

According to the PMBOK Guide, a hybrid project approach is a combination of predictive, agile, and/or iterative methods that best suit the project context and objectives. A hybrid project approach requires the project manager to establish team behavior and develop an understanding of how to work together, as different team members may have different preferences, expectations, and experiences with different project methods. The project manager should facilitate collaboration, communication, and integration among team members, and align them with the project vision, goals, and values. The project manager should also provide feedback, coaching, and recognition to the team members, and foster a culture of trust, respect, and learning. The project manager should not advise the team to adjust their work habits and behaviors to allow for better conflict resolution, as this may imply that the project manager is imposing a single way of working on the team, rather than embracing diversity and flexibility. The project manager should not call a team meeting to discuss team members’ strengths and weaknesses, as this may create unnecessary tension and conflict among team members, and may not address the specific challenges and opportunities of a hybrid project approach. The project manager should not establish rules and regulations for team members with consequences if the goals are not reached, as this may create a rigid and punitive environment that discourages innovation, experimentation, and adaptation, which are essential for a hybrid project approach. References: PMBOK Guide, 7th edition, pages 14-15, 25-26, 32-33; Hybrid Project Management: What You Need to Know

The project manager should discuss the issue with the team members at fault and find out the root cause of why they did not fill out the status reports. The project manager should also remind them of the importance and urgency of the status reports for the project sponsor and the project success. The project manager should also work with the team members to establish a clear and consistent process for reporting the project status and ensure that they follow it. Reprimanding the team members, justifying their behavior, or quickly putting together a report are not effective ways to address the situation, as they may create resentment, mistrust, or inaccurate information. References:

PMP Exam Content Outline, Domain II: Process, Task 4: Provide performance feedback and recognition to team members and other stakeholders.

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Team Performance, Page 77.

Professional in Business Analysis (PBA) Certification Exam Outline, Domain IV: Evaluation, Task 4: Communicate Solution Performance, Page 16.

An agile approach is suitable for projects with unstable or changing requirements, as it allows for frequent feedback and adaptation. By refining and prioritizing the requirements according to the project objectives, the project manager can ensure that the most valuable features are delivered to the customer in an iterative and incremental manner. This can also increase the stakeholder satisfaction and engagement with the project. References:

PMBOK Guide, 6th edition, section 4.2.2.3, page 141

PMI Agile Practice Guide, section 2.1, page 9

Free PMP Practice Exam Questions - 120 Sample Test Questions, question 18

According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5. References: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management: What is it, Approach & Software - Teamhood 3: What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) - Project Management Stack Exchange 4: Manifesto for Agile Software Development 5: How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting

 According to the PMBOK® Guide, communication process control is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met1. It involves ensuring that the communication management plan is effective and updated as needed, managing the flow of information, resolving communication issues, and implementing approved changes to the communication methods or tools1.

In this scenario, the project manager should first revisit the communication process control to identify and address the root cause of why different draft versions of the design document were distributed to the meeting participants. This could involve reviewing the communication management plan, the configuration management plan, the change management plan, and the project documents updates to ensure that the communication process is aligned with the project objectives and stakeholder expectations. The project manager should also implement corrective actions to prevent the recurrence of such communication errors and improve the quality and consistency of the project information.

Options B, C, and D are possible actions that the project manager could take after revisiting the communication process control, but they are not the first step to ensure that this does not happen again. Option B is a preventive action that could help avoid confusion and ambiguity among the stakeholders, but it does not address the underlying issue of how different draft versions were shared in the first place. Option C is a detective action that could help identify the source of the problem, but it does not provide a solution or improvement to the communication process. Option D is a corrective action that could help resolve the current situation, but it does not prevent future occurrences of the same problem. References: 1 PMBOK® Guide, 6th edition, page 377-378.

The project manager should next review the quality management plan. The quality management plan is a component of the project management plan that describes how the project team will implement the quality policy and satisfy the quality requirements for the project and its deliverables1. It includes the quality standards, quality objectives, quality roles and responsibilities, quality tools and techniques, quality metrics, quality audits, and quality control and validation activities1. By reviewing the quality management plan, the project manager can identify the root cause of the quality issues, determine the corrective and preventive actions, and ensure the compliance with the quality expectations of the key stakeholder.

Option A is not the best answer because reviewing the stakeholder engagement plan is not the next thing to do. The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution2. It is important to review and update the stakeholder engagement plan throughout the project, but it is not the priority when the deliverables are not functioning as expected.

Option C is not the best answer because reviewing the requirements traceability matrix is not the next thing to do. The requirements traceability matrix is a project document that links the project requirements to their origin and tracks them throughout the project life cycle3. It helps to ensure that each requirement adds business value and is aligned with the project objectives. It is useful to review the requirements traceability matrix during the project planning and monitoring, but it is not the main focus when the deliverables are not meeting the quality standards.

Option D is not the best answer because reviewing the work breakdown structure (WBS) is not the next thing to do. The WBS is a project document that decomposes the project scope into smaller, more manageable components called work packages4. It defines and organizes the project work and deliverables. It is helpful to review the WBS during the project planning and execution, but it is not the most relevant document when the deliverables are not functioning as expected. References: 1: PMBOK Guide, 7th Edition, Section 8.1.3.1, Quality Management Plan 2: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 3: PMBOK Guide, 7th Edition, Section 5.2.3.1, Requirements Traceability Matrix 4: PMBOK Guide, 7th Edition, Section 5.4.3.1, Work Breakdown Structure

The project manager should prepare a weekly status report and share it with executive management every week to keep them informed of the project’s progress and performance. This will help to address their concerns and expectations, as well as to provide them with relevant information for decision making. The status report should include key metrics such as schedule, cost, scope, quality, risks, and issues, as well as any changes or deviations from the baseline. The project manager should also communicate the benefits and value of the agile approach, and how it aligns with the project objectives and customer needs12. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 10.4.3.1, page 387

Agile Practice Guide, Chapter 3.3, page 37

The project manager should choose a hybrid approach for this project, as this is a combination of predictive and adaptive (or agile) approaches that can be tailored to suit the project’s characteristics and requirements. A hybrid approach allows the project manager to apply different methods and practices to different phases or deliverables of the project, depending on the level of uncertainty, complexity, and change involved. For example, the project manager can use a predictive approach for the research part of the project, where the scope, schedule, and cost are well-defined and stable, and an agile approach for the delivery part of the project, where the scope, schedule, and cost are flexible and iterative, and the customer feedback is incorporated frequently. The other options are not the best choices for this project, as they do not reflect the diversity and variability of the project’s nature and context. References:

[PMBOK Guide], 7th edition, pages 14-15, 18-19, 22-23.

[Agile Practice Guide], pages 8-9, 12-13, 16-17.

According to the PMBOK Guide, the project quality control process consists of determining quality requirements for project deliverables and testing, inspecting and reporting to make sure they’re met1. If the project manager realizes that the quality management plan does not include how the final user will perceive the benefits of the new product compared with the actual product, they should submit a change request to analyze a new set of quality tests. This is because the final user tests are part of the user acceptance testing (UAT), which is the final testing stage in software development before production2. UAT is used to get feedback from users who test the software and its user interface (UI) and to verify that the software meets the end-user requirements and expectations2. UAT is usually done manually, with users creating real-world situations and testing how the software reacts and performs2. Therefore, the project manager should not let the product go to market and wait for customer feedback regarding quality (option A), as this would be too late and risky to address any quality issues. The project manager should also not ask the quality manager or the product manager to include the final user tests in the quality management plan (options B and D), as this would be a change to the scope and the schedule of the project, which requires a formal change request and approval from the change control board3. The quality management plan is a document that helps the project manager and the project team execute quality management and quality assurance actions, and it should be aligned with the project management plan4. Any changes to the quality management plan should follow the change management process4. References: 1: Quality Control in Project Management | monday.com Blog 2: What Is User Acceptance Testing (UAT)? - Codecademy 3: The Quality Control Process - ProjectEngineer 4: The Quality Management Plan in Project Management

According to the PBA Guide, a project manager should use negotiation skills to resolve resource conflicts and obtain the best possible resources for the project. Negotiation involves communication, collaboration, and compromise among the stakeholders involved in the resource allocation. In this case, the project manager should contact the other project manager to request the resource, and try to reach a mutually acceptable agreement that balances the needs and priorities of both projects. This is preferable to asking the procurement department to supply a different resource, which may introduce additional costs, risks, and delays to the project. It is also preferable to changing the schedule according to the availability of the resource, which may affect the project scope, quality, and stakeholder expectations. Asking the sponsor to obtain the resource as originally planned may not be feasible or effective, as the sponsor may not have the authority or influence to resolve the resource conflict, and may perceive the project manager as unable to manage the project resources. References: = PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Negotiating for Resources, page 97. PMP Exam Content Outline, Domain II: Process, Task 4: Acquire and manage project resources, page 9.

The RFP is a document that solicits proposals from potential suppliers by describing the project scope, requirements, and evaluation criteria. It is important to ensure that the RFP is clear, accurate, and legally sound to avoid misunderstandings, conflicts, and disputes with the suppliers. Asking the legal team to review the RFP can help the project manager mitigate this risk by ensuring that the RFP complies with the relevant laws, regulations, and contractual terms, and that it protects the interests and rights of both parties12.

The other options are not as effective or relevant for mitigating this risk:

B. Ask the project team to submit the RFP: The project team may not have the necessary expertise or authority to prepare or approve the RFP. Asking the project team to submit the RFP may result in delays, errors, or inconsistencies in the RFP, which could increase the risk of disputes with the suppliers3.

C. Request approval of the RFP from the project sponsor: The project sponsor is the person or group who provides the financial resources and support for the project. The project sponsor may not be directly involved in the procurement process or have the legal knowledge to review the RFP. Requesting approval of the RFP from the project sponsor may not address the risk of disputes with the suppliers, and may also create unnecessary bureaucracy or dependency.

D. Request approval of the RFP from management: Management is the group of individuals who direct and control the organization. Management may not have the time, interest, or expertise to review the RFP. Requesting approval of the RFP from management may not mitigate the risk of disputes with the suppliers, and may also cause delays, conflicts, or micromanagement.

Graphical user interface, application, table Description automatically generated

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 PMBOK Guide, 7th edition, the project success criteria and objectives are the measurable terms that define what the project is intended to achieve. They are usually defined by the customer or sponsor, and agreed upon by the project manager and other stakeholders. They provide the basis for project planning, monitoring, and evaluation. Therefore, the project manager should understand the project success criteria and objectives first, before performing any other actions, to ensure that the project is aligned with the customer’s or sponsor’s expectations and requirements. The project success criteria and objectives are typically documented in the project charter, which is the key output of the Develop Project Charter process. The project charter also contains other information, such as the project purpose, scope, assumptions, constraints, risks, and stakeholders, that the project manager should review and understand. References:

PMBOK Guide, 7th edition, page 33, section 1.3.2, Project Success

PMBOK Guide, 7th edition, page 34, section 1.3.3, Project Success Criteria and Objectives

PMBOK Guide, 7th edition, page 35, section 1.3.4, Project Success Measures

PMBOK Guide, 7th edition, page 37, section 1.4.1, Develop Project Charter

PMBOK Guide, 7th edition, page 38, section 1.4.1.3, Project Charter

 The project manager should raise a new issue in the issue log and convene SMEs and relevant stakeholders to identify alternatives to address the problem. This is because the inability of the subcontractor to supply a key component is an issue that has already occurred and needs to be resolved as soon as possible. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project1. The project manager should also involve the SMEs and relevant stakeholders who have the expertise and authority to provide input and guidance on how to deal with the issue. The project manager should not discuss the issue with the project sponsor and request extra time and budget to obtain the component from a different supplier, as this would be premature and may not be the best option. The project manager should not raise a new risk in the risk register, perform a risk assessment, and convene SMEs and relevant stakeholders to plan a risk response, as this would be appropriate for a potential problem that has not yet occurred, not an actual issue that has already happened. The project manager should not submit a change request to the CCB for changes to the performance measurement baseline to obtain the component from a different supplier, as this would be a formal process that requires approval and may not be necessary if the issue can be resolved in other ways. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6.1.1, “Issue Log”

The Work Breakdown Structure (WBS) is a key project deliverable that organizes the team’s work into manageable sections. The Project Management Body of Knowledge (PMBOK) defines the work breakdown structure as a “deliverable oriented hierarchical decomposition of the work to be executed by the project team.” This option is the most effective way to manage large and complex deliverables that cannot be assigned to a single person. References: PMBOK Guide, 6th Edition, Section 5.4: Create WBS

The project manager should first meet with the stakeholder to better understand their expectations and update the stakeholder engagement plan. The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution1. By meeting with the stakeholder, the project manager can identify the stakeholder’s information needs, communication preferences, and level of interest and influence on the project. This will help the project manager to tailor the periodic reports and other communication methods to meet the stakeholder’s expectations and increase their satisfaction and support for the project2.

Option A is not the best answer because adding the stakeholder details into the periodic reports and updating the project management plan is a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option B is not the best answer because inviting the stakeholder to all future project review meetings and updating the project management plan is also a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option C is not the best answer because updating the project management plan with the new information and informing all of the relevant stakeholders is a general and vague action that does not address the specific issue of the stakeholder’s complaint. It is not the first thing to do. References: 1: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 2: PMBOK Guide, 7th Edition, Section 13.2.2.4, Communication Requirements Analysis

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

A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should ensure that the team receives continuous feedback from customers users to validate the alignment of the deliverables with the expectations. This is a key practice of agile and adaptive methods, which aim to maximize customer satisfaction and value delivery. Updating the project management plan, submitting a change request, or ensuring the team understands all additional project requirements are not steps that would prevent the misalignment of the deliverables with the expectations, but rather actions that could be taken after the problem has occurred. References: [PMI Agile Practice Guide], page 14; [PMBOK® Guide 6th Edition], page 19.

 According to the PMBOK® Guide, an agile team is a cross-functional group of people that is self-organized and empowered to deliver the project objectives. The agile team should have the following characteristics1:

They are collaborative and work together as a cohesive unit

They have generalizing specialists who can perform multiple roles and tasks

They are co-located or use effective communication tools to overcome geographic barriers

They are adaptive and responsive to changing requirements and feedback

They are empowered and accountable for their work and decisions Therefore, the best option for the project leader is to choose a team whose members have more general aptitudes and can collaborate on different tasks, as this aligns with the agile principles and values. References: 1 PMBOK® Guide, 6th edition, page 21.

According to the PMBOK Guide, a project manager should plan to execute the procurement tasks in a virtual environment, when faced with the situation of local vendors being unavailable and having the option to hire the same services from companies in other countries. This is part of the plan procurement management process, which involves determining the project procurement strategy, the types of contracts, the procurement documents, the source selection criteria, and the procurement management plan. A virtual environment is one where the project team and the vendors communicate and collaborate using technology, such as online platforms, video conferencing, cloud computing, etc. A virtual environment can enable the project manager to access a wider pool of potential vendors, reduce travel costs and time, and increase flexibility and efficiency. However, a virtual environment also poses some challenges, such as cultural differences, legal issues, security risks, communication barriers, and quality control. Therefore, the project manager should plan the procurement tasks carefully, considering the project objectives, the stakeholder expectations, the project risks, and the best practices for managing virtual teams and vendors. References: PMBOK Guide, 6th edition, pages 459-460, 471-472.

According to the PMBOK® Guide, an agile coach is a person who guides, mentors, teaches, and facilitates a team in adopting and improving agile practices and principles. The agile coach should also foster a culture of collaboration, trust, feedback, and continuous improvement within the team. When a team member is openly criticized by others during a standup meeting, the agile coach should intervene and address the situation as soon as possible. The agile coach should emphasize the ground rules of the standup meeting, such as respecting each other, being supportive, and focusing on the work. The agile coach should then redirect the attention of the team to today’s activities and impediments, and help them find solutions and remove blockers. This way, the agile coach can prevent the conflict from escalating, maintain a positive team atmosphere, and ensure the team’s progress and alignment. Letting the discussion go on, addressing the team members involved during the next sprint retrospective, or avoiding the discussion by referring to the team charter are not effective ways to deal with the situation. These options may ignore, postpone, or evade the issue, which could harm the team’s morale, performance, and relationships. References: PMBOK® Guide, 6th edition, pages 52, 335, 540-541.

According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any conflicts that may arise among team members. The project manager should use appropriate interpersonal skills, such as active listening, problem-solving, and negotiation, to address the issue with the disruptive team member and help them improve their performance and behavior. Providing team-building activities, informing the functional manager, or encouraging self-governance are not the best options, as they do not address the root cause of the problem or show empathy and support to the team member who is going through a difficult personal situation. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

According to the PMBOK Guide, 7th edition, section 2.2.1, organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. OPAs include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to execute or govern the project. OPAs also include historical information and lessons learned from previous projects. Therefore, the project manager’s notes should be stored as OPAs, so that they can be accessed and utilized by other project managers in the future. OPAs are inputs to many project management processes and outputs of some project management processes. References:

PMBOK Guide, 7th edition, section 2.2.1, page 37-38

PMBOK Guide, 7th edition

PMP Exam Content Outline

The project manager should use the monitor and control project work process to track, review, and report the progress and performance of the project. This process involves collecting, measuring, and analyzing project data to identify variances from the baseline and take corrective actions if needed. One of the tools and techniques for this process is data analysis, which includes root cause analysis. Root cause analysis is a technique to identify the underlying factors that cause a problem or a deviation from the expected outcome. By conducting root cause analysis, the project manager can understand why some team members are not completing their tasks on time and address the issues accordingly. This could involve providing feedback, coaching, training, or other support to the team members. Communicating the delivery dates more frequently (option A) may not be effective if the team members are facing other challenges or obstacles that prevent them from meeting the deadlines. Mentoring the team members to work in a remote environment (option C) may be helpful, but it is not the best option to resolve the current situation. The project manager should first identify the specific causes of the delays and then provide the appropriate guidance or assistance. Talking to the resource managers and requesting additional resources (option D) may not be feasible or necessary, as it may increase the project cost and complexity. Moreover, adding more resources may not solve the problem if the existing team members are not performing well or have other issues that affect their productivity. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, pages 119-120, 4.4 Monitor and Control Project Work

PMI, PMP Exam Content Outline, 2021, page 9, Domain II: Process, Task 7: Monitor project artifacts and resolve any deviations from the project management plan

PMP Practice Questions #60 - iZenBridge

 The project manager should motivate the team and deploy the necessary resources to support the outcome of the new agreement. This is because the team may feel demotivated or frustrated by the changes in the project scope and schedule, which can affect their performance and morale. The project manager should acknowledge the team’s concerns, communicate the benefits of the new agreement, and provide recognition and rewards for their efforts. The project manager should also ensure that the team has the adequate resources, such as staff, equipment, materials, and budget, to complete the project successfully. The project manager should not find a way to maintain the project schedule, as this may compromise the quality or scope of the project. The project manager should not impose authority on the project, as this may create resentment or resistance among the team members. The project manager should not request additional resources from the sponsor and motivate the team, as this may not be feasible or necessary, depending on the nature and extent of the changes. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 9.4.2.3, “Team Recognition and Rewards”

PMBOK® Guide, 6th edition, Section 9.4.3.1, “Change Requests”

PMBOK® Guide, 6th edition, Section 4.2.3.1, “Project Management Plan Updates”

 Meeting with the project sponsors to align expectations is a crucial step for the project manager to ensure that the project objectives, scope, deliverables, risks, assumptions, and constraints are clear and agreed upon by all the stakeholders. This will also help to establish trust, communication, and collaboration among the sponsors who are from different business units and have different interests and perspectives. The project manager should also review the project charter and the stakeholder register to identify the roles, responsibilities, and expectations of the sponsors and other key stakeholders. Establishing mentoring and coaching sessions, reviewing the knowledge repository for similar projects, and scheduling the project kick-off meeting are all important activities, but they are not the first thing that the project manager should do in this situation. References: = PMBOK Guide, 6th edition, pages 31-32, 513-514; PMP Exam Content Outline, 2020, pages 6-7.

The project manager should always monitor and control the project schedule and make adjustments as needed to ensure timely completion of the project. If the project manager identifies that some activities can be done faster by other resources, they should review the work allocation and reassign some tasks to shorten the critical path. The critical path is the longest sequence of activities that determines the project duration. By reducing the duration of the critical path activities, the project manager can avoid delays and meet the project deadline. This is also consistent with the principle of optimizing resources and minimizing waste, which is part of the PMI Talent Triangle®. References:

PMBOK Guide 7th Edition, page 131

Agile Practice Guide, page 50

PMI Talent Triangle® 1

 According to the PMBOK Guide, agile project management is an iterative and incremental approach that delivers value to the customer frequently and responds to changes quickly. One of the principles of agile project management is to maximize the amount of work not done, which means eliminating waste and focusing on the most valuable features. The product backlog is a prioritized list of features or requirements that the project team delivers in iterations or sprints. The project manager, in collaboration with the product owner and the stakeholders, should prioritize the product backlog based on the business value and the effort required to deliver each item. By doing so, the project manager can ensure that the project delivers the highest value possible within the budget constraints. The project manager should also adjust the project budget and staffing to account for the prioritized items, and communicate the changes to the project team and the stakeholders. The project manager should not balance the project team, restrict the project scope, or reduce the project staff, as these strategies may compromise the quality, value, or customer satisfaction of the project deliverables. 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…

According to the PMBOK® Guide, hybrid project management is a technique where high-level project phases are planned using the waterfall approach, and project phase work (actual tasks) execution is done the Agile way1. Hybrid project management is getting more attention as it offers the flexibility to combine the best practices from both waterfall and agile methodologies2. One of the benefits of hybrid project management is that it allows the project team to adapt to changing requirements and customer needs, which are common in projects with a high level of uncertainty3. However, this also requires the project manager to adopt a different role than in a traditional waterfall project. Instead of being a central authority who directs and controls the project, the project manager should act as a facilitator, coach, and servant leader who supports and empowers the project team to do the work4. This means that the project manager should trust the team’s expertise and experience, delegate decision-making authority, provide feedback and guidance, and remove any impediments that hinder the team’s progress5. By doing so, the project manager can foster a collaborative and agile culture that enhances the team’s performance and satisfaction6.

Therefore, the best way for the project manager to address the issue of losing control of the project is to adopt the role of supporting and empowering the project team to do the work (option C). This will help the project manager to cope with the uncertainty and complexity of the project, and to leverage the team’s skills and knowledge. Modifying the daily standup meetings to include project status reporting (option A) may not be effective, as it may disrupt the purpose and flow of the standup meetings, which are meant to be brief and focused on the team’s progress, issues, and plans. Escalating the issue to the change control board (CCB) and asking for advice (option B) may not be appropriate, as the CCB is usually responsible for reviewing and approving changes to the project scope, schedule, cost, or quality, not for providing guidance on the project management approach. Changing the approach for the project to a predictive approach (option D) may not be feasible or desirable, as it may not suit the nature and context of the project, and it may cause resistance and confusion among the project stakeholders. References:

1: PMBOK® Guide, 6th edition, p. 19

2: Teamhood, Hybrid Project Management: What is it, Approach & Software

3: The Digital Project Manager, Ultimate Guide To Hybrid Project Methodologies & How To Make Them

4: PMBOK® Guide, 6th edition, p. 54

5: PMI, Agile Practice Guide, p. 21

6: PMI, Agile Practice Guide, p. 22

[7]: PMI, Agile Practice Guide, p. 50

[8]: PMBOK® Guide, 6th edition, p. 115

[9]: PMBOK® Guide, 6th edition, p. 18

According to the PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179, incremental budgeting is a technique that allows agile teams to estimate and allocate funds for each iteration or release of a product. This technique enables the teams to respond to changing requirements and priorities, and to deliver value to the customer faster. Incremental budgeting also reduces the risk of over- or under-budgeting, as the teams can adjust their estimates based on the actual costs and benefits of each increment. The other options are not suitable for agile teams, as they do not support the agile principles of flexibility, collaboration, and customer satisfaction. Requesting the finance team to allocate a budget based on historical data may not reflect the current or future needs of the product. Providing the budget to the finance team for only the planned increments may not account for the changes that may occur during the product development. Extrapolating the budget based on the current cost performance index (CPI) may not be accurate or reliable, as the CPI may vary depending on the scope, schedule, and quality of each increment. References:

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179

PMBOK Guide, 7th edition, section 8.1.3, page 269

 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 disagreements. An issue log is a project document that provides a mechanism for recording and communicating issues that arise during a project. It also helps to monitor their resolution. According to the PMBOK Guide, the first step in managing issues is to identify and document them in the issue log. The issue log should include information such as issue description, type, priority, owner, due date, status, and resolution. Updating the issue log will help the project manager to track and resolve the issue of the government-owned area, and communicate it to the relevant stakeholders. Identifying an alternative site, issuing a change request, or updating the risk register are possible actions that may be taken after the issue is documented and analyzed, depending on the impact and urgency of the issue. References: : PMBOK Guide, 6th edition, page 89 : PMBOK Guide, 6th edition, page 558 : PMP Sample Test Questions

Reasoning: According to the PMBOK Guide, one of the tools and techniques for the Develop Project Management Plan process is expert judgment, which involves seeking the opinions and advice of knowledgeable and experienced individuals or groups. The project manager should ensure that the stakeholders are adequately informed and engaged in the project management plan approval process, and that they understand the implications and assumptions of the plan. The other options, such as stopping the meeting, getting approval without clarification, or obtaining approval as fast as possible, may not address the root cause of the problem, which is the lack of stakeholder involvement and commitment. Therefore, option B is the most likely answer to the question12