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Addressing regulatory compliance issues is critical as they can have significant legal and financial implications for the project and the organization. These issues should be prioritized to ensure that the project adheres to necessary regulations and standards, which is a fundamental aspect of project management and business analysis. By focusing on compliance defects first, the project lead can mitigate risks that could derail the project or lead to severe penalties.

 Auditing the effectiveness of the management of project artifacts is a proactive approach that aligns with the PMBOK® Guide’s principles. It involves evaluating the current processes and systems in place to manage project artifacts, identifying any issues or gaps, and implementing improvements to ensure that all project documentation is accessible and up-to-date. This action not only addresses the immediate issue of locating the design documentation but also contributes to the long-term efficiency and effectiveness of project artifact management.

 In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.

When a key team member, such as the lead design programmer, leaves in the middle of a project, it’s a risk that could have been foreseen and for which a contingency plan might have been created. The project manager should consult the risk response plan, which will have strategies or actions outlined for such eventualities. This is a proactive approach to manage the situation without disrupting the project’s progress and ensures that the project manager is prepared to handle the loss of critical personnel effectively1.

To accurately develop a project budget, the project manager must base cost estimates on detailed scope elements. The work breakdown structure (WBS) provides a hierarchical decomposition of all deliverables and work packages. By referencing the WBS along with the project schedule, the project manager can estimate the costs of each component and aggregate them into a total project budget. This approach is known as bottom-up estimating.

Option B relies too much on the high-level charter and sponsor input, which is insufficient for detailed cost planning.

Option C uses analogous estimating, which is less precise and appropriate only when limited information is available.

Option D is an informal and unreliable estimation method.

 According to the principles of project integration management, it is essential to coordinate all elements of a project, including tasks, resources, and stakeholder expectations. When facing new technologies, supporting the team’s initiative to learn and adapt is aligned with fostering an environment of continuous improvement and skill development. This approach not only leverages existing resources but also builds team capability and ownership, which are critical for the long-term success of the project1.

Transitioning a project to an operational state involves ensuring that all deliverables have been completed and meet the required standards. Reviewing the WBS with the project team is a good practice to confirm that all planned deliverables have been produced and validated. This step is crucial as it helps to ensure that the project has met its objectives and that all components are in place for the operational phase. It also allows for the identification of any remaining work that needs to be completed before the project can be closed out. References: (Professional in Business Analysis Reference Materials source and documents)

Executive Notebook - Transition Plans | PMI1

Exam PMP topic 1 question 749 discussion - ExamTopics2

Business Analysis 2018: The BA Role in Transitioning a Project’s Outcome/Capability to Operations3

When contract terms need to be revised due to changes in financial regulations, it is essential to amend the contract terms to reflect these changes accurately. This ensures that both parties are aware of and agree to the new terms, which are compliant with current regulations. The process of managing project contracts involves assessing contract risks together with the technical, financial, and operational risks of the project. This requires collaboration between all members of the organization who have a stake in the implementation of the contract1. Furthermore, the PMBOK Guide’s Change Management Process emphasizes the importance of documenting change requests and analyzing their impact, which would include assessing how new financial regulations affect the contract terms2. Therefore, the project manager should work with the successful bidder to amend the contract terms accordingly. References: Process of Managing Project Contracts | PMI, PMBOK Guide Change Management Process For PMP Exam | PM-by-PM.

In a large matrix organization, effective communication is crucial, especially when it involves coordinating with specialists from various departments and divisions. The project manager should focus on the recipients’ needs to ensure that the communication is relevant and meaningful to them. This approach enhances the effectiveness of communication by ensuring that the information provided is not only understood but also actionable and pertinent to the recipients’ roles and responsibilities within the project1.

 Acceptance criteria are essential in Agile methodologies to ensure that a feature meets the necessary conditions for user satisfaction and project objectives. By integrating the acceptance criteria review into the DoR, the project manager can ensure that each feature’s requirements are clearly understood before development begins. This approach aligns with the Agile principle of continuous collaboration and iterative improvement. Including associated tests in the DoD ensures that features are not only developed but also verified against the acceptance criteria before they are considered complete.

When a dispute arises about deliverable quality, the project manager should first review the contract and the defined acceptance criteria. Acceptance criteria are agreed-upon standards or requirements a deliverable must meet before it is accepted. If the vendor’s components fail to meet those criteria, the vendor may be in breach of contract.

Per the PMBOK® Guide – Seventh Edition, Control Procurements involves verifying if deliverables meet contract requirements, including acceptance criteria.

Option A is premature and assumes new terms are needed before confirming the breach.

Option C implies negotiation without verifying the original agreement.

Option D is an extreme measure and only valid after confirmation and escalation.

The first action a project manager should take when a stakeholder deems the reports inadequate is to ensure that the reports are in line with the communications management plan. This plan outlines how project communication will occur, including the format and content of reports. By verifying compliance with the plan, the project manager can determine if the issue is due to a deviation from the agreed-upon standards or if the plan itself needs to be adjusted to meet stakeholder expectations. This step is crucial before making any changes to the reports or engaging further with the stakeholder.

 The best practice in project management, as per the PMBOK® Guide, involves confirming that all project deliverables meet the predefined acceptance criteria and obtaining formal approval from the client before considering the project or phase closed. This ensures that all requirements have been met and the client is satisfied with the outcomes, thus preventing any post-delivery issues related to unmet requirements.

Although the team member was absent, they possess expert knowledge that may impact project outcomes. The appropriate course of action is to schedule a meeting to hear their concerns and determine whether any adjustments are necessary. This aligns with stakeholder engagement best practices and the PMBOK® Guide’s principle of team collaboration and empowerment.

Option A discourages engagement and feedback.

Option C focuses on compliance rather than collaboration.

Option D misclassifies this situation as a risk when it is a communication and engagement issue.

Estimating using historical data from past similar projects (analogous estimating) is a best practice to prevent errors and improve accuracy in cost planning. It helps identify items or tasks that may be overlooked if only current project documentation is used.

According to the PMBOK® Guide – Seventh Edition, past project records and lessons learned are valuable tools for improving cost and scope planning.

Option A is a governance step but doesn’t improve estimation accuracy.

Option B addresses when to update but not how to improve the original estimate.

Option C (padding) is not best practice and may not be acceptable in cost-constrained projects.

In situations where there is a collective disagreement rather than an outright conflict, it is often beneficial to allow the agile team to work through the issue on their own. This approach is supported by the principles of self-organization and empowerment that are central to agile methodologies. Allowing the team to handle the disagreement encourages collaboration and problem-solving within the team, fostering a sense of ownership and accountability for the outcomes. The project manager should monitor the situation and be ready to facilitate or intervene if the team is unable to resolve the issue and it escalates into a more significant conflict.

 When a project faces the risk of losing a key resource, especially in a high-risk project requiring specialized skills, the project manager should first discuss the issue with the project team to assess the impact. This is in line with the PMI’s principles of engaging with the team and stakeholders to understand the implications and explore alternatives1. The team can then collectively decide on the appropriate actions to follow, which may include finding a replacement or reassigning responsibilities within the existing team members. References: The answer is verified using the Risk Management Process for PMP as outlined by the Project Management Academy, which aligns with the PMI’s practices1. The detailed explanation is supported by the Professional in Business Analysis Reference Materials provided by PMI2.

When a key executive expresses concerns about project success, especially regarding costs, the project manager must seek to understand the concern directly. A one-on-one meeting with the CFO enables the project manager to gather details, clarify any misunderstandings, and explore potential solutions or adjustments.

The PMBOK® Guide – Seventh Edition highlights stakeholder engagement and communication as critical success factors. Engaging stakeholders individually promotes trust and effective issue resolution.

Option B is premature without understanding the specifics of the CFO’s concern.

Option C is useful but may not address the CFO’s immediate concerns.

Option D could come across as dismissive if concerns are not first acknowledged.

Comprehensive and Detailed Explanation:

The first step is to assess the financial impact of adding the 30 team members. Quantifying the cost and checking budget availability ensures data-driven decision-making. Only after this step should the project manager proceed with staffing actions.

* A focuses on SPI forecasting but doesn’t address funding directly.

* C assumes funding is available without analysis.

* D is premature before confirming budget availability.

Comprehensive and Detailed Explanation:

In agile planning, a story estimated at 100 points indicates it is too large to be actionable. The best practice is to break it down into smaller, more manageable stories that fit within a sprint or iteration. This enables incremental progress and continuous delivery.

* A delays addressing the problem.

* B misunderstands the purpose of story points.

* C uses negotiation inappropriately—estimates should reflect effort, not negotiation.

The PMBOK® Guide suggests that when a project team recognizes an underestimation of work complexity, it is essential for the project manager to engage with the team to review and adjust the project’s approach. This includes reassessing the iteration’s work and complexity, updating the project management plan as necessary, and ensuring that the team has a clear understanding of the revised objectives and tasks12. References: = “Protecting software development projects against underestimation” from PMI1; “Practice: Iteration Planning Meeting” from PMI2.

When a project’s technical design is found to impact the company’s production system, it is crucial to address the issue immediately to prevent further complications. The project manager should first seek the approval of a new technical design from the steering committee. This aligns with the PMBOK® Guide’s emphasis on engaging stakeholders and performing integrated change control processes when project changes occur1. Additionally, the PMI Professional in Business Analysis (PMI-PBA)® highlights the importance of reassessing and realigning the technical aspects of a project when significant issues are identified that could impact the project’s outcome2.

When project deliverables under contract need to be modified, the project manager should enter into formal negotiations with the appropriate parties (including the consultant) to assess whether changes can be agreed upon. Any agreed changes must be documented and approved through the formal change control process.

According to the PMBOK® Guide – Seventh Edition, project managers manage procurement relationships and resolve issues by applying negotiation and conflict resolution techniques. The goal is to preserve the integrity of the contract while addressing valid concerns.

Option B ignores the issue and risks misalignment.

Option C is unnecessarily drastic and can lead to delays without cause.

Option D could escalate tension and affect stakeholder relationships.

 According to the PMBOK Guide 7th Edition, the project manager should lead and support the project team and collaborate with them to deliver the project outcomes. In this case, the project manager should meet with the project team to discuss the concerns and determine how to ensure the project’s deliverable can compete with the competitor’s, such as by incorporating customer feedback, enhancing the features, or applying the newest technology. The project manager should not perform a Kano analysis, as this is a technique to prioritize the customer requirements, not the competitor’s. The project manager should not meet with the development team only, as this may exclude other team members who may have valuable inputs. The project manager should not note this concern in the risk register and meet with the sales team only, as this may not address the root cause of the problem and may not involve the project team12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.3: Lead the Team, Page 65; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.

When facing the potential departure of key project team members, a project manager should first evaluate the situation’s impact on the project’s scope, schedule, cost, and quality. The next step is to refer to the project management plan, which should include a risk management plan with predefined mitigation strategies for such scenarios. Implementing these mitigations will help to manage the changes effectively and keep the project on track.

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In Agile (particularly Scrum), the Product Owner is solely responsible for backlog prioritization. The Scrum Master facilitates the process but does not have authority over content decisions. When a conflict arises about prioritization, the resolution lies in re-establishing role clarity—not in the project manager stepping in to override roles.

The correct action is to reinforce Agile roles and responsibilities, particularly that the Product Owner owns prioritization. This aligns with the Agile Practice Guide and the Scrum Guide.

Option B may be helpful but delays resolution and misses the fundamental answer.

Option C incorrectly shifts authority to the Scrum Master.

Option D bypasses the Agile team structure and disrespects team autonomy.

 When introducing an agile approach to a team that has been accustomed to a predictive approach, it is essential to provide proper training and education on the agile mindset and methodologies. This helps in addressing any misconceptions and provides a common understanding of the principles and practices of agile. Additionally, brainstorming with the team allows for collaborative exploration of how agile can be tailored to the specific context of the project, fostering a sense of ownership and easing the transition123.

When a team member leaves unexpectedly, especially in the advanced stages of a project, it can introduce risks to the project’s schedule, cost, and quality. The Project Management Professional (PMP) guidelines suggest that the project manager should proactively engage with stakeholders to discuss a mitigation plan. This involves analyzing the impact of the departure, identifying alternative strategies, and updating the project management plan accordingly. It is essential to involve stakeholders in this process as they can provide insights, resources, or support that can help in addressing the situation effectively.

In situations where a team member is unable to participate in all scheduled project activities due to conflicting operational schedules, it is advisable for the project manager to discuss the matter with the team member’s functional manager. This approach allows for exploring possibilities to adjust the conflicting schedules and find a mutually agreeable solution that enables the team member to fulfill their project responsibilities. This strategy is consistent with the PMBOK® Guide’s principles of stakeholder engagement and resource management, which suggest negotiating and collaborating with key stakeholders to optimize resource allocation and ensure project success.

Understanding stakeholder motivations is a critical aspect of stakeholder analysis and engagement. One-on-one conversations are an effective method for gaining deep insights into individual stakeholder concerns, interests, and motivations. This approach allows for a more personal and detailed understanding that might not be possible in group settings or through indirect communication methods. It also provides an opportunity to build trust and rapport, which can be beneficial throughout the project. This recommendation aligns with the guidance provided in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials, which suggest direct engagement with stakeholders to understand their needs and expectations12.

External stakeholders typically require performance metrics to understand the status of a project. Earned value is a proven methodology to measure project performance objectively. Earned Value in terms of schedule (D) and cost (E) offers valuable insights on how well the project is adhering to its baseline plans.

D: Earned Schedule (EV vs. Planned Value) shows schedule adherence.

E: Earned Cost (EV vs. Actual Cost) shows cost efficiency.

Options A and C are portfolio-level metrics, not typically reported by project managers.

Option B is vague and not part of standard EVM practice.

For an agile team developing a new content management system, it’s important to foster a collaborative environment where knowledge can be shared effectively. When team members struggle with unfamiliar features, holding a knowledge-sharing session in each iteration can be highly beneficial. This approach allows team members to learn from one another, share experiences, and collectively improve their understanding of the system. It promotes continuous learning and adaptability, which are key principles of agile methodologies123. References:

How to Promote Team Learning and Sharing in Agile - LinkedIn1.

How to Integrate Team Learning and Knowledge Sharing in PM - LinkedIn2.

Exam PMP topic 1 question 223 discussion - ExamTopics3.

The Project Management Professional (PMP) guidelines emphasize the importance of capturing lessons learned as an ongoing effort throughout the life of the project. This process involves engaging key stakeholders to document both positive and negative experiences, which can then be used to improve future projects. It is essential for the project manager to lead this effort to ensure that valuable insights are not lost and that the organization can benefit from past experiences1.

 In a scenario where a company is not yet profitable and is facing project delays with an overwhelmed staff, the project manager should prioritize the projects based on their potential to increase profit. This is in line with the principles of project financial management, which suggest that prioritizing projects that align with the company’s strategic goals, such as financial objectives, is crucial. By focusing on projects that are more likely to contribute to the company’s profitability, the project manager can help ensure that resources are allocated effectively and that the company’s financial position is strengthened. This approach is supported by the PMBOK® Guide, which emphasizes the importance of aligning projects with organizational strategy and business objectives.

The RACI chart is a responsibility assignment matrix that helps define roles and responsibilities across project activities. It ensures clarity about who is responsible, accountable, consulted, and informed for each task or deliverable.

The PMBOK® Guide – Seventh Edition recommends responsibility assignment matrices such as RACI as part of stakeholder and resource management.

Option A outlines communication plans but not roles.

Option C visualizes workflow, not responsibilities.

Option D communicates high-level objectives, not detailed responsibilities.

Enterprise Environmental Factors (EEFs) include governmental regulations, safety standards, organizational culture, legal requirements, and industry standards. Since the engineers are asking about safety prerequisites—typically defined by regulatory or compliance bodies—the project manager should refer to EEFs, which contain mandatory information regarding safety policies.

According to the PMBOK® Guide – Seventh Edition (Environment Domain), EEFs are inputs that influence project success and must be considered when defining requirements like safety.

Option B (benchmarking) helps improve performance but doesn't ensure compliance with formal safety standards.

Option C (lessons learned) provides past project insights but may not reflect updated safety prerequisites.

Option D (hiring an expert) may be unnecessary if the relevant safety standards are already documented in EEFs.

 In a hybrid project management setting, when delays occur, it is crucial for the project manager to maintain transparency with stakeholders. The first step should be to clarify the current state of the project, including the progress made, the reasons for any delays, the risks that have been identified, and the actions planned to address these issues12. This approach not only keeps stakeholders informed but also helps in managing their expectations and maintaining their trust in the project management team’s ability to handle challenges345. By providing a clear and detailed explanation of the situation, the project manager can facilitate a collaborative discussion on how to proceed, potentially leading to solutions that align with the project’s goals and contractual obligations567.

Comprehensive and Detailed Explanation:

The PMO typically maintains standard templates and documentation requirements, especially for steering committees. Engaging the PMO ensures alignment with organizational standards and expectations.

A may result in inconsistent or outdated artifacts.

C may provide insight but not ensure consistency.

D may waste time if templates already exist.

According to the PMBOK Guide, backlog grooming (also known as backlog refinement) is the process of reviewing, updating, and prioritizing the product backlog items to ensure that the product backlog is ready for the next sprint1. Backlog grooming is an ongoing activity that involves collaboration between the product owner, the development team, and the project manager (or scrum master). Backlog grooming helps to clarify the requirements, remove ambiguity, identify dependencies, estimate effort, and align the product backlog with the product vision and the customer needs2.

In this question, the project manager is faced with a problem that the product owner has uncovered a number of issues that they would like to be addressed before providing approval for the software built to date. These issues may indicate that the product owner is not satisfied with the quality, functionality, or usability of the software, or that the software does not meet the acceptance criteria or the customer expectations. The project manager should approach this problem by planning to address the issues through backlog grooming and incorporating them into the next sprint. This way, the project manager can ensure that the issues are properly documented, analyzed, and prioritized, and that the development team can work on them in the next iteration. This will also help to maintain the agile principles of delivering value, satisfying the customer, and embracing change3.

The other options are not the best ways to approach this problem. Referring the product owner to the change management plan, then escalating to the steering committee is not appropriate for an agile project, as it implies a rigid and formal process that may not be responsive to the customer feedback and the changing requirements. Referring the product owner to the signed business requirement document and explaining that the current plan cannot facilitate these changes is not helpful, as it may create conflict and dissatisfaction with the product owner, and it may also indicate that the project manager is not following the agile value of responding to change over following a plan3. Telling the product owner the issues will be addressed in the second version of the software is not acceptable, as it may delay the delivery of value, compromise the quality of the product, and lose the trust of the product owner.

The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It also defines the communication requirements, methods, and channels for different stakeholders, as well as the confidentiality and security levels of the information to be shared. The project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the information presented was appropriate and authorized for external disclosure. The project manager should also have obtained the approval of the project sponsor and the CEO before sharing any sensitive or confidential information with the external client representative. By not reviewing the communications management plan, the project manager may have violated the communication policies and protocols of the organization, and potentially compromised the project’s budget, scope, quality, or schedule. This could have caused the CEO to end the meeting abruptly, to avoid further disclosure of information that could harm the project or the organization. The other options are not the best choices because they do not address the root cause of the situation, which is the lack of review of the communications management plan. Reviewing the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting (option B) may be a good practice, but it does not ensure that the information shared with the external client representative is appropriate and authorized. Performing a root cause analysis with the external client representative and documenting the findings in the lessons learned register (option C) may be useful after the situation has occurred, but it does not prevent the situation from happening in the first place. Sending the presentation slides to internal participants first and then to the external client representative prior to the meeting (option D) may also be a good practice, but it does not guarantee that the information in the slides is suitable and approved for external communication. References:

Project Management Professional (PMP) Reference Materials:

A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 10: Project Communications Management, pp. 361-411

Project Communication Management According to the PMBOK

Professional in Business Analysis (PBA) Reference Materials:

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning Business Analysis Work, pp. 59-60

Effective Project Communication Plan Template: TeamGantt

According to the PBA Guide, one of the competencies for business analysis is emotional intelligence, which is the ability to perceive, understand, and manage one’s own and others’ emotions1. A servant leader is someone who focuses on the needs and development of others, rather than on their own authority or power2. Applying emotional intelligence to leverage this situation to benefit the project would involve recognizing the team member’s frustration, acknowledging their achievement, and encouraging them to share their knowledge with the rest of the team. Asking the team member to use their recently acquired knowledge to develop and provide training to the team is an example of this approach, as it would foster collaboration, learning, and trust among the team members. Requesting budget to reward the team member (choice A) may not be feasible or effective, as it may create resentment or competition among the team members. Promoting the team member to product owner (choice B) may not be appropriate or relevant, as it may not match the team member’s skills, interests, or responsibilities. Providing an incentive to team members who begin using the new tool on this project (choice C) may not be sufficient or sustainable, as it may not address the root cause of the team’s reluctance or lack of knowledge. References:

1: PBA Guide, Chapter 3, Section 3.2.1 Emotional Intelligence

2: PMP Exam Content Outline, Domain II: People, Task 9: Support team development and team members through feedback and recognition.

 These two actions can help prevent the team from being unqualified, because they can enhance the skills and competencies of the team members who lack the technical skill needed to build the product. Encouraging working in pairs and knowledge sharing can foster collaboration and learning among the team members, and allow the team member who has the technical skill to transfer it to others through coaching, mentoring, or feedback. Facilitating a training event with an external trainer can provide a formal and structured way of teaching the team members the technical skill, and ensure that they have the necessary knowledge and practice to apply it to the project. These actions can also improve the team performance, morale, and confidence, and reduce the dependency on one team member. The other options are not effective actions to prevent the team from being unqualified, because they may not address the skill gap or the project requirements, or they may create more problems or risks. Excluding the activities from the roadmap may not be possible or desirable, and it may affect the scope, quality, or benefits of the project. Teaching the entire team the new skill may not be feasible or efficient, and it may overload the project manager or the team member who has the skill. Increasing the time estimates on the activities that require such abilities may not be realistic or accurate, and it may delay the project schedule or increase the project cost. References: Project Resource Management - PMBOK Guide, What Actions Can the Project Manager Take to Ensure Effective Teamwork?

According to the PMBOK Guide, a sprint cycle is a time-boxed iteration of a fixed duration that delivers a potentially releasable product increment. A sprint cycle consists of four events: sprint planning, daily scrum, sprint review, and sprint retrospective. The purpose of a sprint cycle is to create a rhythm of work that allows the team to deliver value to the customer in a predictable and sustainable way.

The PMI Guide to Business Analysis states that one of the roles of a project manager is to manage stakeholder expectations and ensure alignment of project objectives with business needs. The project manager is also responsible for facilitating communication and collaboration among the project team and other stakeholders, as well as resolving conflicts and issues that may arise during the project.

Therefore, if the project sponsor is consistently changing the prioritization of modular work packages, the project manager should set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle. The project manager should:

Clarify the project scope and objectives, and how they are aligned with the business needs and the sponsor’s vision

Explain the benefits of a sprint cycle, such as delivering value faster, improving quality, increasing feedback, and reducing risk

Highlight the challenges and risks of changing the scope frequently, such as disrupting the team’s workflow, reducing their morale and motivation, increasing technical debt, and compromising the quality and usability of the product

Negotiate with the sponsor to establish a clear and stable prioritization criteria for the work packages, and agree on a process for managing changes and requests

Involve the project team and the product owner in the prioritization and planning process, and ensure their input and feedback are considered and valued

Document and communicate the agreed scope, priorities, and changes to all the stakeholders, and monitor and control the project performance and progress

By setting up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle, the project manager can:

Build trust and rapport with the sponsor, and demonstrate their understanding and respect for the sponsor’s perspective and needs

Educate the sponsor about the agile principles and practices, and how they can help achieve the project goals and deliver value to the customer

Influence the sponsor to adopt a more collaborative and flexible approach to the project, and to respect the team’s autonomy and expertise

Minimize the impact of scope changes on the project schedule, budget, quality, and risk

Enhance the team’s morale and teamwork, and foster a positive and supportive work environment

Compliance requirements are the rules and regulations that a project must follow to meet the standards of quality, safety, security, and reliability in a given industry or domain. Compliance requirements can be classified into different categories, such as legal, ethical, contractual, organizational, or environmental. Compliance requirements can pose potential threats to the project if they are not identified, analyzed, and addressed properly. For example, noncompliance can result in fines, penalties, lawsuits, reputational damage, or project failure.

To plan and manage project compliance, the project manager needs to confirm the project compliance requirements, determine the necessary approach and action to address them, and measure the extent to which the project is in compliance. To do this, the project manager can use various methods and tools, such as compliance audits, checklists, matrices, gap analysis, risk management, stakeholder analysis, and communication management.

The project manager can also seek the help of different stakeholders who can provide valuable input, guidance, and support for the project compliance. Two of the most important stakeholders are the functional managers and the advisory team panel. Functional managers are the managers of the functional departments or units within the organization, such as finance, marketing, human resources, or operations. They are responsible for providing the project with the necessary resources, expertise, and authorization to meet the compliance requirements. They can also help the project manager to align the project compliance with the organizational policies, procedures, and goals. Advisory team panel is a group of experts or consultants who can advise the project manager on the best practices, standards, and regulations for the project compliance. They can also help the project manager to identify and address the compliance gaps, risks, and issues, and to monitor and control the project compliance performance.

Therefore, the correct answer is B. Functional managers and D. Advisory team panel. The other options are not as relevant or helpful as these two stakeholders. Risk steering committee is a group of senior executives who oversee the risk management of the organization or the portfolio of projects. They are not directly involved in the project compliance, although they can provide strategic direction and support. Board of directors is the highest governing body of the organization, who set the vision, mission, and objectives of the organization. They are not directly involved in the project compliance, although they can approve the project charter and the project budget. Chief executive officer is the highest-ranking executive of the organization, who leads the overall management and operations of the organization. They are not directly involved in the project compliance, although they can sponsor the project and provide executive support. References:

PMBOK Guide 7th Edition, chapters 2.4, 3.1 (part ‘Standard’) and 2.5, 3.1, 3.4 (part ‘PMBOK’).

Process Groups: A Practice Guide, chapters 1.5, 2.1, 2.3, 2.5, 2.6, 3.3, 5.14, 7.7, 9 (Enterprise environmental factors, Quality metrics), and 3.DEFINITIONS (Regulations).