PMP Dumps Questions With Valid Answers

Adjust the project manager's management style to better fit senior team members.

According to the PMBOK® Guide, one of the key skills of a project manager is to apply appropriate leadership styles to the needs and demands of various situations1. Leadership styles can range from directive to supportive, depending on the level of authority and involvement of the project manager1. Micromanagement is a type of directive leadership style that involves close supervision and control over the work of the team members2. While micromanagement may be suitable for some situations, such as when the team is new or inexperienced, it can be detrimental for others, such as when the team is senior or skilled2. Micromanagement can cause frustration, demotivation, and resentment among the team members, and hinder their performance and creativity23. Therefore, the project manager should adjust their management style to better fit senior team members, who may prefer more autonomy, trust, and feedback23. The project manager can use various techniques to adapt their management style, such as situational leadership, emotional intelligence, and coaching1.

References:
1: PMBOK® Guide – 4th Edition, Chapter 3: The Role of the Project Manager
2: Micromanager Definition: 25 Signs and How To Deal With One
3: What is micromanaging? 6 warning signs
4: Signs You’re a Micromanager in Your Projects

Update the procurement management plan and negotiate with the contractor

Update the procurement strategy and negotiate with the contractor

According to the PMBOK Guide, 7th edition, one of the project manager’s responsibilities is to develop the project team, which includes enhancing their competencies and interactions1. This can be done through various methods, such as training, coaching, mentoring, knowledge sharing, and feedback1. In this scenario, the project manager notices that only one team member has a technical skill that is essential for the product quality and schedule. This creates a risk of dependency, delay, and error. To prevent the team from being unqualified, the project manager should take two actions:

Encourage working in pairs and knowledge sharing: This is a form of informal training that allows the team members to learn from each other and transfer the technical skill. It also fosters collaboration, communication, and trust among the team members12.

Facilitate a training event with an external trainer: This is a form of formal training that provides the team members with a structured and standardized learning experience. It also ensures that the team members acquire the technical skill from a qualified and experienced source13.

These two actions will help the project manager develop the project team’s competencies and performance, as well as mitigate the risk of quality and schedule issues.

References:
PMBOK Guide, 7th edition, Chapter 9: Team Development
PMP Exam Prep, 11th edition, by Rita Mulcahy, Chapter 9: Resource Management, page 357
Professional in Business Analysis (PMI-PBA) Handbook, page 23

According to the Project Management Professional (PMP)® Guide, the procurement management plan is a document that describes how the project will acquire goods and services from external sources. It includes the procurement strategy, the contract types, the procurement roles and responsibilities, the procurement documents, the procurement process, and the change control process. The procurement management plan should be updated whenever there are changes in the project scope, schedule, budget, quality, or risks that affect the procurement activities. In this case, the project manager should update the procurement management plan to reflect the current situation of the project and the contractor’s offer. Then, the project manager should negotiate with the contractor to reach a mutually acceptable agreement on the costs, terms, and conditions of the contract. Negotiation is a technique that involves communication, problem-solving, and decision-making to resolve conflicts and disputes between parties. Negotiation can help the project manager and the contractor to achieve a win-win outcome that satisfies both their interests and objectives. Negotiation can also help to maintain a positive and collaborative relationship between the project manager and the contractor, which is essential for the successful completion of the project. References:

1: Project Procurement Management - PMI
2: Procurement Management Plan Template - Project Management Docs
3: Negotiation - PMI
4: Negotiation Skills for Project Managers - ProjectManager

Workstream leader and functional manager

Explanation

According to the PMBOK Guide, a workstream is a logical grouping of project activities that produces a specific deliverable or sub-deliverable within a project. A workstream leader is the person who is responsible for planning, executing, monitoring, and controlling the workstream activities and deliverables. A functional manager is the person who has management authority over an organizational unit, such as a department, within a functional organization1.

In this scenario, the project manager faces a situation where one of the workstreams has missed its deadline multiple times, affecting the project schedule and performance. The project manager should speak to the workstream leader and the functional manager about this situation to ensure it does not happen again. The project manager should communicate with the workstream leader to understand the root causes of the delays, identify the risks and issues, and agree on the corrective and preventive actions. The project manager should also communicate with the functional manager to obtain the necessary resources, support, and guidance for the workstream leader and the workstream team. The project manager should facilitate the collaboration and coordination between the workstream leader and the functional manager to ensure the alignment of expectations, objectives, and deliverables1.

The other options are not as suitable as option C. Option A involves speaking to the workstream leader and the project sponsor. The project sponsor is the person or group who provides resources and support for the project and is accountable for enabling success1. However, the project sponsor is not directly involved in the management or execution of the workstream activities and deliverables. The project sponsor may not have the detailed knowledge or authority to address the specific issues or challenges faced by the workstream leader and the workstream team. Option B involves speaking to the workstream leader alone. This option may not be sufficient to resolve the situation, as the workstream leader may need the support and assistance of other managers or stakeholders to overcome the delays and improve the workstream performance. Option D involves speaking to the workstream leader and the project management office (PMO). The PMO is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques1. However, the PMO may not have the direct responsibility or authority over the workstream activities and deliverables. The PMO may not be able to provide the specific resources, support, or guidance needed by the workstream leader and the workstream team1.

Context diagram

Explanation:

According to the PMBOK Guide, a context diagram is a visual representation of the product scope, showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it. A context diagram can help the project manager and the key stakeholder to understand the project’s key performance indicators (KPIs) and how they relate to the project objectives, scope, and deliverables. A context diagram can also help to identify the sources of data for the KPIs, the frequency of measurement, and the reporting format. A context diagram can facilitate communication and collaboration between the project manager and the key stakeholder, and help to resolve any issues or disagreements regarding the project’s KPIs. Autocratic decision making, expert judgment, and change control tools are not appropriate tools or techniques for this situation, as they do not address the root cause of the stakeholder’s dissatisfaction with the project’s KPIs, and may create more conflict or resistance.

References:
PMBOK Guide, Sixth Edition, pages 154-155, 176; PMI-PBA Guide, First Edition, pages 97-98, 102

When the work is progressing well through the team

Explanation

According to the PMBOK Guide, a retrospective is a meeting held by a project team at the end of a project or process (often after an iteration) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements into future iterations or projects. In an agile project, retrospectives are usually held at the end of each iteration or sprint, regardless of the size or duration of the increment, milestone, or progress. The purpose of retrospectives is to enable continuous improvement and learning throughout the project life cycle, not just at the end of a major phase or deliverable. Therefore, the project manager should organize the first team retrospective when the work is progressing well through the team, which implies that the team has completed at least one iteration or sprint and has some feedback to share and act upon.