PMP Dumps Questions With Valid Answers

Hold a stakeholder meeting to align timelines and scope expectations.

The project manager should hold a stakeholder meeting to align timelines and scope expectations. This is because the project manager needs to manage the stakeholder’s expectations and ensure that they understand the implications of their request. The project manager should explain the current project schedule, the assumptions and constraints that were considered, and the risks and opportunities that are involved. The project manager should also discuss the possible alternatives to meet the stakeholder’s request, such as crashing, fast-tracking, or scope reduction, and their pros and cons. The project manager should seek the stakeholder’s input and feedback, and try to reach a mutually agreeable solution that satisfies the project objectives and the stakeholder’s needs. The project manager should also update the project documents, such as the project management plan, the schedule baseline, and the scope baseline, to reflect the agreed changes, and communicate them to the relevant stakeholders.

The other options are not correct because they do not address the issue of stakeholder alignment and communication, which is essential for project success. Crashing the schedule to shorten the timeline while keeping the scope unchanged might be a possible option, but it would increase the project cost and risk, and might not be acceptable to the stakeholder. Updating the cost management plan to allocate more resources to the project to finish the scope earlier might be another option, but it would also increase the project cost and complexity, and might not be feasible or effective. Reducing the scope of the project by removing activities and shortening the timeline might be another option, but it would compromise the project value and quality, and might not meet the stakeholder’s requirements. References: PMBOK Guide, 6th edition, section 6.6, page 215, PMP Exam Prep, 10th edition, page 180

Stakeholder engagement plan

The stakeholder register is a project document that identifies and classifies the project stakeholders, their roles, interests, expectations, and influence levels. It is an output of the Identify Stakeholders process, which is the first process in the Project Stakeholder Management knowledge area. The stakeholder register should be updated whenever there are changes in the project environment or stakeholder information, such as a promotion, a change of role, or a change of contact details. Updating the stakeholder register will help the project manager and the project team to communicate effectively and appropriately with the stakeholders, and to manage their expectations and engagement levels throughout the project life cycle.

The project management plan is a comprehensive document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates the subsidiary plans and baselines from the different knowledge areas, such as scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management. The project management plan is an output of the Develop Project Management Plan process, which is the second process in the Project Integration Management knowledge area. The project management plan should be updated only when there are changes in the project scope, objectives, deliverables, or approach, and when these changes are approved through the Perform Integrated Change Control process. Updating the project management plan for a stakeholder promotion is not necessary, unless it affects the project scope or other aspects of the project.

The stakeholder engagement plan is a subsidiary plan of the project management plan that describes the strategies and actions to increase the support and minimize the resistance of the stakeholders throughout the project. It is an output of the Plan Stakeholder Engagement process, which is the second process in the Project Stakeholder Management knowledge area. The stakeholder engagement plan should be updated when there are changes in the stakeholder engagement levels, needs, or expectations, and when these changes are approved through the Perform Integrated Change Control process. Updating the stakeholder engagement plan for a stakeholder promotion may be required, depending on how it affects the stakeholder’s interest, influence, or power over the project.

The communications management plan is a subsidiary plan of the project management plan that describes the communication methods, formats, frequency, and responsibilities for the project. It is an output of the Plan Communications Management process, which is the first process in the Project Communications Management knowledge area. The communications management plan should be updated when there are changes in the communication requirements, preferences, or channels of the project stakeholders, and when these changes are approved through the Perform Integrated Change Control process. Updating the communications management plan for a stakeholder promotion may be necessary, depending on how it affects the stakeholder’s communication needs or preferences.

Therefore, the correct answer is C. Stakeholder register, as it is the most relevant and appropriate document to update for a stakeholder promotion.

References:

PMBOK Guide, 6th edition, pages 513-515, 520-521, 538-539, 563-564, 717-718.
PMP Exam Content Outline, June 2019, pages 6-7, 10-11, 14-15, 18-19.

Schedule a meeting with the project team to reinforce the ground rules.

The project manager should first try to address the issue of team members not following the ground rules by scheduling a meeting with the project team to reinforce the ground rules. This is the most proactive and collaborative approach to resolve the problem and ensure team adherence to the ground rules. The project manager should also use this opportunity to listen to the team members’ feedback and concerns, and make any necessary adjustments to the ground rules to suit the project context and team dynamics. This is consistent with the agile principles of self-organizing teams, frequent communication, and continuous improvement. The other options are not the best choices, as they involve escalating the issue to external parties, such as the project sponsor, human resources, or the functional manager, without first trying to resolve it within the team. These options may also create a negative impact on the team morale, trust, and performance, and undermine the project manager’s leadership and authority.

References: (Professional in Business Analysis Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 9: Project Team Management, Section 9.2.2: Team Charter
• Business Analysis for Practitioners: A Practice Guide, Chapter 5: Elicitation and Collaboration, Section 5.3.1: Ground Rules
• Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.3: Agile Teams

Validate acceptance criteria with stakeholders prior to backlog refinement

Explanation

The product owner is responsible for defining and prioritizing the product backlog, which contains the features and requirements that the project team will deliver in each iteration. To ensure that the product backlog reflects the needs and expectations of the stakeholders, the product owner should validate the acceptance criteria with them before refining the backlog. Acceptance criteria are the conditions that a product feature or requirement must meet to be accepted by the stakeholders. By validating the acceptance criteria with the stakeholders, the product owner can ensure that they are clear, measurable, testable, and aligned with the project vision and goals. This will also help to avoid misunderstandings, conflicts, and rework during the iteration demos, as the stakeholders will have agreed on what constitutes a satisfactory product feature or requirement.

References: PMBOK Guide, 6th edition, section 5.1.3.2; Agile Practice Guide, section 4.2.1

Give the team autonomy to make their own decisions on how to perform the tasks.

This answer is based on the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam1, and the PMP Examination Content Outline, which is based on the Project Management Professional (PMP) objectives and content2. According to these sources, one of the key principles of agile project management is to empower the team to self-organize and self-manage their work, rather than assigning tasks or dictating solutions34. Empowering the team means giving them the authority, responsibility, and accountability to make their own decisions on how to perform the tasks, within the agreed-upon scope, quality, and schedule criteria34. Empowering the team also means providing them with the necessary resources, tools, information, and support to enable them to deliver value to the customer34. Empowering the team can promote collaboration, innovation, ownership, motivation, and satisfaction among the team members, as well as improve the quality and speed of the project outcomes34. The other options are not correct because they do not foster empowerment and accountability among the team. Assigning the tasks individually based on the role of the team member may ensure expertise on the subject, but it may also create silos, dependencies, and bottlenecks in the team, and reduce the flexibility and adaptability of the team to changing customer needs34. Encouraging and assigning the team to perform demos of their products or software with the customers may increase the feedback and validation of the project deliverables, but it may not necessarily empower the team to make their own decisions on how to perform the tasks, especially if the functional manager or the project manager still controls the scope, quality, and schedule of the project34. Encouraging the team to keep the product owner involved when choosing ways to resolve the given task may enhance the alignment and communication between the team and the product owner, but it may also undermine the autonomy and creativity of the team, and create a dependency on the product owner for every decision34.

References:

PMP Examination Content Outline - January 2021
The PMI Guide to Business Analysis
Business Analysis for Practitioners: A Practice Guide
Professional in Business Analysis Reference Materials