PMP Dumps Questions With Valid Answers

Motivate the team members to speak freely in the meeting.

Increased technical debt

Explanation

Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:

• Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
• Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
• Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
• Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.

Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager and the team are creating deliberate and reckless technical debt, which can have severe consequences for the project and the organization. The project manager will need to focus on identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such decisions in the future.

References:
Technical Debt: Definition, Types, and Management.

Perform a stakeholder evaluation

According to the Project Management Professional (PMP) Reference Materials, the project manager should perform a stakeholder evaluation in order to realign the project with the sponsor’s expectations. A stakeholder evaluation is a process of identifying and analyzing the needs, interests, expectations, and influence of the project stakeholders, especially the key ones such as the project sponsor1. By performing a stakeholder evaluation, the project manager can understand the root cause of the sponsor’s dissatisfaction, communicate effectively with the sponsor, and address any gaps or issues in the project requirements2. The project manager can also use various tools and techniques, such as interviews, surveys, focus groups, and stakeholder analysis matrices, to gather and document the stakeholder information3. The other options, A, C, and D, are not the best actions that the project manager should take to realign the project with the sponsor’s expectations.

Reviewing the project goal diagram with the team may not help to resolve the sponsor’s concerns, and may not reflect the current state of the project requirements. Confirming which templates the team should be using may not improve the quality or clarity of the project requirements, and may not address the sponsor’s needs or expectations. Reviewing the risk management plan may not be relevant or helpful for the project requirements development, and may not involve the sponsor’s feedback or input. 

References: 
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13.1, "Identify
Stakeholders". 
2: How to Work Effectively with Your Project Sponsor - BrightWork.com, Section "Understanding the Sponsor’s Strategic Role". 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 13.1.2, "Identify Stakeholders: Tools and Techniques".

Modify the communications management plan to account for regional differences

The communications management plan is a document that describes how the project information will be planned, managed, monitored, and controlled. It should include the communication requirements, methods, frequency, roles, and responsibilities of the project stakeholders. When the project team is distributed across different countries, regions, time zones, and languages, the communications management plan should be modified to address the challenges and opportunities of working in a global environment. Some of the factors that the project manager should consider are:

The cultural differences and preferences of the team members and other stakeholders, such as communication styles, norms, values, beliefs, and etiquette. The project manager should respect and appreciate the diversity of the team and avoid stereotypes, biases, and assumptions. The project manager should also use appropriate language, tone, and gestures, and avoid jargon, slang, and idioms that may cause confusion or offense. The project manager should also be aware of the potential for misunderstandings and misinterpretations due to translation errors, accents, or non-verbal cues.

The technological tools and platforms that will be used to facilitate the communication and collaboration among the team members and other stakeholders, such as email, phone, video conferencing, instant messaging, file sharing, project management software, etc. The project manager should ensure that the selected tools and platforms are accessible, reliable, secure, and compatible for all the participants. The project manager should also establish the rules and guidelines for using the tools and platforms, such as response time, frequency, format, and etiquette. The project manager should also provide training and support for the team members and other stakeholders on how to use the tools and platforms effectively and efficiently.

The time differences and schedules of the team members and other stakeholders, such as working hours, holidays, weekends, and daylight saving time. The project manager should coordinate and synchronize the communication and collaboration activities among the team members and other stakeholders, taking into account their availability and convenience. The project manager should also balance the need for synchronous and asynchronous communication, and avoid overloading or under-communicating with the team members and other stakeholders. The project manager should also respect the work-life balance and personal boundaries of the team members and other stakeholders, and avoid imposing unrealistic or unreasonable expectations or deadlines.

By modifying the communications management plan to account for regional differences, the project manager can reduce the negative impacts to the project, such as delays, errors, conflicts, misunderstandings, miscommunication, low morale, and low performance. The project manager can also enhance the positive impacts to the project, such as trust, rapport, engagement, alignment, innovation, and quality.

References:
The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 4: Business Analysis Planning and Monitoring, Section 4.3.3: Plan Communication
Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning the Business Analysis Approach, Section 4.5: Communication Plan
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 6: Business Analysis Planning and Monitoring, Section 6.5: Communication Plan
Seven Steps to Mastering Business Analysis, Chapter 8: Enterprise Analysis, Section 8.5: Communication Plan
Research: How Cultural Differences Can Impact Global Teams, Harvard Business Review, June 9, 2021

Ensure that both managers understand the requirements and search for a solution that best satisfies this deliverable

Explanation

The project manager should use a collaborative or problem-solving strategy to resolve this conflict in the meeting. This strategy involves finding a solution that fully satisfies the concerns of both parties and results in a win-win outcome. The project manager should ensure that both managers understand the requirements and the impact of their contradiction on the project scope, quality, and schedule. The project manager should also facilitate a constructive dialogue between the managers and help them identify and evaluate alternative solutions that can meet the project objectives and satisfy the stakeholders. The project manager should avoid imposing a decision or favoring one side over the other, as this may lead to resentment, resistance, or further conflict.

Option A is not a good choice, because it does not address the root cause of the conflict or seek a resolution. It may also create confusion, ambiguity, or inconsistency in the project deliverable, as well as increase the project risk and complexity.

Option B is not a good choice, because it does not involve the managers in finding a solution or consider their interests and needs. It may also create dissatisfaction, frustration, or hostility among the managers, as well as affect the project quality and stakeholder satisfaction.

Option D is not a good choice, because it does not foster a cooperative or integrative approach to resolving the conflict. It may also create a competitive or adversarial atmosphere in the meeting, as well as ignore the

non-monetary or intangible factors that may influence the managers’ preferences and expectations.

References: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition