Most Recent PMI PMP Exam Questions & Answers

The best course of action when receiving a request for a more detailed project status is to engage in a dialogue with the senior manager to understand their specific needs. This approach aligns with the PMBOK Guide's emphasis on effective communication and stakeholder engagement as key aspects of project management. By discussing the requirements directly, the project manager can tailor the communication to provide relevant and precise information that satisfies the senior manager's request without overwhelming them with unnecessary details. This method ensures that the project manager is responsive to stakeholder needs and maintains clear and open lines of communication.

The project manager should refer to the requirements traceability matrix to verify whether the customer's claims are valid or not.The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them1.It helps to ensure that each requirement adds business value by linking it to the business and project objectives2.It also provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the project scope statement are delivered at the end of the project3. Revising the project scope baseline (B) is not a good option since it would imply accepting the change requests without verifying their validity. Escalating the change request to the project sponsor is also not advisable since the project manager should first analyze the situation and propose a solution. Reviewing the approved project charter (D) is not relevant since the project charter does not contain the detailed product requirements.Reference:

1: A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition, Glossary, page 717

2: A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition, Chapter 5, Section 5.2.3.1

3: A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition, Chapter 5, Section 5.6.3.1

Implementing short cycles for inspection and providing feedback is aligned with the principles of servant leadership and agile project management.Servant leadership emphasizes flexibility, empathy, and empowering team members to adapt and thrive1.It involves facilitating the team's success by ensuring open communication and stakeholder engagement2.In the context of agile project management, short cycles or iterations allow for regular assessment of the project's progress and early detection of potential issues, which aligns with the PMBOK Guide's principle of engaging with stakeholders3. This approach allows the project manager to address the stakeholder's concerns by demonstrating progress and managing risks proactively.

''Need to Know: Servant Leadership'' - Project Management Institute1

''Managing Stakeholders as a Servant Leader'' - Project Insight2

PMBOK Guide principles3

According to the PMBOK Guide Seventh Edition, one of the project management principles is to engage stakeholders actively and frequently. This means that the project manager should identify and analyze the needs, expectations, and interests of all stakeholders, and involve them appropriately throughout the project life cycle. The stakeholder register is a document that lists the key stakeholders, their roles, responsibilities, and level of influence on the project. The stakeholder engagement plan is a document that describes the strategies and actions to communicate with, manage, and influence the stakeholders.

In this scenario, the project manager has discovered that the local community was not included in the stakeholder register, which has caused them to oppose the project. This is a serious issue that can affect the project's performance, reputation, and acceptance. Therefore, the project manager should not disregard these stakeholders, as this would violate the principle of stakeholder engagement and potentially escalate the conflict. The project manager should also not just explain to the community members why they were not included as stakeholders, as this would not address their concerns or expectations. The best option is to update the stakeholder register and revise the stakeholder engagement plan, as this would allow the project manager to acknowledge the community as a stakeholder, assess their impact and interest, and develop appropriate strategies and actions to engage them effectively and proactively.Reference:

PMBOK Guide Seventh Edition, page 9

Project Management Principles 9-12, Episode 479: Project Management Principles 9-12 (Free)

According to the PMBOK Guide, the portfolio management office (PMO) is responsible for ensuring that the projects and programs within the portfolio are aligned with the organizational strategy and objectives. The project manager should demonstrate the project alignment to the organizational strategy by showing how the project delivers value and benefits to the organization and its stakeholders. This may include presenting the project business case, benefits management plan, stakeholder analysis, and other relevant documents that justify the project's existence and contribution. Demonstrating the project alignment to the organizational strategy is the best way to continue the project and avoid suspension by the PMO. Meeting with the project team and revising the project goals (A) may not be effective if the project is already in alignment with the organizational strategy and the PMO is not aware of it. Updating the project charter to make it align with organizational strategy (B) may not be feasible or ethical if the project charter has already been approved and authorized by the project sponsor and other key stakeholders. Escalating the issue with the project sponsor to request support (D) may be a possible action, but not the best one, as it may create conflict or resentment between the project sponsor and the PMO. The project manager should first try to resolve the issue with the PMO directly by demonstrating the project alignment to the organizational strategy.Reference: PMBOK Guide, 6th edition, pages 33-34, 75-76, 129-130.