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 When a project manager receives a request to add features and functions after the project scope has been established, it is essential to follow the change management process. This process involves several steps, including identifying the change request, conducting an impact analysis, documenting the change, presenting it to the Change Control Board (CCB), making a decision on the change, communicating the decision to stakeholders, and implementing approved changes. The change management process ensures that any modifications to the project are controlled and aligned with project objectives, minimizing risks and disruptions1.

References:

• PMBOK Guide’s Change Management Process For PMP Certification1.
• Managing Change Practice Guide | PMI2.
• Professional in Business Analysis Certification | PMI3.
• The Role of Business Analysts in Organizational Change Management4.

According to the PMBOK Guide, closing a project or phase is the process of finalizing all activities across all of the project management process groups to formally complete the project or phase1 One of the main outputs of this process is the final product, service, or result transition, which involves transferring the ownership and accountability of the project deliverables to the customer, sponsor, or other designated entity1 Another important output is the project documents updates, which involves archiving all the project documents following the organization’s accepted practices so that they can be used in other future projects1 Archiving the project documents ensures that the project information is properly stored, organized, and accessible for future reference, lessons learned, audits, or legal purposes2 Some examples of project documents that should be archived are the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the risk register, the issue log, the change log, the stakeholder register, the lessons learned register, and the project closure report12

In the given scenario, the project manager is instructed by the project sponsor to immediately close the project and to move on to another project. The project manager should complete the critical task of archiving all the project documents before closing the project. This will ensure that the project information is preserved and available for future use, and that the project closure is done in a systematic and consistent manner2

The other options are not the best choices for the following reasons:

• Option A: Ensure that the whole team is appropriately recognized and organize a project farewell party to celebrate the project success and closure. This option suggests recognizing the project team and celebrating the project success and closure. While this is a good practice to motivate and appreciate the project team, it is not the most critical task that the project manager should complete before closing the project. The project manager should first ensure that the project deliverables are transferred to the customer or sponsor, and that the project documents are archived, before organizing any recognition or celebration events2
• Option B: Update and close both the risk register and issue log with the latest updates, and save them in the organization’s project management information system (PMIS). This option suggests updating and closing the risk register and issue log, and saving them in the PMIS. While this is a necessary task to document and communicate the status and resolution of the project risks and issues, it is not the only task that the project manager should complete before closing the project. The project manager should also update and archive other project documents, such as the project charter, the project management plan, the project scope statement, the work breakdown structure, the project schedule, the project budget, the quality reports, the change log, the stakeholder register, the lessons learned register, and the project closure report12
• Option D: Meet with the project sponsor and advise that the new project might be difficult to undertake because the current project is not yet complete. This option suggests meeting with the project sponsor and advising that the new project might be difficult to undertake because the current project is not yet complete. While this is a valid concern that the project manager should raise with the project sponsor, it is not the most critical task that the project manager should complete before closing the project. The project manager should first finalize all the activities and deliverables of the current project, and archive all the project documents, before moving on to another project2

References: 1: PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.6: Close the Project or Phase, pp. 80-81 2: PMBOK Guide, 7th edition, Chapter 3: Doing the Work, Section 3.6.2: Close the Project or Phase: Outputs, pp. 82-83

According to the PMBOK Guide1, a hybrid approach is a combination of predictive and adaptive (agile) methodologies that suits the needs and context of a project. A hybrid approach can provide flexibility, customer satisfaction, and risk management benefits. However, it also requires a high level of collaboration, communication, and alignment among the project stakeholders, especially the sponsor and the team. Therefore, the project manager should train the marketing team on the hybrid approach and keep their director informed of the progress, benefits, and challenges of using it. This way, the project manager can ensure that the team is competent and confident in applying the hybrid approach, and that the director is aware and supportive of the new direction. The project manager can also use this opportunity to address any concerns or resistance from the director and demonstrate the value of the hybrid approach for the project and the organization.

The other options are not as effective as option C. Option A is not realistic, as the marketing director may not have the time or interest to receive formal training on the hybrid approach. Option B is not respectful, as the marketing team members are not in a position to coach their director. Option D is not appropriate, as the project manager is not the director’s mentor and cannot assume that role without the director’s consent and agreement. References: 1 PMBOK Guide, Seventh Edition, Chapter 2: Value Delivery System, Section 2.3: Tailoring the Delivery Approach, Page 38.