Ace Your PMP Project-Management-Professional Exam

The project manager should next review the quality management plan. The quality management plan is a component of the project management plan that describes how the project team will implement the quality policy and satisfy the quality requirements for the project and its deliverables1. It includes the quality standards, quality objectives, quality roles and responsibilities, quality tools and techniques, quality metrics, quality audits, and quality control and validation activities1. By reviewing the quality management plan, the project manager can identify the root cause of the quality issues, determine the corrective and preventive actions, and ensure the compliance with the quality expectations of the key stakeholder.

Option A is not the best answer because reviewing the stakeholder engagement plan is not the next thing to do. The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution2. It is important to review and update the stakeholder engagement plan throughout the project, but it is not the priority when the deliverables are not functioning as expected.

Option C is not the best answer because reviewing the requirements traceability matrix is not the next thing to do. The requirements traceability matrix is a project document that links the project requirements to their origin and tracks them throughout the project life cycle3. It helps to ensure that each requirement adds business value and is aligned with the project objectives. It is useful to review the requirements traceability matrix during the project planning and monitoring, but it is not the main focus when the deliverables are not meeting the quality standards.

Option D is not the best answer because reviewing the work breakdown structure (WBS) is not the next thing to do. The WBS is a project document that decomposes the project scope into smaller, more manageable components called work packages4. It defines and organizes the project work and deliverables. It is helpful to review the WBS during the project planning and execution, but it is not the most relevant document when the deliverables are not functioning as expected. References: 1: PMBOK Guide, 7th Edition, Section 8.1.3.1, Quality Management Plan 2: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 3: PMBOK Guide, 7th Edition, Section 5.2.3.1, Requirements Traceability Matrix 4: PMBOK Guide, 7th Edition, Section 5.4.3.1, Work Breakdown Structure

The project manager should determine the critical requirements to bridge the gap and ensure the project delivers the expected business value. This is because the project manager is dealing with a new and innovative solution that may have unclear or ambiguous scope and expectations. The project manager should review the RFP and identify the key terms and conditions that define the project objectives, deliverables, and constraints. The project manager should also engage with the customer and other stakeholders to elicit, analyze, and prioritize the requirements that are essential for the project success. The project manager should ensure that the critical requirements are aligned with the project vision, scope, and business value, and that they address the compliance issues that may arise in the project context. The project manager should not document the risks and mitigations, as this would be a subsequent step after determining the critical requirements. The project manager should not define the project schedule, as this would be a premature and risky action without having a clear understanding of the project scope and requirements. The project manager should not create a project scope statement, as this would be a formal document that requires the approval of the customer and other stakeholders, and that may not be feasible or appropriate for a new and innovative solution. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 5.2, “Collect Requirements”

PMBOK® Guide, 6th edition, Section 5.3, “Define Scope”

PMBOK® Guide, 6th edition, Section 5.4, “Create WBS”

PMBOK® Guide, 6th edition, Section 5.6, “Control Scope”

 The project manager should reinforce the value of documenting and approving all change requests and ask the customer to issue these through the agreed channels. This is because change requests are formal proposals to modify any aspect of the project and should follow the change management plan, which defines how changes will be monitored, controlled, and approved. The project manager should also communicate with the project team member and remind them of the change management process and their roles and responsibilities. This will help prevent unauthorized changes that could impact the project scope, schedule, cost, quality, or risk. The project manager should also update the issue log and the lessons learned register to document the incident and the actions taken. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 4.6.1, “Perform Integrated Change Control: Inputs”

PMBOK® Guide, 6th edition, Section 4.6.3.1, “Perform Integrated Change Control: Outputs - Change Requests”

PMBOK® Guide, 6th edition, Section 4.6.3.2, “Perform Integrated Change Control: Outputs - Project Management Plan Updates”

PMBOK® Guide, 6th edition, Section 4.6.3.3, “Perform Integrated Change Control: Outputs - Project Documents Updates”

PMI-PBA® Guide, 1st edition, Section 6.3.1, “Trace Requirements: Inputs”

PMI-PBA® Guide, 1st edition, Section 6.3.2, “Trace Requirements: Tools and Techniques”

PMI-PBA® Guide, 1st edition, Section 6.3.3, “Trace Requirements: Outputs”

 A hybrid approach is a combination of agile and predictive methods that can be applied to different phases or modules of a project. A hybrid approach can be suitable for a project that has both uncertain and certain aspects, such as a long research process followed by incremental delivery of complex equipment. A hybrid approach can allow the project manager to adapt to changing requirements and customer feedback in the agile part, while ensuring quality and control in the predictive part. A hybrid approach can also balance the benefits and challenges of both agile and predictive methods, such as flexibility, speed, risk, scope, and stakeholder satisfaction. References: PMBOK Guide 7th Edition, Chapter 2.2.2; Agile Practice Guide, Section 2.1.2.