Ace Your PMP Project-Management-Professional Exam

To avoid delivering work that does not add value to the business, the project manager should have taken the following actions:

1.Define a Product Scope: Clearly defining the product scope at the beginning of the project ensures that everyone understands the boundaries of what will be delivered. By having a well-defined scope, the project manager can prevent unnecessary features or functionalities from being included.

2.Stakeholder Alignment: The project manager should have engaged with stakeholders (including business departments) to understand their needs and expectations. This alignment helps ensure that the project team focuses on delivering features that truly add value.

3.Scope Management: Throughout the project, the project manager should have actively managed scope changes. When stakeholders requested functionalities beyond the defined scope, the project manager should have evaluated their impact on business value and made informed decisions.

4.Effective Communication: Encouraging open communication between stakeholders, the product owner, and the project team is essential. Regularly reviewing progress, addressing concerns, and adjusting priorities based on business needs would help avoid unnecessary work.

Test-Driven Development (TDD) is a widely used Agile engineering practice that ensures quality is embedded early in the development cycle. By writing tests before code, developers maintain focus on producing working, high-quality software that meets functional requirements and reduces rework and bugs.

According to the Agile Practice Guide and XP (Extreme Programming) principles, TDD is a proactive method to maintain high quality under fast delivery constraints. It helps reduce technical debt, enables continuous integration, and supports long-term maintainability.

Option A suggests reducing quality, which contradicts the Agile value of delivering working, high-quality software.

Option B focuses on reducing complexity but doesn’t specifically improve quality.

Option D postpones addressing quality and technical debt, risking product instability.

Mentorship is a form of knowledge transfer that supports team growth and organizational learning. According to PMBOK® Guide – Seventh Edition, project managers support team development and promote a learning environment. Balancing delivery and mentorship requires proactive time management.

Allocating specific time for mentoring ensures experienced team members can mentor juniors without compromising project deadlines or overburdening them. This supports both the strategic initiative and project success.

Option A disregards the hands-on value of mentoring in real-time project work.

Option B misinterprets the project manager's role; mentoring is best done peer-to-peer in this context.

Option D may reduce team cohesion and learning opportunities by outsourcing mentorship.