Download Latest PMP Questions

 The project manager should work with the team to analyze which processes are suitable to use and define them in the ground rules. This will help to resolve the conflict by creating a common understanding of the project processes, expectations, and norms among the team members from different companies. The project manager should also facilitate communication and collaboration among the team members and foster a positive team culture. Avoiding the conflict, reviewing the historical information, and asking the team to use company B’s processes are not effective ways to resolve the conflict, as they do not address the root cause of the problem or involve the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages 48-49, 343-344, 368-369; PMP Exam Content Outline, 2020, pages 6-7.

The project manager should have kept documentation in the PMIS and shared it with appropriate stakeholders. The PMIS is an information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes1. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems1. By keeping documentation in the PMIS, the project manager can ensure that the project information is updated, consistent, accessible, and secure. The project manager can also use the PMIS to communicate and collaborate with the relevant stakeholders, such as the project team, the sponsor, the customer, and the auditors2.

Option A is not the best answer because reviewing the risk register to identify a response plan for the audit is a reactive and not a proactive way to handle documentation for the project. The project manager should have anticipated and planned for the audit as part of the project risk management process3.

Option B is not the best answer because assigning a project team member to ensure all project documentation was updated is not a sufficient or efficient way to handle documentation for the project. The project manager should have established a clear and consistent process for updating and maintaining the project documentation, and used the PMIS to facilitate and automate this process4.

Option C is not the best answer because updating the project management plan regularly and having it securely shared with all stakeholders is only a partial way to handle documentation for the project. The project management plan is a formal, approved document that defines how the project is executed, monitored, and controlled. It is an important part of the project documentation, but not the only one. The project manager should have also updated and shared other project documents, such as the project schedule, the project budget, the project status reports, and the project deliverables. References: 1: PMBOK Guide, 7th Edition, Section 4.1.3.2, Project Management Information System 2: PMBOK Guide, 7th Edition, Section 10.1.3.3, Communication Methods, Models, and Channels 3: PMBOK Guide, 7th Edition, Section 11.1.3.1, Risk Management Plan 4: PMBOK Guide, 7th Edition, Section 4.4.3.1, Project Documents Updates : PMBOK Guide, 7th Edition, Section 4.1.3.1, Project Management Plan : PMBOK Guide, 7th Edition, Section 4.1.4.1, Project Documents

The project manager should use the monitor and control project work process to track, review, and report the progress and performance of the project. This process involves collecting, measuring, and analyzing project data to identify variances from the baseline and take corrective actions if needed. One of the tools and techniques for this process is data analysis, which includes root cause analysis. Root cause analysis is a technique to identify the underlying factors that cause a problem or a deviation from the expected outcome. By conducting root cause analysis, the project manager can understand why some team members are not completing their tasks on time and address the issues accordingly. This could involve providing feedback, coaching, training, or other support to the team members. Communicating the delivery dates more frequently (option A) may not be effective if the team members are facing other challenges or obstacles that prevent them from meeting the deadlines. Mentoring the team members to work in a remote environment (option C) may be helpful, but it is not the best option to resolve the current situation. The project manager should first identify the specific causes of the delays and then provide the appropriate guidance or assistance. Talking to the resource managers and requesting additional resources (option D) may not be feasible or necessary, as it may increase the project cost and complexity. Moreover, adding more resources may not solve the problem if the existing team members are not performing well or have other issues that affect their productivity. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK Guide, 6th edition, pages 119-120, 4.4 Monitor and Control Project Work
• PMI, PMP Exam Content Outline, 2021, page 9, Domain II: Process, Task 7: Monitor project artifacts and resolve any deviations from the project management plan
• PMP Practice Questions #60 - iZenBridge

According to the PMBOK Guide, 6th edition, section 11.6.1.1, the project manager is responsible for monitoring and controlling the project risks and ensuring that the project objectives are met. The project manager should also identify and analyze any new or emerging risks that may affect the project performance or scope. In this scenario, the project manager should first work with the team and others in the network to assess and prioritize the obstacles. This will help to determine the impact and probability of each obstacle and decide on the best course of action to address them. The other options are either premature or inappropriate, as they do not address the root cause of the problem or respect the authority and responsibility of the project manager. References: PMBOK Guide, 6th edition, section 11.6.1.1, page 442.