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According to the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, one of the tasks of a business analyst is to “manage stakeholder collaboration to achieve project objectives” (Task 4.1). This includes “facilitating conflict resolution” and “addressing issues that may impact stakeholder relationships” (Task 4.1.3 and 4.1.4). Therefore, the project manager should explain the impact of the scenario to the project team member and help them understand how their behavior is affecting the project and the client relationship. This is also consistent with the PMI Code of Ethics and Professional Conduct, which states that project managers should “respect the property rights of others” and “act in a manner that is in the best interests of society and the environment” (Section 4.3.1 and 4.3.2). References:

Professional in Business Analysis (PMI-PBA)® Examination Content Outline, PMI, 2018, pp. 23-24.

PMI Code of Ethics and Professional Conduct, PMI, 2006, pp. 5-6.

 The project manager should motivate the team and deploy the necessary resources to support the outcome of the new agreement. This is because the team may feel demotivated or frustrated by the changes in the project scope and schedule, which can affect their performance and morale. The project manager should acknowledge the team’s concerns, communicate the benefits of the new agreement, and provide recognition and rewards for their efforts. The project manager should also ensure that the team has the adequate resources, such as staff, equipment, materials, and budget, to complete the project successfully. The project manager should not find a way to maintain the project schedule, as this may compromise the quality or scope of the project. The project manager should not impose authority on the project, as this may create resentment or resistance among the team members. The project manager should not request additional resources from the sponsor and motivate the team, as this may not be feasible or necessary, depending on the nature and extent of the changes. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 9.4.2.3, “Team Recognition and Rewards”

PMBOK® Guide, 6th edition, Section 9.4.3.1, “Change Requests”

PMBOK® Guide, 6th edition, Section 4.2.3.1, “Project Management Plan Updates”

A hybrid approach combines elements of both predictive (or traditional) and agile methodologies. It’s important for the project manager to ensure that all team members understand and consistently apply the agile tools and techniques defined in the hybrid methodology. This will help the team to work effectively within the new framework and mitigate the risk of delays in project delivery. References: PMBOK Guide, 6th Edition, Section 1.2.3: Project Management Approaches

According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. One of the processes in the project management process group is Monitor and Control Project Work, which involves tracking, reviewing, and reporting the progress and performance of the project, as well as identifying and resolving issues. The project manager should use the issue log, a project document that records and tracks the issues that arise during the project, to document the issue of the missing notification and assign it to the appropriate project team member(s) for resolution. The project manager should also communicate the issue to the relevant stakeholders and update the project management plan and other project documents as needed. The project manager should not close out the project until the issue is resolved and the system migration is completed for all departments, as this would compromise the quality and scope of the project deliverables. The project manager should also not escalate the issue to the project sponsor and upper management, as this would indicate a lack of control and responsibility for the project. The project manager should also not report the issue during the next status meeting at the end of the week, as this would delay the resolution and potentially cause more problems for the project. The project manager should act promptly and proactively to address the issue and ensure the project is closed successfully. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, p. 123-127

PMBOK Guide, 6th edition, Appendix X1: Agile, Iterative, Adaptive, and Hybrid Project Environments, Section X1.5.2: Issue Log, p. 715

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Traceability and Monitoring, Section 5.3: Monitoring the Performance of Business Analysis Work, p. 143-144

The PMI Guide to Business Analysis, Chapter 7: Solution Evaluation, Section 7.3: Assess Solution Limitations, p. 373-374