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 An issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. An issue log is a project document that provides a mechanism for recording and communicating issues that arise during a project. It also helps to monitor their resolution. According to the PMBOK Guide, the first step in managing issues is to identify and document them in the issue log. The issue log should include information such as issue description, type, priority, owner, due date, status, and resolution. Updating the issue log will help the project manager to track and resolve the issue of the government-owned area, and communicate it to the relevant stakeholders. Identifying an alternative site, issuing a change request, or updating the risk register are possible actions that may be taken after the issue is documented and analyzed, depending on the impact and urgency of the issue. References: : PMBOK Guide, 6th edition, page 89 : PMBOK Guide, 6th edition, page 558 : PMP Sample Test Questions

The project manager should address this concern with the functional managers to ensure there will be no further delays in the project. The functional managers are the managers who have authority over the team members in their respective functional areas, such as engineering, marketing, finance, etc. The functional managers are responsible for assigning and releasing the team members to the project, as well as providing them with the necessary training, support, and feedback. The project manager should communicate and coordinate with the functional managers to ensure that the team members are available and committed to the project, and that they are not distracted or overloaded by other nonproject-related tasks. The project manager should also explain to the functional managers the impact of their emails on the team’s productivity and morale, and request them to respect the team’s priorities and schedules. The project manager should also seek the support and intervention of the project sponsor or the senior management, if needed, to resolve any resource conflicts or issues.

The other options are not the best actions for the project manager to take in this situation. Asking the product owner to speak with the functional managers to ensure future requirements come through the product owner is not relevant or effective, as it does not address the current problem of the team members receiving emails from their functional managers to support other nonproject-related tasks. The product owner is the person who represents the customer’s voice and defines and prioritizes the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner is not involved in the resource management or allocation of the project, and may not have the authority or influence to negotiate with the functional managers. Logging this as a risk in the risk register and continuing to monitor the issue at subsequent meetings is not proactive or sufficient, as it does not prevent or mitigate the negative impact of the team members receiving emails from their functional managers to support other nonproject-related tasks. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, and owners. The project manager should not just document and monitor the issue, but also take action to resolve it as soon as possible. Scheduling a meeting with all of the functional managers to resolve the resource conflicts may be too time-consuming and complicated, as it may involve multiple parties and perspectives. The project manager should not wait for a meeting to address the issue, but rather contact the functional managers individually and directly, and seek their cooperation and understanding. References:

• PMBOK® Guide, 6th Edition, Chapter 9, Section 9.2, “Plan Resource Management”
• PMBOK® Guide, 6th Edition, Chapter 9, Section 9.3, “Acquire Resources”
• PMBOK® Guide, 6th Edition, Chapter 9, Section 9.5, “Control Resources”
• PMBOK® Guide, 6th Edition, Chapter 11, Section 11.4, “Plan Risk Responses”
• PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 8, Section 8.2, “Planning Resources” 1

In an agile project, the project manager should collaborate with the stakeholders and ensure their active involvement in the project. The project manager should meet with the unhappy stakeholder to understand their concern and the business impact of the delayed delivery. The project manager should also reprioritize the product backlog as necessary to accommodate the stakeholder’s needs and expectations. Finally, the project manager should invite the stakeholder to join the sprint planning session, where the team selects the work to be done in the next iteration based on the stakeholder’s feedback and the product owner’s guidance. This way, the project manager can improve the stakeholder’s satisfaction and engagement, and foster a trusting and collaborative relationship. Directing the product owner to drop other work in progress and work on the stakeholder’s requirement as the top-priority item may not be the best option, as it may disrupt the team’s flow and compromise the value delivery. Sharing the prioritized items that the team is working on with the stakeholder and inviting them to join the sprint planning session may not be sufficient, as it does not address the stakeholder’s concern and business impact. Securing some additional funding to recruit more resources to the project team to enable faster delivery may not be feasible or effective, as it may violate the agile principle of simplicity and increase the complexity and communication overhead of the project. References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 14: Team, Section 14.2: Enable Team Performance, Section 14.3: Lead the Team
• Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.2: Implementing Agile: Creating an Agile Environment, Section 2.3: Implementing Agile: Delivering in an Agile Environment
• Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4: Analysis, Task 9: Validate Requirements
• [Professional in Business Analysis (PMI-PBA)® Examination Content Outline], Domain 4: Analysis, Task 9: Validate Requirements

According to the Agile Practice Guide, one of the principles of agile project management is to “build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done” (Section 2.1). This implies that the agile project manager should foster a collaborative and self-organizing team culture, where team members share their knowledge and skills with each other, and are able to adapt to changing situations. By asking the team member to work with their peers to knowledge share, the agile project manager can ensure that the team has the necessary information and expertise to continue working on the project, even when the specialized team member is unavailable. This is also consistent with the PMBOK® Guide, which states that “the project manager should facilitate knowledge sharing among the project team and other stakeholders” (Section 4.4.3.3). References:

• Agile Practice Guide, Section 2.1
• PMBOK® Guide, 6th Edition, Section 4.4.3.3