Project-Management-Professional PMP Exam Dumps

The project manager should first meet with the stakeholder to better understand their expectations and update the stakeholder engagement plan. 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 execution1. By meeting with the stakeholder, the project manager can identify the stakeholder’s information needs, communication preferences, and level of interest and influence on the project. This will help the project manager to tailor the periodic reports and other communication methods to meet the stakeholder’s expectations and increase their satisfaction and support for the project2.

Option A is not the best answer because adding the stakeholder details into the periodic reports and updating the project management plan is a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option B is not the best answer because inviting the stakeholder to all future project review meetings and updating the project management plan is also a possible action to take after meeting with the stakeholder and understanding their expectations. It is not the first thing to do.

Option C is not the best answer because updating the project management plan with the new information and informing all of the relevant stakeholders is a general and vague action that does not address the specific issue of the stakeholder’s complaint. It is not the first thing to do. References: 1: PMBOK Guide, 7th Edition, Section 13.1.3.1, Stakeholder Engagement Plan 2: PMBOK Guide, 7th Edition, Section 13.2.2.4, Communication Requirements Analysis

The question is about a project that faces a potential threat from a competitor’s product launch using the same innovation. The project manager needs to assess the impact of this threat on the project’s objectives and take appropriate actions to mitigate it. The best option for the project manager to do next is:

Document the issue in the issue log and escalate to the project sponsor: This option is proactive and follows the best practice of issue management. The project manager should document the issue, its impact, and possible solutions in the issue log, which is a tool for tracking and resolving issues that affect the project. The project manager should also escalate the issue to the project sponsor, who is the person or group that provides the resources and support for the project. The project sponsor can help the project manager to evaluate the options and make decisions that align with the project’s goals and business strategy12

The other options are not as effective or appropriate as the first option. They are:

Inform the project sponsor and suggest canceling the project: This option is premature and pessimistic. The project manager should not suggest canceling the project without analyzing the situation and exploring alternatives. Canceling the project might result in wasted resources, lost opportunities, and damaged reputation. The project manager should work with the project sponsor to find ways to overcome the threat and deliver value to the customer3

Review the project goals and eat criteria m the project charter: This option is passive and incomplete. The project manager should review the project goals and acceptance criteria in the project charter, which is a document that authorizes the project and defines its scope, objectives, and stakeholders. However, this is not enough to address the issue. The project manager should also document the issue, communicate with the project sponsor, and take actions to resolve the issue4

Ask the leader of research and development to decide on next steps: This option is irresponsible and risky. The project manager should not delegate the decision-making to the leader of research and development, who might not have the authority, responsibility, or knowledge to handle the issue. The project manager should consult with the leader of research and development, who is a subject matter expert, but the project manager should also involve the project sponsor, who is the project owner, and other relevant stakeholders, who might be affected by the issue. The project manager should lead the issue resolution process and ensure that the decisions are aligned with the project’s goals and business strategy.

 Cross-training is a technique that allows team members to share and learn skills from each other. It can enhance team performance, increase flexibility, and reduce risks related to staff turnover or unavailability. It can also improve team cohesion and collaboration. In this scenario, the project manager should allow the engineer and designer to cross-train with each other, as this would benefit both the project and the individuals. The engineer would learn a new skill that is required for the tasks, and the designer would reinforce their existing skill by teaching it. This would also save time and money compared to external training options. Escalating the situation to the engineer’s manager, requesting external training for the engineer, or requesting external training for both the engineer and the designer are not the best choices, as they would not leverage the existing resources and expertise within the team. References: PMBOK Guide, 6th edition, page 339; Professional in Business Analysis (PMI-PBA)® Handbook, page 16.

In project management, especially in an agile environment, collaboration and communication are key. When there is a delay in the validation and release of a product due to other priorities, the project manager should work with the IT team to prioritize the tasks. This approach promotes teamwork, ensures everyone is on the same page, and helps to address the issue in a constructive manner. Escalating the issue (option A) might not be the best initial approach as it could create unnecessary tension. Delivering the features without validation (option C and D) could lead to quality issues and is generally not a good practice. References: PMBOK Guide, 6th Edition, Section 9.3.2.1: Team Charter