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According to the PMBOK Guide, the project manager should ensure that all the required approvals are received per the organizational procedures before implementing any project deliverables. This is part of the control quality process, which involves validating and verifying that the project deliverables meet the quality standards and requirements. By obtaining the necessary approvals, the project manager can avoid any liabilities, penalties, or disputes that may arise from the implementation of the project deliverables. The project manager should not rely on resolving defects, completing tasks, or documenting results alone, as these may not be sufficient to ensure that the project deliverables are acceptable and compliant with the organizational policies and regulations. References: PMBOK Guide, 7th edition, pages 237-238, 241-242.

 An agile project manager would like to convert the requirements document into epics, capabilities, features and stories in order to create a product backlog that can be prioritized and refined by the agile team and the product owner. The product backlog is a dynamic and evolving artifact that represents the customer’s needs and expectations for the product. To estimate the story duration, the agile project manager should use the team’s historical data and empirical evidence from previous iterations. The agile project manager should also involve the team members who will perform the work in the estimation process, as they have the best knowledge and expertise about the tasks and the complexity involved. The agile project manager should estimate the story duration in one iteration, as this is the timebox for delivering a potentially releasable product increment. Estimating the story duration in one iteration allows the agile project manager to plan and monitor the iteration progress, adjust the scope and priorities based on feedback and changes, and ensure that the team delivers value to the customer in a timely manner. Estimating the story duration in more than one iteration would introduce uncertainty and risk, as the team’s velocity, the customer’s requirements, and the product’s quality might change over time. Estimating the story duration in less than one iteration would not be feasible, as the team would not have enough time to complete the work and validate the results. References: PMBOK Guide, 6th edition, Section 6.2, 6.3, 6.4, 6.5, Agile Practice Guide, Section 3.2, 3.3, 4.2, 4.3

A project artifact is any document, deliverable, or output that is produced during the project life cycle. Examples of project artifacts include the project charter, the project management plan, the risk register, the issue log, the change log, the status reports, and the lessons learned. According to the Professional in Business Analysis Reference Materials1, project artifacts should be validated to ensure that they are accurate, complete, consistent, and up to date. Validation can be done by reviewing, inspecting, testing, or auditing the artifacts, and by involving the relevant stakeholders, such as the project team, the sponsor, the customer, or the quality assurance team.

In this scenario, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. This indicates that the risk register has not been validated properly, and that there is a lack of configuration management and version control. Configuration management is the process of identifying, tracking, controlling, and auditing the changes made to the project artifacts throughout the project life cycle. Version control is the technique of maintaining and labeling the different versions of the project artifacts, and ensuring that only the latest and approved version is used by the project team and stakeholders. According to the PMBOK Guide2, configuration management and version control are part of the Monitor and Control Project Work process, which is the responsibility of the project manager.

Therefore, the correct answer is C. Validated the project artifacts. The project manager should have validated the project artifacts, such as the risk register, to ensure that they are correct and current, and that they reflect the actual status and progress of the project. The project manager should have also implemented configuration management and version control procedures, such as using a configuration management system, a document management system, or a project management software, to track and manage the changes made to the project artifacts, and to communicate and distribute the latest versions to the project team and stakeholders.

The other options are not the best choices, because:

• Referred to the communications management plan: The communications management plan is a document that describes how the project information will be communicated to the project team and stakeholders, such as the frequency, mode, content, and responsibility of communication. While referring to the communications management plan could help the project manager understand how the project artifacts are shared and updated, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
• Validated the issue log: The issue log is a document that records and tracks the issues that arise during the project, such as conflicts, errors, defects, or deviations. While validating the issue log could help the project manager identify and resolve the issues that affect the project performance, quality, or scope, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
• Performed expert judgment: Expert judgment is a technique that involves using the knowledge and experience of experts to provide guidance, advice, or recommendations for the project. While performing expert judgment could help the project manager obtain insights and best practices for managing the project artifacts, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

References:

• Professional in Business Analysis Reference Materials.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition, Chapter 4: Project Integration Management.

 A self-organizing team is a team that has the authority and autonomy to decide how to perform their work, without being directed or controlled by external factors. A self-organizing team is able to adapt, collaborate, and innovate, and deliver value to the customer and the organization. According to the Professional in Business Analysis Reference Materials1, self-organizing teams are based on trust, collaboration, and empowerment of individuals.

In this scenario, a new team member is added to a self-organizing team, but the new team member is reluctant to speak and take part in team discussions or decisions. This could indicate that the new team member is not comfortable, confident, or familiar with the team culture, dynamics, or expectations. This could affect the team performance, cohesion, and satisfaction.

Therefore, the best two actions that the team should take to engage this new team member are:

• Revisit the team’s discussion on team behaviors and norms: This action can help the new team member to understand the team values, principles, and rules that guide the team’s work and interactions. It can also help the team to clarify and align their expectations, roles, and responsibilities, and to address any issues or conflicts that may arise. By revisiting the team behaviors and norms, the team can create a shared vision and a sense of belonging for the new team member, and foster trust and respect among the team members.
• Coach the new team member to improve engagement with the team: This action can help the new team member to develop the skills, knowledge, and confidence to participate and contribute to the team’s work and decisions. It can also help the new team member to receive feedback, support, and guidance from the team, and to learn from their experiences and best practices. By coaching the new team member, the team can empower and motivate the new team member, and enhance their performance and satisfaction.

The other options are not the best choices, because:

• Report to the project manager about the new team member’s behavior: This action can undermine the autonomy and self-organization of the team, and create a dependency and a hierarchy that may conflict with the team culture and values. It can also damage the trust and relationship between the team and the new team member, and make the new team member feel isolated, judged, or rejected. Instead of reporting to the project manager, the team should try to resolve the issue internally, and involve the project manager only if necessary or requested.
• Force the new team member to participate in activities that are considered easy: This action can demotivate and discourage the new team member, and make them feel undervalued, underestimated, or patronized. It can also prevent the new team member from developing their full potential and skills, and from delivering value to the team and the customer. Instead of forcing the new team member, the team should encourage and support the new team member, and assign them tasks that are challenging, meaningful, and aligned with their interests and abilities.
• Facilitate an open discussion on all ideas and perspectives: This action can be helpful and beneficial for the team in general, but it may not be enough or appropriate for the new team member, who may not feel ready or willing to share their ideas and perspectives with the team. It may also put pressure or stress on the new team member, and make them feel overwhelmed or intimidated by the team’s expectations or opinions. Instead of facilitating an open discussion, the team should create a safe and supportive environment for the new team member, and respect their pace and preferences.

References:

• Self-Organizing Teams: A Complete Guide.