Project-Management-Professional PMP Passing Score

According to the PMBOK Guide, the portfolio management office (PMO) is responsible for ensuring that the projects and programs within the portfolio are aligned with the organizational strategy and objectives. The project manager should demonstrate the project alignment to the organizational strategy by showing how the project delivers value and benefits to the organization and its stakeholders. This may include presenting the project business case, benefits management plan, stakeholder analysis, and other relevant documents that justify the project’s existence and contribution. Demonstrating the project alignment to the organizational strategy is the best way to continue the project and avoid suspension by the PMO. Meeting with the project team and revising the project goals (A) may not be effective if the project is already in alignment with the organizational strategy and the PMO is not aware of it. Updating the project charter to make it align with organizational strategy (B) may not be feasible or ethical if the project charter has already been approved and authorized by the project sponsor and other key stakeholders. Escalating the issue with the project sponsor to request support (D) may be a possible action, but not the best one, as it may create conflict or resentment between the project sponsor and the PMO. The project manager should first try to resolve the issue with the PMO directly by demonstrating the project alignment to the organizational strategy. References: PMBOK Guide, 6th edition, pages 33-34, 75-76, 129-130.

Answer steps

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 The project manager should take these two actions to align customer expectations with the current situation of the project. The sprint velocity is a measure of how much work the agile team can complete in a sprint. By reviewing the updated sprint velocity with the customer, the project manager can show the impact of losing two team members on the project schedule and scope. The customer can then adjust their expectations accordingly and provide feedback on the project progress. The prioritized backlog is a list of features and requirements that the customer wants to have in the product. By asking the product owner to review the prioritized backlog with the customer, the project manager can ensure that the most valuable and important features are delivered first. The customer can also reprioritize the backlog items based on their changing needs and preferences. This way, the project manager can deliver early results that meet the customer’s satisfaction.

The other options are not the best actions to align customer expectations. Asking the agile team to review and update the quality management plan with the customer is not relevant to the budget reduction or the early results. The quality management plan defines the quality standards, criteria, and methods for the project. It is not a tool for communicating the project status or scope with the customer. Reviewing the impediments log with the customer is not a good practice, as it may expose the internal issues and challenges of the agile team. The impediments log is a record of the obstacles and problems that the agile team faces during the project. It is used by the agile team and the scrum master to identify and resolve the impediments. The customer does not need to know the details of the impediments log, as it may affect their trust and confidence in the project team. Sending a detailed project management plan to the customer is not appropriate for an agile project, as it may imply a fixed and rigid approach to the project. The project management plan is a formal document that describes how the project will be executed, monitored, and controlled. It is not suitable for an agile project, as it does not accommodate the changes and uncertainties that occur during the project. An agile project relies on frequent and informal communication, collaboration, and feedback with the customer, rather than a detailed project management plan. References:

• PMBOK® Guide, 6th Edition, Chapter 6, Section 6.7, “Control Schedule”
• PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2, “Plan Stakeholder Engagement”
• PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.3, “Sprint Velocity”
• PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.4, “Prioritized Product Backlog”
• PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.5, “Impediments Log”
• PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1

The project manager should promote an environment where everybody knows what their contribution means to the project as a whole because this is the best way to have a highly engaged team. Agile projects are based on values and principles that emphasize collaboration, flexibility, and customer satisfaction, which require the team members to be motivated, committed, and empowered. Therefore, the project manager should communicate the vision, goals, and expectations of the project, and help the team members understand how their work adds value to the project and the organization. The project manager should also encourage the team members to share their ideas, feedback, and concerns, and involve them in decision-making and problem-solving. This can help to create a sense of ownership, accountability, and pride within the team, and foster a positive and productive work culture. The other options are not the best choices because they do not support the agile approach or the team engagement. Being clear with directions and assignments so people stay focused and engaged with their work (option A) may imply that the project manager is using a directive or authoritarian style, which may limit the team’s autonomy and creativity. Designing a reward system to get people motivated by recognizing significant individual contributions from the last sprint (option C) may help to acknowledge and appreciate the team members, but it may also create competition and conflict within the team, and may not align with the agile principle of valuing the team’s performance over the individual’s performance. Encouraging continuous rotation of roles among team members to keep people motivated throughout project delivery (option D) may help to diversify and enhance the team’s skills and knowledge, but it may also disrupt the team’s stability and efficiency, and may not consider the team members’ preferences and strengths. References: PMBOK Guide, 6th edition, pages 18-19, 52, 273, 335, 686-687. [PMP Questions page 467]. PMP Practice Exam | Free PMP Practice Questions.