Project-Management-Professional PMP Updated Exam

To address the lack of trust in agile within an organization, it is often effective to start with a pilot project. This allows the organization to see the benefits of agile in action without fully committing to a large-scale transformation. A pilot project can serve as a proof of concept, demonstrating the value of agile delivery and helping to build trust among skeptical business units. It provides an opportunity for the organization to learn and adapt the agile framework in a controlled environment, which can then be scaled up based on the success of the pilot12.

project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get the project back on track.

The other three options are not the best actions for a servant leader to take, because:

Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the first thing to do. The project manager should first try to address the root causes of the team’s low performance, and explore other ways to improve the schedule, such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and confidence of the team members and the sponsor.

Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.

Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered and demotivated. It may also increase the workload and stress of the project manager, and hinder the team’s collaboration and learning.

The first response should focus on alignment and awareness. The team charter defines the expected behavior and working norms. It is essential to clarify these expectations with the new team member to provide an opportunity for correction before escalation.

PMBOK® Guide – Seventh Edition emphasizes the use of the team charter as a primary tool for setting and maintaining team norms and culture.

Option B escalates prematurely.

Option C could follow if the behavior continues.

Option D is reactive and should be used only if alignment efforts fail.

In today's global and hybrid working environments, virtual meetings are a standard method for maintaining productivity when physical presence isn't possible. The PMBOK® Guide – Seventh Edition emphasizes the use of collaborative tools and techniques, especially in distributed or constrained environments.

Option A reflects a pragmatic and proactive approach, ensuring continuity without delay. It also supports agile principles of adaptability and responsiveness to change.

Option B shifts the decision-making unnecessarily to the sponsor.

Option C may cause delays if resolution takes time.

Option D is unnecessarily confrontational and escalates prematurely.