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According to the PMBOK Guide, the project manager should select the most appropriate life cycle approach for the project based on various factors, such as the project objectives, scope, complexity, uncertainty, risk, delivery strategy, stakeholder involvement, and team preferences. The project manager should not select a life cycle approach based solely on the team’s experience, as this may not suit the project characteristics and requirements. The project manager should not register all requirements into a backlog or split the requirements into two separate projects before determining the best way to manage the project. These actions may be done later, depending on the chosen life cycle approach. References: PMBOK Guide, 7th edition, pages 45-46, 49-50.

 The project manager should evaluate the situation and identify ways to compress the schedule without impacting baselines, as this is a strategy for handling delays in project programming activities. According to the PMI website, project delays can occur due to various reasons, such as complexity, resource constraints, poor communication, or risk management issues. When a project is behind schedule or at risk of a critical delay, the project manager should analyze the root causes and the impact of the delay, and determine the best course of action to bring the project back on track. One of the possible actions is to compress the schedule, which is a technique to shorten the project duration without changing the project scope. There are two methods of schedule compression: crashing and fast-tracking. Crashing involves adding or adjusting resources, such as people, equipment, or materials, to critical path activities, to reduce their duration. Fast-tracking involves performing critical path activities in parallel or partially in parallel, to reduce their overall duration. Both methods have advantages and disadvantages, and the project manager should weigh them carefully before applying them. The project manager should also monitor and control the schedule performance, and communicate any changes or updates to the stakeholders1.

The other options, asking the team to work overtime, checking the scope, or submitting a change request, are not the best ways to handle delays in project programming activities. Asking the team to work overtime may not be feasible or effective, as it may increase costs, risks, or rework, and may also demotivate or burn out the team members. Checking the scope may help the project manager to verify if there is scope creep, which is the uncontrolled expansion of the project scope, but it may not address the actual causes or consequences of the delay. Submitting a change request may help the project manager to follow the change management process and seek approval from the project sponsor or the change control board, but it may not be necessary or desirable, as it may imply that the project manager is unable to manage the schedule within the agreed baselines.

References: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 6.6 2 Business Analysis for Practitioners: A Practice Guide, Chapter 4.3.4 3 How to Manage Project Delays: 6 Effective Tips - ProProfs Project Blog 4 How Can Project Managers Handle Project Delays? - Online Tutorials Library 5 Dealing with delays - Project Management Institute

 The project manager should do to communicate this message is to contact department managers who are identified as stakeholders, solicit concern, and provide updates to the situation. This is an example of the manage communications process, which involves ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and control of project information2. By contacting the department managers, the project manager can inform them of the issue and its impact on the project, and seek their feedback and support. The project manager can also provide updates on the status and progress of the corrective measures, and ensure that the expectations and needs of the stakeholders are met. The project manager should use effective communication skills and techniques, such as active listening, empathy, clarity, and transparency, to build trust and rapport with the stakeholders, and to manage any conflicts or issues that may arise.

Option A is not a good choice, because it is not the project manager’s responsibility to ask the vendor to identify the stakeholders affected, create an action plan and determine an implementation date. The project manager should have already identified and engaged the stakeholders in the planning phase, and established clear and agreed-upon roles and responsibilities for the vendor in the procurement documents. The project manager should also monitor and control the vendor’s performance and deliverables, and ensure that they comply with the contract terms and conditions. The project manager should not delegate or outsource their communication duties to the vendor, as this may create confusion, misunderstanding, or mistrust among the stakeholders.

Option B is not a good choice, because it is not a constructive or collaborative way to communicate this message. The project manager should not draft a warning letter to the vendor, ask internal stakeholders to comment, and solicit stakeholder support to hold the vendor accountable, as this may escalate the conflict and damage the relationship with the vendor. The project manager should instead use a more positive and respectful tone, and focus on the facts and solutions, rather than the blame and threats. The project manager should also follow the dispute resolution and escalation procedures specified in the contract, and involve the appropriate parties and authorities, such as the legal department or the sponsor, if necessary.

Option C is not a good choice, because it is not a proactive or realistic way to communicate this message. The project manager should not identify the worst-case scenario, put it into the project risk register, share the register with all project stakeholders, and raise an alert, as this may create panic, anxiety, or demotivation among the stakeholders. The project manager should instead identify and analyze the potential risks and opportunities associated with the issue, and update the risk register accordingly. The project manager should also communicate the relevant and accurate information to the stakeholders, and implement the appropriate risk responses, such as avoiding, mitigating, transferring, or accepting the risk.

References: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition

I need to search the Professional in Business Analysis Reference Materials study guide for a comprehensive and detailed explanation. References: I need to search the Professional in Business Analysis Reference Materials source and documents for references.

However, based on the web search results from my internal tool, I can provide you with some possible hints and tips on how to approach this question.

• One possible technique to prioritize product backlog items is the MoSCoW method, which stands for Must have, Should have, Could have, and Won’t have. This method helps to classify the items based on their value, urgency, and dependency. Product Backlog Explained [+ Examples] | Atlassian
• Another possible technique is the Kano model, which categorizes the items based on how they satisfy the customer’s needs and expectations. The Kano model distinguishes between five types of items: Must be, One dimensional, Attractive, Performance, and Indifferent. 4 Product Backlog Prioritization Techniques That Work - Perforce Software
• A third possible technique is the Cost of Delay, which measures the economic impact of delaying the delivery of an item. The Cost of Delay can be calculated by multiplying the value, urgency, and size of the item. The higher the Cost of Delay, the higher the priority. How To Do Backlog Prioritization Easily [Complete Guide] - Agile Digest