Practice Free PMP Exam Online Questions
Question #321
An agile project is 25% complete when the product owner changes. The new product owner does not show interest in the project s success, and one of the sprints 901 delayed as the deliverable was not approved on time
What should the project manager have done to avoid this delay?
- A . Updated the stakeholder engagement plan to reflect a change in the product owner
- B . Communicated the status of the project more frequently with the product owner
- C . Updated the communications management plan to reflect a change in the communication needs
- D . Reevaluated the new product owner’s needs for better engagement
Correct Answer: D
D
Explanation:
According to the Agile Methodology1, the product owner is responsible for defining the product vision, managing the backlog, and ensuring that the development team is working on the right priorities. The product owner is also the primary customer advocate and the link between the business and technology strategy. Therefore, the product owner’s engagement and interest are crucial for the success of the project. If the product owner changes during the project, the project manager should reevaluate the new product owner’s needs, expectations, and communication pReference, and adjust the collaboration accordingly. This can help to avoid delays, misunderstandings, and conflicts, and ensure that the product owner is aligned with the project goals and the development team. The project manager should also facilitate the transition of the product owner role and ensure that the new product owner is familiar with the product vision, the backlog, and the agile principles and practices.
Reference: 3: Agile Methodology: Role of Product Owners & Development Teams
D
Explanation:
According to the Agile Methodology1, the product owner is responsible for defining the product vision, managing the backlog, and ensuring that the development team is working on the right priorities. The product owner is also the primary customer advocate and the link between the business and technology strategy. Therefore, the product owner’s engagement and interest are crucial for the success of the project. If the product owner changes during the project, the project manager should reevaluate the new product owner’s needs, expectations, and communication pReference, and adjust the collaboration accordingly. This can help to avoid delays, misunderstandings, and conflicts, and ensure that the product owner is aligned with the project goals and the development team. The project manager should also facilitate the transition of the product owner role and ensure that the new product owner is familiar with the product vision, the backlog, and the agile principles and practices.
Reference: 3: Agile Methodology: Role of Product Owners & Development Teams
Question #321
An agile project is 25% complete when the product owner changes. The new product owner does not show interest in the project s success, and one of the sprints 901 delayed as the deliverable was not approved on time
What should the project manager have done to avoid this delay?
- A . Updated the stakeholder engagement plan to reflect a change in the product owner
- B . Communicated the status of the project more frequently with the product owner
- C . Updated the communications management plan to reflect a change in the communication needs
- D . Reevaluated the new product owner’s needs for better engagement
Correct Answer: D
D
Explanation:
According to the Agile Methodology1, the product owner is responsible for defining the product vision, managing the backlog, and ensuring that the development team is working on the right priorities. The product owner is also the primary customer advocate and the link between the business and technology strategy. Therefore, the product owner’s engagement and interest are crucial for the success of the project. If the product owner changes during the project, the project manager should reevaluate the new product owner’s needs, expectations, and communication pReference, and adjust the collaboration accordingly. This can help to avoid delays, misunderstandings, and conflicts, and ensure that the product owner is aligned with the project goals and the development team. The project manager should also facilitate the transition of the product owner role and ensure that the new product owner is familiar with the product vision, the backlog, and the agile principles and practices.
Reference: 3: Agile Methodology: Role of Product Owners & Development Teams
D
Explanation:
According to the Agile Methodology1, the product owner is responsible for defining the product vision, managing the backlog, and ensuring that the development team is working on the right priorities. The product owner is also the primary customer advocate and the link between the business and technology strategy. Therefore, the product owner’s engagement and interest are crucial for the success of the project. If the product owner changes during the project, the project manager should reevaluate the new product owner’s needs, expectations, and communication pReference, and adjust the collaboration accordingly. This can help to avoid delays, misunderstandings, and conflicts, and ensure that the product owner is aligned with the project goals and the development team. The project manager should also facilitate the transition of the product owner role and ensure that the new product owner is familiar with the product vision, the backlog, and the agile principles and practices.
Reference: 3: Agile Methodology: Role of Product Owners & Development Teams
Question #323
A marketing team is developing ideas in order to revamp an existing product. The marketing executive reaches out to the project manager to make sure that necessary measures are in place for a successful launch
On what should the project manager focus?
- A . Ensuring that the team is also focused on the overall change management plan
- B . Determining and aligning performance indicators that will help in assessing successful delivery
- C . Planning for regular project updates to cover the status of critical deliverables
- D . Ensuring that the scope management plan is in place to cover all related objectives
Correct Answer: B
B
Explanation:
The project manager should focus on determining and aligning performance indicators that will help in assessing successful delivery of the product revamp. Performance indicators are measurable values that demonstrate how effectively a project is achieving its objectives and delivering value to the stakeholders. By defining and aligning these indicators with the marketing team and the executive, the project manager can ensure that the project scope, schedule, cost, quality, and benefits are aligned with the expectations and needs of the customer and the organization. This will also help to monitor and control the project performance, identify and address any issues or risks, and communicate the project status and progress to the relevant stakeholders.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK Guide, 6th edition, section 4.1.3.2, page 77
PMP Exam Prep, 10th edition, Rita Mulcahy, page 76
PMP Practice Questions #67 – iZenBridge1
B
Explanation:
The project manager should focus on determining and aligning performance indicators that will help in assessing successful delivery of the product revamp. Performance indicators are measurable values that demonstrate how effectively a project is achieving its objectives and delivering value to the stakeholders. By defining and aligning these indicators with the marketing team and the executive, the project manager can ensure that the project scope, schedule, cost, quality, and benefits are aligned with the expectations and needs of the customer and the organization. This will also help to monitor and control the project performance, identify and address any issues or risks, and communicate the project status and progress to the relevant stakeholders.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK Guide, 6th edition, section 4.1.3.2, page 77
PMP Exam Prep, 10th edition, Rita Mulcahy, page 76
PMP Practice Questions #67 – iZenBridge1
Question #324
A project manager is leading a project in which the product requirements have not been fully met due to several uncertainties about customer acceptance.
What should the project manager do?
- A . Gather a reduced number of approved requirements and add some extra features to fulfill the product specifications.
- B . Ask team members to research and collect data about the best features offered by similar products in the market.
- C . Stop all project activities until all requirements are set up front by the project sponsor and the key stakeholders.
- D . Gather enough requirements to produce a minimum viable product (MVP) with which to evaluate customer acceptance.
Correct Answer: D
D
Explanation:
In situations where there are uncertainties about customer acceptance, it is advisable to focus on creating a Minimum Viable Product (MVP). An MVP is a version of a product that includes just enough features to be usable by early customers who can then provide feedback for future product development1. This approach allows the project manager to validate the product requirements with actual customer feedback, which is crucial when the full set of product requirements has not been established2. By focusing on an MVP, the project team can prioritize the core functionalities that meet customer needs and address uncertainties more effectively3.
Reference: PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide)4.
Disciplined Agile at PMI1.
Minimum Business Increments (MBIs) at PMI2.
Business Analyst Definitions – BABLOCKS.COM3.
D
Explanation:
In situations where there are uncertainties about customer acceptance, it is advisable to focus on creating a Minimum Viable Product (MVP). An MVP is a version of a product that includes just enough features to be usable by early customers who can then provide feedback for future product development1. This approach allows the project manager to validate the product requirements with actual customer feedback, which is crucial when the full set of product requirements has not been established2. By focusing on an MVP, the project team can prioritize the core functionalities that meet customer needs and address uncertainties more effectively3.
Reference: PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide)4.
Disciplined Agile at PMI1.
Minimum Business Increments (MBIs) at PMI2.
Business Analyst Definitions – BABLOCKS.COM3.
Question #325
A project manager created a contingency plan associated with a risk. The risk was realized, but the client insists on using a new workaround instead. The requested workaround will introduce delays and require additional budget
What should the project manager do?
- A . Request to use the management reserve to keep the schedule
- B . Mitigate risks associated with the workaround to avoid project delays
- C . Proceed with the approved risk response plan.
- D . Discuss the options with the client as part of the change control process
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to engage stakeholders and manage their expectations throughout the project. This includes discussing the options with the client as part of the change control process, which is a formal and documented procedure that defines how changes to the project scope, schedule, cost, quality, or any other aspect of the project will be requested, evaluated, approved, rejected, or implemented. In this scenario, the client’s request to use a new workaround instead of the approved contingency plan is a change request that may affect the project objectives and outcomes. Therefore, the project manager should discuss the options with the client as part of the change control process, and evaluate the impact, feasibility, and benefits of the proposed workaround, as well as the implications of not following the contingency plan.
Option D is the best answer for this question.
Option A is not the best answer because requesting to use the management reserve to keep the schedule is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the project budget is insufficient to cover the additional costs of the workaround, but it is not a necessary or immediate action. Moreover, requesting to use the management reserve may not always be feasible or desirable, as it may increase the project costs and risks, and may require the approval of senior management or the project sponsor.
Option B is not the best answer because mitigating risks associated with the workaround to avoid project delays is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the workaround introduces new or increased risks to the project, but it is not a proactive or effective action to resolve the current issue. Moreover, mitigating risks may not always be possible or sufficient, as some risks may be unavoidable or unpredictable, and may require other risk response strategies, such as avoidance, transfer, or acceptance.
Option C is not the best answer because proceeding with the approved risk response plan is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is rejected and the contingency plan is still valid and applicable, but it is not a respectful or collaborative action to deal with the client’s request. Moreover, proceeding with the approved risk response plan may not always be appropriate or acceptable, as the client may have valid reasons or new information to suggest a different workaround, and may escalate the issue or withdraw their support if their request is ignored or dismissed.
Reference: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50, 59-60, 69-70.
D
Explanation:
According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to engage stakeholders and manage their expectations throughout the project. This includes discussing the options with the client as part of the change control process, which is a formal and documented procedure that defines how changes to the project scope, schedule, cost, quality, or any other aspect of the project will be requested, evaluated, approved, rejected, or implemented. In this scenario, the client’s request to use a new workaround instead of the approved contingency plan is a change request that may affect the project objectives and outcomes. Therefore, the project manager should discuss the options with the client as part of the change control process, and evaluate the impact, feasibility, and benefits of the proposed workaround, as well as the implications of not following the contingency plan.
Option D is the best answer for this question.
Option A is not the best answer because requesting to use the management reserve to keep the schedule is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the project budget is insufficient to cover the additional costs of the workaround, but it is not a necessary or immediate action. Moreover, requesting to use the management reserve may not always be feasible or desirable, as it may increase the project costs and risks, and may require the approval of senior management or the project sponsor.
Option B is not the best answer because mitigating risks associated with the workaround to avoid project delays is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the workaround introduces new or increased risks to the project, but it is not a proactive or effective action to resolve the current issue. Moreover, mitigating risks may not always be possible or sufficient, as some risks may be unavoidable or unpredictable, and may require other risk response strategies, such as avoidance, transfer, or acceptance.
Option C is not the best answer because proceeding with the approved risk response plan is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is rejected and the contingency plan is still valid and applicable, but it is not a respectful or collaborative action to deal with the client’s request. Moreover, proceeding with the approved risk response plan may not always be appropriate or acceptable, as the client may have valid reasons or new information to suggest a different workaround, and may escalate the issue or withdraw their support if their request is ignored or dismissed.
Reference: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50, 59-60, 69-70.
Question #326
A company that is heavily focused on delivering projects using predictive approaches on-boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements.
How should the project manager plan the delivery of the project?
- A . Wait for the requirements to be more clear before any further action is taken on the project
- B . Ignore the unclear requirements and focus on the delivery plan of the project
- C . Escalate the issue of unclear requirements to the management team and wait for final authorization
- D . Break down the requirements and prioritize the requirements into iterative work packages
Correct Answer: D
D
Explanation:
A hybrid approach combines predictive and adaptive elements to deliver projects. In a hybrid approach, the project manager can break down the requirements into smaller and manageable chunks, and prioritize them based on their value and risk. This way, the project manager can deliver the most important and uncertain requirements first, and get feedback from the stakeholders and customers. This feedback can help clarify the unclear requirements and improve the quality of the project deliverables. The project manager can also adjust the delivery plan based on the changing requirements and environment. A hybrid approach is suitable for projects that have some degree of uncertainty and complexity, and that need to respond to changing customer needs and expectations.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Seventh Edition, Chapter 2: Value Delivery System, Section 2.3: Delivery Approaches, pp. 31-35
Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain
II: Process, Task 1: Plan and manage project scope, pp. 14-15
Hybrid Project Management:
What It Is &.
How to Implement It, by Simplilearn, published on February 10, 2020
D
Explanation:
A hybrid approach combines predictive and adaptive elements to deliver projects. In a hybrid approach, the project manager can break down the requirements into smaller and manageable chunks, and prioritize them based on their value and risk. This way, the project manager can deliver the most important and uncertain requirements first, and get feedback from the stakeholders and customers. This feedback can help clarify the unclear requirements and improve the quality of the project deliverables. The project manager can also adjust the delivery plan based on the changing requirements and environment. A hybrid approach is suitable for projects that have some degree of uncertainty and complexity, and that need to respond to changing customer needs and expectations.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Seventh Edition, Chapter 2: Value Delivery System, Section 2.3: Delivery Approaches, pp. 31-35
Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain
II: Process, Task 1: Plan and manage project scope, pp. 14-15
Hybrid Project Management:
What It Is &.
How to Implement It, by Simplilearn, published on February 10, 2020
Question #327
An events company is planning their annual event for a retirement fund. The organization has run the event planning using agile approaches for the last 3 years. During the initiation phase, while assessing possible risks and improvements for the event, the project manager uses previous event feedback to assist in developing the risk register.
Which ceremony should be used in developing this register?
- A . Sprint plans
- B . Retrospective results
- C . Sprint report
- D . Project status report
Correct Answer: B
B
Explanation:
Retrospective results are the outputs of the retrospective meeting, which is a ceremony that is performed at the end of every sprint or iteration in an agile project. The retrospective meeting is an opportunity for the team to reflect on what went well, what could be improved, and how to implement the improvement actions in the next sprint or iteration. The retrospective results can help the project manager to identify the risks and opportunities for the event planning, and to update the risk register accordingly. 12345
Reference: 1: ProjectManagement.com – Retrospectives
2: A Guide To Effective Retrospectives By Project Managers
3: Retrospective – BrainBOK
4: Retrospective – Lovepmp
5: Retrospective – InLoox
B
Explanation:
Retrospective results are the outputs of the retrospective meeting, which is a ceremony that is performed at the end of every sprint or iteration in an agile project. The retrospective meeting is an opportunity for the team to reflect on what went well, what could be improved, and how to implement the improvement actions in the next sprint or iteration. The retrospective results can help the project manager to identify the risks and opportunities for the event planning, and to update the risk register accordingly. 12345
Reference: 1: ProjectManagement.com – Retrospectives
2: A Guide To Effective Retrospectives By Project Managers
3: Retrospective – BrainBOK
4: Retrospective – Lovepmp
5: Retrospective – InLoox
Question #328
A project team has transitioned to full-time remote working. The project manager started noticing that some team members have not been completing their assigned tasks by the planned dates despite reminders during weekly team meetings. This has the potential for delaying the project delivery.
How should the project manager resolve this situation?
- A . Communicate the delivery dates twice a week to the team members to ensure timely delivery.
- B . Set up review sessions with each of the team members to identify the root cause of delays.
- C . Mentor the team members to work in a remote work environment to ensure productivity.
- D . Talk to the resource managers regarding the delay and request additional resources
Correct Answer: B
B
Explanation:
The project manager should use the monitor and control project work process to track, review, and report the progress and performance of the project. This process involves collecting, measuring, and analyzing project data to identify variances from the baseline and take corrective actions if needed. One of the tools and techniques for this process is data analysis, which includes root cause analysis. Root cause analysis is a technique to identify the underlying factors that cause a problem or a deviation from the expected outcome. By conducting root cause analysis, the project manager can understand why some team members are not completing their tasks on time and address the issues accordingly. This could involve providing feedback, coaching, training, or other support to the team members. Communicating the delivery dates more frequently (option A) may not be effective if the team members are facing other challenges or obstacles that prevent them from meeting the deadlines. Mentoring the team members to work in a remote environment (option C) may be helpful, but it is not the best option to resolve the current situation. The project manager should first identify the specific causes of the delays and then provide the appropriate guidance or assistance. Talking to the resource managers and requesting additional resources (option D) may not be feasible or necessary, as it may increase the project cost and complexity. Moreover, adding more resources may not solve the problem if the existing team members are not performing well or have other issues that affect their productivity.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, pages 119-120, 4.4 Monitor and Control Project Work
PMI, PMP Exam Content Outline, 2021, page 9, Domain II: Process, Task 7: Monitor project artifacts and resolve any deviations from the project management plan
PMP Practice Questions #60 – iZenBridge
B
Explanation:
The project manager should use the monitor and control project work process to track, review, and report the progress and performance of the project. This process involves collecting, measuring, and analyzing project data to identify variances from the baseline and take corrective actions if needed. One of the tools and techniques for this process is data analysis, which includes root cause analysis. Root cause analysis is a technique to identify the underlying factors that cause a problem or a deviation from the expected outcome. By conducting root cause analysis, the project manager can understand why some team members are not completing their tasks on time and address the issues accordingly. This could involve providing feedback, coaching, training, or other support to the team members. Communicating the delivery dates more frequently (option A) may not be effective if the team members are facing other challenges or obstacles that prevent them from meeting the deadlines. Mentoring the team members to work in a remote environment (option C) may be helpful, but it is not the best option to resolve the current situation. The project manager should first identify the specific causes of the delays and then provide the appropriate guidance or assistance. Talking to the resource managers and requesting additional resources (option D) may not be feasible or necessary, as it may increase the project cost and complexity. Moreover, adding more resources may not solve the problem if the existing team members are not performing well or have other issues that affect their productivity.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, pages 119-120, 4.4 Monitor and Control Project Work
PMI, PMP Exam Content Outline, 2021, page 9, Domain II: Process, Task 7: Monitor project artifacts and resolve any deviations from the project management plan
PMP Practice Questions #60 – iZenBridge
Question #329
A team has been working together for several months and has successfully delivered work. A new team member has joined the team but is having difficulty contributing.
What should the project manager do to help the new team member integrate effectively?
- A . Give the new team member time to contribute until they ask for help and support.
- B . Assign the new team member tasks so that the team member knows on what to focus.
- C . Approach the team member to identify any issues and then plan a resolution accordingly.
- D . Review the project with the team member to ensure the project scope is understood
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, project team management involves the processes of leading, motivating, developing, and managing the project team. One of the key aspects of project team management is team integration, which is the process of ensuring that the team members work together effectively and harmoniously. Team integration is especially important when new team members join the team, as they may face challenges such as unfamiliarity with the project, lack of trust, role ambiguity, or cultural differences. Therefore, the project manager should approach the new team member to identify any issues and then plan a resolution accordingly.
By doing so, the project manager can:
Establish rapport and trust with the new team member
Understand the new team member’s expectations, needs, and concerns
Provide feedback, guidance, and support to the new team member
Clarify the new team member’s roles and responsibilities
Facilitate the new team member’s orientation and training
Encourage the new team member’s participation and contribution
Integrate the new team member with the rest of the team
Monitor and evaluate the new team member’s performance and satisfaction
By approaching the new team member to identify any issues and then plan a resolution accordingly, the project manager can help the new team member integrate effectively and improve the team’s performance and cohesion.
The other options are not the best choices, because:
Giving the new team member time to contribute until they ask for help and support would be passive and ineffective, as the new team member may feel isolated, overwhelmed, or frustrated, and may not seek help or support when needed.
Assigning the new team member tasks so that the team member knows on what to focus would be directive and restrictive, as the new team member may not have the skills, knowledge, or confidence to perform the tasks, and may not have the opportunity to learn, grow, or collaborate with the team. Reviewing the project with the team member to ensure the project scope is understood would be informative and helpful, but not sufficient, as the new team member may have other issues besides the project scope, such as team dynamics, communication, or culture.
Reference: Project Team Management | PMI
Project Team Integration – Project Management Knowledge 3 Best Practices for New Team Integration – BRODYpro
Best practices for managing and developing virtual project teams
C
Explanation:
According to the PMBOK Guide, project team management involves the processes of leading, motivating, developing, and managing the project team. One of the key aspects of project team management is team integration, which is the process of ensuring that the team members work together effectively and harmoniously. Team integration is especially important when new team members join the team, as they may face challenges such as unfamiliarity with the project, lack of trust, role ambiguity, or cultural differences. Therefore, the project manager should approach the new team member to identify any issues and then plan a resolution accordingly.
By doing so, the project manager can:
Establish rapport and trust with the new team member
Understand the new team member’s expectations, needs, and concerns
Provide feedback, guidance, and support to the new team member
Clarify the new team member’s roles and responsibilities
Facilitate the new team member’s orientation and training
Encourage the new team member’s participation and contribution
Integrate the new team member with the rest of the team
Monitor and evaluate the new team member’s performance and satisfaction
By approaching the new team member to identify any issues and then plan a resolution accordingly, the project manager can help the new team member integrate effectively and improve the team’s performance and cohesion.
The other options are not the best choices, because:
Giving the new team member time to contribute until they ask for help and support would be passive and ineffective, as the new team member may feel isolated, overwhelmed, or frustrated, and may not seek help or support when needed.
Assigning the new team member tasks so that the team member knows on what to focus would be directive and restrictive, as the new team member may not have the skills, knowledge, or confidence to perform the tasks, and may not have the opportunity to learn, grow, or collaborate with the team. Reviewing the project with the team member to ensure the project scope is understood would be informative and helpful, but not sufficient, as the new team member may have other issues besides the project scope, such as team dynamics, communication, or culture.
Reference: Project Team Management | PMI
Project Team Integration – Project Management Knowledge 3 Best Practices for New Team Integration – BRODYpro
Best practices for managing and developing virtual project teams
Question #330
The project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks.
What should the project manager do to help ensure that the team focuses on project tasks?
- A . Assign a team member to handle the documentation activities.
- B . Coach the project team to complete the project documentation activities
- C . Review and adapt the appropriate project artifacts.
- D . Save all documentation activities until tire end of the project
Correct Answer: C
C
Explanation:
Project documentation is the process of creating, organizing, and maintaining the written information that describes the processes, plans, and activities involved in a project. Project documentation includes documents such as the project charter, the project management plan, the work breakdown structure, the risk register, the issue log, and the status reports. Project documentation serves several purposes, such as project planning, communication, monitoring, control, and evaluation. According to the Professional in Business Analysis Reference Materials1, project documentation should be:
Accurate: The project documents should reflect the true and current state of the project, and avoid any errors, inconsistencies, or ambiguities.
Complete: The project documents should cover all the relevant and necessary aspects of the project, and avoid any gaps, omissions, or redundancies.
Consistent: The project documents should follow the same format, style, terminology, and standards, and avoid any conflicts, contradictions, or variations.
Up to date: The project documents should be updated regularly and timely, and avoid any outdated, obsolete, or irrelevant information.
In this scenario, the project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks. This indicates that the project documentation process is not efficient, effective, or aligned with the project goals and priorities. The project team may be creating unnecessary, excessive, or irrelevant documents, or may be struggling to keep up with the changes and updates in the project. This could affect the project performance, quality, and stakeholder satisfaction.
Therefore, the best option for the project manager is to review and adapt the appropriate project artifacts. This means that the project manager should:
Review the existing project documents and assess their accuracy, completeness, consistency, and currency.
Identify and eliminate any project documents that are not required, useful, or valuable for the project.
Simplify and streamline the project documentation process and reduce the complexity and volume of the project documents.
Adapt the project documentation process and the project documents to the changing needs and expectations of the project and the stakeholders.
Communicate and collaborate with the project team and the stakeholders on the project documentation process and the project documents.
By reviewing and adapting the appropriate project artifacts, the project manager can ensure that the project documentation process and the project documents are fit for purpose, and that they support and facilitate the project tasks, rather than hinder or distract them.
The other options are not the best choices, because:
Assign a team member to handle the documentation activities: This option implies that the project manager is delegating the responsibility and accountability of the project documentation process and the project documents to a single team member, rather than involving and engaging the whole project team and the stakeholders. This could create a bottleneck, a dependency, or a risk in the project documentation process, and reduce the quality and reliability of the project documents. Coach the project team to complete the project documentation activities: This option implies that the project manager is providing guidance and support to the project team on how to perform the project documentation activities, rather than addressing the root cause of the problem, which is the inefficiency, ineffectiveness, or misalignment of the project documentation process and the project documents. This could create a false sense of security, a complacency, or a resistance in the project team, and prevent them from improving and adapting the project documentation process and the project documents.
Save all documentation activities until the end of the project: This option implies that the project manager is postponing or ignoring the project documentation activities, rather than recognizing and fulfilling their importance and value for the project. This could create a backlog, a chaos, or a disaster in the project documentation process, and compromise the project performance, quality, and stakeholder satisfaction.
Reference: Project Documentation: 15 Essential Documents.
C
Explanation:
Project documentation is the process of creating, organizing, and maintaining the written information that describes the processes, plans, and activities involved in a project. Project documentation includes documents such as the project charter, the project management plan, the work breakdown structure, the risk register, the issue log, and the status reports. Project documentation serves several purposes, such as project planning, communication, monitoring, control, and evaluation. According to the Professional in Business Analysis Reference Materials1, project documentation should be:
Accurate: The project documents should reflect the true and current state of the project, and avoid any errors, inconsistencies, or ambiguities.
Complete: The project documents should cover all the relevant and necessary aspects of the project, and avoid any gaps, omissions, or redundancies.
Consistent: The project documents should follow the same format, style, terminology, and standards, and avoid any conflicts, contradictions, or variations.
Up to date: The project documents should be updated regularly and timely, and avoid any outdated, obsolete, or irrelevant information.
In this scenario, the project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks. This indicates that the project documentation process is not efficient, effective, or aligned with the project goals and priorities. The project team may be creating unnecessary, excessive, or irrelevant documents, or may be struggling to keep up with the changes and updates in the project. This could affect the project performance, quality, and stakeholder satisfaction.
Therefore, the best option for the project manager is to review and adapt the appropriate project artifacts. This means that the project manager should:
Review the existing project documents and assess their accuracy, completeness, consistency, and currency.
Identify and eliminate any project documents that are not required, useful, or valuable for the project.
Simplify and streamline the project documentation process and reduce the complexity and volume of the project documents.
Adapt the project documentation process and the project documents to the changing needs and expectations of the project and the stakeholders.
Communicate and collaborate with the project team and the stakeholders on the project documentation process and the project documents.
By reviewing and adapting the appropriate project artifacts, the project manager can ensure that the project documentation process and the project documents are fit for purpose, and that they support and facilitate the project tasks, rather than hinder or distract them.
The other options are not the best choices, because:
Assign a team member to handle the documentation activities: This option implies that the project manager is delegating the responsibility and accountability of the project documentation process and the project documents to a single team member, rather than involving and engaging the whole project team and the stakeholders. This could create a bottleneck, a dependency, or a risk in the project documentation process, and reduce the quality and reliability of the project documents. Coach the project team to complete the project documentation activities: This option implies that the project manager is providing guidance and support to the project team on how to perform the project documentation activities, rather than addressing the root cause of the problem, which is the inefficiency, ineffectiveness, or misalignment of the project documentation process and the project documents. This could create a false sense of security, a complacency, or a resistance in the project team, and prevent them from improving and adapting the project documentation process and the project documents.
Save all documentation activities until the end of the project: This option implies that the project manager is postponing or ignoring the project documentation activities, rather than recognizing and fulfilling their importance and value for the project. This could create a backlog, a chaos, or a disaster in the project documentation process, and compromise the project performance, quality, and stakeholder satisfaction.
Reference: Project Documentation: 15 Essential Documents.