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Question #511
A project manager is implementing an enterprise-wide software project. The project has a great business impact and is fully supported by senior management However, the project manager is facing difficulties gelling the support of several key departments.
What should the project manager do?
- A . Ask senior management to communicate with these departments.
- B . Hire a project management consultant to help resolve the issue
- C . Convince senior management to introduce rewards to resisting departments.
- D . Understand the user concerns and revisit the stakeholder engagement plan
Correct Answer: D
D
Explanation:
The Project Management Professional (PMP) emphasizes the importance of stakeholder management and engagement in successful project execution. When resistance is encountered, it’s crucial to understand the concerns of the stakeholders and address them appropriately. This could involve revisiting the stakeholder engagement plan to ensure it effectively addresses the needs and concerns of all stakeholders. This approach aligns with the guidance provided in the Professional in Business Analysis Reference Materials, which also underscores the importance of stakeholder engagement and the need to address stakeholder concerns in a timely and effective
manner.
Reference: Project Management Professional (PMP) Certification, PMBOK Guide, Professional in Business Analysis Reference Materials. Please refer to the respective guides for more detailed information.
D
Explanation:
The Project Management Professional (PMP) emphasizes the importance of stakeholder management and engagement in successful project execution. When resistance is encountered, it’s crucial to understand the concerns of the stakeholders and address them appropriately. This could involve revisiting the stakeholder engagement plan to ensure it effectively addresses the needs and concerns of all stakeholders. This approach aligns with the guidance provided in the Professional in Business Analysis Reference Materials, which also underscores the importance of stakeholder engagement and the need to address stakeholder concerns in a timely and effective
manner.
Reference: Project Management Professional (PMP) Certification, PMBOK Guide, Professional in Business Analysis Reference Materials. Please refer to the respective guides for more detailed information.
Question #512
The project sponsor of a major initiative is consistently changing the prioritization of modular work packages. The team is used to three week sprints and is becoming increasingly frustrated with the daily changes in scope>
What should the project manager do?
- A . Move to a Kanban strategy so that work can be reallocated more easily
- B . Decrease the sprint cycle to the average repriontization request by calculating it in days
- C . Set up a meeting with the project team and ask for their opinion on what to do
- D . Set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, a sprint cycle is a time-boxed iteration of a fixed duration that delivers a potentially releasable product increment. A sprint cycle consists of four events: sprint planning, daily scrum, sprint review, and sprint retrospective. The purpose of a sprint cycle is to create a rhythm of work that allows the team to deliver value to the customer in a predictable and sustainable way.
The PMI Guide to Business Analysis states that one of the roles of a project manager is to manage stakeholder expectations and ensure alignment of project objectives with business needs. The project manager is also responsible for facilitating communication and collaboration among the project team and other stakeholders, as well as resolving conflicts and issues that may arise during the project.
Therefore, if the project sponsor is consistently changing the prioritization of modular work packages, the project manager should set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle. The project manager should:
Clarify the project scope and objectives, and how they are aligned with the business needs and the sponsor’s vision
Explain the benefits of a sprint cycle, such as delivering value faster, improving quality, increasing feedback, and reducing risk
Highlight the challenges and risks of changing the scope frequently, such as disrupting the team’s workflow, reducing their morale and motivation, increasing technical debt, and compromising the quality and usability of the product
Negotiate with the sponsor to establish a clear and stable prioritization criteria for the work packages, and agree on a process for managing changes and requests
Involve the project team and the product owner in the prioritization and planning process, and ensure their input and feedback are considered and valued
Document and communicate the agreed scope, priorities, and changes to all the stakeholders, and monitor and control the project performance and progress
By setting up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle, the project manager can:
Build trust and rapport with the sponsor, and demonstrate their understanding and respect for the sponsor’s perspective and needs
Educate the sponsor about the agile principles and practices, and how they can help achieve the project goals and deliver value to the customer
Influence the sponsor to adopt a more collaborative and flexible approach to the project, and to respect the team’s autonomy and expertise
Minimize the impact of scope changes on the project schedule, budget, quality, and risk
Enhance the team’s morale and teamwork, and foster a positive and supportive work environment
Reference: PMBOK Guide. (2017). Sixth edition. Newtown Square, PA: Project Management Institute.
PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute.
How to Manage Scope Creep in Agile Projects. (2023). ProjectManager.com.
How to Deal with Constantly Changing Requirements. (2023). Scrum.org.
D
Explanation:
According to the PMBOK Guide, a sprint cycle is a time-boxed iteration of a fixed duration that delivers a potentially releasable product increment. A sprint cycle consists of four events: sprint planning, daily scrum, sprint review, and sprint retrospective. The purpose of a sprint cycle is to create a rhythm of work that allows the team to deliver value to the customer in a predictable and sustainable way.
The PMI Guide to Business Analysis states that one of the roles of a project manager is to manage stakeholder expectations and ensure alignment of project objectives with business needs. The project manager is also responsible for facilitating communication and collaboration among the project team and other stakeholders, as well as resolving conflicts and issues that may arise during the project.
Therefore, if the project sponsor is consistently changing the prioritization of modular work packages, the project manager should set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle. The project manager should:
Clarify the project scope and objectives, and how they are aligned with the business needs and the sponsor’s vision
Explain the benefits of a sprint cycle, such as delivering value faster, improving quality, increasing feedback, and reducing risk
Highlight the challenges and risks of changing the scope frequently, such as disrupting the team’s workflow, reducing their morale and motivation, increasing technical debt, and compromising the quality and usability of the product
Negotiate with the sponsor to establish a clear and stable prioritization criteria for the work packages, and agree on a process for managing changes and requests
Involve the project team and the product owner in the prioritization and planning process, and ensure their input and feedback are considered and valued
Document and communicate the agreed scope, priorities, and changes to all the stakeholders, and monitor and control the project performance and progress
By setting up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle, the project manager can:
Build trust and rapport with the sponsor, and demonstrate their understanding and respect for the sponsor’s perspective and needs
Educate the sponsor about the agile principles and practices, and how they can help achieve the project goals and deliver value to the customer
Influence the sponsor to adopt a more collaborative and flexible approach to the project, and to respect the team’s autonomy and expertise
Minimize the impact of scope changes on the project schedule, budget, quality, and risk
Enhance the team’s morale and teamwork, and foster a positive and supportive work environment
Reference: PMBOK Guide. (2017). Sixth edition. Newtown Square, PA: Project Management Institute.
PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute.
How to Manage Scope Creep in Agile Projects. (2023). ProjectManager.com.
How to Deal with Constantly Changing Requirements. (2023). Scrum.org.
Question #513
Which three of the following scenarios are impediments to which a scrum master should pay attention? (Choose three)
- A . A team member talking about a user story that is not on the Scrum board
- B . A team member talking about a user story that is on the Scrum board
- C . A technology that blocks agile capabilities
- D . A lack of team empowerment and an inability to self-organize
- E . A review of the backlog at daily standup meetings
Correct Answer: A C D
A C D
Explanation:
According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1.
Therefore, the scenarios that are impediments are:
A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.
A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team’s ability to inspect and adapt their work and process3.
A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team’s motivation, creativity, and productivity.
The scenarios that are not impediments are:
A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog. Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.
A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.
Reference: 1: Scrum Guide, November 2020, p. 9 2: The Scrum Master as an Impediment Remover,
Scrum.org, April 2016, 1 3: Navigating Impediments, Scrum.org, October 2020, 2: Solving
Impediments as a Scrum Team, Scrum.org, August 2018, 3: Scrum Guide, November 2020, p. 10: Scrum Guide, November 2020, p. 11
A C D
Explanation:
According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1.
Therefore, the scenarios that are impediments are:
A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.
A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team’s ability to inspect and adapt their work and process3.
A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team’s motivation, creativity, and productivity.
The scenarios that are not impediments are:
A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog. Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.
A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.
Reference: 1: Scrum Guide, November 2020, p. 9 2: The Scrum Master as an Impediment Remover,
Scrum.org, April 2016, 1 3: Navigating Impediments, Scrum.org, October 2020, 2: Solving
Impediments as a Scrum Team, Scrum.org, August 2018, 3: Scrum Guide, November 2020, p. 10: Scrum Guide, November 2020, p. 11
Question #514
The project team follows a hybrid framework for its delivery. During the execution of a project, the team learns of a new compliance requirement that has to be delivered before any other requirements
How should the project manager address this situation?
- A . Ask the team to include the compliance requirement in the current sprint and deliver it.
- B . Add the new compliance requirement to the backlog as the technical team does not have any capacity.
- C . Include the compliance lead in the stakeholders list and wait for the next status meeting
- D . Collaborate with the compliance team member to review and prioritize the requirement’s delivery
Correct Answer: D
D
Explanation:
The project manager should collaborate with the compliance team member to review and prioritize the requirement’s delivery, as this is a way to manage the change request and ensure that the project meets the compliance standards and expectations. The project manager should also communicate the impact of the change on the project scope, schedule, cost, and quality to the project sponsor and other stakeholders, and obtain their approval and support. The project manager should not ask the team to include the compliance requirement in the current sprint and deliver it (choice A), as this would disrupt the sprint planning and execution, and create scope creep and quality issues. The project manager should not add the new compliance requirement to the backlog as the technical team does not have any capacity (choice B), as this would delay the delivery of the compliance requirement and expose the project to legal and regulatory risks. The project manager should not include the compliance lead in the stakeholders list and wait for the next status meeting (choice C), as this would not address the urgency and importance of the compliance requirement, and it would not involve the compliance lead in the decision-making and problem-solving process.
Reference: PMBOK Guide, 6th edition, page 115: “A change request is a formal proposal to modify any document, deliverable, or baseline.”
PMBOK Guide, 6th edition, page 119: “The project manager should review all change requests, assess their impact on the project, and either approve them or submit them to the change control board (CCB) or other decision-making authority for approval or rejection.”
PMBOK Guide, 6th edition, page 120: “The project manager should communicate the approved change requests to the project team and other stakeholders, and update the project management plan and other project documents accordingly.”
PMBOK Guide, 6th edition, page 39: “Compliance requirements are the set of standards or regulations that the project must adhere to, such as health, safety, security, performance, environmental, or quality standards.”
D
Explanation:
The project manager should collaborate with the compliance team member to review and prioritize the requirement’s delivery, as this is a way to manage the change request and ensure that the project meets the compliance standards and expectations. The project manager should also communicate the impact of the change on the project scope, schedule, cost, and quality to the project sponsor and other stakeholders, and obtain their approval and support. The project manager should not ask the team to include the compliance requirement in the current sprint and deliver it (choice A), as this would disrupt the sprint planning and execution, and create scope creep and quality issues. The project manager should not add the new compliance requirement to the backlog as the technical team does not have any capacity (choice B), as this would delay the delivery of the compliance requirement and expose the project to legal and regulatory risks. The project manager should not include the compliance lead in the stakeholders list and wait for the next status meeting (choice C), as this would not address the urgency and importance of the compliance requirement, and it would not involve the compliance lead in the decision-making and problem-solving process.
Reference: PMBOK Guide, 6th edition, page 115: “A change request is a formal proposal to modify any document, deliverable, or baseline.”
PMBOK Guide, 6th edition, page 119: “The project manager should review all change requests, assess their impact on the project, and either approve them or submit them to the change control board (CCB) or other decision-making authority for approval or rejection.”
PMBOK Guide, 6th edition, page 120: “The project manager should communicate the approved change requests to the project team and other stakeholders, and update the project management plan and other project documents accordingly.”
PMBOK Guide, 6th edition, page 39: “Compliance requirements are the set of standards or regulations that the project must adhere to, such as health, safety, security, performance, environmental, or quality standards.”
Question #515
In the middle of a software development project, the lead design programmer accepted an offer from a competitor. The project manager needs to find a replacement to meet an upcoming milestone.
What should the project manager do?
- A . Consult the risk response plan.
- B . Assign the tasks to another team member.
- C . Update the resource calendar.
- D . Issue a request to the change control board (CCB).
Correct Answer: A
A
Explanation:
When a key team member, such as the lead design programmer, leaves in the middle of a project, it’s a risk that could have been foreseen and for which a contingency plan might have been created. The project manager should consult the risk response plan, which will have strategies or actions outlined for such eventualities. This is a proactive approach to manage the situation without disrupting the project’s progress and ensures that the project manager is prepared to handle the loss of critical personnel effectively1.
Reference: The importance of having a risk response plan that includes strategies for potential personnel changes is emphasized in PMI’s guidelines for risk management. This approach is supported by resources that describe risk response strategies for mitigation, avoidance, transfer, exploitation, enhancement, sharing, and acceptance, which are essential for ensuring positive project outcomes2. Additionally, the role of the change control board is typically to oversee proposed changes to the project plan, not to manage resource allocation or personnel changes3.
A
Explanation:
When a key team member, such as the lead design programmer, leaves in the middle of a project, it’s a risk that could have been foreseen and for which a contingency plan might have been created. The project manager should consult the risk response plan, which will have strategies or actions outlined for such eventualities. This is a proactive approach to manage the situation without disrupting the project’s progress and ensures that the project manager is prepared to handle the loss of critical personnel effectively1.
Reference: The importance of having a risk response plan that includes strategies for potential personnel changes is emphasized in PMI’s guidelines for risk management. This approach is supported by resources that describe risk response strategies for mitigation, avoidance, transfer, exploitation, enhancement, sharing, and acceptance, which are essential for ensuring positive project outcomes2. Additionally, the role of the change control board is typically to oversee proposed changes to the project plan, not to manage resource allocation or personnel changes3.
Question #516
A project manager and a stakeholder have different opinions on the budget estimates for a project that is being initiated based on a new consumer privacy law.
What would be a reason for this difference in opinion?
- A . The communications management plan was not used by all stakeholders.
- B . Organizational assets were not available to back the rationale.
- C . Relative estimation by the team resulted in two estimates.
- D . The use of the Monte Carlo method can result in different estimations.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, 6th edition, section 6.4.2.6, the Monte Carlo method is a
DRAG DROP technique that uses probability distributions and random sampling to compute possible outcomes of cost or schedule estimates.3
The Monte Carlo method can produce different results each time it is run, depending on the input data and the random numbers generated.4
Therefore, the project manager and the stakeholder may have used different input data, assumptions, or scenarios when applying the Monte Carlo method, resulting in different estimations for the budget.4
The project manager and the stakeholder should compare and validate their estimations, and agree on a common baseline for the budget.
The Reference for this answer are:
1: PMP Exam Questions | 100% Free PMP Example Questions 2: PMP Practice Exam 1 | Free PMP
Exam Questions 3: PMBOK Guide, 6th edition, Project Management Institute, 2017, pp. 200-201. 4:
[Monte Carlo
DRAG DROP:
What Is It and.
How Does It Work? – Palisade]: [Project Cost Management: The Ultimate Guide – ProjectManager.com]
D
Explanation:
According to the PMBOK Guide, 6th edition, section 6.4.2.6, the Monte Carlo method is a
DRAG DROP technique that uses probability distributions and random sampling to compute possible outcomes of cost or schedule estimates.3
The Monte Carlo method can produce different results each time it is run, depending on the input data and the random numbers generated.4
Therefore, the project manager and the stakeholder may have used different input data, assumptions, or scenarios when applying the Monte Carlo method, resulting in different estimations for the budget.4
The project manager and the stakeholder should compare and validate their estimations, and agree on a common baseline for the budget.
The Reference for this answer are:
1: PMP Exam Questions | 100% Free PMP Example Questions 2: PMP Practice Exam 1 | Free PMP
Exam Questions 3: PMBOK Guide, 6th edition, Project Management Institute, 2017, pp. 200-201. 4:
[Monte Carlo
DRAG DROP:
What Is It and.
How Does It Work? – Palisade]: [Project Cost Management: The Ultimate Guide – ProjectManager.com]
Question #517
One of the service providers on a complex project has been facing resource availability problems over the last six months. However, the service provider has assured the project manager that the deliverables will be on time.
How should the project manager address this situation?
- A . Update the issue log.
- B . Perform a qualitative risk analysis.
- C . Perform a root cause analysis.
- D . Implement a risk response plan.
Correct Answer: B
B
Explanation:
The project manager should perform a qualitative risk analysis to assess the probability and impact of the resource availability problem on the project objectives. The project manager should also identify the triggers and warning signs of the risk, and assign a risk rating or priority to the risk. This will help the project manager to determine the appropriate risk response strategy and plan accordingly. Updating the issue log may not be sufficient, as it does not address the uncertainty and potential impact of the risk. Performing a root cause analysis may not be necessary or feasible, as the resource availability problem may be beyond the project manager’s control or influence. Implementing a risk response plan may be premature, as the project manager should first analyze the risk before taking any action.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 11: Risk, Section 11.3: Assess Risks
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 5:
Evaluation, Task 6: Assess Solution Limitations
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 5: Evaluation,
Task 6: Assess Solution Limitations
B
Explanation:
The project manager should perform a qualitative risk analysis to assess the probability and impact of the resource availability problem on the project objectives. The project manager should also identify the triggers and warning signs of the risk, and assign a risk rating or priority to the risk. This will help the project manager to determine the appropriate risk response strategy and plan accordingly. Updating the issue log may not be sufficient, as it does not address the uncertainty and potential impact of the risk. Performing a root cause analysis may not be necessary or feasible, as the resource availability problem may be beyond the project manager’s control or influence. Implementing a risk response plan may be premature, as the project manager should first analyze the risk before taking any action.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 11: Risk, Section 11.3: Assess Risks
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 5:
Evaluation, Task 6: Assess Solution Limitations
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 5: Evaluation,
Task 6: Assess Solution Limitations
Question #518
A senior-level executive approached the project manager of a highly visible project that is currently in the execution phase. The executive indicated that they do not support the project and will be actively trying to prevent its success by reailocating key team members to another critical project.
What should the project manager do?
- A . Request help from human resources to keep the key team members on the project.
- B . Work with the project sponsor to determine an appropriate response.
- C . Ask to meet privately with the senior-level executive to discuss the matter further.
- D . Discuss the incident with the key project team members.
Correct Answer: B
B
Explanation:
According to the Project Management Professional (PMP) guidelines, when a project faces significant resistance from a senior-level executive, the project manager should work with the project sponsor to determine an appropriate response. The project sponsor typically has the authority and influence within the organization to address such issues. This approach aligns with the guidance provided in the Professional in Business Analysis Reference Materials, which also emphasizes the importance of stakeholder engagement and the need to address stakeholder concerns in a timely and effective manner.
Reference: Project Management Professional (PMP) Certification, PMBOK Guide, Professional in Business Analysis Reference Materials. Please refer to the respective guides for more detailed information.
B
Explanation:
According to the Project Management Professional (PMP) guidelines, when a project faces significant resistance from a senior-level executive, the project manager should work with the project sponsor to determine an appropriate response. The project sponsor typically has the authority and influence within the organization to address such issues. This approach aligns with the guidance provided in the Professional in Business Analysis Reference Materials, which also emphasizes the importance of stakeholder engagement and the need to address stakeholder concerns in a timely and effective manner.
Reference: Project Management Professional (PMP) Certification, PMBOK Guide, Professional in Business Analysis Reference Materials. Please refer to the respective guides for more detailed information.
Question #519
A project is assigned to two different project teams to develop product features. One team uses a predictive approach and the other team uses an agile approach to complete the work. Senior management is concerned about the success of the project.
What should the project manager do?
- A . Advise the teams to follow the company’s existing project management approach.
- B . Allow the teams to continue using their approaches and gradually adapt to a hybrid model.
- C . Let a senior team member select the approach that is appropriate.
- D . Insist the teams both follow either a predictive or agile approach.
Correct Answer: B
B
Explanation:
In a project where different teams are using different approaches (predictive and agile), it’s important to respect the methodologies that each team is comfortable with. Forcing a single approach could disrupt the workflow and productivity of the teams. Instead, allowing the teams to continue with their chosen approaches while gradually adapting to a hybrid model can provide a balance. This approach respects the existing workflows while moving towards a more unified project management approach. The hybrid model combines the strengths of both predictive and agile approaches, providing flexibility and adaptability while maintaining a level of predictability.
Reference: PMBOK® Guide C Sixth Edition and Agile Practice Guide (Page 27, 3.1.3 Tailoring Considerations for Knowledge Areas)
B
Explanation:
In a project where different teams are using different approaches (predictive and agile), it’s important to respect the methodologies that each team is comfortable with. Forcing a single approach could disrupt the workflow and productivity of the teams. Instead, allowing the teams to continue with their chosen approaches while gradually adapting to a hybrid model can provide a balance. This approach respects the existing workflows while moving towards a more unified project management approach. The hybrid model combines the strengths of both predictive and agile approaches, providing flexibility and adaptability while maintaining a level of predictability.
Reference: PMBOK® Guide C Sixth Edition and Agile Practice Guide (Page 27, 3.1.3 Tailoring Considerations for Knowledge Areas)
Question #520
A functional manager is concerned that the project’s quality management techniques have advanced beyond the department’s capabilities and wants the project team to review all quality management activities in two full-day workshops the following week.
What should the project manager do next?
- A . Draft a project decision request to include in the scope for the current iteration and ask the sponsor to approve.
- B . Explain that the team is fully dedicated to the current sprint activities and negotiate a mutually agreeable time.
- C . Add this to the project backlog and have the product owner determine where it fits in terms of priority.
- D . Indicate that this was a not a requirement identified during project planning and it is outside of the scope.
Correct Answer: B
B
Explanation:
The PMBOK® Guide emphasizes the importance of stakeholder engagement and project communication management. When a functional manager expresses concerns about the project’s quality management techniques, it is important for the project manager to address these concerns while also maintaining the integrity of the current project schedule. Negotiating a mutually agreeable time for the workshops respects the functional manager’s concerns and the project team’s current commitments. This approach is consistent with the principles of stakeholder engagement and effective communication, ensuring that all parties’ needs are considered and addressed in a collaborative manner1.
Reference: (PMBOK® Guide – Sixth Edition, Section 10.1 – Project Communications Management)
B
Explanation:
The PMBOK® Guide emphasizes the importance of stakeholder engagement and project communication management. When a functional manager expresses concerns about the project’s quality management techniques, it is important for the project manager to address these concerns while also maintaining the integrity of the current project schedule. Negotiating a mutually agreeable time for the workshops respects the functional manager’s concerns and the project team’s current commitments. This approach is consistent with the principles of stakeholder engagement and effective communication, ensuring that all parties’ needs are considered and addressed in a collaborative manner1.
Reference: (PMBOK® Guide – Sixth Edition, Section 10.1 – Project Communications Management)