PMI Updated PMP Exam Questions and Answers by maverick

A customer who wants to show a tangible outcome faster is likely to have a high value for early and frequent delivery, which is a principle of agile and adaptive approaches. In such a situation, the project manager should review the customer’s priorities regarding the desired requirements for the milestones, and discuss which requirements can be delivered faster with the project team. This is a way to apply the concept of value-driven delivery, which focuses on maximizing the value of the product and satisfying the customer’s needs. Informing the customer that moving the milestone has a very high impact on project cost, escalating the issue to senior management, or convincing the customer to keep the requirements as is are not effective ways to deal with the customer’s request, as they do not address the customer’s value or needs, and may create conflict or dissatisfaction. References: [PMI Agile Practice Guide], page 8; [PMBOK® Guide 6th Edition], page 18.

 The forming phase of a project team is when team members are uncertain about the team’s purpose, their roles, and how to work together1. The project manager’s job is to help the team overcome this uncertainty by clarifying the team goals, expectations, and norms2. One of the tools that can help the project manager in this stage is to assess and analyze the personality indicators of the team members, such as the Myers-Briggs Type Indicator (MBTI) or the DiSC profile. These tools can help the project manager understand the preferences, strengths, and weaknesses of each team member, and how they interact with others3. By doing so, the project manager can tailor the team-building activities to suit the needs and preferences of the team, and avoid activities that might cause discomfort, frustration, or conflict among the team members. For example, improvisation theater activities might be fun for some team members who enjoy spontaneity, creativity, and humor, but they might be stressful or awkward for others who prefer structure, planning, and logic. Therefore, the project manager should have assessed and analyzed the personality indicators of the team before choosing such an activity, and consulted with the team members to ensure that they are comfortable and willing to participate. Alternatively, the project manager could have chosen a different team-building activity that is more suitable for the forming stage, such as icebreakers, introductions, or games that help the team members get to know each other better4. References:

1: The 5 Stages of Team Development (Including Examples) | Upwork

2: Forming, Storming, Norming and Performing for Agile teams | Scrum.org

3: Team Development Cycle: From Forming To Performing - Teamhood

4: 45 Team Building Games to Psych Up Your Team [2023] • Asana

According to the PMBOK Guide, 6th edition, section 8.3.3.1, the project manager is responsible for monitoring and controlling the project quality and ensuring that the project deliverables meet the quality requirements. The project manager should also document any quality issues or defects that are identified during the quality control process and take appropriate actions to correct them. In this scenario, the project manager should first update the issue log, identify the involved stakeholders, and assign resources to the corrective actions. This will help to track and resolve the quality issue and prevent further deviations or rework. The other options are either premature or irrelevant, as they do not address the root cause of the problem or respect the authority and scope of the project manager. References: PMBOK Guide, 6th edition, section 8.3.3.1, page 287.

A change request is a formal proposal to modify any document, deliverable, or baseline of a project. A change request should be submitted when a change is needed due to an external or internal factor, such as a new regulation, a stakeholder request, or an error correction. The Integrated change control process is the process of reviewing and approving all change requests, and managing the changes to the project management plan, project documents, and project baselines. The project manager should submit a change request through the Integrated change control process as the next step after receiving the announcement from the municipality, as this will ensure that the change is properly evaluated, approved, and communicated to the relevant stakeholders. Performing a qualitative risk analysis, updating the issue log, or estimating the associated costs are not the next steps that the project manager should take, as they do not address the need for a change request or the approval of the change. References: [PMBOK® Guide 6th Edition], page 115; Project Management Professional (PMP) Exam Questions for 2022, question 23.