PMI Updated PMP Exam Questions and Answers by winston

According to the PMBOK Guide, 6th edition, section 9.4.2.3, the project manager should use conflict management techniques to resolve conflicts among team members and stakeholders.3

Some of the conflict management techniques are: problem solving, compromising, smoothing, forcing, and withdrawing.3

In this scenario, the project manager has tried problem solving (holding a meeting to work out a permanent solution) and compromising (asking them to find a way to resolve the issues), but these techniques were unsuccessful.4

The project manager should not use smoothing (emphasizing areas of agreement and avoiding areas of disagreement), forcing (imposing a solution), or withdrawing (avoiding or postponing the conflict), as these techniques may not address the root cause of the conflict or may worsen the situation.4

Therefore, the project manager should escalate the issue to a higher authority, such as the functional manager, the sponsor, or the steering committee, who have more power and influence in a weak matrix environment.4

Escalating the issue to a higher authority may help to resolve the conflict, protect the project objectives, and maintain the team performance and morale.4

The references 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. 349-350. 4: [Conflict Management Techniques for the PMP Exam - PM Study Circle] : [PMP Exam Prep: Project Human Resource Management - Simplilearn]

According to the PMBOK® Guide, the project manager is responsible for tailoring the project management processes and practices to suit the project context and environment. Therefore, the project manager should have assessed the organization’s culture, performed a suitability analysis, and determined the future state before adopting an agile methodology. This would have helped to identify the readiness, gaps, and risks of implementing agile in the organization, and to plan for the necessary changes and support. Conducting agile training for all employees may be a good practice, but it is not sufficient to avoid the implementation failure. Training alone does not guarantee the adoption or success of agile, as there may be other factors such as resistance, misalignment, or misunderstanding that hinder the agile transformation. Conducting a postmortem and capturing the learning in OPAs may be a useful activity, but it is not a preventive measure. It is a reactive action that occurs after the implementation failure, and it does not address the root causes or the solutions for the failure. Hired a third-party agile delivery team to do the implementation may not be the best option, as it may create dependency, communication, or integration issues. The project manager should have involved the internal project team and stakeholders in the agile implementation, and ensured that they have the skills, knowledge, and commitment to adopt agile. References: PMBOK® Guide, Sixth Edition, Chapter 1, Section 1.2.4 (Tailoring) and Chapter 3, Section 3.2 (Project Management Process Groups)

 According to the PMBOK Guide, the project manager is responsible for managing the project work according to the project management plan and implementing approved changes1. If the project manager discovers that the blueprints received from the client appear incomplete, the first thing to do is to consult with the client to determine if project execution should be continued or if changes are needed. The client is the source of the project requirements and the ultimate authority on the project scope2. The other options are not the best actions for the project manager to do first. Rescheduling the project execution date is a change that requires a formal change request and approval from the change control board3. Continuing project execution using the current blueprints from the client may result in rework, waste, or defects if the blueprints are not accurate or complete4. Escalating this issue to the project sponsor is not the first step, as the project sponsor is not the owner of the project requirements or scope. References:

1: PMBOK Guide, 6th edition, page 95

2: PMBOK Guide, 6th edition, page 141

3: PMBOK Guide, 6th edition, page 115

4: PMBOK Guide, 6th edition, page 149

PMBOK Guide, 6th edition, page 33