PMI Updated PMP Exam Questions and Answers by benedict

A. Conduct meetings with resistant members to facilitate smooth project implementation. This option may not be enough, as the project manager should not focus only on the resistant members, but also on the other members who may be supportive, neutral, or indifferent to the changes5. The project manager should not isolate or single out the resistant members, but rather involve them in the whole team meetings and discussions. The project manager should also not assume that resistance is always negative or irrational, but rather understand the reasons and emotions behind it and address them constructively.

C. Influence the team to communicate any changes. This option may be vague, as the project manager should not rely on the team to communicate the changes, but rather take the lead and responsibility to do so. The project manager should not delegate or abdicate the communication role, but rather model and encourage it. The project manager should also not use influence as a manipulative or coercive tactic, but rather as a persuasive and respectful skill .

D. Check with the. This option is incomplete, as the project manager should specify who or what they are checking with. The project manager should not check with the wrong or irrelevant sources, but rather with the appropriate and reliable ones. The project manager should also not check with the sources passively or sporadically, but rather proactively and regularly.

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 In a hybrid project, the project manager needs to balance the different approaches and expectations of the stakeholders and the teams. The customer’s change request may have been approved based on the assumption that the software team can deliver the software in a timely manner using an agile approach. However, the software team leader’s refusal to commit to a delivery date indicates a lack of alignment and collaboration between the teams and the customer. This creates a risk of schedule and scope deviations, as well as potential conflicts and dissatisfaction among the stakeholders. Therefore, the project manager should add this risk to the risk register and monitor it according to the risk management plan. The project manager should also communicate with the software team leader and the customer to clarify the expectations and the rationale behind the change request, and to explore possible ways to mitigate the risk and deliver the software that meets the customer’s needs and the hardware team’s dependencies. The project manager should not escalate the issue to higher management without trying to resolve it first, as this may undermine the trust and autonomy of the teams. The project manager should not impose the delivery dates on the software team leader, as this may violate the agile principles and demotivate the team. The project manager should not ask the software team leader to use a predictive approach, as this may not be feasible or suitable for the software development process and the customer’s requirements. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide, 6th edition, Section 1.2.4, p. 19

PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain III: Analysis, Task 5, p. 11

Business Analysis for Practitioners: A Practice Guide, Section 2.4.2, p. 36

 According to the PMBOK Guide, 7th edition, one of the principles of project management is to collaborate with stakeholders. This means that the project manager should identify, analyze, and engage the project stakeholders throughout the project life cycle, using various communication methods and tools. The level and frequency of stakeholder engagement may vary depending on the stakeholder’s interest, influence, expectations, and needs. A member of the board of directors who is the sponsor of a project that is important to the organization but has many other priorities and is not currently engaged in the project activities should be kept informed and consulted with based on their needs. This will help to ensure that the sponsor is aware of the project status, issues, risks, and changes, and can provide support and guidance when needed. The project manager should also consult with the sponsor to understand their expectations, preferences, and feedback, and to involve them in governance and decision making as appropriate. Keeping the stakeholder informed and consulted with based on their needs will help to maintain a positive and trusting relationship with the sponsor and increase the likelihood of project success. References: PMBOK Guide, 7th edition, page 9, Principle 2: Collaborate with Stakeholders; page 31, Section 2.3.1, Project Stakeholders; page 41, Section 2.5.1.1, Stakeholder Analysis; page 42, Section 2.5.2.2, Stakeholder Engagement Plan.

The risk register is an artifact that records the identified risks, their probability and impact, their status, and their response plans. It also tracks the risk triggers, which are the indicators or warning signs that a risk is about to occur. By sharing the risk register with the stakeholder, the project manager can show when a risk may potentially become an issue, based on the risk triggers and the risk status. The risk register also helps the project manager and the stakeholder to monitor and control the risks and their impacts throughout the project life cycle. References:

The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 4: Business Analysis Planning and Monitoring, Section 4.3.4: Plan Risk Management

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning the Business Analysis Approach, Section 4.6: Risk Management Plan

Business Analysis Techniques: 72 Essential Tools For Success, Chapter 6: Business Analysis Planning and Monitoring, Section 6.6: Risk Analysis and Management

Seven Steps to Mastering Business Analysis, Chapter 7: Requirements Analysis, Section 7.4: Risk Analysis