PMI Updated PMP Exam Questions and Answers by gabrielle

According to the PBA Guide, the project manager should facilitate the resolution of issues and conflicts that arise during the project, such as interruptions and requests for help from other teams1. This involves identifying the root causes of the problem, such as unclear roles and responsibilities, competing priorities, or lack of communication2. The project manager should then define the ground rules with all project team members to minimize interferences, such as setting boundaries for availability, delegating tasks, or using technology to avoid distractions34. This is also consistent with the PMBOK Guide, which states that the project manager should establish the team ground rules as part of the team development process5. By identifying the problem’s root causes and defining the ground rules, the project manager can help the project team members avoid interruptions and requests for help from other teams, and focus on completing their tasks during the iterations. References:

1: PBA Guide, Chapter 3, Section 3.4.3, Page 66

2: PBA Guide, Chapter 3, Section 3.4.3.1, Page 67

3: A Plan for Managing (Constant) Interruptions at Work

4: 6 Secrets for Avoiding Interruptions at Work

5: PMBOK Guide, Chapter 9, Section 9.3.2.3, Page 318

According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to tailor the project delivery approach based on the project characteristics, context, and environment. This means that the project manager should select the appropriate tools, techniques, methods, and artifacts that best suit the project needs and objectives. If the project manager realizes that the project will benefit from using adaptive tools, such as agile or hybrid methods, then the project manager should update the project documents accordingly and plan the first iterative session. This will enable the project team to deliver value incrementally and iteratively, and to respond to changes and feedback more effectively. Option A is the best answer for this question.

Option B is not the best answer because contacting the project sponsor and requesting new team members who are familiar with adaptive projects is not the first thing that the project manager should do. It is a possible action that the project manager may take if the current team lacks the skills or experience to work with adaptive tools, but it is not a necessary or immediate action. Moreover, requesting new team members may not always be feasible or desirable, as it may increase the project costs and risks, and may disrupt the team dynamics and performance.

Option C is not the best answer because confirming team capabilities before introducing adaptive tools and artifacts to the project is not the first thing that the project manager should do. It is a good practice to assess the team’s readiness and ability to work with adaptive tools, but it is not a prerequisite or a determinant for tailoring the project delivery approach. The project manager should base the decision on the project characteristics, context, and environment, not on the team capabilities. Moreover, confirming team capabilities may not always be accurate or reliable, as the team may have different levels of familiarity and confidence with adaptive tools.

Option D is not the best answer because freezing the design stage and looking for an external resource to run iterative design at extra cost is not the first thing that the project manager should do. It is a possible action that the project manager may take if the project is too complex or uncertain to be handled by the internal team, but it is not a recommended or proactive action. Freezing the design stage may delay the project delivery and may not reflect the current or future state of the project requirements or stakeholder needs. Looking for an external resource may increase the project costs and risks, and may reduce the project control and quality. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50.

According to the PMBOK Guide, the project manager should ensure that all the required approvals are received per the organizational procedures before implementing any project deliverables. This is part of the control quality process, which involves validating and verifying that the project deliverables meet the quality standards and requirements. By obtaining the necessary approvals, the project manager can avoid any liabilities, penalties, or disputes that may arise from the implementation of the project deliverables. The project manager should not rely on resolving defects, completing tasks, or documenting results alone, as these may not be sufficient to ensure that the project deliverables are acceptable and compliant with the organizational policies and regulations. References: PMBOK Guide, 7th edition, pages 237-238, 241-242.

According to the PMBOK® Guide, one of the key skills of a project manager is to apply appropriate leadership styles to the needs and demands of various situations1. Leadership styles can range from directive to supportive, depending on the level of authority and involvement of the project manager1. Micromanagement is a type of directive leadership style that involves close supervision and control over the work of the team members2. While micromanagement may be suitable for some situations, such as when the team is new or inexperienced, it can be detrimental for others, such as when the team is senior or skilled2. Micromanagement can cause frustration, demotivation, and resentment among the team members, and hinder their performance and creativity23. Therefore, the project manager should adjust their management style to better fit senior team members, who may prefer more autonomy, trust, and feedback23. The project manager can use various techniques to adapt their management style, such as situational leadership, emotional intelligence, and coaching1 . References:

1: PMBOK® Guide – 4th Edition, Chapter 3: The Role of the Project Manager

2: Micromanager Definition: 25 Signs and How To Deal With One

3: What is micromanaging? 6 warning signs

: 4 Signs You’re a Micromanager in Your Projects