PMI Updated PMP Exam Questions and Answers by maximillian

The question is about a project team that is distributed across two countries with a significant time difference. The project manager needs to improve the interactions and collaboration between the team members in both locations. The best option for the project manager to do this is:

Identify virtual communication methods and arrange for regular team meetings accordingly: This option is effective and feasible in managing a geographically dispersed team. The project manager should identify the appropriate communication methods and tools, such as email, phone, video conferencing, instant messaging, etc., that suit the needs and preferences of the team members. The project manager should also arrange for regular team meetings, such as daily stand-ups, weekly status updates, monthly reviews, etc., that accommodate the time zones and schedules of the team members. The project manager should ensure that the team meetings are well-planned, structured, and facilitated, and that they foster trust, feedback, and engagement among the team members12

The other options are not as effective or feasible as the first option. They are:

Ensure full participation of both the product owner and business SMEs in scope planning sessions: This option is relevant and desirable, but it is not sufficient to improve the interactions between the team members in both countries. The scope planning sessions are only one aspect of the project communication, and they might not occur frequently or regularly. The project manager should also consider other communication methods and events that involve the entire team and address their needs and expectations3

Explore the opportunity to have both teams colocated: This option is ideal but unrealistic. Colocation is the physical proximity of the team members in the same location, which can enhance communication, collaboration, and performance. However, colocation is not always possible or practical, especially for teams that are distributed across different countries. The project manager should consider the costs, benefits, and feasibility of colocation, and weigh them against the alternatives1

Plan for frequent face-to-face meetings: This option is beneficial but costly. Face-to-face meetings are the most effective form of communication, as they allow for direct interaction, non-verbal cues, and rapport building. However, face-to-face meetings are also the most expensive and time-consuming, especially for teams that are located in different countries. The project manager should balance the frequency and duration of face-to-face meetings with the budget and schedule constraints, and complement them with other communication methods and tools1

 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 10, Section 10.1.2.1 2: Business Analysis for Practitioners: A Practice Guide, Chapter 8, Section 8.3.1 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 5, Section 5.2.2.1 : Business Analysis for Practitioners: A Practice Guide, Chapter 4, Section 4.2.1 : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9, Section 9.1.2.1 : Business Analysis for Practitioners: A Practice Guide, Chapter 8, Section 8.3.2

According to the PMBOK Guide, 7th edition, section 2.2.1, organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. OPAs include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to execute or govern the project. OPAs also include historical information and lessons learned from previous projects. Therefore, the project manager’s notes should be stored as OPAs, so that they can be accessed and utilized by other project managers in the future. OPAs are inputs to many project management processes and outputs of some project management processes. References:

PMBOK Guide, 7th edition, section 2.2.1, page 37-38

PMBOK Guide, 7th edition

PMP Exam Content Outline

According to the PMBOK Guide, 7th edition, a joint requirements session is a technique used to elicit and prioritize requirements from multiple stakeholders in a collaborative and interactive way. It can also be called a workshop, a focus group, or a brainstorming session. To ensure that the session is effective and efficient, the project manager should organize a formal session led by a skilled facilitator who can guide the discussion, manage conflicts, and ensure participation from all attendees. The facilitator should also establish and communicate the rules for how the participants will interact with one another, such as respecting different opinions, using constructive feedback, and following an agenda. This will help to avoid chaos and confusion, and to achieve the desired outcomes of the session. References:

PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session

PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation

According to the PMBOK Guide, an issue is “a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements” (p. 720). Issues can arise from any aspect of the project, such as changes, risks, quality, stakeholders, etc. The issue log is a project document that records and tracks the issues that affect the project, along with their status, resolution, and ownership. The issue log is updated throughout the project as new issues are identified, analyzed, and resolved.

In this question, the change in environmental regulations is an external factor that could affect the project scope, schedule, cost, quality, or other aspects. Therefore, it is an issue that needs to be documented and tracked in the issue log. The project manager should update the issue log as an immediate action to ensure that the issue is properly addressed and communicated to the relevant stakeholders. Updating the issue log will also help the project manager to monitor and control the project performance and take corrective or preventive actions as needed.

Updating the project baseline, the risk management plan, or the change request log are not immediate actions that the project manager should take in this situation. The project baseline is the approved version of the project scope, schedule, and cost that serves as a reference for measuring and reporting the project performance. The project baseline can only be changed through the formal change control process, which requires a change request. The risk management plan is a subsidiary plan of the project management plan that describes how risk management activities will be planned, implemented, and monitored throughout the project. The risk management plan can also be changed through the change control process, if necessary. The change request log is a project document that records and tracks the change requests that are submitted, reviewed, approved, or rejected during the project. A change request is a formal proposal to modify any document, deliverable, or baseline of the project.

The project manager may need to update the project baseline, the risk management plan, or the change request log later, after analyzing the impact of the issue and determining the appropriate response. However, these are not immediate actions that the project manager should take before updating the issue log. References:

PMBOK Guide, 6th edition, Project Management Institute, 2017, pp. 123, 129, 152, 456, 720.

PMP Sample Test Questions, Project Management Institute, 2019, p. 15.