PMI Updated PMP Exam Questions and Answers by drew

 According to the PMBOK Guide, 7th edition, section 13.1.1, “Stakeholder identification is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.” Therefore, the project manager should conduct stakeholder identification and a project objectives review session, as this will help to ensure that the new key stakeholder is properly engaged and informed about the project scope and deliverables. Creating a change request and updating the scope management plan (option A) may not be necessary or appropriate, as the issue may not be related to the scope, but to the stakeholder’s expectations or understanding. Updating the stakeholder list and fixing the deliverables (option C) may not address the root cause of the issue, and may introduce unnecessary changes or rework. Updating the project management plan and lessons learned (option D) may be done later, after the issue is resolved and the stakeholder is satisfied. References:

PMBOK Guide, 7th edition, section 13.1.1

PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 180, question 14

The project manager should ask an experienced team member to coach the new team member, as this is a strategy for developing the skills and performance of the new team member. According to the PMI website, coaching is one of the interpersonal and team skills that a project manager should have. Coaching is a process of providing guidance, feedback, and support to help someone improve their abilities and achieve their goals. By asking an experienced team member to coach the new team member, the project manager can leverage the knowledge and expertise of the existing team, and foster a culture of learning and collaboration. The project manager can also monitor the progress and results of the coaching, and provide recognition and rewards to both the coach and the coachee.

The other options, asking the new team member to follow the team ground rules, asking an experienced team member to identify a replacement, or asking the new team member to reassess their own capabilities, are not the best ways to deal with a new team member who is not making the expected progress on an assigned task. Asking the new team member to follow the team ground rules may help the new team member to understand the expectations and norms of the team, but it does not address the specific issues or challenges that the new team member is facing. Asking an experienced team member to identify a replacement may be a drastic and demotivating measure, that may not be feasible or fair to the new team member. Asking the new team member to reassess their own capabilities may be a constructive feedback, but it does not provide any support or assistance to the new team member.

 1 Interpersonal and Team Skills - Project Management Institute 2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.2.4 3 Business Analysis for Practitioners: A Practice Guide, Chapter 5.3.3

According to the PMBOK Guide, the project manager should consider the project delivery approach (predictive, agile, or hybrid) based on the project characteristics, such as complexity, uncertainty, stability, and adaptability. The project manager should also evaluate the impact of any changes to the project delivery approach on the project scope, schedule, cost, quality, risk, and stakeholder satisfaction. Therefore, the project manager should analyze the requirements that will need to be addressed under the agile approach and determine the feasibility, benefits, and drawbacks of switching from the predictive approach. This will help the project manager to make an informed decision and communicate it to the relevant stakeholders. References: PMBOK Guide, 6th edition, pages 19-20, 141-142.

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One possible technique to deal with project delays is to use an iterative process, which involves breaking down the project into smaller cycles or iterations, each with its own planning, execution, and evaluation. This allows the project team to adapt to changing requirements, feedback, and risks, and deliver value incrementally. How to use an iterative process for projects | monday.com Blog

Another possible technique is to conduct regular retrospectives, which are meetings where the project team reflects on what went well, what went wrong, and what can be improved in the next iteration. Retrospectives help to identify the root causes of delays, learn from mistakes, and implement corrective actions. 10 Tips to Handle Project Delays - Gantt Chart GanttPRO Blog

A third possible technique is to use risk management strategies, such as avoidance, mitigation, transfer, or acceptance, to deal with the potential or actual threats that cause delays. Risk management involves identifying, analyzing, prioritizing, and responding to risks throughout the project lifecycle. 10 Causes of Projects Delays and How to Manage Them | ActiveCollab