PMP Practice Test

Get commitment from the team to include all of the required regulations

Explanation

According to the Project Management Professional (PMP) Reference Materials, the project manager should get commitment from the team to include all of the required regulations in the MVP when there is no consensus to do so. This is because the MVP is the version of the product that delivers the most value to the customer while meeting the minimum requirements and constraints1. If the project manager identifies some mandatory regulations that are essential for the product to be viable, compliant, and safe, then they should be included in the MVP, regardless of the impact on the project duration2. The project manager should explain the importance and rationale of the regulations to the team and stakeholders, and seek their agreement and support to incorporate them in the MVP3. The other options, A, C, and D, are not appropriate actions for the project manager to take. Training the team on the new regulations as requested by management may not resolve the lack of consensus or commitment from the team and stakeholders, and may delay the MVP definition process. Asking the project sponsor to add more time to the project may not be feasible or necessary, and may not address the root cause of the disagreement. Sharing with participants the need to focus only on product functionality may ignore the regulatory requirements and risks, and may compromise the quality and value of the product.

References:

1. Agile Practice Guide, Chapter 4.1.2, "Minimum Viable Product".
2. How to Define a Minimum Viable Product (MVP) - ProjectManager.com, Section "What Is a Minimum Viable Product?".
3. How to use Consensus Decision-Making for Project Management, Section "The 6 Stages of Consensus Decision-Making".

Perform Integrated Change Control

Explanation:
Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to deliverables, organizational process assets, project documents, and the Project Management Plan, and communicating the decisions1. This process is important to ensure that only approved changes are implemented and that the project remains aligned with the project objectives and stakeholder expectations. In this scenario, the project manager should perform Integrated Change Control to evaluate the impact of the proposed alternative solution on the project scope, schedule, cost, quality, risk, and other aspects. The project manager should also consult with the project sponsor, customer, and other key stakeholders to obtain their approval or rejection of the change request. The project manager should document the change request and its status in the change log and update the project management plan and other relevant documents accordingly. The project manager should also communicate the change and its implications to the project team and other affected parties. By performing Integrated Change Control, the project manager can ensure that the project is managed in a controlled and consistent manner, and that the project deliverables meet the agreed requirements and expectations.

References:

• How To Successfully Perform Integrated Change Control?
• 6 Steps for an Integrated Change Control Project Management Strategy
• Performing Integrated Change Control: PMP Tips

Allocate time to gain buy-in from the stakeholder prior to key decision meetings.

Explanation:

Stakeholder engagement is the process of identifying, analyzing, planning, and implementing actions to communicate with, influence, and involve stakeholders throughout the project lifecycle. Stakeholder engagement aims to ensure that stakeholders are satisfied with the project outcomes, and that their expectations and needs are met. According to the Professional in Business Analysis Reference Materials1, stakeholder engagement involves the following steps:

• Identify stakeholders: Determine who are the individuals or groups that have an interest or influence in the project, and what are their roles, responsibilities, expectations, and power.
• Analyze stakeholders: Assess the level of interest and influence of each stakeholder, and their potential impact on the project objectives, scope, schedule, cost, quality, and risks. Use tools such as stakeholder analysis matrix, power/interest grid, or salience model to categorize stakeholders based on their attributes.
• Plan stakeholder engagement: Develop strategies and actions to effectively communicate with, involve, and manage stakeholders throughout the project. Use tools such as stakeholder engagement plan, communication plan, or RACI matrix to define the frequency, mode, content, and responsibility of stakeholder interactions.
• Implement stakeholder engagement: Execute the planned activities to engage stakeholders, and monitor and measure their feedback, satisfaction, and performance. Use tools such as stakeholder register, issue log, change log, or performance reports to track and document stakeholder engagement.
• Evaluate stakeholder engagement: Review and analyze the effectiveness and outcomes of stakeholder engagement, and identify areas for improvement or adjustment. Use tools such as lessons learned, surveys, or interviews to collect and analyze stakeholder feedback and recommendations.

In this scenario, the project manager realizes that a standard stakeholder engagement approach will not suffice, because one of the client representatives, who is not a key decision maker, is extremely opinionated and could become a roadblock to progress due to their perceived level of authority during meetings. This stakeholder could be classified as a high-interest, low-influence stakeholder, who needs to be kept informed and consulted, but not allowed to dominate or derail the project decisions. Therefore, the best option for the project manager is to allocate time to gain buy-in from the stakeholder prior to key decision meetings. This way, the project manager can:

• Understand the stakeholder’s perspective, concerns, and expectations, and address them proactively and respectfully.
• Build trust and rapport with the stakeholder, and demonstrate the value and benefits of the project for them and their organization.
• Involve the stakeholder in the project planning and design process, and solicit their input and feedback on the project scope, objectives, deliverables, and requirements.
• Negotiate and compromise with the stakeholder on any conflicting or unrealistic demands, and seek their support and agreement on the project decisions.
• Acknowledge and appreciate the stakeholder’s contribution and participation, and recognize their role and authority within their organization.

By allocating time to gain buy-in from the stakeholder prior to key decision meetings, the project manager can enhance the stakeholder engagement, satisfaction, and collaboration, and reduce the risk of resistance, conflict, or delay in the project.

The other options are not the best choices, because:

• Asking that only key decision makers attend the project meetings could alienate and offend the stakeholder, and damage the relationship and trust with them and their organization. It could also create a communication gap and a lack of transparency and accountability in the project.
• Updating the project schedule to cater to this particular stakeholder could disrupt the project workflow and priorities, and create inefficiencies and delays in the project. It could also cause resentment and frustration among other stakeholders, who may feel that their needs and expectations are not being met or respected.
• Updating the risk register to consider the possible project impacts could be a useful step, but it is not sufficient to address the root cause of the problem, which is the stakeholder’s opinionated and authoritative behavior. It could also imply that the project manager is avoiding or ignoring the stakeholder, rather than engaging and influencing them.

References:
Stakeholder Engagement.

Work to understand the key stakeholder's concerns and provide feedback in regular project status reports

Explanation:
According to the PMBOK Guide, the project manager should manage stakeholder expectations by communicating and working with stakeholders to meet their needs and address issues as they occur. This includes understanding the stakeholder’s concerns, interests, and expectations, and providing timely and accurate information to keep them informed and satisfied. By working to understand the key stakeholder’s concerns and providing feedback in regular project status reports, the project manager can maintain a positive relationship with the stakeholder and avoid unnecessary interruptions and conflicts.

References: 
PMBOK Guide, 6th edition, page 540-541, section 13.3.2.4 Manage Stakeholder Engagement: Data Analysis.

Meet with the project team to analyze the actual cost to determine deviations

Explanation:
The project manager should do first to manage the budget is to meet with the project team to analyze the actual cost to determine deviations. This is the first step in the control cost process, which involves monitoring the status of the project to update the project costs and manage changes to the cost baseline2. By analyzing the actual cost, the project manager can identify the causes and sources of the cost variance, and evaluate the impact and implications on the project performance and objectives. The project manager can also use various tools and techniques, such as earned value analysis, forecasting, and variance analysis, to measure and report the cost performance and status2. Based on the analysis, the project manager can then decide on the appropriate actions and responses to bring the project back on track, such as requesting additional funds, reducing scope, adjusting resources, or implementing corrective or preventive actions2.

Option A is not a good choice, because it is premature and passive. The project manager should not ask the project sponsor for assistance in getting the budget back on track before analyzing the actual cost and determining the deviations. The project manager should first understand the nature and extent of the cost variance, and then present the facts and data to the project sponsor, along with possible solutions and recommendations. The project manager should also demonstrate their own initiative and responsibility in managing the budget, rather than relying on the project sponsor to solve the problem.

Option C is not a good choice, because it is pessimistic and irresponsible. The project manager should not inform the stakeholders that the project will be finished over budget before analyzing the actual cost and determining the deviations. The project manager should first assess the situation and explore the options to improve the cost performance and meet the budget expectations. The project manager should also communicate the cost status and issues to the stakeholders in a timely and transparent manner, and seek their feedback and support, rather than delivering bad news without any justification or action plan.

Option D is not a good choice, because it is hasty and presumptuous. The project manager should not issue a change request including the analysis to increase the budget before analyzing the actual cost and determining the deviations. The project manager should first verify the accuracy and validity of the cost data, and evaluate the feasibility and necessity of increasing the budget. The project manager should also consider the impact of the change request on the project scope, schedule, quality, and stakeholder satisfaction, and obtain the approval of the change control board before implementing the change2.

References:
1: Project Management Professional (PMP)® Certification
2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition