A project manager is assigned to work on a large global project. The resources for the project are dispersed among different organizations and countries. After the projectkick-off meeting, the project manager learns that many virtual team members are unable to join the regular project update meetings. Their absence will impact the overallproject schedule.
What immediate corrective action should the project manager take?

1. A. Discuss the issue with the virtual team members and revise the communications management plan.
2. B. Escalate this issue to the virtual team members’ supervisors.
3. C. Add this issue to the risk management plan and take action if it persists.
4. D. Discuss the issue with the project sponsors and add this as an issue in the issue log.

Correct Answer: A
The project manager should discuss the issue with the virtual team members and revise the communications management plan as an immediate corrective action. This is because the project manager needs to understand the reasons why the virtual team members are unable to join the regular project update meetings and find a solution that works for them. The project manager should also update the communications management plan to reflect the changes in the communication requirements, methods, frequency, and tools for the virtual team members. The project manager should ensure that the communication plan is aligned with the project objectives, stakeholder expectations, and organizational culture.
✑ Option B is not a good action, as escalating this issue to the virtual team members’ supervisors may not be appropriate or effective. It may also create conflict, resentment, and distrust among the team members. The project manager should try to resolve the issue directly with the virtual team members and not involve their supervisors without their consent or agreement.
✑ Option C is not a good action, as adding this issue to the risk management plan and taking action if it persists is a passive and delayed approach. The project manager should try to prevent or mitigate the issue as soon as possible and not wait until it becomes a risk that affects the project performance. The project manager should also not treat the issue as a risk, but as a problem that needs to be solved.
✑ Option D is not a good action, as discussing the issue with the project sponsors and adding this as an issue in the issue log is a reactive and formal approach. The project manager should try to solve the issue informally and collaboratively with the virtual team members and not escalate it to the project sponsors unless necessary. The project manager should also not document the issue in the issue log, but in the communication plan. References:
✑ [PMBOK Guide], 6th edition, page 368, section 10.1
✑ [PMP Exam Content Outline], page 10, task 5 under domain 2

A project manager has just been assigned to a new project. The project manager's first task is to present the project benefits to the stakeholders.
Which three items should form part of the presentation? (Choose three)

1. A. Risks associated with achieving the target benefits
2. B. Communications management plan
3. C. Metrics to measure benefits throughout the project
4. D. Expected business value
5. E. Stakeholder register

Correct Answer: ACD
According to the PMBOK Guide, a project manager should identify, analyze, and communicate the benefits of the project to the stakeholders. The project benefits are the measurable improvements resulting from the project outcomes that provide value to the organization and the stakeholders. The project manager should present the following three items as part of the project benefits presentation:
✑ Risks associated with achieving the target benefits: The project manager should identify and assess the potential threats and opportunities that may affect the realization of the project benefits. The project manager should also plan and implement risk responses to minimize the negative impacts and maximize the positive impacts on the project benefits.
✑ Metrics to measure benefits throughout the project: The project manager should define and track the key performance indicators (KPIs) that can measure the progress and achievement of the project benefits. The project manager should also compare the actual results with the planned targets and report any deviations or gaps to the stakeholders.
✑ Expected business value: The project manager should estimate and communicate the expected value that the project will deliver to the organization and the stakeholders. The expected business value can be expressed in terms of financial, strategic, operational, or social benefits that align with the organizational objectives and stakeholder needs. References: PMBOK Guide, 7th edition, page 23-24, 28- 29, 31-32.

Due to a recent company merger, a project manager from company B has been assigned to a team that is comprised of team members from company A. At the start of the project, conflicts arise due to a lack
of clarity on processes and the project manager's relationship with company B. What should the project manager do to resolve this conflict?

1. A. Work with the team to analyze which processes are suitable to use and define them in the ground rules.
2. B. Ask the team to use company B's processes since they are more familiar with these processes.
3. C. Avoid the conflict as the customer feels comfortable with using processes from company A.
4. D. Review the historical information and make the decision based on the return on investment (ROI).

Correct Answer: A
When a project involves team members from different organizations, cultures, or backgrounds, there may be conflicts due to different expectations, preferences, or assumptions about the project processes1. The project manager should not impose, avoid, or ignore these conflicts, as this could lead to resentment, confusion, or poor performance2. The project manager should instead work with the team to analyze which processes are suitable to use for the project, considering the project objectives,
requirements, constraints, and risks3. The project manager should also define the agreed- upon processes in the ground rules, which are the standards of behavior and communication that the team members follow to work effectively together4. The ground rules can help the team members understand their roles and responsibilities, respect each other’s differences, and resolve any issues that may arise. References: 1: PMBOK Guide, 6th edition, p. 27 2: PMBOK Guide, 6th edition, p. 339 3: PMBOK Guide, 6th edition, p. 38 4: PMBOK Guide, 6th edition, p. 333 : PMBOK Guide, 6th edition, p. 334

A project manager has been assigned to a new project. There is one team member who never says anything during meetings. After meetings, however, the team member
sends detailed emails with very good suggestions that help with project execution. How should the project manager guide the team members?

1. A. Motivate the team members to speak freely in the meeting.
2. B. Arrange a team-building activity to involve all team members.
3. C. Remind the team members to follow the team charter.
4. D. Review the communications management plan with the team members.

Correct Answer: D
= According to the PMBOK Guide, 7th edition, the communications management plan is a component of the project management plan that describes how, when, and by whom information about the project will be shared, stored, and distributed1. It also defines the communication requirements and expectations of the project stakeholders, such as the level of detail, frequency, format, and confidentiality of the information2. Therefore, the project manager should review the communications management plan with the team members, to ensure that they are aware of and follow the agreed communication protocols and methods. This would help to address the issue of the team member who
never speaks during meetings, but sends emails afterwards, which may indicate a preference or a challenge for a different communication mode. The project manager should also encourage the team member to share their valuable suggestions during the meetings, as this would enhance the team collaboration and performance3. References:
✑ 1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p.69
✑ 2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p.70-71
✑ 3: PMBOK Guide, 7th edition, Chapter 2: Lead a Team, p. 29-30

An agile project is approaching its first release date, and the product will be supported by the operations team. To ensure proper support for the product, what should the project manager do?

1. A. Engage an external consultancy to assemble supporting documents and coordinate the knowledge transfer.
2. B. Create and prioritize a support manual on the product backlog to ensure adequate knowledge transfer.
3. C. Ensure the operations team has representation in the planning and review meetings and that there are support requirements in the backlog.
4. D. Propose a workshop with the operations team to outline all requirements of the new software and how to properly support it.

Correct Answer: C
According to the PMBOK® Guide, agile is an iterative, incremental, and adaptive approach to project management that values customer collaboration, feedback, and responsiveness to change. Agile projects deliver working software in small increments called iterations or sprints, and involve frequent communication and collaboration among the project team and the stakeholders. Agile projects also emphasize the importance of delivering value to the customer and meeting their needs and expectations.
In this question, the project manager is working on an agile project that is approaching its first release date, and the product will be supported by the operations team. The operations team is responsible for maintaining and operating the product after it is delivered to the customer, and ensuring its availability, reliability, and performance. To ensure proper support for the product, the project manager should take the following action:
✑ Ensure the operations team has representation in the planning and review meetings and that there are support requirements in the backlog. The project manager should involve the operations team as a key stakeholder in the agile project, and ensure that they have a voice and a role in the planning and review meetings. The planning meetings are used to define and prioritize the product backlog, which is a list of features and requirements that the product should deliver. The review meetings are used to inspect and evaluate the product increment, which is the sum of all the product backlog items completed during a sprint. The project manager should ensure that the operations team has representation in these meetings, and that they can provide their input, feedback, and expectations for the product. The project manager should also ensure that there are support requirements in the product backlog, such as documentation, training, testing, deployment, etc., and that they are prioritized and delivered along with the product features. This will help to ensure the quality and usability of the product, and to facilitate the knowledge transfer and handover to the operations team.
The other options are not correct because they do not provide a valid way to ensure proper support for the product. Option A is wrong because it suggests that the projectmanager should engage an external consultancy to assemble supporting documents and coordinate the knowledge transfer, without involving the operations team in the agile project. This would be costly, inefficient, and ineffective, as it may not reflect the actual needs and expectations of the operations team, and may create a gap or a delay in the communication and collaboration. Option B is wrong because it implies that the project manager should create and prioritize a support manual on the product backlog, without ensuring the representation of the operations team in the planning and review meetings. This would be incomplete, inaccurate, and insufficient, as it may not capture the full scope and depth of the support requirements, and may not allow the operations team to inspect and evaluate the product increment. Option D is wrong because it assumes that the project manager should propose a workshop with the operations team to outline all requirements of the new software and how to properly support it, without ensuring that there are support requirements in the product backlog. This would be inconsistent, redundant, and risky, as it may not align with the agile principles and practices, and may not ensure the delivery and validation of the support requirements along with the product features. References:
✑ PMBOK® Guide, 6th edition, pages 206-207, 540-541
✑ Agile Project Management Course (Google) | Coursera
✑ Agile Certified Practitioner | PMI - Project Management Institute
✑ Agile Certifications | PMI - Project Management Institute