A project manager received the project charter for a new product. The project is expected to have two main deliveries: the hardware part that has detailed specifications already defined, including a sample machine, and the user interface software that has only a basic specification and a requirement for a user experience design approach.
Which project management approach should the project manager use?

1. A. A hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries.
2. B. The software development has a high uncertainty level, so an agile approach is recommended for the project.
3. C. The deliverables are significantly different, so the project should be split into two projects that are driven by a program.
4. D. The scope is well defined; therefore, a predictive approach is straightforward and the hardware and software can by synchronized on the gates.

Correct Answer: A
According to the PMBOK Guide 7th Edition, a hybrid approach is a combination of two or more project management approaches, such as predictive, adaptive, iterative, incremental, or agile. A hybrid approach can be used when different parts of the project have different levels of uncertainty, complexity, or stakeholder involvement. In this case, the hardware part has detailed specifications and a sample machine, which means that the scope is well defined and stable, and a predictive approach can be used to plan and execute the hardware deliveries. On the other hand, the user interface software has only a basic specification and a requirement for a user experience design approach, which means that the scope is vague and dynamic, and an agile approach can be used to deliver the software incrementally and iteratively, based on customer feedback and changing needs. Therefore, a hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries, as this will allow the project manager to balance the different characteristics and expectations of the two main deliveries. References: PMBOK Guide 7th Edition, page 19-20.

A product is undergoing its last iterative increment, and the project team is ready to make the final deployment. The company's financial manager is asking the project teamto complete the deployment andclose the project as soon as possible so it can be capitalized.
What should the project manager do?

1. A. Ignore the stakeholder's request as there is a defined plan.
2. B. Update the acceptance criteria for the iteration.
3. C. Check on the definition of done (DoD) for the project.
4. D. Expedite the final deployment and close the project.

Correct Answer: C
The definition of done (DoD) is a clear and concise list of requirements that a project increment must meet before it is considered complete and potentially releasable1. The project manager should check on the DoD for the project to ensure that the product meets the quality standards and stakeholder expectations before deploying it. Ignoring the stakeholder’s request (A) or expediting the final deployment (D) may compromise the quality and value of the product. Updating the acceptance criteria (B) may introduce scope changes and delays in the project. References: 1: PMBOK Guide, 6th Edition, p. 176.

A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project.To further enhance team performance and empower team members, which two actions should the project manager take? (Choose 2)

1. A. Encourage team members to cross-check decisions with the project manager.
2. B. Support team members to make decisions in their areas of strength.
3. C. Allow team members to make limited decisions.
4. D. Vet all of the decisions before execution.
5. E. Organize and assign team members to tasks where they have strengths.

Correct Answer: BE
According to the PMBOK Guide, a project manager should empower team members and stakeholders to enhance their engagement, commitment, and performance on the project1. Empowerment means giving team members and stakeholders the authority, autonomy, and resources to make decisions and take actions that are aligned with the project objectives and scope2. Empowerment also means supporting team members and stakeholders to develop their skills, knowledge, and confidence to perform their roles and responsibilities effectively3.
In this scenario, the project manager is managing a business transformation project that has a four-phase delivery plan. The project team has successfully delivered one phase ofthe project. To further enhance team performance and empower team members, the project manager should take the following two actions:
✑ Support team members to make decisions in their areas of strength. This means encouraging team members to use their expertise, experience, and judgment to make informed and appropriate decisions that will benefit the project. This also means trusting team members to handle the consequences and risks of their decisions, and providing them with feedback and recognition for their achievements. Supporting team members to make decisions in their areas of strength can increase their motivation, ownership, and accountability for the project outcomes4.
✑ Organize and assign team members to tasks where they have strengths. This means identifying and leveraging the strengths, talents, and preferences of each team member, and assigning them to tasks that match their capabilities and interests. This also means providing team members with opportunities to learn, grow, and excel in their areas of strength, and helping them overcome their weaknesses and challenges. Organizing and assigning team members to tasks where they have strengths can enhance their productivity, quality, and satisfaction on the project5.
The project manager should not encourage team members to cross-check decisions with the project manager, as this may undermine their empowerment and confidence. The project manager should not allow team members to make limited decisions, as this may restrict their creativity and innovation. The project manager should not vet all of the decisions before execution, as this may create bottlenecks and delays in the project. References: 1: PMBOK Guide, 6th edition, page 513. 2: How to Empower Your
Team 3: How To Empower Team In Your Workplace 4: Motivation : How to Increase Project Team Performance 5: 1.4. Empower team members and stakeholders

A project needs to acquire a large volume of electrical supplies on a weekly delivery cycle. There are many suppliers interested in partnering, so the project manager feels confident they can negotiate a goodprice.
What should the project manager do first in order to ensure the best overall value in the future contract?

1. A. Contact each of the potential suppliers to understand their price schedules for the required supplies.
2. B. Create a time-based bill of materials containing the supplies that need to be delivered each week.
3. C. Meet with the project sponsor to learn more about past contracting efforts for electrical supplies.
4. D. Identify the policies, procedures, guidelines, and legal parameters that are required in the contract.

Correct Answer: D
According to the PMBOK Guide, the project manager is responsible for planning, conducting, and controlling procurements throughout the project life cycle. One of the tools and techniques for planning procurements is procurement documentation, which includes the policies, procedures, guidelines, and legal parameters that are required in the contract. Procurement documentation can help the project manager define the procurement approach, criteria, and terms and conditions for the contract, as well as ensure compliance with organizational and external standards and regulations. In this scenario, the project needs to acquire a large volume of electrical supplies on a weekly delivery cycle, and there are many suppliers interested in partnering. The project manager feels confident they can negotiate a good price, but before doing so, they need to ensure the best overall value in the future contract. The first thing that the project manager should do is to identify the policies, procedures, guidelines, and legal parameters that are required in the contract, using procurement documentation as a tool. This option can help the project manager establish the procurement framework, scope, and specifications, as well as protect the project’s interests and rights in the contract. Contacting each of the potential suppliers, creating a time-based bill of materials, or meeting with the project sponsor are not the first things that the project manager should do, as they are related to conducting or controlling procurements, not planning procurements. These options may also be premature or ineffective if the procurement documentation is not identified beforehand. References: PMBOK Guide, 7th edition, pages 245-246, 12.1 Plan Procurements.

A compliance strategy was created during the planning phase of a project. During execution, the project manager left the organization and another project manager was assigned to the team.
What should the project manager do first to ensure the project is compliant?

1. A. Meet with the project sponsor to discuss their compliance concerns.
2. B. Review the organizational process assets (OPAs) for compliance topics.
3. C. Meet with the team to discuss compliance concerns.
4. D. Review the compliance strategy and version history.

Correct Answer: D
The project manager should review the compliance strategy and version history first to ensure the project is compliant, because this will help the project manager understand the current state of the project, the compliance requirements and standards that apply to the project, and the changes that have been made to the compliance strategy throughout the project life cycle. The compliance strategy is a document that describes how the project team will manage compliance with all applicable rules, regulations, contracts, and policies governing the project. The version history is a record of the revisions and updates that have been made to the compliance strategy, including the date, author, and reason for each change. Reviewing the compliance strategy and version history will enable the project manager to identify any gaps, issues, or risks related tocompliance, and to plan and execute the appropriate actions to address them. The project manager should also communicate with the project sponsor, the project team, and other stakeholders to ensure alignment and collaboration on compliance matters, but this should be done after reviewing the compliance strategy and version history. The project manager should also review the organizational process assets (OPAs) for compliance topics, such as policies, procedures, templates, and lessons learned, but this should be done in conjunction with the compliance strategy and version history, not before them. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Project Management Compliance Process, How to Successfully Manage Construction Compliance