Ateam is not delivering the committed work. Cards are not moving on the kanban board, and the burndown chart shows that the sprint progress is slow.
What should the agile project manager do?

1. A. Change the work in progress (WIP) limit to reflect the team's capacity.
2. B. Discuss the performance with senior leadership.
3. C. Meet with the project team members who are slow in delivering tasks.
4. D. Consider the use of alternative performance metrics.

Correct Answer: A
According to the Agile Practice Guide, kanban is an agile framework that uses a visual board to display the flow of work and limit the amount of work in progress (WIP) at each stage of the process. The WIP limit is a key element of kanban, as it helps to optimize the throughput and efficiency of the team, and to identify and resolve any bottlenecks or impediments. The agile project manager should change the WIP limit to reflect the team’s capacity, based on the data from the kanban board and the burndown chart. This will help the team to focus on completing the most important tasks, reduce multitasking and waste, and improve the quality and delivery of the work. Changing the WIP limit is also consistent with the agile principle of responding to change over following a plan, as it allows the team to adapt to the current situation and customer needs. References:
✑ Agile Practice Guide, Chapter 5: Implementing Agile: Creating an Agile Environment, pp. 77-97.
✑ PMBOK® Guide, Sixth Edition, Chapter 6: Project Schedule Management, pp. 215-264.
✑ PMP Exam Prep Coursebook, Chapter 6: Project Schedule Management, pp. 6-1 - 6-22.

A project manager is assigned midway through a project. The team members are in different locations across the country and they are unable to meet in-person often. During a status review meeting, one of
the stakeholders highlighted that they were unaware of the status for the project deliverables.
What should the project manager do first?

1. A. Request the project team include the stakeholder's details and make sure the project status reports are shared with the stakeholder.
2. B. Schedule a meeting with the stakeholder, and include the stakeholder’s needs in the project management plan.
3. C. Review the stakeholder management plan and update the stakeholder register for incorporation in the project management plan.
4. D. Review the communications management plan and verify whether the stakeholder's needs are captured in the project management plan.

Correct Answer: D
The communications management plan is a component of the project management plan that describes how the project information will be communicated to the stakeholders, including thefrequency, format, content, and methods of communication1. The project manager should review the communications management plan and verify whether the stakeholder’s needs are captured in the project management plan, and if not, update the plan accordingly. This will help to ensure that the stakeholder receives the appropriate information at the right time and in the right way. Requesting the project team to include the stakeholder’s details and share the project status reports (A) may not be sufficient or effective, as the stakeholder may have different communication preferences or expectations. Scheduling a meeting with the stakeholder and including the stakeholder’s needs in the project management plan (B) may be a good action to take, but not the first one. The project manager should first review the existing communications management plan and identify any gaps or issues before engaging with the stakeholder. Reviewing the stakeholder management plan and updating the stakeholder register © may not be relevant or necessary, as the stakeholder is already identified and engaged in the project. The stakeholder management plan describes how the project manager will manage the stakeholder expectations and influence, not how the project information will be communicated to them2. References: 1: PMBOK Guide, 6th Edition, p. 3672: PMBOK Guide, 6th Edition, p. 513.

A project for a new product launch is in a very initial stage and the requirements are evolving. Due to stiff competition in the market, the customer would liketo launch the product keeping the scope flexible. The project team intends to start the work based on the forecast of a similar project delivered last year.
Which project approach suits the scenario?

1. A. Execute it as a Scrum project.
2. B. Execute it as a predictive project.
3. C. Execute it as a project with stage gates.
4. D. Execute it using the same approach as the reference project.

Correct Answer: A
According to the PMBOK Guide, a project approach is the way a project is planned, executed, monitored, controlled, and closed. A project approach should be designed based on the context of the project, its objectives, stakeholders, governance, and the environment1. A project approach should use “just enough” process to achieve thedesired outcome while maximizing value, managing cost, and enhancing speed1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2.
In this scenario, the project is in a very initial stage and the requirements are evolving, which means there is a high level of uncertainty and change. The customer would like to launch the product keeping the scope flexible, which means they are open to feedback and adaptation. The project team intends to start the work based on the forecast of a similar project delivered last year, which means they have some historical data and experience to guide them. These factors suggest that an agile approach would be suitable for this project, as it can provide flexibility, adaptability, and customer focus while delivering value incrementally and iteratively2.
One of the most popular agile approaches is Scrum, which is a framework for managing complex projects that deliver products or services in short iterations called sprints3. Scrum involves a self-organizing and cross-functional team, a product owner who represents the customer and defines the product backlog, and a Scrum master who facilitates the Scrum process and removes impediments3. Scrum also involves several events, such as sprint planning, daily Scrum, sprint review, and sprint retrospective, to ensure collaboration, communication, and continuous improvement3.
Therefore, executing the project as a Scrum project would suit the scenario, as it can accommodate the evolving requirements, the flexible scope, and the competitive market. Scrum can also leverage the forecast of the similar project as an input for the product backlog and the sprint planning, and adjust the work based on the feedback and the changes in the environment.
References: 1: 12 Principles of Project Management 2: Project Management Professional (PMP)® Certification 3: PMP® Certification Info Summary

A project is about to start with a global project team. Travel is not a viable option for project team members, so most will participate virtually.
What should the project manager do to engage the team?

1. A. Invest in a virtual collaboration/colocation environment.
2. B. Ask human resources (HR) for team-building recommendations.
3. C. Schedule weekly team meetings to encourage collaboration.
4. D. Have one-on-one meetings with team members to improve communication.

Correct Answer: A
= A virtual collaboration/colocation environment is a tool or a platform that enables project team members to communicate, share information, and work together effectively across different locations and time zones. It can help to create a sense of team identity, trust, and cohesion, as well as reduce the challenges of virtual communication such as misunderstandings, delays, and conflicts. Investing in such an environment can enhance the engagement and performance of the global project team. References:
= PMBOK Guide, 6th edition, page 368; PMP Exam Content Outline, 2021, page 9

A new team member inquires about how much they need to learn about the organizational
process assets (OPAs) residing on the company intranet. Another team member states they only need to know the basics. However, the project manager believes the team member should know everything regarding the OPAs.
What should the project manager do?

1. A. Clarify the relevance of reviewing the documentation on the intranet.
2. B. Create a training schedule for the new team member to follow over the next few weeks.
3. C. Ask a senior team member to help the new team member navigate through all the documentation.
4. D. Escalate the inquiry to the team member's functional manager.

Correct Answer: A
= This answer is based on the knowledge area of project integration management, which involves coordinating all aspects of the project, including the use of organizational process assets (OPAs). OPAs are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They can help the project team to perform or govern the project, such as by providing templates, standards, guidelines, or lessons learned. By clarifying the relevance of reviewing the documentation on the intranet, the project manager can help the new team member to understand the importance and value of OPAs for the project, and to identify the ones that are most relevant and useful for their role and responsibilities. References: (Project Management Professional (PMP) Reference Materials source and documents)
✑ A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 4: Integrating Project Work, Section 4.1: Overview of Project Integration Management, page 77.
✑ The Standard for Project Management, Part 1: The Project Management Body of Knowledge, Section 1.3: Organizational Process Assets, page 17.