PMI Updated PMP Exam Questions and Answers by safiyyah

 According to the PMBOK Guide, the product owner is the person responsible for defining and prioritizing the product backlog, and ensuring that the product delivers value to the customer and stakeholders1. The product owner also collaborates with the project team and the project manager to review the work in progress and provide feedback2. Therefore, if a key agile project team member takes a leave of absence in the middle of an iteration and will not return to work for a while, the project manager should review the work in progress with the product owner to determine the next step regarding the feature on which the team member was working. The product owner may decide to defer, modify, or cancel the feature depending on the value and urgency of the feature. The other options are not the best actions for the project manager to do next. Assigning the feature to another team member may not be feasible or desirable, as it may disrupt the team’s self-organization and velocity3. Reviewing team capacity and reassigning the functionality to additional iterations may not be aligned with the product owner’s vision and expectations4. Determining if the team member can work from home may not be possible or appropriate, as it may depend on the team member’s personal situation and the nature of the work. References:

1: PMBOK Guide, 6th edition, page 49

2: PMBOK Guide, 6th edition, page 50

3: PMBOK Guide, 6th edition, page 52

4: PMBOK Guide, 6th edition, page 53

PMBOK Guide, 6th edition, page 54

PMBOK Guide, 6th edition, page 57

According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers. References:

PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6

PMI-PBA Guide, section 6.3.3.1

According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should use procurement documentation to define and manage the contractual relationships with the suppliers. Procurement documentation includes the contract, the statement of work, the procurement management plan, and the source selection criteria. The project manager should ensure that the project team, including the business analyst, is aware of the terms and conditions of the contract and the scope of work that the supplier is expected to deliver. Any changes or additions to the scope should be formally requested and approved through the change control process, as described in section 4.6. The PMI-PBA Guide, section 6.3.3.1, also supports this approach, as it states that the business analyst should follow the change management plan and the requirements management plan to manage changes to the requirements and to communicate them to the relevant stakeholders, including the suppliers. References:

PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6

PMI-PBA Guide, section 6.3.3.1

The project manager should review the operations manager’s concerns and ensure these concerns are addressed, as this is part of managing stakeholder engagement. Stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By reviewing and addressing the concerns, the project manager can increase the stakeholder satisfaction and support for the project, as well as avoid potential conflicts and delays. The other options are not the best ways to handle this situation, as they either ignore, escalate, or document the concerns without resolving them. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK Guide, 6th edition, Chapter 13, Section 13.3

PMP Exam Content Outline, June 2019, Domain II, Task 9

PMP Sample Test Questions, Question 163

 According to the Agile Practice Guide, one of the agile principles is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. To achieve this, the project manager should break down the work into small and manageable pieces, called stories, that can be completed within a short iteration, called a sprint. This will help to improve the accuracy of the estimates, the quality of the deliverables, and the feedback from the customer. Therefore, the project manager should reduce the story size by splitting stories that are too large or complex into smaller and simpler ones. Creating a product backlog may be a good practice, but it is not the best answer. The product backlog is a list of features or requirements that the customer wants in the final product. It does not address the issue of inaccurate estimates or large stories. Performing sprint reviews with the team may be a useful activity, but it is not a preventive measure. The sprint review is a meeting at the end of each sprint where the team demonstrates the completed stories to the customer and collects their feedback. It does not address the issue of inaccurate estimates or large stories before the sprint starts. Assessing the previous project velocity may be helpful, but it is not sufficient to address the issue. The project velocity is a measure of how much work the team can complete in a sprint. It can be used to plan and monitor the project progress, but it does not address the issue of inaccurate estimates or large stories for the current sprint. References: Agile Practice Guide, Chapter 3, Section 3.2.1 (Product Backlog), Section 3.2.4 (Sprint Review), and Section 3.2.5 (Velocity)