PMI Updated PMP Exam Questions and Answers by jennifer

The project manager should have kept documentation in the PMIS and shared it with appropriate stakeholders. The PMIS is an information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes1. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems1. By keeping documentation in the PMIS, the project manager can ensure that the project information is updated, consistent, accessible, and secure. The project manager can also use the PMIS to communicate and collaborate with the relevant stakeholders, such as the project team, the sponsor, the customer, and the auditors2.

Option A is not the best answer because reviewing the risk register to identify a response plan for the audit is a reactive and not a proactive way to handle documentation for the project. The project manager should have anticipated and planned for the audit as part of the project risk management process3.

Option B is not the best answer because assigning a project team member to ensure all project documentation was updated is not a sufficient or efficient way to handle documentation for the project. The project manager should have established a clear and consistent process for updating and maintaining the project documentation, and used the PMIS to facilitate and automate this process4.

Option C is not the best answer because updating the project management plan regularly and having it securely shared with all stakeholders is only a partial way to handle documentation for the project. The project management plan is a formal, approved document that defines how the project is executed, monitored, and controlled. It is an important part of the project documentation, but not the only one. The project manager should have also updated and shared other project documents, such as the project schedule, the project budget, the project status reports, and the project deliverables. References: 1: PMBOK Guide, 7th Edition, Section 4.1.3.2, Project Management Information System 2: PMBOK Guide, 7th Edition, Section 10.1.3.3, Communication Methods, Models, and Channels 3: PMBOK Guide, 7th Edition, Section 11.1.3.1, Risk Management Plan 4: PMBOK Guide, 7th Edition, Section 4.4.3.1, Project Documents Updates : PMBOK Guide, 7th Edition, Section 4.1.3.1, Project Management Plan : PMBOK Guide, 7th Edition, Section 4.1.4.1, Project Documents

According to the PMBOK Guide, 7th edition, one of the project management principles is to “engage stakeholders to understand their interests and needs”. This means that the project manager should communicate with the stakeholder and clarify the scope, objectives, and expectations of the project. The project manager should also explain the impact of the stakeholder’s interruptions and changes on the team’s performance and morale, and negotiate a mutually acceptable way to handle the stakeholder’s requests. The project manager should also update the stakeholder register and the stakeholder engagement plan to reflect the stakeholder’s influence and engagement level, and monitor the stakeholder’s satisfaction throughout the project. References: PMBOK Guide, 7th edition, page 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48…

 According to the PMBOK Guide, one of the key inputs to the develop project team process is the training needs assessment, which identifies the gaps between the current and desired competencies of the project team members1. The project manager should assess the training requirements and ensure time for professional development training by senior members, as this is a way of enhancing the skills and knowledge of the team members, improving their performance, and increasing their motivation and satisfaction2. This option is also aligned with the Professional in Business Analysis (PMI-PBA) Guide, which states that the business analyst should identify and address the training needs of the project team and stakeholders3. The other options are not appropriate, as they do not address the root cause of the problem, which is the lack of experience and competence of the team members. Increasing the overall project duration may not improve the quality of the project deliverables, and may also increase the project costs and risks. Replacing or removing team members may not be feasible or desirable, as it may disrupt the team dynamics, cause resentment, and create additional work for the project manager. Moreover, these options do not consider the potential of the team members to learn and grow in their roles. References: 1: PMBOK Guide, 6th edition, page 3492: Project Team Training: Proven Key to Organizational Teamwork43: Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, page 97.

 According to the Project Management Professional (PMP)® Examination Content Outline1, one of the tasks under the domain of executing is to “assess and prioritize impact of changes to project scope, schedule, cost, quality, resources, and risks”. This implies that before implementing any change request, the project manager should first evaluate how the change will affect the project objectives and deliverables, and whether the change is aligned with the business case and the stakeholder expectations. The business case is the document that justifies the initiation of a project by providing the expected benefits, costs, risks, and strategic alignment of the project2. Therefore, the project manager should identify how the proposed changes will benefit the project in relation to the business case, and communicate the results of the assessment to the senior management and other relevant stakeholders. This can help to ensure that the changes are necessary, feasible, and beneficial, and that they do not compromise the project scope, quality, or value. References:

1: Project Management Professional (PMP)® Examination Content Outline, page 10

2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, page 29