PMI Updated PMP Exam Questions and Answers by bowen

External stakeholders typically require performance metrics to understand the status of a project. Earned value is a proven methodology to measure project performance objectively. Earned Value in terms of schedule (D) and cost (E) offers valuable insights on how well the project is adhering to its baseline plans.

D: Earned Schedule (EV vs. Planned Value) shows schedule adherence.

E: Earned Cost (EV vs. Actual Cost) shows cost efficiency.

Options A and C are portfolio-level metrics, not typically reported by project managers.

Option B is vague and not part of standard EVM practice.

When faced with uncertain requirements, it is beneficial to focus on developing a minimum viable product (MVP). This approach allows the project to move forward by concentrating on the creation of a product with the minimum amount of features needed to satisfy early adopters and to provide feedback for future development cycles. This strategy is supported by the PMBOK® Guide, which suggests that when dealing with high uncertainty, adaptive or iterative life cycles may be employed, which are characteristic of agile methodologies where MVPs are commonly utilized1. Additionally, the PMI-PBA® highlights the importance of continuously refining and clarifying requirements, which aligns with the iterative nature of MVP development2.

In the face of travel restrictions, the project manager should encourage team members to continue their work independently while exploring needs and alternatives. This approach aligns with the PMBOK® Guide’s emphasis on project communications management, which includes ensuring that there is an effective plan to communicate project information to stakeholders and team members to achieve project objectives1. It also reflects the PMP’s focus on adaptive project environments where project teams must be able to respond to changes and continue to work towards project goals2.