PMI Updated PMP Exam Questions and Answers by allegra

Standardizing the process of selecting a delivery approach requires understanding the project characteristics and constraints (e.g., complexity, uncertainty, resource availability). Option B reflects PMI’s guidance on tailoring project approaches based on context.

The PMBOK® Guide – Seventh Edition and the Agile Practice Guide encourage tailoring delivery methods using systematic analysis of the environment and project needs.

Option A and D ignore project variability.

Option C sounds appealing but implies prescribing tailoring universally without proper criteria, which can cause confusion.

According to the PMBOK Guide, an issue log is a project document that records problems in a project and how they are resolved. A resource management plan is a component of the project management plan that describes how resources will be estimated, acquired, developed, managed, and controlled. When a team member leaves the company, the project manager should update the issue log with the details of the problem and the impact on the project. Then, the project manager should refer to the resource management plan to find out how to deal with the resource gap, such as reassigning tasks, hiring a new team member, or requesting additional resources from the sponsor or other stakeholders.

PMBOK Guide, 6th edition, pages 89-90, 318-319, 374-375

Agile Practice Guide, pages 32-33, 77-78

When dealing with a micromanaging sponsor, it’s essential for the project manager to address the situation effectively. Here are some strategies for handling this type of sponsor:

1.Establish Clear Communication Channels:

oRegularly communicate with the sponsor to provide updates and seek input.

oSet up weekly sponsor meetings to discuss project progress, concerns, and critical decisions.

oAlign sponsor expectations by fostering a collaborative environment through proactive communication.

2.Set Clear Expectations and Boundaries:

oDefine the sponsor’s role and responsibilities clearly at the project outset.

oEnsure the sponsor understands the project manager’s authority and decision-making process.

oAddress the need for trust and delegation, emphasizing that micromanaging can hinder efficiency.

3.Understand the Root Cause:

oFind out why the sponsor feels the need to micromanage.

oExplore any legitimate reasons behind their behavior (e.g., past project failures, lack of confidence).

4.Educate the Sponsor:

oExplain the negative impact of micromanagement on team effectiveness and project progress.

oEmphasize that excessive oversight can slow down decision-making and implementation.

5.Agile Approach:

oConsider discussing an agile approach with the sponsor.

oAgile methodologies allow for flexibility, iterative development, and continuous feedback.

oHighlight how agile practices can simplify the project while maintaining scope and delivering value.

Remember that effective communication and collaboration are key to managing difficult sponsors. By addressing the micromanaging behavior and finding common ground, the project manager can create a more productive and supportive project environment.

Before initiating resource-intensive activities, the project manager must meet with the PMO and evaluate existing resource constraints based on the resource management plan. This ensures alignment on availability, leads to realistic planning, and supports negotiation or reprioritization before kickoff.

The PMBOK® Guide – Seventh Edition emphasizes collaboration with organizational governance structures like the PMO during planning to optimize resource allocation.

Option A is risky and non-compliant.

Option B could result in inefficiency and role confusion.

Option D bypasses internal governance and formal channels.