PMI PMP Exam Questions

An agile team should create the epics at a high level for the requirements and begin grooming sessions as the next step after being assigned to a project that mandates the implementation of changes to key government products. This is because epics are large bodies of work that can be broken down into smaller and more manageable user stories. By creating the epics at a high level, the team can capture the overall scope and vision of the project and align it with the customer's needs and expectations. The team can also start grooming sessions, which are meetings where the team reviews, refines, and prioritizes the backlog of user stories. Grooming sessions help the team to clarify the requirements, estimate the effort, identify the dependencies, and plan the sprints. By creating the epics and grooming the backlog, the team can ensure that they deliver value to the customer in an iterative and incremental manner.

The other options are not the best next steps for the agile team. Creating all of the stories just for the next sprint and skipping the epics until the next sprint would be too short-sighted and risky, as the team would not have a clear understanding of the big picture and the long-term goals of the project. Creating the project charter and statement of work (SOW) to estimate the changes and the scope of the change would be too rigid and formal, as the team would not be able to adapt to the changing requirements and feedback from the customer. Creating all of the stories needed to fulfill this change, documenting them in the backlog, and prioritizing them according to business value would be too time-consuming and overwhelming, as the team would have to deal with a large number of stories without a proper structure and hierarchy.Reference:Project Management Professional (PMP) Certification | PMI,Epics, Stories, Themes, and Initiatives | Atlassian,Epics | Atlassian,Themes, Epics, Stories, and Tasks | Wrike Agile Guide,Understanding Epics in Agile for Managing and Chunking Work Items

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

project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get the project back on track.

The other three options are not the best actions for a servant leader to take, because:

Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the first thing to do. The project manager should first try to address the root causes of the team's low performance, and explore other ways to improve the schedule, such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and confidence of the team members and the sponsor.

Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.

Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered and demotivated. It may also increase the workload and stress of the project manager, and hinder the team's collaboration and learning.

Leadership Styles - BrainBOK

7 Traits of Servant Leadership in Agile Project Management - Project Management Academy

Servant Leadership in PMO Management: A Path to Success - IIL Blog

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition. Project Management Institute.

Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.

When faced with the aftermath of a failed quality audit, the newly appointed project manager must take several steps to address the situation. Let's explore the options:

1. Perform Integrated Change Control (Option B):

o Integrated change control is a critical process in project management.

o It involves reviewing all change requests, assessing their impact, and making informed decisions about whether to approve or reject them.

o In this case, the failed audit results constitute a change request. The project manager should evaluate the impact of the audit findings, identify necessary corrective actions, and determine whether additional resources (such as new audit resources) are required.

o By performing integrated change control, the project manager ensures that any necessary adjustments are made to the project plan, scope, schedule, and resources.

2. Stakeholder Engagement (Option A):

o While stakeholder engagement is essential, it is not the immediate next step after a failed audit.

o Stakeholder engagement involves ongoing communication and collaboration with stakeholders throughout the project lifecycle.

o The project manager should engage stakeholders, but addressing the audit findings takes precedence.

3. Update the Quality Management Plan (Option C):

o Updating the quality management plan is relevant, but it is a specific response to the audit results.

o The project manager should first assess the impact of the audit findings and then update the quality management plan as needed.

4. Update the Risk Management Plan (Option D):

o While risk management is crucial, it is not the immediate focus after a failed audit.

o The project manager should address the audit findings before revisiting the risk management plan.

In summary, the project manager should prioritize integrated change control to address the audit results, identify corrective actions, and