PMI PMP Practice Exams
Last updated on Oct 22,2026- Exam Code: PMP
- Exam Name: Project Management Professional
- Certification Provider: PMI
- Latest update: Oct 22,2026
Question #91
An organization has historically executed most projects using a predictive approach. The organization now wants to change over to an agile approach
Which strategy will be useful to effectively help prepare the organization for this change?
- A . Create a task force of executives who will monitor agile projects on a daily basis
- B . Add multiple layers of managers who will be accountable for the agile execution
- C . Improve organizational readiness by addressing impediments to agile in the organization.
- D . Take a big bang approach of moving the whole organization to agile at once
Correct Answer: C
C
Explanation:
Improving organizational readiness by addressing impediments to agile in the organization is a useful strategy to effectively help prepare the organization for this change, because it can help to create a supportive and conducive environment for agile adoption. Impediments to agile can include cultural, structural, procedural, or technical barriers that prevent or hinder the implementation of agile principles and practices. By identifying and addressing these impediments, the organization can reduce resistance, increase alignment, and foster collaboration among the stakeholders involved in the change. Some examples of addressing impediments to agile are: providing training and coaching on agile methods and mindsets, creating cross-functional and self-organizing teams, streamlining processes and workflows, and adopting agile tools and techniques. The other options are not useful strategies to effectively help prepare the organization for this change, because they may not address the underlying challenges or opportunities of agile adoption, or they may create more problems or risks. Creating a task force of executives who will monitor agile projects on a daily basis may not be effective, because it may imply a top-down and controlling approach that contradicts the agile values of trust, empowerment, and feedback. Adding multiple layers of managers who will be accountable for the agile execution may not be beneficial, because it may create bureaucracy, silos, and conflicts that hamper the agile delivery and responsiveness. Taking a big bang approach of moving the whole organization to agile at once may not be feasible or desirable, because it may overwhelm the organization with too much change and uncertainty, and it may not account for the different needs and readiness of different parts of the organization.
Reference: Agile Change Management – Project Management Institute,.
How to Overcome the Top 5 Impediments to Agile Transformation,.
How to Prepare Your Organization for Agile Transformation
C
Explanation:
Improving organizational readiness by addressing impediments to agile in the organization is a useful strategy to effectively help prepare the organization for this change, because it can help to create a supportive and conducive environment for agile adoption. Impediments to agile can include cultural, structural, procedural, or technical barriers that prevent or hinder the implementation of agile principles and practices. By identifying and addressing these impediments, the organization can reduce resistance, increase alignment, and foster collaboration among the stakeholders involved in the change. Some examples of addressing impediments to agile are: providing training and coaching on agile methods and mindsets, creating cross-functional and self-organizing teams, streamlining processes and workflows, and adopting agile tools and techniques. The other options are not useful strategies to effectively help prepare the organization for this change, because they may not address the underlying challenges or opportunities of agile adoption, or they may create more problems or risks. Creating a task force of executives who will monitor agile projects on a daily basis may not be effective, because it may imply a top-down and controlling approach that contradicts the agile values of trust, empowerment, and feedback. Adding multiple layers of managers who will be accountable for the agile execution may not be beneficial, because it may create bureaucracy, silos, and conflicts that hamper the agile delivery and responsiveness. Taking a big bang approach of moving the whole organization to agile at once may not be feasible or desirable, because it may overwhelm the organization with too much change and uncertainty, and it may not account for the different needs and readiness of different parts of the organization.
Reference: Agile Change Management – Project Management Institute,.
How to Overcome the Top 5 Impediments to Agile Transformation,.
How to Prepare Your Organization for Agile Transformation
Question #92
A project manager for a strategic initiative realizes a new stakeholder is interested in the project and wants to ensure the stakeholder is fully aware of the goals, objectives, benefits, and risks of the project.
What should the project manager do to enhance the success of the project?
- A . Add the new stakeholder to the communications management plan
- B . Share the project status reports with the new stakeholder.
- C . Update the stakeholder engagement plan
- D . Schedule a meeting with the new stakeholder
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, the stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution. It also includes the stakeholder register, which is a project document that identifies the stakeholders and their relevant information, such as their interest, influence, expectations, and engagement level. When a new stakeholder is identified, the project manager should update the stakeholder engagement plan and the stakeholder register to reflect the new stakeholder’s information and engagement needs. This will help the project manager to communicate effectively with the new stakeholder and ensure their alignment and support for the project.
Reference: PMBOK Guide, Seventh Edition, Section 13.2.3.1; PMP Sample Test Questions, Question 17
C
Explanation:
According to the PMBOK Guide, the stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution. It also includes the stakeholder register, which is a project document that identifies the stakeholders and their relevant information, such as their interest, influence, expectations, and engagement level. When a new stakeholder is identified, the project manager should update the stakeholder engagement plan and the stakeholder register to reflect the new stakeholder’s information and engagement needs. This will help the project manager to communicate effectively with the new stakeholder and ensure their alignment and support for the project.
Reference: PMBOK Guide, Seventh Edition, Section 13.2.3.1; PMP Sample Test Questions, Question 17
Question #93
A junior staff member was recently assigned to the team. The new team member tells the project manager that they are confused because they are not familiar with what is expected of them on the project
What should the project manager do to assist the new team member?
- A . Advise the new team member to enroll in project management training.
- B . Instruct the new team member to review the responsible, accountable consult, and inform (RACI) matrix before asking for help
- C . Advise the new team member to review the project charter and stakeholder engagement plan.
- D . Review the resource management plan and provide mentoring to the new team member if necessary
Correct Answer: D
D
Explanation:
The resource management plan is a subplan of the project management plan that describes how the project resources will be acquired, allocated, managed, and controlled. It also defines the roles and responsibilities of the project team members and the skills required for the project activities. The project manager should review the resource management plan with the new team member to clarify their expectations and provide guidance on how to perform their assigned tasks. Additionally, the project manager should provide mentoring to the new team member if necessary, to help them develop their skills and competencies, and to integrate them into the project team. This is part of the Develop Team process, which aims to improve the team members’ performance and interaction. The other options are not the best choices because they do not address the root cause of the new team member’s confusion, which is the lack of familiarity with the project and their role. Advising the new team member to enroll in project management training (option A) may be helpful, but it is not specific to the project and may not cover the skills and knowledge needed for the project activities. Instructing the new team member to review the RACI matrix before asking for help (option B) may be seen as dismissive and unhelpful, and it does not provide enough information about the project scope, objectives, deliverables, and stakeholders. Advising the new team member to review the project charter and stakeholder engagement plan (option C) may be useful, but it is not sufficient to explain the resource management plan and the expectations for the new team member’s role and performance.
Reference: Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9:
Project Resource Management, pp. 313-372
Project Resource Management According to the PMBOK Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 3: Needs Assessment, pp. 41-42 Resource Management Plan – PMP TIPS
D
Explanation:
The resource management plan is a subplan of the project management plan that describes how the project resources will be acquired, allocated, managed, and controlled. It also defines the roles and responsibilities of the project team members and the skills required for the project activities. The project manager should review the resource management plan with the new team member to clarify their expectations and provide guidance on how to perform their assigned tasks. Additionally, the project manager should provide mentoring to the new team member if necessary, to help them develop their skills and competencies, and to integrate them into the project team. This is part of the Develop Team process, which aims to improve the team members’ performance and interaction. The other options are not the best choices because they do not address the root cause of the new team member’s confusion, which is the lack of familiarity with the project and their role. Advising the new team member to enroll in project management training (option A) may be helpful, but it is not specific to the project and may not cover the skills and knowledge needed for the project activities. Instructing the new team member to review the RACI matrix before asking for help (option B) may be seen as dismissive and unhelpful, and it does not provide enough information about the project scope, objectives, deliverables, and stakeholders. Advising the new team member to review the project charter and stakeholder engagement plan (option C) may be useful, but it is not sufficient to explain the resource management plan and the expectations for the new team member’s role and performance.
Reference: Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9:
Project Resource Management, pp. 313-372
Project Resource Management According to the PMBOK Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 3: Needs Assessment, pp. 41-42 Resource Management Plan – PMP TIPS
Question #94
A team member shares with their functional manager some negative details about the performance of another team member that was discussed during the retrospective. The project manager finds out about this discussion
What two actions should the project manager take? (Choose two)
- A . Contact the team member’s functional manager and invite them to the next retrospective
- B . Meet with the entire team to review the ground rules about safe environments
- C . Meet with the product owner to talk about the situation.
- D . Contact the team member to explain what information can be shared outside the team
- E . Meet with the sponsor to review the situation.
Correct Answer: BD
BD
Explanation:
The project manager should meet with the entire team to review the ground rules about safe environments, as this is an important aspect of creating a high-performing team and fostering trust and collaboration among team members1. The project manager should also contact the team member who shared the negative details to explain what information can be shared outside the team and what information should be kept confidential, as this is part of managing the team’s communication and ensuring ethical behavior2. Contacting the team member’s functional manager and inviting them to the next retrospective (option A) may not be appropriate, as it could violate the privacy of the other team member and create more conflict. Meeting with the product owner to talk about the situation (option C) may not be relevant, as the product owner is not directly involved in the issue and may not have the authority or responsibility to resolve it. Meeting with the sponsor to review the situation (option E) may not be necessary, as the sponsor is not directly involved in the issue and may not have the interest or availability to address it.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Project Management Institute, Inc., 2017, p. 336.
2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Project Management Institute, Inc., 2017, p. 379.
BD
Explanation:
The project manager should meet with the entire team to review the ground rules about safe environments, as this is an important aspect of creating a high-performing team and fostering trust and collaboration among team members1. The project manager should also contact the team member who shared the negative details to explain what information can be shared outside the team and what information should be kept confidential, as this is part of managing the team’s communication and ensuring ethical behavior2. Contacting the team member’s functional manager and inviting them to the next retrospective (option A) may not be appropriate, as it could violate the privacy of the other team member and create more conflict. Meeting with the product owner to talk about the situation (option C) may not be relevant, as the product owner is not directly involved in the issue and may not have the authority or responsibility to resolve it. Meeting with the sponsor to review the situation (option E) may not be necessary, as the sponsor is not directly involved in the issue and may not have the interest or availability to address it.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Project Management Institute, Inc., 2017, p. 336.
2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Project Management Institute, Inc., 2017, p. 379.
Question #95
A telecommunications company is doing a national network rollout involving continuously changing technical requirements. To address the situation the company has recently adopted a hybrid project life cycle. During a retrospective some team members complain that me majority of me stones are ready to test but have not advanced because they are waiting for the project manager’s approval.
What should the project manager do?
- A . Update the issue log and review the lessons learned register for options
- B . Implement conflict resolution to accommodate the team’s needs
- C . Implement decision-making techniques to advance the stones
- D . Empower the team to self-organize and make their own decisions
Correct Answer: D
D
Explanation:
In a hybrid project life cycle, which combines elements of both traditional (predictive) and agile (adaptive) methodologies, empowering the team to self-organize and make their own decisions is often the most effective approach. This is particularly true in situations where requirements are continuously changing, as it allows the team to adapt more quickly and effectively. In this scenario, the project manager should empower the team to advance the stones without waiting for his or her approval, thereby increasing the speed and efficiency of the testing process.
Reference: PMBOK Guide, 6th Edition, Section 3.1.3 – Life Cycle Description: Predictive, Iterative, Incremental, and Agile
D
Explanation:
In a hybrid project life cycle, which combines elements of both traditional (predictive) and agile (adaptive) methodologies, empowering the team to self-organize and make their own decisions is often the most effective approach. This is particularly true in situations where requirements are continuously changing, as it allows the team to adapt more quickly and effectively. In this scenario, the project manager should empower the team to advance the stones without waiting for his or her approval, thereby increasing the speed and efficiency of the testing process.
Reference: PMBOK Guide, 6th Edition, Section 3.1.3 – Life Cycle Description: Predictive, Iterative, Incremental, and Agile
Question #96
A project team is identifying project risks for a bridge to be built across a river. The team needs to send out invitations for a risk workshop to better understand the risks involved.
Which distribution list should the project manager use when sending out invitations?
- A . Functional managers, team members, and external consultants with experience in the field
- B . Team members, engineers, and weather experts
- C . Team members, consultants from outside the project with experience in the field, and the customer
- D . Weather experts, functional managers, and team members
Correct Answer: C
C
Explanation:
The distribution list for the risk workshop should include the project team members, who are responsible for identifying, analyzing, and responding to the project risks; the consultants from outside the project with experience in the field, who can provide expert judgment and independent perspective on the potential risks and their impacts; and the customer, who is the primary stakeholder and beneficiary of the project and whose expectations and requirements should be considered in the risk management process12.
The other options are not the best choices for the distribution list because:
Functional managers, who are responsible for managing the resources and activities within a specific function or department, may not have direct involvement or interest in the project risk management, unless they are also part of the project team or the project sponsor3.
Engineers, who are involved in the technical design and implementation of the project, may not have sufficient knowledge or authority to address the risks that are beyond their scope of work or expertise4.
Weather experts, who can provide information and forecasts on the weather conditions that may affect the project, may not be relevant or necessary for the risk workshop, unless the project is highly sensitive or dependent on the weather factors5.
Therefore, the most appropriate and comprehensive distribution list for the risk workshop is the one that includes the team members, consultants from outside the project with experience in the field, and the customer. This way, the project manager can ensure that the risk workshop is conducted with the participation and input of the key stakeholders and experts who have the most knowledge, interest, and influence on the project risks and outcomes.
I hope this answer was helpful. If you have any other questions, please feel free to ask me.
Reference: 1: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition. 2: Project Management Institute. (2020). Project Management Professional (PMP)® Examination Content Outline. 3: Teamwork. (2021). 10 project management best practices you MUST know. 4: Salapatas, J. N. (2000). Best practices―the nine elements to success. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. 5: PRACTICE STANDARD FOR PROJECT RISK MANAGEMENT.
C
Explanation:
The distribution list for the risk workshop should include the project team members, who are responsible for identifying, analyzing, and responding to the project risks; the consultants from outside the project with experience in the field, who can provide expert judgment and independent perspective on the potential risks and their impacts; and the customer, who is the primary stakeholder and beneficiary of the project and whose expectations and requirements should be considered in the risk management process12.
The other options are not the best choices for the distribution list because:
Functional managers, who are responsible for managing the resources and activities within a specific function or department, may not have direct involvement or interest in the project risk management, unless they are also part of the project team or the project sponsor3.
Engineers, who are involved in the technical design and implementation of the project, may not have sufficient knowledge or authority to address the risks that are beyond their scope of work or expertise4.
Weather experts, who can provide information and forecasts on the weather conditions that may affect the project, may not be relevant or necessary for the risk workshop, unless the project is highly sensitive or dependent on the weather factors5.
Therefore, the most appropriate and comprehensive distribution list for the risk workshop is the one that includes the team members, consultants from outside the project with experience in the field, and the customer. This way, the project manager can ensure that the risk workshop is conducted with the participation and input of the key stakeholders and experts who have the most knowledge, interest, and influence on the project risks and outcomes.
I hope this answer was helpful. If you have any other questions, please feel free to ask me.
Reference: 1: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition. 2: Project Management Institute. (2020). Project Management Professional (PMP)® Examination Content Outline. 3: Teamwork. (2021). 10 project management best practices you MUST know. 4: Salapatas, J. N. (2000). Best practices―the nine elements to success. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. 5: PRACTICE STANDARD FOR PROJECT RISK MANAGEMENT.
Question #97
After the merger of two large companies, a project manager is assigned to a project. The company hires a consultant to ensure best practices are being used in information security. During an iteration, the consultant requests changes to a software component, claiming that it is not meeting market requirements.
What should the project manager do?
- A . Continue the iteration and add the requested changes.
- B . Continue the iteration and review the change with the customer.
- C . Cancel the iteration and meet with the product owner.
- D . Cancel the iteration and add the requested changes.
Correct Answer: B
B
Explanation:
When a consultant requests changes to a software component during an iteration, claiming it does not meet market requirements, the project manager should continue the iteration and review the change with the customer. This action ensures that the iteration’s progress is not halted while also addressing the consultant’s concerns. It is essential to involve the customer in the decision-making process since they have a vested interest in the product’s success and alignment with market needs.
This approach is consistent with the principles of stakeholder engagement and communication found in both PMP and business analysis best practices.
Reference: The PMBOK® Guide, which outlines the project management framework, emphasizes the importance of stakeholder engagement and communication throughout the project life cycle1.
The PMI Professional in Business Analysis (PMI-PBA)® guide highlights the role of business analysts in facilitating communication between stakeholders and ensuring that project outcomes align with business needs23.
Discussions among PMP professionals suggest that addressing changes without disrupting the current iteration’s workflow is a common practice, and customer involvement is crucial
B
Explanation:
When a consultant requests changes to a software component during an iteration, claiming it does not meet market requirements, the project manager should continue the iteration and review the change with the customer. This action ensures that the iteration’s progress is not halted while also addressing the consultant’s concerns. It is essential to involve the customer in the decision-making process since they have a vested interest in the product’s success and alignment with market needs.
This approach is consistent with the principles of stakeholder engagement and communication found in both PMP and business analysis best practices.
Reference: The PMBOK® Guide, which outlines the project management framework, emphasizes the importance of stakeholder engagement and communication throughout the project life cycle1.
The PMI Professional in Business Analysis (PMI-PBA)® guide highlights the role of business analysts in facilitating communication between stakeholders and ensuring that project outcomes align with business needs23.
Discussions among PMP professionals suggest that addressing changes without disrupting the current iteration’s workflow is a common practice, and customer involvement is crucial
Question #97
After the merger of two large companies, a project manager is assigned to a project. The company hires a consultant to ensure best practices are being used in information security. During an iteration, the consultant requests changes to a software component, claiming that it is not meeting market requirements.
What should the project manager do?
- A . Continue the iteration and add the requested changes.
- B . Continue the iteration and review the change with the customer.
- C . Cancel the iteration and meet with the product owner.
- D . Cancel the iteration and add the requested changes.
Correct Answer: B
B
Explanation:
When a consultant requests changes to a software component during an iteration, claiming it does not meet market requirements, the project manager should continue the iteration and review the change with the customer. This action ensures that the iteration’s progress is not halted while also addressing the consultant’s concerns. It is essential to involve the customer in the decision-making process since they have a vested interest in the product’s success and alignment with market needs.
This approach is consistent with the principles of stakeholder engagement and communication found in both PMP and business analysis best practices.
Reference: The PMBOK® Guide, which outlines the project management framework, emphasizes the importance of stakeholder engagement and communication throughout the project life cycle1.
The PMI Professional in Business Analysis (PMI-PBA)® guide highlights the role of business analysts in facilitating communication between stakeholders and ensuring that project outcomes align with business needs23.
Discussions among PMP professionals suggest that addressing changes without disrupting the current iteration’s workflow is a common practice, and customer involvement is crucial
B
Explanation:
When a consultant requests changes to a software component during an iteration, claiming it does not meet market requirements, the project manager should continue the iteration and review the change with the customer. This action ensures that the iteration’s progress is not halted while also addressing the consultant’s concerns. It is essential to involve the customer in the decision-making process since they have a vested interest in the product’s success and alignment with market needs.
This approach is consistent with the principles of stakeholder engagement and communication found in both PMP and business analysis best practices.
Reference: The PMBOK® Guide, which outlines the project management framework, emphasizes the importance of stakeholder engagement and communication throughout the project life cycle1.
The PMI Professional in Business Analysis (PMI-PBA)® guide highlights the role of business analysts in facilitating communication between stakeholders and ensuring that project outcomes align with business needs23.
Discussions among PMP professionals suggest that addressing changes without disrupting the current iteration’s workflow is a common practice, and customer involvement is crucial
Question #99
A project manager leads a software development project in a hybrid environment. During project planning, the project manager identified a risk where a technical resource for a critical path item may not be available when needed. One week before the resource is needed, the technical engineer had a personal emergency and had to take a leave.
What should the project manager do next?
- A . Update the lessons learned report and the risk log to reflect that this risk has materialized.
- B . Revise the project management plan and move the task to a time when the technical resource will be available.
- C . Consult the risk register for an appropriate planned risk response and implement.
- D . Review the business requirement with stakeholders and exclude the task assigned to the technical resource.
Correct Answer: C
C
Explanation:
When a risk that has been previously identified occurs, the project manager should consult the risk register to determine the planned responses for this risk event. The risk register contains the details of risk responses that are planned for the identified risks, including contingency plans and fallback plans. Implementing the planned risk response is crucial to manage the risk effectively and keep the project on track. This approach is aligned with the PMI’s guidelines on risk management, which emphasize the importance of preparing for and responding to risks proactively.
Reference: (Project Management Professional (PMP) Reference Materials source and documents; Professional in Business Analysis Reference Materials source and documents)
C
Explanation:
When a risk that has been previously identified occurs, the project manager should consult the risk register to determine the planned responses for this risk event. The risk register contains the details of risk responses that are planned for the identified risks, including contingency plans and fallback plans. Implementing the planned risk response is crucial to manage the risk effectively and keep the project on track. This approach is aligned with the PMI’s guidelines on risk management, which emphasize the importance of preparing for and responding to risks proactively.
Reference: (Project Management Professional (PMP) Reference Materials source and documents; Professional in Business Analysis Reference Materials source and documents)
Question #100
A project manager finds that team members In an agile project are involved in several different projects due to budget constraints.
What should the project manager do?
- A . Request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project
- B . Provide an incentive plan so the team members will work more unaccounted hours on multiple projects
- C . Brainstorm with the team members on how they can deliver on multiple projects within the given budget
- D . Instruct the team members to spread evenly across projects so mistakes will not occur within the current budget.
Correct Answer: A
A
Explanation:
The project manager should request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project. This is because working on multiple projects at the same time can reduce the team’s focus, productivity, quality, and morale. It can also increase the risk of delays, errors, conflicts, and rework. Agile approaches require dedicated and cross-functional teams that can deliver value in short iterations. Therefore, the project manager should seek the support of the project sponsor to ensure that the team has the necessary resources and time to work on one project at a time. Providing an incentive plan so the team members will work more unaccounted hours on multiple projects (option B) is not a good solution, as it may lead to burnout, stress, and dissatisfaction among the team members. It may also violate the labor laws and ethical standards. Brainstorming with the team members on how they can deliver on multiple projects within the given budget (option C) is a possible option, but it may not be realistic or feasible, as it may compromise the quality and scope of the projects. Instructing the team members to spread evenly across projects so mistakes will not occur within the current budget (option D) is not a good option, as it may create confusion, duplication, and inconsistency among the team members. It may also prevent the team from forming, storming, norming, and performing as a cohesive unit.
Reference: PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team [Agile Practice Guide], page 26-27, section 3.1.1 Team Composition
PMP Exam Prep, 10th edition, page 455, question 455, answer and explanation
A
Explanation:
The project manager should request the project sponsor prioritize and if necessary, allocate additional budget so the team can work on a single project. This is because working on multiple projects at the same time can reduce the team’s focus, productivity, quality, and morale. It can also increase the risk of delays, errors, conflicts, and rework. Agile approaches require dedicated and cross-functional teams that can deliver value in short iterations. Therefore, the project manager should seek the support of the project sponsor to ensure that the team has the necessary resources and time to work on one project at a time. Providing an incentive plan so the team members will work more unaccounted hours on multiple projects (option B) is not a good solution, as it may lead to burnout, stress, and dissatisfaction among the team members. It may also violate the labor laws and ethical standards. Brainstorming with the team members on how they can deliver on multiple projects within the given budget (option C) is a possible option, but it may not be realistic or feasible, as it may compromise the quality and scope of the projects. Instructing the team members to spread evenly across projects so mistakes will not occur within the current budget (option D) is not a good option, as it may create confusion, duplication, and inconsistency among the team members. It may also prevent the team from forming, storming, norming, and performing as a cohesive unit.
Reference: PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team [Agile Practice Guide], page 26-27, section 3.1.1 Team Composition
PMP Exam Prep, 10th edition, page 455, question 455, answer and explanation