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 #291
A project needs to be outlined as a phased approach for multiple product lines with a review gate at the end of each phase.
To ensure consistency for this hybrid delivery, what should the project manager do?
- A . Ask subject matter experts (SMEs) to provide a detailed plan for each phase.
- B . Commit to a detailed global plan from the initiation phase.
- C . Get agreement from stakeholders on high-level deliverables and requirements.
- D . Request the project management office (PMO) to review the initial plan
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, a hybrid delivery approach is a combination of predictive, iterative, incremental, and agile methods that best suit the project context and objectives. A hybrid delivery approach may require a phased structure, where each phase has a review gate to ensure alignment and quality. To ensure consistency for this hybrid delivery, the project manager should get agreement from stakeholders on high-level deliverables and requirements. This will help to define the scope and objectives of each phase, as well as the acceptance criteria and success factors. The project manager should also involve the stakeholders in the planning and execution of each phase, and solicit their feedback and approval at the review gates. The project manager should not ask SMEs to provide a detailed plan for each phase, as this may not reflect the stakeholder needs and expectations. The project manager should not commit to a detailed global plan from the initiation phase, as this may not accommodate changes and uncertainties in a hybrid environment. The project manager should not request the PMO to review the initial plan, as this may not ensure the stakeholder buy-in and satisfaction.
Reference: PMBOK Guide, 6th edition, pages 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, 49, 50, 51, 52, 53…
PMI-PBA Guide, pages 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, 49, 50, 51, 52, 53…
C
Explanation:
According to the PMBOK Guide, a hybrid delivery approach is a combination of predictive, iterative, incremental, and agile methods that best suit the project context and objectives. A hybrid delivery approach may require a phased structure, where each phase has a review gate to ensure alignment and quality. To ensure consistency for this hybrid delivery, the project manager should get agreement from stakeholders on high-level deliverables and requirements. This will help to define the scope and objectives of each phase, as well as the acceptance criteria and success factors. The project manager should also involve the stakeholders in the planning and execution of each phase, and solicit their feedback and approval at the review gates. The project manager should not ask SMEs to provide a detailed plan for each phase, as this may not reflect the stakeholder needs and expectations. The project manager should not commit to a detailed global plan from the initiation phase, as this may not accommodate changes and uncertainties in a hybrid environment. The project manager should not request the PMO to review the initial plan, as this may not ensure the stakeholder buy-in and satisfaction.
Reference: PMBOK Guide, 6th edition, pages 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, 49, 50, 51, 52, 53…
PMI-PBA Guide, pages 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, 49, 50, 51, 52, 53…
Question #292
A project manager is leading a project that is in the execution phase. During a team meeting, the project manager realizes that there are two team members who lack the technical skills required for some of the upcoming tasks.
What should the servant leader project manager do next?
- A . Recommend to the team members to upskill themselves on the requirements for the project.
- B . Discuss with the human resource (HR) manager about the possibility of changing team members.
- C . Inform the sponsor about a possible delay due to the lack of skills in the team.
- D . Explore a training program that is within the project budget for the team members.
Correct Answer: D
D
Explanation:
The servant leader project manager should explore a training program that is within the project budget for the team members. This is the best option because it shows the project manager’s commitment to developing the team’s skills and capabilities, as well as addressing the project’s needs. A training program can help the team members acquire the technical skills required for the upcoming tasks, as well as increase their motivation and confidence. This option also aligns with the servant leadership principle of "commitment to the growth of people"1.
The other options are not as effective as option D.
Option A is not supportive and may demoralize the team members.
Option B is not collaborative and may disrupt the team dynamics.
Option C is not proactive and may damage the project manager’s credibility.
Reference: 1: PMBOK® Guide, 7th edition, page 63
D
Explanation:
The servant leader project manager should explore a training program that is within the project budget for the team members. This is the best option because it shows the project manager’s commitment to developing the team’s skills and capabilities, as well as addressing the project’s needs. A training program can help the team members acquire the technical skills required for the upcoming tasks, as well as increase their motivation and confidence. This option also aligns with the servant leadership principle of "commitment to the growth of people"1.
The other options are not as effective as option D.
Option A is not supportive and may demoralize the team members.
Option B is not collaborative and may disrupt the team dynamics.
Option C is not proactive and may damage the project manager’s credibility.
Reference: 1: PMBOK® Guide, 7th edition, page 63
Question #293
A project manager is working on a time and materials (T&M) project using a hybrid approach. The milestones and outcomes are defined for the first 6 months with incremental releases every month. After the first 2 months, the client communicates their dissatisfaction with the results and asks to change the course of the project. The project manager held a face-to-face meeting with the client and now has a better understanding of the newly desired milestones and outcomes.
What should the project manager do first?
- A . Forward the client’s request to management as a change request to get formal approval.
- B . Document the information in the meeting minutes and share it with the project stakeholders.
- C . Draft a contract change with the desired scope changes and send it to the client for approval.
- D . Finish the current monthly release as it was planned and replan for the future months.
Correct Answer: C
C
Explanation:
In a hybrid project management approach, which combines elements of both predictive and adaptive methodologies, it is crucial to address changes in project scope or direction promptly and formally. The PMBOK Guide emphasizes the importance of managing stakeholder engagement and ensuring that project objectives align with business needs. When a client expresses dissatisfaction and a desire to change the project’s course, the project manager should first seek to understand the new requirements and then formalize these changes through a contract amendment. This ensures that all parties have a clear understanding of the new expectations and agree to the revised terms before proceeding1.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline2
The PMI Guide to Business Analysis3
C
Explanation:
In a hybrid project management approach, which combines elements of both predictive and adaptive methodologies, it is crucial to address changes in project scope or direction promptly and formally. The PMBOK Guide emphasizes the importance of managing stakeholder engagement and ensuring that project objectives align with business needs. When a client expresses dissatisfaction and a desire to change the project’s course, the project manager should first seek to understand the new requirements and then formalize these changes through a contract amendment. This ensures that all parties have a clear understanding of the new expectations and agree to the revised terms before proceeding1.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline2
The PMI Guide to Business Analysis3
Question #294
A project manager is acting as a servant leader and is struggling to make deadlines on a critical roadway construction project that is falling behind schedule due to a lowperforming team.
In order to get the project back on track, what should the project manager do first?
- A . Empower the team members to conduct their job activities and hold each person accountable to improve the schedule.
- B . Notify the project sponsor that the team is underperforming and request additional resources to compress the schedule,
- C . Contact each team member to inform them that further schedule slips will not be tolerated by the project sponsor.
- D . Begin holding daily meetings to assign each team member discrete tasks with specific due dates.
Correct Answer: A
A
Explanation:
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.
Reference: 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) C Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
A
Explanation:
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.
Reference: 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) C Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
Question #295
A system migration project is in its closing stage. The project manager is being pressured to close the project. The project manager communicated to all stakeholders; however, the last department to migrate indicated that they have not received the notification.
What should the project manager do?
- A . Report the issue during the next status meeting at the end of the week
- B . Escalate the issue to the project sponsor and upper management
- C . Close out the project and tell the manager to open a service desk ticket
- D . Log the issue and assign it to the project team member(s).
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. One of the processes in the project management process group is Monitor and Control Project Work, which involves tracking, reviewing, and reporting the progress and performance of the project, as well as identifying and resolving issues. The project manager should use the issue log, a project document that records and tracks the issues that arise during the project, to document the issue of the missing notification and assign it to the appropriate project team member(s) for resolution. The project manager should also communicate the issue to the relevant stakeholders and update the project management plan and other project documents as needed. The project manager should not close out the project until the issue is resolved and the system migration is completed for all departments, as this would compromise the quality and scope of the project deliverables. The project manager should also not escalate the issue to the project sponsor and upper management, as this would indicate a lack of control and responsibility for the project. The project manager should also not report the issue during the next status meeting at the end of the week, as this would delay the resolution and potentially cause more problems for the project. The project manager should act promptly and proactively to address the issue and ensure the project is closed successfully.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, p. 123-127
PMBOK Guide, 6th edition, Appendix X1: Agile, Iterative, Adaptive, and Hybrid Project Environments, Section X1.5.2: Issue Log, p. 715
Business Analysis for Practitioners: A Practice Guide, Chapter 5: Traceability and Monitoring, Section 5.3: Monitoring the Performance of Business Analysis Work, p. 143-144
The PMI Guide to Business Analysis, Chapter 7: Solution Evaluation, Section 7.3: Assess Solution Limitations, p. 373-374
D
Explanation:
According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. One of the processes in the project management process group is Monitor and Control Project Work, which involves tracking, reviewing, and reporting the progress and performance of the project, as well as identifying and resolving issues. The project manager should use the issue log, a project document that records and tracks the issues that arise during the project, to document the issue of the missing notification and assign it to the appropriate project team member(s) for resolution. The project manager should also communicate the issue to the relevant stakeholders and update the project management plan and other project documents as needed. The project manager should not close out the project until the issue is resolved and the system migration is completed for all departments, as this would compromise the quality and scope of the project deliverables. The project manager should also not escalate the issue to the project sponsor and upper management, as this would indicate a lack of control and responsibility for the project. The project manager should also not report the issue during the next status meeting at the end of the week, as this would delay the resolution and potentially cause more problems for the project. The project manager should act promptly and proactively to address the issue and ensure the project is closed successfully.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, p. 123-127
PMBOK Guide, 6th edition, Appendix X1: Agile, Iterative, Adaptive, and Hybrid Project Environments, Section X1.5.2: Issue Log, p. 715
Business Analysis for Practitioners: A Practice Guide, Chapter 5: Traceability and Monitoring, Section 5.3: Monitoring the Performance of Business Analysis Work, p. 143-144
The PMI Guide to Business Analysis, Chapter 7: Solution Evaluation, Section 7.3: Assess Solution Limitations, p. 373-374
Question #296
A project manager finds out that the required project status reports have not been filled out by most team members. These status reports are urgently needed to compile a comprehensive status report for the project sponsor.
What should the project manager do to address this situation?
- A . Reprimand the team members who did not fill out the status reports.
- B . Justify the team members’ behavior to the project sponsor.
- C . Quickly put together a report that will satisfy the project sponsor.
- D . Discuss the issue with the team members at fault.
Correct Answer: D
D
Explanation:
The project manager should discuss the issue with the team members at fault and find out the root cause of why they did not fill out the status reports. The project manager should also remind them of the importance and urgency of the status reports for the project sponsor and the project success. The project manager should also work with the team members to establish a clear and consistent process for reporting the project status and ensure that they follow it. Reprimanding the team members, justifying their behavior, or quickly putting together a report are not effective ways to address the situation, as they may create resentment, mistrust, or inaccurate information.
Reference: PMP Exam Content Outline, Domain II: Process, Task 4: Provide performance feedback and recognition to team members and other stakeholders.
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Team Performance, Page 77.
Professional in Business Analysis (PBA) Certification Exam Outline, Domain IV: Evaluation, Task 4: Communicate Solution Performance, Page 16.
D
Explanation:
The project manager should discuss the issue with the team members at fault and find out the root cause of why they did not fill out the status reports. The project manager should also remind them of the importance and urgency of the status reports for the project sponsor and the project success. The project manager should also work with the team members to establish a clear and consistent process for reporting the project status and ensure that they follow it. Reprimanding the team members, justifying their behavior, or quickly putting together a report are not effective ways to address the situation, as they may create resentment, mistrust, or inaccurate information.
Reference: PMP Exam Content Outline, Domain II: Process, Task 4: Provide performance feedback and recognition to team members and other stakeholders.
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Team Performance, Page 77.
Professional in Business Analysis (PBA) Certification Exam Outline, Domain IV: Evaluation, Task 4: Communicate Solution Performance, Page 16.
Question #297
A project manager works with a global virtual team. The team is facing difficulty in communicating with each other and often misses important messages. This difficulty leads to missed deadlines.
What should the project manager do to enhance project team effectiveness?
- A . Implement team colocation to improve communication.
- B . Identify the root cause of communication issues
- C . Initiate daily communication of project progress
- D . Schedule a communications control board meeting
Correct Answer: B
B
Explanation:
Identifying the root cause of communication issues is the first step to enhance project team effectiveness. The project manager should use tools and techniques such as interviews, surveys, or root cause analysis to understand the factors that are affecting the communication among the team members. These factors could include cultural differences, language barriers, time zones, technology limitations, or personal pReference. Once the root cause is identified, the project manager can implement appropriate solutions to improve the communication and collaboration within the team.
Implementing team colocation to improve communication is not a feasible option for a global virtual team, as it would incur high costs and logistical challenges. Initiating daily communication of project progress is a good practice, but it does not address the underlying communication issues. Scheduling a communications control board meeting is not relevant to the question, as it is a mechanism to monitor and control the communication management plan, not to enhance the team effectiveness.
Reference: Project Management Professional Sample Questions, page 11, question 91.
[A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 368, section 10.2.2.5. [Agile Practice Guide], page 28, section 3.1.2.
B
Explanation:
Identifying the root cause of communication issues is the first step to enhance project team effectiveness. The project manager should use tools and techniques such as interviews, surveys, or root cause analysis to understand the factors that are affecting the communication among the team members. These factors could include cultural differences, language barriers, time zones, technology limitations, or personal pReference. Once the root cause is identified, the project manager can implement appropriate solutions to improve the communication and collaboration within the team.
Implementing team colocation to improve communication is not a feasible option for a global virtual team, as it would incur high costs and logistical challenges. Initiating daily communication of project progress is a good practice, but it does not address the underlying communication issues. Scheduling a communications control board meeting is not relevant to the question, as it is a mechanism to monitor and control the communication management plan, not to enhance the team effectiveness.
Reference: Project Management Professional Sample Questions, page 11, question 91.
[A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 368, section 10.2.2.5. [Agile Practice Guide], page 28, section 3.1.2.
Question #298
An IT project manager for a project that is 50% complete teams that a critical team member plans to relocate to another country soon. The team member is needed for the remainder of the project.
How should the project manager improve team dynamics?
- A . Require that all team members be physically present for the weekly project review.
- B . Offer the team member an incentive to stay until the end of the project.
- C . Replace the team member with someone who has similar qualifications and is located closer.
- D . Set up a weekly video conference to monitor the progress of the team member’s work.
Correct Answer: D
D
Explanation:
In today’s global and digital work environment, teams often work remotely and are spread across different geographical locations. The Project Management Professional (PMP) guidelines suggest that in such situations, the project manager should leverage technology to facilitate communication and collaboration. Setting up a weekly video conference can help monitor the progress of the team member’s work and ensure that they are still able to contribute effectively to the project, despite their relocation. This approach also maintains the continuity and dynamics of the existing team.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) from www.pmi.org. Specifically, the section on Project Communications Management, which discusses the use of communication technology to manage remote teams.
D
Explanation:
In today’s global and digital work environment, teams often work remotely and are spread across different geographical locations. The Project Management Professional (PMP) guidelines suggest that in such situations, the project manager should leverage technology to facilitate communication and collaboration. Setting up a weekly video conference can help monitor the progress of the team member’s work and ensure that they are still able to contribute effectively to the project, despite their relocation. This approach also maintains the continuity and dynamics of the existing team.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) from www.pmi.org. Specifically, the section on Project Communications Management, which discusses the use of communication technology to manage remote teams.
Question #299
A project manager has been asked to lead a project. The performing organization does not have a project management office (PMO) or formal governance policies procedures, and guidelines for this type of project
What should the project manager do first to determine a governance approach for the project?
- A . Consult a subject matter expert (SME) as to the best governance policies, procedures, and guidelines to be used by the project
- B . Consult with team members and stakeholders to determine whether the organization has any informal governance policies procedures, and guidelines
- C . Choose either a predictive or agile framework best suited to the nature of the project, and use this framework as the basis for project governance policies, procedures, and guidelines
- D . Coach the self-managing team to produce tailored governance policies, procedures and guidelines for the project
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor
B
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor
Question #300
During a product demo with key stakeholders, the team identifies that one of the functionalities failed to perform as expected.
What should the project manager have the project team do first to address the issue?
- A . Update the issue log and document the change
- B . Review the product specification requirements.
- C . Perform a root cause analysis
- D . Submit a change request for corrective action.
Correct Answer: C
C
Explanation:
A root cause analysis is a technique that helps identify the underlying factors or causes of a problem or issue in a project12. It involves asking a series of questions, such as why, how, and what, to trace the problem back to its source and prevent it from recurring34. A root cause analysis is a best practice for project management because it helps the project team understand the nature and extent of the problem, find effective solutions, and avoid wasting time and resources on superficial fixes. The project manager should have the project team perform a root cause analysis first to address the issue of the functionality failure because it will help them determine the exact reason why the functionality did not perform as expected, and what actions are needed to correct it. The other options are not the best practices for the first step to address the issue because:
Updating the issue log and documenting the change are important steps to record and communicate the issue, but they do not help solve the problem or prevent it from happening again.
Reviewing the product specification requirements is a good way to verify the expectations and scope of the project, but it does not help identify the cause of the functionality failure or how to fix it. Submitting a change request for corrective action is a formal process that requires the approval of the change control board and the alignment with the project baselines and plans, but it does not help diagnose the problem or propose a solution.
C
Explanation:
A root cause analysis is a technique that helps identify the underlying factors or causes of a problem or issue in a project12. It involves asking a series of questions, such as why, how, and what, to trace the problem back to its source and prevent it from recurring34. A root cause analysis is a best practice for project management because it helps the project team understand the nature and extent of the problem, find effective solutions, and avoid wasting time and resources on superficial fixes. The project manager should have the project team perform a root cause analysis first to address the issue of the functionality failure because it will help them determine the exact reason why the functionality did not perform as expected, and what actions are needed to correct it. The other options are not the best practices for the first step to address the issue because:
Updating the issue log and documenting the change are important steps to record and communicate the issue, but they do not help solve the problem or prevent it from happening again.
Reviewing the product specification requirements is a good way to verify the expectations and scope of the project, but it does not help identify the cause of the functionality failure or how to fix it. Submitting a change request for corrective action is a formal process that requires the approval of the change control board and the alignment with the project baselines and plans, but it does not help diagnose the problem or propose a solution.