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 #331
At the end of the last iteration, the customer rejects the deliverables since they did not meet the customer’s expectations.
What should the project manager have been done to prevent this situation?
- A . Involved the customer more in the planning process for the project, and ensured agreement on the proceedings.
- B . Included all relevant criteria in the agreed upon definition of done (DoD), and crafted a shared product vision.
- C . Provided the customer with the backlog and the specified user stories at the beginning of the iteration.
- D . Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included.
Correct Answer: B
B
Explanation:
According to the Agile Practice Guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables.
Reference: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)
B
Explanation:
According to the Agile Practice Guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables.
Reference: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)
Question #332
A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000.
What should the project manager do next?
- A . As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions.
- B . Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension.
- C . As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining actions.
- D . Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project.
Correct Answer: C
C
Explanation:
Given the situation where the project manager has spent $80,000 to complete only two actions in three days, it is clear that both the budget and schedule are not on track as planned. The cost performance index (CPI) and schedule performance index (SPI) are both less than 1.0, indicating that the project is over budget and behind schedule. The CPI is calculated as the earned value (EV) divided by the actual cost (AC), and the SPI is the EV divided by the planned value (PV). In this case, the EV is lower than expected because fewer actions have been completed than planned, and the AC is higher than the EV, leading to a CPI of less than 1.0. Similarly, the SPI is less than 1.0 because the project is behind schedule. Therefore, the project manager should reevaluate and prioritize the remaining actions to maximize the use of the remaining budget and time. This may involve identifying which of the remaining actions are most critical to the project’s objectives and finding ways to complete them within the constraints or seeking additional resources or time if necessary.
Reference: PMBOK Guide and standards foundational documents; Professional in Business Analysis (PMI-PBA) reference materials123.
C
Explanation:
Given the situation where the project manager has spent $80,000 to complete only two actions in three days, it is clear that both the budget and schedule are not on track as planned. The cost performance index (CPI) and schedule performance index (SPI) are both less than 1.0, indicating that the project is over budget and behind schedule. The CPI is calculated as the earned value (EV) divided by the actual cost (AC), and the SPI is the EV divided by the planned value (PV). In this case, the EV is lower than expected because fewer actions have been completed than planned, and the AC is higher than the EV, leading to a CPI of less than 1.0. Similarly, the SPI is less than 1.0 because the project is behind schedule. Therefore, the project manager should reevaluate and prioritize the remaining actions to maximize the use of the remaining budget and time. This may involve identifying which of the remaining actions are most critical to the project’s objectives and finding ways to complete them within the constraints or seeking additional resources or time if necessary.
Reference: PMBOK Guide and standards foundational documents; Professional in Business Analysis (PMI-PBA) reference materials123.
Question #333
An organization uses a predictive approach but is open to using some agile practices. The project manager was asked to recommend an agile practice to provide business value throughout the project.
What should the project manager recommend?
- A . Time-boxed iterations to allow the testing team to thoroughly test the product increments
- B . Incremental delivery and frequent backlog refinement based on user feedback
- C . Iterative development and collection of frequent feedback from project team members
- D . Frequent retrospectives to ensure that lessons learned and improvement actions are implemented
Correct Answer: B
B
Explanation:
According to the PMBOK® Guide Seventh Edition, one of the agile practices that can be used in a predictive environment is incremental delivery. This means that the project delivers value to the customer or end user in small increments throughout the project life cycle, rather than waiting until the end of the project to deliver the final product. Incremental delivery allows the project to respond to changing requirements, reduce risks, and increase customer satisfaction. To support incremental delivery, the project manager should also perform frequent backlog refinement, which is the process of reviewing, prioritizing, and updating the list of features or requirements that the project team will work on. Backlog refinement helps the project manager and the team to align their work with the customer’s needs and expectations, and to adjust the scope and schedule accordingly.
Reference: PMBOK® Guide Seventh Edition, page 29
Agile Practice Guide, page 13
B
Explanation:
According to the PMBOK® Guide Seventh Edition, one of the agile practices that can be used in a predictive environment is incremental delivery. This means that the project delivers value to the customer or end user in small increments throughout the project life cycle, rather than waiting until the end of the project to deliver the final product. Incremental delivery allows the project to respond to changing requirements, reduce risks, and increase customer satisfaction. To support incremental delivery, the project manager should also perform frequent backlog refinement, which is the process of reviewing, prioritizing, and updating the list of features or requirements that the project team will work on. Backlog refinement helps the project manager and the team to align their work with the customer’s needs and expectations, and to adjust the scope and schedule accordingly.
Reference: PMBOK® Guide Seventh Edition, page 29
Agile Practice Guide, page 13
Question #334
A product owner has provided the team with a prioritized backlog for the initial launch of a new product. After analysis, the team concludes that some work is missing to support the initial launch and provides this information to the product owner. The product owner acknowledges the missing work and adds it to the bottom of the backlog. The team is not happy with the prioritization that the missing work received.
What should the project manager do in this situation?
- A . Let the project team pull the recommended work from the bottom of the backlog to maximize value creation.
- B . Analyze and reprioritize the backlog and provide the decision to the product owner and team.
- C . Recommend the product owner prioritize the missing work higher because it is needed for the minimum viable product (MVP).
- D . Empower the product owner by supporting the decision and instructing the team to follow the prioritization as provided.
Correct Answer: C
C
Explanation:
The project manager should recommend the product owner prioritize the missing work higher because it is needed for the initial launch of the new product. The product owner is responsible for defining and prioritizing the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner should ensure that the product backlog reflects the customer’s needs and pReference, as well as the project’s scope and objectives. The project manager should collaborate with the product owner and provide guidance and support on the product backlog management. The project manager should also communicate with the agile team and facilitate their involvement and feedback on the product backlog. The project manager should advise the product owner to prioritize the missing work higher because it is essential for the minimum viable product (MVP), which is a version of the product that has enough features and functionality to satisfy the customer’s needs and expectations. The MVP is the main goal of the initial launch of the new product, as it allows the project team to deliver value to the customer early and often, and to obtain feedback and validation for the product. The project manager should explain to the product owner the importance and benefits of delivering the MVP, and the risks and consequences of delaying or omitting the missing work. The project manager should also help the product owner to balance the competing demands and trade-offs of the product backlog, and to align the product backlog with the project’s vision, goals, and strategy.
The other options are not the best actions for the project manager to take in this situation. Letting the project team pull the recommended work from the bottom of the backlog to maximize value creation may cause confusion and inconsistency in the product backlog, as well as conflict and distrust between the product owner and the agile team. The product owner is the sole authority for defining and prioritizing the product backlog, and the agile team should respect and follow the product owner’s decisions. The project manager should not undermine the product owner’s role or authority, but rather support and facilitate the collaboration and communication between the product owner and the agile team. Analyzing and reprioritizing the backlog and providing the decision to the product owner and team may also undermine the product owner’s role and authority, as well as violate the agile principles and values. The project manager should not impose their own decisions or opinions on the product backlog, but rather advise and assist the product owner in making informed and effective decisions. The project manager should also not act as a intermediary or a gatekeeper between the product owner and the agile team, but rather enable and encourage direct and frequent interaction and feedback among them. Empowering the product owner by supporting the decision and instructing the team to follow the prioritization as provided may ignore the agile team’s input and feedback, as well as jeopardize the project’s success and quality. The project manager should not blindly support the product owner’s decision or instruct the agile team to follow the prioritization as provided, especially if the decision or the prioritization is not aligned with the project’s scope and objectives, or the customer’s needs and expectations. The project manager should challenge and question the product owner’s decision or prioritization if it is not based on valid and relevant criteria or data, or if it does not deliver the maximum value to the customer and the project. The project manager should also listen and consider the agile team’s input and feedback, as they have the technical expertise and experience to perform the work and to deliver the product.
Reference: PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.4, “Prioritized Product Backlog” PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.6, “Minimum Viable Product” PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2.2.1, “Stakeholder Engagement Plan”
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1
C
Explanation:
The project manager should recommend the product owner prioritize the missing work higher because it is needed for the initial launch of the new product. The product owner is responsible for defining and prioritizing the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner should ensure that the product backlog reflects the customer’s needs and pReference, as well as the project’s scope and objectives. The project manager should collaborate with the product owner and provide guidance and support on the product backlog management. The project manager should also communicate with the agile team and facilitate their involvement and feedback on the product backlog. The project manager should advise the product owner to prioritize the missing work higher because it is essential for the minimum viable product (MVP), which is a version of the product that has enough features and functionality to satisfy the customer’s needs and expectations. The MVP is the main goal of the initial launch of the new product, as it allows the project team to deliver value to the customer early and often, and to obtain feedback and validation for the product. The project manager should explain to the product owner the importance and benefits of delivering the MVP, and the risks and consequences of delaying or omitting the missing work. The project manager should also help the product owner to balance the competing demands and trade-offs of the product backlog, and to align the product backlog with the project’s vision, goals, and strategy.
The other options are not the best actions for the project manager to take in this situation. Letting the project team pull the recommended work from the bottom of the backlog to maximize value creation may cause confusion and inconsistency in the product backlog, as well as conflict and distrust between the product owner and the agile team. The product owner is the sole authority for defining and prioritizing the product backlog, and the agile team should respect and follow the product owner’s decisions. The project manager should not undermine the product owner’s role or authority, but rather support and facilitate the collaboration and communication between the product owner and the agile team. Analyzing and reprioritizing the backlog and providing the decision to the product owner and team may also undermine the product owner’s role and authority, as well as violate the agile principles and values. The project manager should not impose their own decisions or opinions on the product backlog, but rather advise and assist the product owner in making informed and effective decisions. The project manager should also not act as a intermediary or a gatekeeper between the product owner and the agile team, but rather enable and encourage direct and frequent interaction and feedback among them. Empowering the product owner by supporting the decision and instructing the team to follow the prioritization as provided may ignore the agile team’s input and feedback, as well as jeopardize the project’s success and quality. The project manager should not blindly support the product owner’s decision or instruct the agile team to follow the prioritization as provided, especially if the decision or the prioritization is not aligned with the project’s scope and objectives, or the customer’s needs and expectations. The project manager should challenge and question the product owner’s decision or prioritization if it is not based on valid and relevant criteria or data, or if it does not deliver the maximum value to the customer and the project. The project manager should also listen and consider the agile team’s input and feedback, as they have the technical expertise and experience to perform the work and to deliver the product.
Reference: PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.4, “Prioritized Product Backlog” PMBOK® Guide, 6th Edition, Appendix X3, Section X3.2.2.6, “Minimum Viable Product” PMBOK® Guide, 6th Edition, Chapter 13, Section 13.2.2.1, “Stakeholder Engagement Plan”
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1
Question #335
A product company is transforming the way it develops and releases products in the market Executives believe that this is a high-risk initiative, and this initiative must be successful
What should the project manager do in this scenario?
- A . Develop a business case with assumptions for the new model
- B . Develop a communications management plan to inform the employees about the new business model
- C . Adopt an iterative rollout approach that delivers the highest business value earlier
- D . Develop a detailed sprint plan with clear deliverables
Correct Answer: C
C
Explanation:
An iterative rollout approach is a way of delivering a product or service incrementally, rather than in one big launch. This allows the project team to test and validate the product with real customers, get feedback, and make adjustments as needed. This reduces the risk of delivering a product that does not meet the customer’s needs or expectations, or that has major defects or errors. By delivering the highest business value earlier, the project team can also demonstrate the benefits of the new model to the executives and stakeholders, and gain their support and confidence. An iterative rollout approach is consistent with agile project management principles, which are recommended for high-risk and high-uncertainty projects.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 5: Solution
Evaluation, Section 5.3.2: Validate Solution
Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.2:
Validate Solution
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section
C
Explanation:
An iterative rollout approach is a way of delivering a product or service incrementally, rather than in one big launch. This allows the project team to test and validate the product with real customers, get feedback, and make adjustments as needed. This reduces the risk of delivering a product that does not meet the customer’s needs or expectations, or that has major defects or errors. By delivering the highest business value earlier, the project team can also demonstrate the benefits of the new model to the executives and stakeholders, and gain their support and confidence. An iterative rollout approach is consistent with agile project management principles, which are recommended for high-risk and high-uncertainty projects.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 5: Solution
Evaluation, Section 5.3.2: Validate Solution
Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.2:
Validate Solution
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section
Question #336
Two key team members suggest different options to prevent time overruns and delays. There is a conflict between these two team members because of their divergent views.
What should the project manager do next?
- A . Schedule a meeting between the team members to find a solution.
- B . Refer the team members to the project charter to resolve the conflict.
- C . Issue a new change request to evaluate this situation and communicate the result.
- D . Document the facts explained by the team members in the issue log.
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to manage conflicts among project stakeholders. One of the techniques is collaborating/problem-solving, which involves finding a mutually beneficial solution that satisfies all parties. This technique requires a high level of trust and cooperation, and may involve a face-to-face meeting to discuss the issues and options. The other options are either too passive, too formal, or too premature for resolving the conflict.
Reference: PMBOK Guide, 7th edition, page 157-158, section 8.3.2.2.
A
Explanation:
According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to manage conflicts among project stakeholders. One of the techniques is collaborating/problem-solving, which involves finding a mutually beneficial solution that satisfies all parties. This technique requires a high level of trust and cooperation, and may involve a face-to-face meeting to discuss the issues and options. The other options are either too passive, too formal, or too premature for resolving the conflict.
Reference: PMBOK Guide, 7th edition, page 157-158, section 8.3.2.2.
Question #337
A company that is heavily focused on delivering projects using predictive approaches on-boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements.
How should the project manager plan the delivery of the project?
- A . Wait for the requirements to be more clear before any further action is taken on the project
- B . Ignore the unclear requirements and focus on the delivery plan of the project
- C . Escalate the issue of unclear requirements to the management team and wait for final authorization
- D . Break down the requirements and prioritize the requirements into iterative work packages
Correct Answer: D
D
Explanation:
A hybrid approach combines predictive and adaptive elements to deliver projects. In a hybrid approach, the project manager can break down the requirements into smaller and manageable chunks, and prioritize them based on their value and risk. This way, the project manager can deliver the most important and uncertain requirements first, and get feedback from the stakeholders and customers. This feedback can help clarify the unclear requirements and improve the quality of the project deliverables. The project manager can also adjust the delivery plan based on the changing requirements and environment. A hybrid approach is suitable for projects that have some degree of uncertainty and complexity, and that need to respond to changing customer needs and expectations.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Seventh Edition, Chapter 2: Value Delivery System, Section 2.3: Delivery Approaches, pp. 31-35
Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain
II: Process, Task 1: Plan and manage project scope, pp. 14-15
Hybrid Project Management:
What It Is &.
How to Implement It, by Simplilearn, published on February 10, 2020
D
Explanation:
A hybrid approach combines predictive and adaptive elements to deliver projects. In a hybrid approach, the project manager can break down the requirements into smaller and manageable chunks, and prioritize them based on their value and risk. This way, the project manager can deliver the most important and uncertain requirements first, and get feedback from the stakeholders and customers. This feedback can help clarify the unclear requirements and improve the quality of the project deliverables. The project manager can also adjust the delivery plan based on the changing requirements and environment. A hybrid approach is suitable for projects that have some degree of uncertainty and complexity, and that need to respond to changing customer needs and expectations.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Seventh Edition, Chapter 2: Value Delivery System, Section 2.3: Delivery Approaches, pp. 31-35
Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain
II: Process, Task 1: Plan and manage project scope, pp. 14-15
Hybrid Project Management:
What It Is &.
How to Implement It, by Simplilearn, published on February 10, 2020
Question #338
The customer is reviewing the new reporting system and informs the project manager that one of the components in the printing module is not complete. The project manager reviews the work breakdown structure (WBS) and confirms that the component Is included.
What does the project manager need to do first?
- A . Raise a change request to immediately implement the printing module component.
- B . Escalate this issue to the project sponsor immediately
- C . Ask the project team to conduct a quality audit of the printing module components.
- D . Meet with the project team to understand the issue and define actions.
Correct Answer: D
D
Explanation:
The project manager should first meet with the project team to understand the issue and define actions. This is because the project manager needs to analyze the root cause of the problem, identify the impact on the project scope, schedule, cost, and quality, and determine the best course of action to resolve the issue. Raising a change request, escalating the issue, or conducting a quality audit are possible actions that the project manager may take after meeting with the project team, depending on the outcome of the analysis. However, they are not the first steps that the project manager should take in this situation.
Reference: PMBOK Guide, 6th edition, page 152, section 4.3.1.1 (Work Breakdown Structure); page 121, section 4.2.3.1 (Project Scope Statement); page 115, section 4.1.3.1 (Project Charter); page 112, section 4.1.2.2 (Project Sponsor)
D
Explanation:
The project manager should first meet with the project team to understand the issue and define actions. This is because the project manager needs to analyze the root cause of the problem, identify the impact on the project scope, schedule, cost, and quality, and determine the best course of action to resolve the issue. Raising a change request, escalating the issue, or conducting a quality audit are possible actions that the project manager may take after meeting with the project team, depending on the outcome of the analysis. However, they are not the first steps that the project manager should take in this situation.
Reference: PMBOK Guide, 6th edition, page 152, section 4.3.1.1 (Work Breakdown Structure); page 121, section 4.2.3.1 (Project Scope Statement); page 115, section 4.1.3.1 (Project Charter); page 112, section 4.1.2.2 (Project Sponsor)
Question #339
During a network upgrade for a company, the client informs the project manager that a government representative notified the client about a separate project that will affect the network upgrade. Any change in the upgrade will impact the project’s cost and schedule.
What should the project manager do first?
- A . Perform an impact analysis with subject matter experts (SMEs).
- B . Inform the government representative about the impact of the separate project.
- C . Implement a change request to increase the budget and schedule.
- D . Consult and update the risk register with the project stakeholders.
Correct Answer: A
A
Explanation:
The project manager should first perform an impact analysis with SMEs to assess the potential effects of the separate project on the network upgrade. This will help the project manager to determine the magnitude and probability of the risks, as well as the possible responses and contingency plans. The impact analysis is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness1. Informing the government representative, implementing a change request, and updating the risk register are all possible actions that may follow the impact analysis, but they are not the first thing to do.
Reference: 1 PMBOK® Guide, 6th edition, page 452.
A
Explanation:
The project manager should first perform an impact analysis with SMEs to assess the potential effects of the separate project on the network upgrade. This will help the project manager to determine the magnitude and probability of the risks, as well as the possible responses and contingency plans. The impact analysis is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness1. Informing the government representative, implementing a change request, and updating the risk register are all possible actions that may follow the impact analysis, but they are not the first thing to do.
Reference: 1 PMBOK® Guide, 6th edition, page 452.
Question #340
A technician is scheduled to install internet service at the homes of three remote call center agents who have different working schedules. Their functional managers arranged time off to allow time for installation and testing. The carrier sends an email to the project manager stating that one appointment is delayed for 2 days.
What does the project manager need to do now?
- A . Inform the relevant stakeholders.
- B . Inform the project team only.
- C . Inform the product owner.
- D . Inform the project sponsor.
Correct Answer: A
A
Explanation:
When a scheduled event affecting project timelines is delayed, it is crucial for the project manager to communicate this change to all relevant stakeholders. This ensures that everyone is aware of the delay and can adjust their schedules and expectations accordingly. The PMP outlines the importance of clear communication with stakeholders as part of project integration management and stakeholder engagement (PMBOK® Guide).
Reference: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition. Project Management Institute.
Project Management Institute. (2019). PMP Examination Content Outline. Project Management Institute.
A
Explanation:
When a scheduled event affecting project timelines is delayed, it is crucial for the project manager to communicate this change to all relevant stakeholders. This ensures that everyone is aware of the delay and can adjust their schedules and expectations accordingly. The PMP outlines the importance of clear communication with stakeholders as part of project integration management and stakeholder engagement (PMBOK® Guide).
Reference: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition. Project Management Institute.
Project Management Institute. (2019). PMP Examination Content Outline. Project Management Institute.