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 #71
A protect team has completed many iterations without proper sizing of the stories In some iterations the team sized some stories and completed them ahead of time.
In other iterations the team sized the stones but was unable to complete the planned activities
What should the team do differently during planning for the next iteration"?
- A . Request the product owner and team facilitator to provide the size of the story
- B . Average the story points provided by each team member for a story
- C . Continue multiple rounds of planning poker and arrive at the size of the story
- D . Collaborate with different teams and arrive at the size of the story
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, planning poker is a technique used to estimate the size of user stories in agile projects. It involves each team member privately selecting a card with a number that represents the relative size or complexity of a user story, and then revealing their choices simultaneously. The team then discusses the reasons for the differences and repeats the process until they reach a consensus or an acceptable range. This technique helps the team to avoid anchoring, groupthink, and estimation bias, and to consider different perspectives and assumptions. By continuing multiple rounds of planning poker, the team can improve the accuracy and reliability of their estimates and plan their iterations more effectively.
Reference: PMBOK Guide, 7th edition, page 309; Agile Estimation Techniques for the PMP Exam
C
Explanation:
According to the PMBOK Guide, planning poker is a technique used to estimate the size of user stories in agile projects. It involves each team member privately selecting a card with a number that represents the relative size or complexity of a user story, and then revealing their choices simultaneously. The team then discusses the reasons for the differences and repeats the process until they reach a consensus or an acceptable range. This technique helps the team to avoid anchoring, groupthink, and estimation bias, and to consider different perspectives and assumptions. By continuing multiple rounds of planning poker, the team can improve the accuracy and reliability of their estimates and plan their iterations more effectively.
Reference: PMBOK Guide, 7th edition, page 309; Agile Estimation Techniques for the PMP Exam
Question #72
In an agile project, the team decided to have a rotating group of facilitators for the daily scrum. Overall, most of the facilitators have grown and done well in this role; however, a few of them tend to run inefficient daily scrums.
What should the project manager do next?
- A . Retrain all team members on daily scrum facilitation to ensure there is consistency in the approach.
- B . Ask the facilitators who are doing well to continue and recommend that the others stop facilitating.
- C . Praise the team for self-organizing and growing, then work one-on-one with the facilitators, as needed.
- D . Return to using the scrum master as the facilitator for the daily scrums now that the trial period is
over.
Correct Answer: C
C
Explanation:
Agile principles encourage teams to self-organize and continuously improve their processes. When some facilitators are not conducting efficient daily scrums, it is beneficial to acknowledge the team’s overall growth and provide targeted support to those who need it. Working one-on-one allows for personalized coaching that can address specific challenges and improve facilitation skills. This approach fosters a positive environment where all team members can develop and contribute effectively1.
Reference: Facilitation techniques and tips from Scrum.org1.
Professional in Business Analysis Reference Materials from PMI2.
C
Explanation:
Agile principles encourage teams to self-organize and continuously improve their processes. When some facilitators are not conducting efficient daily scrums, it is beneficial to acknowledge the team’s overall growth and provide targeted support to those who need it. Working one-on-one allows for personalized coaching that can address specific challenges and improve facilitation skills. This approach fosters a positive environment where all team members can develop and contribute effectively1.
Reference: Facilitation techniques and tips from Scrum.org1.
Professional in Business Analysis Reference Materials from PMI2.
Question #73
The operations director complains to the CEO about the outcome of a project’s first sprint. The operations department will not be able to support a new product due to poor performance indicators. The project team facilitator asks for feedback from the project team and is informed that performance information is available in the application server log.
How should this complaint be addressed?
- A . Request that the issue be included in the next board of directors meeting to explain all of the needs
- B . Add the complaint to the product backlog to be addressed in the next sprint
- C . Ask the operations director to define the acceptance criteria to make clear the delivery is correct
- D . Invite a member of the operations team to be part of the validation and sprint meetings
Correct Answer: D
D
Explanation:
The best way to address the complaint is to involve the operations director or a representative from the operations team in the agile process. By inviting them to the validation and sprint meetings, they can provide feedback, clarify requirements, and validate the product increments. This will help to ensure that the product meets the performance indicators and the expectations of the operations department. It will also foster collaboration and transparency among the stakeholders and the project team.
Reference:
What is a Sprint Review? | Scrum.org
What Is a Sprint Review? Goals and Tips for Running This Scrum Event.
What is a sprint review? 3 steps to better sprint reviews – Atlassian.
What is Stakeholder Management? – ProjectManager
What is Stakeholder Management? | A Step-by-Step Guide – Creately
D
Explanation:
The best way to address the complaint is to involve the operations director or a representative from the operations team in the agile process. By inviting them to the validation and sprint meetings, they can provide feedback, clarify requirements, and validate the product increments. This will help to ensure that the product meets the performance indicators and the expectations of the operations department. It will also foster collaboration and transparency among the stakeholders and the project team.
Reference:
What is a Sprint Review? | Scrum.org
What Is a Sprint Review? Goals and Tips for Running This Scrum Event.
What is a sprint review? 3 steps to better sprint reviews – Atlassian.
What is Stakeholder Management? – ProjectManager
What is Stakeholder Management? | A Step-by-Step Guide – Creately
Question #74
A project manager has experience working with a specific provider that has been requested for an upcoming project. This provider often fails to meet deliverable dates; however, it is the only company with the specific experience required for the project.
What should the project manager do during the planning phase?
- A . Hire resources to obtain knowledge about the provider’s specific capabilities.
- B . Add penalty clauses to the contract and update the risk register.
- C . Encourage the provider to work overtime with no additional costs to the project.
- D . Contract another provider with less experience and give them a chance to provide the deliverables.
Correct Answer: B
B
Explanation:
According to the PMP Exam Content Outline (2023), one of the tasks under the domain of Planning is to “Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available” 1. This task involves identifying potential sellers, conducting market research, determining the contract type, and defining the procurement strategy and approach. One of the tools and techniques for this task is “Contract terms and conditions”, which are the legal provisions that govern the rights and obligations of the parties involved in the procurement 2. Penalty clauses are a type of contract terms and conditions that specify the amount of money or other compensation that a party will pay or forfeit in the event of a breach of contract, such as failing to meet the deliverable dates 3. Penalty clauses can be used to motivate the seller to perform according to the contract and to protect the buyer from losses or damages caused by the seller’s poor performance.
According to the PMI-PBA Exam Content Outline (2023), one of the tasks under the domain of Analysis is to “Assess risks that may impact the solution scope or requirements, and document them in the risk register”. This task involves identifying, analyzing, prioritizing, and documenting the risks that may affect the solution or its delivery, and planning the appropriate responses to mitigate or avoid them. One of the tools and techniques for this task is “Risk register”, which is a document that records the details of the identified risks, their causes, impacts, probabilities, priorities, responses, owners, and status. The risk register is a living document that is updated throughout the project as new risks are identified, existing risks are monitored, and risk responses are implemented. Therefore, the best answer to this question is B. Add penalty clauses to the contract and update the risk register. This answer reflects the project manager’s responsibility to plan the procurement management and the risk management for the project, and to use appropriate tools and techniques to ensure that the project objectives are met. The other answers are not as good because they either do not address the issue of the provider’s poor performance (A and C), or they introduce a new risk by contracting another provider with less experience (D).
Reference: 1: PMP Exam Content Outline (2023), p. 10 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, p. 230 3: Business Law and the Legal Environment, v. 2.0, p. 15.2: Project Procurement Management: A Guide to Structured Procurements, p. 153: PMI-PBA Exam Content Outline (2023), p. 9: Business Analysis for Practitioners: A Practice Guide, p. 97: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, p. 403: Project Risk Management: A Practical Implementation Approach, p. 63
B
Explanation:
According to the PMP Exam Content Outline (2023), one of the tasks under the domain of Planning is to “Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available” 1. This task involves identifying potential sellers, conducting market research, determining the contract type, and defining the procurement strategy and approach. One of the tools and techniques for this task is “Contract terms and conditions”, which are the legal provisions that govern the rights and obligations of the parties involved in the procurement 2. Penalty clauses are a type of contract terms and conditions that specify the amount of money or other compensation that a party will pay or forfeit in the event of a breach of contract, such as failing to meet the deliverable dates 3. Penalty clauses can be used to motivate the seller to perform according to the contract and to protect the buyer from losses or damages caused by the seller’s poor performance.
According to the PMI-PBA Exam Content Outline (2023), one of the tasks under the domain of Analysis is to “Assess risks that may impact the solution scope or requirements, and document them in the risk register”. This task involves identifying, analyzing, prioritizing, and documenting the risks that may affect the solution or its delivery, and planning the appropriate responses to mitigate or avoid them. One of the tools and techniques for this task is “Risk register”, which is a document that records the details of the identified risks, their causes, impacts, probabilities, priorities, responses, owners, and status. The risk register is a living document that is updated throughout the project as new risks are identified, existing risks are monitored, and risk responses are implemented. Therefore, the best answer to this question is B. Add penalty clauses to the contract and update the risk register. This answer reflects the project manager’s responsibility to plan the procurement management and the risk management for the project, and to use appropriate tools and techniques to ensure that the project objectives are met. The other answers are not as good because they either do not address the issue of the provider’s poor performance (A and C), or they introduce a new risk by contracting another provider with less experience (D).
Reference: 1: PMP Exam Content Outline (2023), p. 10 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, p. 230 3: Business Law and the Legal Environment, v. 2.0, p. 15.2: Project Procurement Management: A Guide to Structured Procurements, p. 153: PMI-PBA Exam Content Outline (2023), p. 9: Business Analysis for Practitioners: A Practice Guide, p. 97: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, p. 403: Project Risk Management: A Practical Implementation Approach, p. 63
Question #75
In a hybrid project, the customer decided on a major change for the project design. This change was approved and the impact on schedule and budget is known. The software team leader, who is supposed to develop the software, refuses to commit to delivery dates claiming that they work using an agile approach and cannot commit to a final delivery date. The hardware team depends on this software to develop their part of the product
What should the project manager do?
- A . Add this risk to the risk register and monitor it according to the risk management plan
- B . Escalate this to higher management and ask for help to resolve the issue.
- C . Impose the delivery dates on the software team leader and notify the functional manager about the situation
- D . Ask the software team leader to use a predictive approach and commit to a delivery date
Correct Answer: A
A
Explanation:
In a hybrid project, the project manager needs to balance the different approaches and expectations of the stakeholders and the teams. The customer’s change request may have been approved based on the assumption that the software team can deliver the software in a timely manner using an agile approach. However, the software team leader’s refusal to commit to a delivery date indicates a lack of alignment and collaboration between the teams and the customer. This creates a risk of schedule and scope deviations, as well as potential conflicts and dissatisfaction among the stakeholders. Therefore, the project manager should add this risk to the risk register and monitor it according to the risk management plan. The project manager should also communicate with the software team leader and the customer to clarify the expectations and the rationale behind the change request, and to explore possible ways to mitigate the risk and deliver the software that meets the customer’s needs and the hardware team’s dependencies. The project manager should not escalate the issue to higher management without trying to resolve it first, as this may undermine the trust and autonomy of the teams. The project manager should not impose the delivery dates on the software team leader, as this may violate the agile principles and demotivate the team. The project manager should not ask the software team leader to use a predictive approach, as this may not be feasible or suitable for the software development process and the customer’s requirements.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK® Guide, 6th edition, Section 1.2.4, p. 19
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain III: Analysis, Task 5, p. 11
Business Analysis for Practitioners: A Practice Guide, Section 2.4.2, p. 36
A
Explanation:
In a hybrid project, the project manager needs to balance the different approaches and expectations of the stakeholders and the teams. The customer’s change request may have been approved based on the assumption that the software team can deliver the software in a timely manner using an agile approach. However, the software team leader’s refusal to commit to a delivery date indicates a lack of alignment and collaboration between the teams and the customer. This creates a risk of schedule and scope deviations, as well as potential conflicts and dissatisfaction among the stakeholders. Therefore, the project manager should add this risk to the risk register and monitor it according to the risk management plan. The project manager should also communicate with the software team leader and the customer to clarify the expectations and the rationale behind the change request, and to explore possible ways to mitigate the risk and deliver the software that meets the customer’s needs and the hardware team’s dependencies. The project manager should not escalate the issue to higher management without trying to resolve it first, as this may undermine the trust and autonomy of the teams. The project manager should not impose the delivery dates on the software team leader, as this may violate the agile principles and demotivate the team. The project manager should not ask the software team leader to use a predictive approach, as this may not be feasible or suitable for the software development process and the customer’s requirements.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK® Guide, 6th edition, Section 1.2.4, p. 19
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain III: Analysis, Task 5, p. 11
Business Analysis for Practitioners: A Practice Guide, Section 2.4.2, p. 36
Question #76
A company is about to start a complex research project. Due to the level of uncertainty, the project manager recommends the use of a hybrid approach; however, the organization only has experience with predictive projects.
How can the project manager strategize the use of a hybrid approach to the organization?
- A . Present the benefits of a hybrid approach to key stakeholders to get their support.
- B . Create a project change request to execute the project using a hybrid approach.
- C . Send a letter to the project management office (PMO) requesting to use a hybrid approach.
- D . Submit a notification to the project team confirming they will be using a hybrid approach on the project.
Correct Answer: A
A
Explanation:
In the context of a complex research project with high levels of uncertainty, presenting the benefits of a hybrid approach to key stakeholders is crucial for gaining their support. A hybrid approach combines elements of both predictive (traditional) and adaptive (agile) project management methodologies, allowing for flexibility in planning and execution while still providing structure where needed. This strategy is particularly effective when dealing with projects that have uncertain requirements or that may experience significant changes during their lifecycle. By engaging stakeholders and securing their buy-in, the project manager can ensure that the organization is aligned and supportive of the hybrid approach, which is essential for its successful implementation123.
Reference: PMBOK® Guide C Seventh Edition4
Hybrid Project Management: The What, Why, and Hows – 4PMTI1 Agile, Traditional, and Hybrid Approaches to Project Success – PMI3 Professional in Business Analysis Reference Materials5
A
Explanation:
In the context of a complex research project with high levels of uncertainty, presenting the benefits of a hybrid approach to key stakeholders is crucial for gaining their support. A hybrid approach combines elements of both predictive (traditional) and adaptive (agile) project management methodologies, allowing for flexibility in planning and execution while still providing structure where needed. This strategy is particularly effective when dealing with projects that have uncertain requirements or that may experience significant changes during their lifecycle. By engaging stakeholders and securing their buy-in, the project manager can ensure that the organization is aligned and supportive of the hybrid approach, which is essential for its successful implementation123.
Reference: PMBOK® Guide C Seventh Edition4
Hybrid Project Management: The What, Why, and Hows – 4PMTI1 Agile, Traditional, and Hybrid Approaches to Project Success – PMI3 Professional in Business Analysis Reference Materials5
Question #77
A new project has been kicked off following a planning session. The project is under direct oversight of an executive in the organization After a review meeting, the project manager overhears an executive request a dashboard from one of the team members to show the overall project status
What should the project manager do?
- A . Update the stakeholder engagement assessment matrix
- B . Update the communications management plan to include informal requests
- C . Ask the team member to develop a dashboard to fulfill the request.
- D . Tell the team member to route the request through the project manager
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It also defines the communication methods, formats, frequency, and escalation process for different types of communication. In this scenario, the project manager should update the communications management plan to include informal requests from the executive, such as the dashboard, and specify how they will be handled by the project team. This way, the project manager can ensure that the communication expectations of the executive are met, and the project team is aware of their roles and responsibilities in providing the requested information. Updating the stakeholder engagement assessment matrix, asking the team member to develop a dashboard, or telling the team member to route the request through the project manager are not effective options, as they do not address the root cause of the communication issue, which is the lack of a clear and comprehensive communications management plan.
Reference: PMBOK Guide, 7th edition, pages 123-124, 127-128.
B
Explanation:
According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It also defines the communication methods, formats, frequency, and escalation process for different types of communication. In this scenario, the project manager should update the communications management plan to include informal requests from the executive, such as the dashboard, and specify how they will be handled by the project team. This way, the project manager can ensure that the communication expectations of the executive are met, and the project team is aware of their roles and responsibilities in providing the requested information. Updating the stakeholder engagement assessment matrix, asking the team member to develop a dashboard, or telling the team member to route the request through the project manager are not effective options, as they do not address the root cause of the communication issue, which is the lack of a clear and comprehensive communications management plan.
Reference: PMBOK Guide, 7th edition, pages 123-124, 127-128.
Question #78
A project manager is working with an agile team to enhance a product. Due to a tight deadline, the team is trying to crash the schedule by engaging multiple resources to work on the project simultaneously. However, the technical environment is configured to allow only one resource to work on a feature at a time. The team plans to upgrade the technical environment but is unable to agree on a way forward.
What should the project manager do first?
- A . Conduct a consensus-building session to decide how to approach the next set of work.
- B . Escalate the issue to the product owner for resolution.
- C . Add this conflict to the agenda for discussion at the next daily standup meeting.
- D . Conduct a planning session to decide how to approach the next set of work.
Correct Answer: A
A
Explanation:
The project manager should conduct a consensus-building session to decide how to approach the next set of work, as this is a collaborative decision-making technique that involves the participation of all team members and stakeholders. The project manager should facilitate the discussion, clarify the objectives, identify the options, evaluate the pros and cons, and reach a mutually acceptable agreement. This will help to resolve the conflict, align the expectations, and ensure the commitment of the team and the stakeholders. The other options are not the first actions that the project manager should take, as they may either delay the decision, bypass the team’s input, or ignore the conflict.
Reference: [PMBOK Guide], 6th edition, pages 56-57, 376-377, 513-514.
[Professional in Business Analysis (PMI-PBA) Handbook], pages 15-16, 19-20.
A
Explanation:
The project manager should conduct a consensus-building session to decide how to approach the next set of work, as this is a collaborative decision-making technique that involves the participation of all team members and stakeholders. The project manager should facilitate the discussion, clarify the objectives, identify the options, evaluate the pros and cons, and reach a mutually acceptable agreement. This will help to resolve the conflict, align the expectations, and ensure the commitment of the team and the stakeholders. The other options are not the first actions that the project manager should take, as they may either delay the decision, bypass the team’s input, or ignore the conflict.
Reference: [PMBOK Guide], 6th edition, pages 56-57, 376-377, 513-514.
[Professional in Business Analysis (PMI-PBA) Handbook], pages 15-16, 19-20.
Question #79
A project team is planning the next sprint review. The project lead receives an email from a senior manager asking for a project status using a template that is more detailed than the one used for monthly reports sent to the project management office (PMO). The team uses an electronic product backlog and a kanban board to track the progress.
What should the project manager do next?
- A . Modify the PMO template to include the information.
- B . Contact the senior manager and discuss their needs.
- C . Give the senior manager access to the product backlog.
- D . Organize a review of the kanban board with the manager.
Correct Answer: B
B
Explanation:
The best course of action when receiving a request for a more detailed project status is to engage in a dialogue with the senior manager to understand their specific needs. This approach aligns with the PMBOK® Guide’s emphasis on effective communication and stakeholder engagement as key aspects of project management. By discussing the requirements directly, the project manager can tailor the communication to provide relevant and precise information that satisfies the senior manager’s request without overwhelming them with unnecessary details. This method ensures that the project manager is responsive to stakeholder needs and maintains clear and open lines of communication.
Reference: The answer is supported by the principles outlined in the PMBOK® Guide, which advocate for proactive stakeholder engagement and effective communication strategies1. Additionally, the PMI’s standards on project communication emphasize the importance of understanding and addressing stakeholder information needs23.
B
Explanation:
The best course of action when receiving a request for a more detailed project status is to engage in a dialogue with the senior manager to understand their specific needs. This approach aligns with the PMBOK® Guide’s emphasis on effective communication and stakeholder engagement as key aspects of project management. By discussing the requirements directly, the project manager can tailor the communication to provide relevant and precise information that satisfies the senior manager’s request without overwhelming them with unnecessary details. This method ensures that the project manager is responsive to stakeholder needs and maintains clear and open lines of communication.
Reference: The answer is supported by the principles outlined in the PMBOK® Guide, which advocate for proactive stakeholder engagement and effective communication strategies1. Additionally, the PMI’s standards on project communication emphasize the importance of understanding and addressing stakeholder information needs23.
Question #80
A company is implementing a new system. The project manager has identified that it is best to complete this project using a mix of Scrum and Kanban methodologies. The product owner is confused as to how to start delivering the functionalities required.
How should the project manager assist the product owner?
- A . Coach the product owner on how to create a product backlog
- B . Encourage the team to subdivide the project tasks
- C . Create a work breakdown structure (WBS) and explain the deliverables to the product owner
- D . Discuss the product owner’s responsibilities within the project team
Correct Answer: A
A
Explanation:
The project manager should coach the product owner on how to create a product backlog, as this is a key artifact in Scrum and Kanban methodologies. The product backlog is a prioritized list of features, user stories, or requirements that the product owner wants to deliver in the project. The product backlog is dynamic and evolving, and it reflects the value and vision of the product. The product owner is responsible for creating, maintaining, and refining the product backlog, as well as communicating it to the development team and the stakeholders1. The project manager can assist the product owner by providing guidance, feedback, and tools on how to create a product backlog that is clear, concise, and aligned with the project goals and scope. The project manager can also help the product owner to use agile techniques, such as user story mapping, story splitting, and backlog grooming, to break down the functionalities into manageable and testable chunks, and to prioritize them based on value, risk, and dependencies2.
The other options, encouraging the team to subdivide the project tasks, creating a work breakdown structure (WBS), or discussing the product owner’s responsibilities within the project team, are not the best ways to assist the product owner. Encouraging the team to subdivide the project tasks may help the team to plan and execute the work, but it does not address the product owner’s confusion on how to start delivering the functionalities. Creating a WBS may help the project manager to define and organize the project deliverables, but it is not a suitable artifact for agile methodologies, as it is static and rigid, and does not reflect the changing needs and expectations of the customers and stakeholders3. Discussing the product owner’s responsibilities within the project team may help the product owner to understand their role and expectations, but it does not provide practical guidance on how to create a product backlog.
Reference: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 5.4.2.2 2 Agile Practice Guide, Chapter 3.2.2 3.
What is a Work Breakdown Structure (WBS)? – Project Management Institute
A
Explanation:
The project manager should coach the product owner on how to create a product backlog, as this is a key artifact in Scrum and Kanban methodologies. The product backlog is a prioritized list of features, user stories, or requirements that the product owner wants to deliver in the project. The product backlog is dynamic and evolving, and it reflects the value and vision of the product. The product owner is responsible for creating, maintaining, and refining the product backlog, as well as communicating it to the development team and the stakeholders1. The project manager can assist the product owner by providing guidance, feedback, and tools on how to create a product backlog that is clear, concise, and aligned with the project goals and scope. The project manager can also help the product owner to use agile techniques, such as user story mapping, story splitting, and backlog grooming, to break down the functionalities into manageable and testable chunks, and to prioritize them based on value, risk, and dependencies2.
The other options, encouraging the team to subdivide the project tasks, creating a work breakdown structure (WBS), or discussing the product owner’s responsibilities within the project team, are not the best ways to assist the product owner. Encouraging the team to subdivide the project tasks may help the team to plan and execute the work, but it does not address the product owner’s confusion on how to start delivering the functionalities. Creating a WBS may help the project manager to define and organize the project deliverables, but it is not a suitable artifact for agile methodologies, as it is static and rigid, and does not reflect the changing needs and expectations of the customers and stakeholders3. Discussing the product owner’s responsibilities within the project team may help the product owner to understand their role and expectations, but it does not provide practical guidance on how to create a product backlog.
Reference: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 5.4.2.2 2 Agile Practice Guide, Chapter 3.2.2 3.
What is a Work Breakdown Structure (WBS)? – Project Management Institute