Validated the project artifacts

A project artifact is any document, deliverable, or output that is produced during the project life cycle. Examples of project artifacts include the project charter, the project management plan, the risk register, the issue log, the change log, the status reports, and the lessons learned. According to the Professional in Business Analysis Reference Materials1, project artifacts should be validated to ensure that they are accurate, complete, consistent, and up to date. Validation can be done by reviewing, inspecting, testing, or auditing the artifacts, and by involving the relevant stakeholders, such as the project team, the sponsor, the customer, or the quality assurance team.

In this scenario, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. This indicates that the risk register has not been validated properly, and that there is a lack of configuration management and version control. Configuration management is the process of identifying, tracking, controlling, and auditing the changes made to the project artifacts throughout the project life cycle. Version control is the technique of maintaining and labeling the different versions of the project artifacts, and ensuring that only the latest and approved version is used by the project team and stakeholders. According to the PMBOK Guide2, configuration management and version control are part of the Monitor and Control Project Work process, which is the responsibility of the project manager.

Therefore, the correct answer is C. Validated the project artifacts. The project manager should have validated the project artifacts, such as the risk register, to ensure that they are correct and current, and that they reflect the actual status and progress of the project. The project manager should have also implemented configuration management and version control procedures, such as using a configuration management system, a document management system, or a project management software, to track and manage the changes made to the project artifacts, and to communicate and distribute the latest versions to the project team and stakeholders.
The other options are not the best choices, because:

Referred to the communications management plan: The communications management plan is a document that describes how the project information will be communicated to the project team and stakeholders, such as the frequency, mode, content, and responsibility of communication. While referring to the communications management plan could help the project manager understand how the project artifacts are shared and updated, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

Validated the issue log: The issue log is a document that records and tracks the issues that arise during the project, such as conflicts, errors, defects, or deviations. While validating the issue log could help the project manager identify and resolve the issues that affect the project performance, quality, or scope, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

Performed expert judgment: Expert judgment is a technique that involves using the knowledge and experience of experts to provide guidance, advice, or recommendations for the project. While performing expert judgment could help the project manager obtain insights and best practices for managing the project artifacts, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.

References:
Professional in Business Analysis Reference Materials.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition, Chapter 4: Project Integration Management.

Quantify the expected tangible and intangible benefits in the benefits management plan for each phase

The benefits management plan is a document that describes how the benefits of the project will be delivered, measured, and sustained. It includes the benefits identification, analysis, planning, realization, and transition activities. By quantifying the expected tangible and intangible benefits in the benefits management plan for each phase, the business can increase the value of the project by demonstrating how the project contributes to the strategic objectives, customer satisfaction, and competitive advantage of the organization. Quantifying the benefits also helps to monitor and evaluate the performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Quantifying the benefits can also facilitate the communication and reporting of the value of the project to the stakeholders and the senior management.

References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Section 4.5.3.1, p. 123
• PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV: Traceability and Monitoring, Task 2, p. 13
• Business Analysis for Practitioners: A Practice Guide, Section 5.3.1, p. 113

Share the customer feedback with the project team

Sharing positive feedback from the customer with the project team is a good way to motivate and appreciate the team members for their work. It also helps to build trust and rapport between the project manager and the team, as well as the customer and the team. Following the meeting agenda and making a list of the next deliverables are important tasks, but they do not address the customer feedback. Documenting the feedback in the meeting minutes is not enough to acknowledge the team’s efforts and achievements. Starting to plan how to improve the dates of next deliverables is not relevant to the customer feedback and may imply that the project manager is not satisfied with the team’s performance. References: Project Management Professional Sample Questions, page 9, question 77. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 339, section 9.4.2.3.

Send documentation to the senior manager about the advantages of the new framework

According to the Professional in Business Analysis (PMI-PBA)® Examination Content Outline, one of the tasks under the domain of planning is to “Identify and engage stakeholders to establish and maintain relationships and to ensure continuous and appropriate stakeholder involvement throughout the project life cycle” 1. This implies that the project manager should communicate effectively with the stakeholders, especially the senior managers, to address their concerns and expectations about the project approach and deliverables. In this case, the project manager should send documentation to the senior manager about the advantages of the new framework, such as increased flexibility, faster feedback, improved quality, and reduced risk. The documentation should also explain how the new framework aligns with the project objectives, scope, and constraints. The project manager should also invite the senior manager to provide feedback and suggestions on the documentation and the framework.

The other options are not the first steps that the project manager should take. Organizing individual sessions with the stakeholders to build awareness and trust in the new framework (A) is a good practice, but it should be done after sending the documentation and getting the senior manager’s approval. Looking for external training on the new framework to eliminate the risk of low engagement from stakeholders (B) is not necessary, as the project manager should leverage the PMO’s resources and expertise on the new framework. Escalating the senior manager’s concern to the project sponsor and distributing the status to the team (D) is not appropriate, as it could create unnecessary conflict and confusion. The project manager should try to resolve the concern directly with the senior manager first, before involving other parties. References: 1 Professional in Business Analysis (PMI-PBA)® Examination Content Outline, June 2018, p. 92 How To Address Management Issues at Work: 6 Steps To Take 3 15 Effective Ways To Strengthen Senior Leadership’s Management Skills 4 How To Write a Letter to Your Boss About Concerns (With Template)

Schedule a meeting with the concerned team member to review and update the issue log together

According to the PMBOK Guide, 7th edition, section 12.2.3, “The issue log is a project document used to capture and track issues until they are resolved. It typically contains a description of the issue, the owner, the priority, the status, the resolution, and any other relevant information.” Therefore, the project manager should schedule a meeting with the concerned team member to review and update the issue log together, as this will help to document the issue, assign responsibility, monitor progress, and implement resolution. Asking the team member to follow the approved communications management plan to communicate their issue (option A) may not be sufficient or timely, as the issue may require immediate attention and action. Reviewing the risk register with the team member to find the proper response action for this issue (option C) may not be applicable or effective, as the issue may not be a risk that was identified and planned for in advance. Asking the team member to raise a change request to assess the issue in detail (option D) may not be necessary or appropriate, as the issue may not affect the project scope, schedule, cost, or quality, and may be resolved within the project team.

References:

• PMBOK Guide, 7th edition, section 12.2.3
• PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 184, question 22

Involved stakeholders from all levels of the company so everyone understands the change

According to the PMBOK Guide, stakeholder involvement is a key factor for successful change management. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By involving stakeholders from all levels of the company, the project manager can ensure that everyone understands the need, benefits, and impacts of the change. This can help to reduce resistance, increase buy-in, and foster collaboration among the stakeholders. Additionally, by involving stakeholders early and often, the project manager can solicit their feedback, address their concerns, and incorporate their suggestions into the project plan. This can enhance the quality and acceptance of the project deliverables and outputs. Furthermore, by involving stakeholders from all levels of the company, the project manager can leverage their influence, expertise, and resources to support the project execution and implementation. This can improve the project performance and increase the likelihood of achieving the project objectives. 

References:

PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421
PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.1: Identify Stakeholders, pp. 137-1391
PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 2: Planning, Task 2.4: Develop a stakeholder engagement plan, pp. 22-232
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 3: Analysis, Task 3.1: Elicit and confirm information from relevant stakeholders, pp. 24-252

Negotiate a contract and form a partnership with a local authority for medical and security support services.

A. Allocate and use part of the project’s contingency reserves for training purposes. This option may not be sufficient or feasible, as the contingency reserves are meant to address the identified risks that may occur during the project, not the existing risks that are already affecting the project78. The project manager should not use the contingency reserves for training purposes, but rather seek additional funding or approval from the project sponsor or senior management. Moreover, training alone may not be enough to ensure the safety and health of the employees in a dangerous location, as they may still face unpredictable or unavoidable threats or hazards.

C. Perform a retrospective and update the risk register and resource management plan regarding the necessary budget for training. This option may be too late, as the project is already ongoing and the employees are already exposed to the risks in the dangerous location. The project manager should not wait for a retrospective to update the risk register and resource management plan, but rather perform continuous risk monitoring and control throughout the project life cycle910. The project manager should also not focus only on the budget for training, but also on the other aspects of risk management, such as risk identification, analysis, response, and communication.

D. Hire only local resources who are aware of the territory’s hazards, providing employment to the local community. This option may not be realistic or desirable, as the project may require specific skills, qualifications, or experience that the local resources may not have or may be scarce. The project manager should not hire only local resources, but rather balance the project team composition with a mix of local and non-local resources, depending on the project needs and objectives1112. The project manager should also not disregard the safety and health of the local resources, as they may still face risks or challenges in the project environment.

I hope this information helps you with your query. However, I suggest that you consult the official PMP and PBA reference materials and guides for more accurate and reliable information. Thank you for using Bing.

References:
1: How to Manage Project Risks in a Hostile Environment
2: Managing Projects in a Dangerous World
3: Building Trust in Project Teams
4: How to Manage Stakeholders in a Foreign Country
5: Legal and Ethical Issues in Project Management
6: Project Management Code of Ethics and Professional Conduct
7: Contingency Reserve vs Management Reserve for PMP Exam
8: A model to develop and use risk contingency reserve
9: Monitor and Control Project Work
10: Monitor Risks
11: Project Resource Management According to the PMBOK
12: Resource Management Plan: What It Is & How to Create One

Identify the root cause of communication issues

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 preferences.

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. References: 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.

Schedule knowledge transfer sessions and assign less complex tasks to the new team member

Knowledge transfer is the process of sharing relevant and valuable information, skills, and experiences among project team members and stakeholders. It is essential for agile projects, as they require frequent collaboration, communication, and feedback among the project team and other parties. Knowledge transfer can help the new team member to understand the project vision, scope, objectives, deliverables, requirements, and processes, as well as the roles and responsibilities of the project team and the customer. It can also help the new team member to learn from the best practices, lessons learned, and challenges faced by the previous team member and the rest of the team. The project manager should schedule knowledge transfer sessions with the new team member, involving the previous team member (if possible), the other team members, the customer representative, and any other relevant stakeholders. The knowledge transfer sessions should be interactive, engaging, and tailored to the specific needs and interests of the new team member. The project manager should also assign less complex tasks to the new team member, to allow them to gain confidence, competence, and familiarity with the project work and the agile approach. The project manager should provide feedback, coaching, and support to the new team member, and monitor their progress and performance. This is part of the Manage Team process, which aims to optimize the project team’s performance and interaction. The other options are not the best choices because they do not facilitate effective knowledge transfer and integration of the new team member into the project team. Assigning the new team member the same tasks that were assigned to the previous team member who they replaced (option A) may be unrealistic, as the new team member may not have the same level of skill, experience, and knowledge as the previous team member. It may also create confusion, frustration, and conflict among the team members and the customer. Sending technical documentation to the new team member and scheduling training for the next iteration (option C) may be helpful, but it is not sufficient to provide the new team member with the contextual and practical knowledge that they need to perform effectively on the project. It may also delay the new team member’s contribution and involvement in the project work. Having the new team member complete all of the company’s mandatory training (option D) may be a requirement, but it is not specific to the project and may not cover the agile principles and techniques that are relevant for the project activities.

References:

Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9: Project Resource Management, pp. 313-372
Agile Certified Practitioner | PMI

Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 3: Needs Assessment, pp. 41-42
Knowledge Transfer and its Importance for Project Managers

Persuade this stakeholder using emotional intelligence skills to obtain acceptance.

According to the PMBOK guide, one of the tools and techniques for managing stakeholder engagement is interpersonal and team skills, which include emotional intelligence, influencing, and negotiation skills (p. 529). Emotional intelligence is “the ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people” (p. 529). Influencing is “the ability to change the opinions, attitudes, or behaviors of others to achieve a desired outcome” (p. 530). Negotiation is “a process of conferring with others to come to terms with them or to reach an agreement” (p. 530). Therefore, the project manager should use these skills to persuade the stakeholder to accept the deliverables based on the project acceptance criteria, and to resolve any conflicts or issues that may arise. The other options are not as effective as persuading the stakeholder, because they either bypass the stakeholder’s authority, create more dependency on the project sponsor, or postpone the problem without solving it.

References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK guide, pages 529-530
• PMI-PBA guide, pages 39-40

Adopt an iterative rollout approach that delivers the highest business value earlier

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.

References:

• 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 5.14: Incremental Delivery Planning
• Seven Steps to Mastering Business Analysis, Chapter 9: Solution Assessment and Validation, Section 9.3: Assess Proposed Solution

Review the set of responsibilities with the team member.

This is because reviewing the set of responsibilities with the team member can help clarify the expectations, roles, and accountabilities of both parties and reduce the potential for conflict1. Reviewing the set of responsibilities can also help identify any gaps, overlaps, or misunderstandings that may cause friction or confusion in the project team2. Reviewing the set of responsibilities can also provide an opportunity for constructive feedback, mutual respect, and problem-solving3.

Some of the other options are not appropriate because:

B. Avoid the team member to prevent further conflicts. This option is not a good conflict resolution technique, as it may worsen the situation by creating resentment, distrust, or isolation4. Avoiding the team member may also hinder the communication, collaboration, and performance of the project team5. The project manager should not avoid the team member, but rather engage them in a respectful and professional manner to resolve the conflict.

C. Escalate the situation to the project sponsor. This option may be too drastic and premature, as the conflict may not be a serious or irreconcilable issue that requires escalation. Escalation should be used as a last resort, when the project manager cannot resolve the conflict by themselves or with the team member. Escalation may also damage the relationship and trust between the project manager and the team member, as it may imply that the project manager is unable to handle the situation or respect the team member’s perspective.

D. Review the personnel skill documents. This option may not be relevant or helpful, as the conflict may not be related to the skills or competencies of the team member. Reviewing the personnel skill documents may not address the root cause or the nature of the conflict, which may be due to personality, communication, or expectation differences. Reviewing the personnel skill documents may also be perceived as a threat or a criticism by the team member, which may escalate the conflict or lower their morale.

I hope this information helps you with your query. However, I suggest that you consult the official PMP and PBA reference materials and guides for more accurate and reliable information. Thank you for using Bing.

References:
1: How to Clarify Roles and Responsibilities on Your Team
2: Role and Responsibility Charting (RACI)
3: How to Give Constructive Feedback to Motivate Your Team
4: 5 Conflict Resolution Techniques in Project Management - PM Study Circle
5: The Impact of Conflict on Project Teams: [Escalate Issues to Project Sponsor] : [How to Escalate Project Issues Without Damaging Relationships] : [Project Management and Conflict Resolution] : [How to Deal with Difficult Stakeholders]