Ensure that both managers understand the requirements and search for a solution that best satisfies this deliverable

Explanation

The project manager should use a collaborative or problem-solving strategy to resolve this conflict in the meeting. This strategy involves finding a solution that fully satisfies the concerns of both parties and results in a win-win outcome. The project manager should ensure that both managers understand the requirements and the impact of their contradiction on the project scope, quality, and schedule. The project manager should also facilitate a constructive dialogue between the managers and help them identify and evaluate alternative solutions that can meet the project objectives and satisfy the stakeholders. The project manager should avoid imposing a decision or favoring one side over the other, as this may lead to resentment, resistance, or further conflict.

Option A is not a good choice, because it does not address the root cause of the conflict or seek a resolution. It may also create confusion, ambiguity, or inconsistency in the project deliverable, as well as increase the project risk and complexity.

Option B is not a good choice, because it does not involve the managers in finding a solution or consider their interests and needs. It may also create dissatisfaction, frustration, or hostility among the managers, as well as affect the project quality and stakeholder satisfaction.

Option D is not a good choice, because it does not foster a cooperative or integrative approach to resolving the conflict. It may also create a competitive or adversarial atmosphere in the meeting, as well as ignore the

non-monetary or intangible factors that may influence the managers’ preferences and expectations.

References: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition

Daily standup meetings were not held or enforced

Explanation:
Daily standup meetings are an essential practice of Scrum, which aim to facilitate communication, collaboration, and coordination among the project team members1. Daily standup meetings are short, time-boxed, and focused sessions where each team member answers three questions: what they did yesterday, what they will do today, and what impediments they face2. Daily standup meetings help the team to:

• Align their work with the sprint goal and the definition of done.
• Identify and resolve any issues or dependencies that may affect the sprint progress.
• Share information, feedback, and ideas with each other.
• Foster a sense of accountability, transparency, and trust If daily standup meetings are not held or enforced, the team may experience communication gaps, which can lead to misunderstandings, conflicts, delays, or poor quality of work3. Therefore, the project manager or the Scrum master should ensure that daily standup meetings are conducted regularly, effectively, and efficiently, and that all team members participate actively and respectfully4. 

References:

• Daily Stand-up Meeting - Scrum Inc Daily Scrum - Scrum Guide
• Scrum & the challenge of effective communication - Medium
• 7 ways the Scrum Master can improve Scrum Team Communication

Let the team self-organize and determine the best means to prevent the issues from occurring again.

According to the PMBOK guide, one of the principles of agile project management is to empower the team to self-organize and make decisions about how to best accomplish their work. Self-organizing teams are more likely to be motivated, creative, and productive, as they have a sense of ownership and autonomy over their work. Self-organizing teams also have the ability to inspect and adapt their processes and practices based on feedback and learning. Therefore, when a team faces recurring issues, the project lead should not intervene or impose solutions, but rather facilitate the team’s reflection and improvement. The project lead can use techniques such as retrospectives, which are meetings where the team reviews their performance and identifies what went well, what did not go well, and what actions they can take to improve. The project lead can also help the team to update their team working agreement, which is a document that defines the team’s norms, values, and expectations. A team working agreement can help the team to align on their goals, roles, responsibilities, and communication methods, as well as to resolve conflicts and issues. The project lead should not notify senior management, challenge the team, or post the agreements, as these actions may undermine the team’s trust, autonomy, and accountability.

References:

• PMBOK guide, page 18, section 1.2.3, Agile Considerations in Project Management
• PMBOK guide, page 437, section 11.2.2.3, Meetings
• Creating a Team Working Agreement

Update the communications management plan to include informal requests

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.

References: PMBOK Guide, 7th edition, pages 123-124, 127-128.

Update the issue log and act to minimize the impact

Explanation:

According to the PMBOK Guide, an issue log is a project document that records and tracks any issues that arise during the project and require resolution. It is part of the project communications management process and helps the project manager to monitor and control the project performance. When a key supplier goes bankrupt and cannot supply the contracted material, this is an issue that affects the project scope, schedule, cost, and quality. Therefore, the project manager should first update the issue log with the details of the issue, such as the description, impact, priority, owner, and status. Then, the project manager should act to minimize the impact of the issue by implementing appropriate actions, such as finding alternative suppliers, negotiating new contracts, adjusting the project plan, or requesting changes. The project manager should also communicate the issue and the actions to the relevant stakeholders, such as the project team, the sponsor, the customer, and the supplier. Updating the issue log and acting to minimize the impact are proactive and responsible steps that the project manager should take first to address the issue and ensure the project success. References: PMBOK Guide, A practical approach to supply-chain risk management.

Ask the SMEs to share the knowledge transfer documents with all other members by placing the documents in the project management information system (PMIS).

Explanation:
The project manager should ask the SMEs to share the knowledge transfer documents with all other members by placing the documents in the PMIS, as this is the best way to ensure knowledge transfer across the team.

The PMIS is a system that collects, organizes, and distributes project information to the project stakeholders. By using the PMIS, the project manager can ensure that the process deviations captured by the SMEs are communicated and documented to the rest of the team, and that the team has access to the latest and accurate information. This will also help the project manager to monitor and control the project performance and quality, and to identify and address any issues or risks that may arise from the deviations.

Monitoring and updating the benefits realization plan

Explanation:
The benefits realization 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 monitoring and updating the benefits realization plan, the project manager can ensure that the work carried out and the product being created do not deviate from the prescribed business value. Monitoring and updating the benefits realization plan helps to track the progress and performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Monitoring and updating the benefits realization plan also helps to communicate and report 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

Conduct reviews with stakeholders to discuss the potential benefits the approach may have to the project.

Explanation
According to the PMBOK Guide, iterative tools are techniques that enable project managers to plan and execute projects in an iterative and flexible way. Iterative tools are part of an adaptive or agile approach, where the project scope, schedule, and cost are responsive to changes and uncertainties. Iterative tools allow project managers to deliver value incrementally, rather than in one go, by breaking down the project into smaller cycles or iterations. Each iteration produces a deliverable or output that can be tested, reviewed, and improved. By using iterative tools, project managers can reduce risks, increase quality, and enhance customer satisfaction. To determine the benefits of using iterative tools in a project, the project manager should conduct reviews with stakeholders to discuss the potential benefits the approach may have to the project. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By conducting reviews with stakeholders, the project manager can solicit their feedback, address their concerns, and align their expectations. The reviews can also help the project manager to communicate the value and benefits of using iterative tools, such as faster delivery, higher quality, lower costs, and better customer satisfaction. The reviews can also help the project manager to identify the challenges and lessons learned from using iterative tools, such as managing changes, ensuring collaboration, and maintaining documentation. By conducting reviews with stakeholders, the project manager can evaluate the effectiveness and efficiency of using iterative tools, and report the results to the PMO and the steering committee.

References:
PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.1: Project Delivery Approach, pp. 23-251
PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421
PMBOK Guide, 7th edition, Chapter 4: Tailoring, Section 4.2: Tailoring Considerations, pp. 51-531
PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451
Iterative Process in Development & Design | project-management.com2

Coordinate a meeting to understand the situation and resolve any conflicts.

Explanation

According to the PMBOK® Guide, one of the key skills of a project manager is to manage stakeholder engagement, which includes facilitating collaboration among stakeholders1. Collaboration is essential for global projects, as it enables effective communication, efficiency, decision-making, and creativity among team members from different regions, cultures, and backgrounds2. However, collaboration can also be challenging due to factors such as time zones, language barriers, and cultural differences3. Therefore, the project manager should coordinate a meeting to understand the situation and resolve any conflicts that may arise among the team members. By doing so, the project manager can foster trust, respect, and mutual understanding among the team, and ensure that they are aligned with the project objectives and expectations2. The project manager can use various techniques to facilitate the meeting, such as active listening, brainstorming, negotiation, and problem-solving1.

References:

• PMBOK® Guide – 4th Edition, Chapter 13: Stakeholder Management
• The Global Project Management Framework
• Advantages and Challenges of Global Team Collaboration

Review target benefits.

Explanation
According to the PMBOK Guide, benefits are the measurable improvements resulting from a project that are perceived as positive by one or more stakeholders. Benefits can be tangible or intangible, and they can be realized during or after the project. Benefits realization is the process of ensuring that the benefits of the project are delivered and sustained. Benefits realization management is the collective set of processes and practices for identifying, defining, planning, tracking, and realizing the benefits from the project. One of the key activities in benefits realization management is to review the target benefits periodically and assess whether they are still valid, achievable, and aligned with the project objectives and the stakeholder expectations. A possible change in regulations that would prevent the product launch is a significant risk that can jeopardize the benefits realization of the project. Therefore, the project manager should review the target benefits and evaluate the impact of the regulatory change on the project scope, schedule, cost, quality, and stakeholder satisfaction. The project manager should also consider the feasibility and desirability of continuing the project, modifying the project plan, or terminating the project, based on the expected benefits and costs.

The project manager should communicate the results of the benefits review to the project sponsor, the project team, and the other relevant stakeholders, and seek their input and feedback. The project manager should also update the benefits management plan, the benefits register, and the risk log, as appropriate, to reflect the current situation and the actions to be taken. 

References:

• PMBOK Guide, 7th edition, Chapter 1: Introduction, Section 1.2: What is Project Management?,pp. 5-61
• PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.8: Benefits, pp. 33-351 PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.4: Deliver Value,pp. 39-401
• PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.2: Plan Risk, pp. 161-1631 PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.3: Manage Risk, pp. 164-1651
• Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.1: Assess the current state of the organization, pp. 19-202
• Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.2: Identify the future state of the organization, pp. 20-212
• Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.3: Identify gaps between the current and future states, pp. 21-222
• Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.4: Define the scope of the business analysis effort, pp. 22-232
• Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 4: Traceability and Monitoring, Task 4.2: Assess the value delivered by the solution, pp. 29-302
• Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.1: Validate the solution, pp. 31-322
• Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.2: Evaluate the solution, pp. 32-332
• Managing the Impact of Regulatory Change on Policies3
• Defining a Regulatory Change Management Process4

Ensure the sprint size is appropriate for the iteration duration.

The project manager should first check if the sprint size is appropriate for the iteration duration, meaning that the team can realistically complete the user stories within the timebox. This is a way of applying the agile principle of delivering working software frequently and satisfying the customer. If the sprint size is too large or too small, the project manager should work with the team and the product owner to adjust it accordingly, based on the team’s velocity and capacity. This is also a part of the agile practice of adaptive planning and continuous improvement. The other options are not the best choices, as they do not address the root cause of the issue and may introduce more problems. Changing the iteration duration may disrupt the team’s rhythm and alignment with other teams or stakeholders. Recruiting a highly skilled resource may increase the cost and complexity of the project, and may not guarantee the improvement of the team’s performance. Using a reward system may create a competitive or extrinsic motivation that may undermine the team’s collaboration and intrinsic motivation.

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

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.3.2: Iterative and Incremental Development
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Requirements Life Cycle Management, Section 6.3.1: Prioritization
• Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Team Composition, Roles, and Responsibilities

Review the deliverable requirements, check the customer approval criteria, and proceed accordingly

Explanation

According to the PMBOK Guide, the project closing process group consists of two processes: close project or phase and close procurements. The close project or phase process involves confirming that the project or phase scope and requirements have been met, obtaining formal acceptance of the final product, service, or result from the customer, and transferring the ownership and responsibility of the deliverables to the assigned stakeholders. The close procurements process involves completing and settling each contract, including resolving any open items, and closing each contract applicable to the project or phase. Therefore, the project manager should review the deliverable requirements, check the customer approval criteria, and proceed accordingly to close the project or phase. Asking the customer to issue a change request, meeting with the customer to reach agreement on the scope, or contacting the project sponsor for help are not appropriate actions during the closing process, as they imply that the project scope is not finalized or agreed upon, which should have been done during the planning and executing processes. References: PMBOK Guide, Sixth Edition, pages 123-124, 377-378; PMI-PBA Guide, First Edition, pages 209-210.