Free PMI PMP Exam Dumps

According to the PMBOK Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. A risk register is a document that records the identified risks, their analysis, and their response plans. A project manager should update the risk register whenever new risks are identified, analyzed, or resolved. In this case, the potential change in the legal requirements is a risk that could affect the project scope, cost, schedule, and quality. Therefore, the project manager should update the risk register to include this risk and its impact, probability, and priority. The project manager should also discuss the appropriate risk response plans with the project sponsor and the client, such as avoiding, transferring, mitigating, or accepting the risk. This way, the project manager can proactively manage the risk and prepare for any changes that might occur.Reference:

PMBOK Guide, Seventh Edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, Page 123

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.2: Identify Risks, Page 409

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.3: Perform Qualitative Risk Analysis, Page 415

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.4: Perform Quantitative Risk Analysis, Page 423

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.5: Plan Risk Responses, Page 431

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.6: Implement Risk Responses, Page 439

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.7: Monitor Risks, Page 445

The project manager should describe to the team members how specific tools and techniques can be used to finish the project on time and within budget. This will help the project manager to communicate the rationale and benefits of following a rigorous process, and to address any concerns or questions that the team members may have. The project manager should also acknowledge the team members' efforts and contributions, and provide them with the necessary support and guidance. The other options are not effective or appropriate, as they may create more resistance, distrust, or dissatisfaction among the team members, or compromise the project quality or scope.Reference: PMBOK Guide, 7th edition, page 76, 78, 118-119.

According to the PMBOK Guide, a project manager should empower team members and stakeholders to enhance their engagement, commitment, and performance on the project1.Empowerment means giving team members and stakeholders the authority, autonomy, and resources to make decisions and take actions that are aligned with the project objectives and scope2.Empowerment also means supporting team members and stakeholders to develop their skills, knowledge, and confidence to perform their roles and responsibilities effectively3.

In this scenario, the project manager is managing a business transformation project that has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members, the project manager should take the following two actions:

Support team members to make decisions in their areas of strength. This means encouraging team members to use their expertise, experience, and judgment to make informed and appropriate decisions that will benefit the project. This also means trusting team members to handle the consequences and risks of their decisions, and providing them with feedback and recognition for their achievements.Supporting team members to make decisions in their areas of strength can increase their motivation, ownership, and accountability for the project outcomes4.

Organize and assign team members to tasks where they have strengths. This means identifying and leveraging the strengths, talents, and preferences of each team member, and assigning them to tasks that match their capabilities and interests. This also means providing team members with opportunities to learn, grow, and excel in their areas of strength, and helping them overcome their weaknesses and challenges.Organizing and assigning team members to tasks where they have strengths can enhance their productivity, quality, and satisfaction on the project5.

The project manager should not encourage team members to cross-check decisions with the project manager, as this may undermine their empowerment and confidence. The project manager should not allow team members to make limited decisions, as this may restrict their creativity and innovation. The project manager should not vet all of the decisions before execution, as this may create bottlenecks and delays in the project.

The project manager should meet with the team member and search for the root cause of their behavior. This will help the project manager to understand why the team member is complaining about the agreement, and to address any issues or concerns that the team member may have. The project manager should also remind the team member of the importance of the agreement for the project success, and the need to respect the decisions made by the team. The other options are not effective or appropriate, as they may create more conflict, confusion, or resentment among the team members, or undermine the team's authority or commitment.Reference: PMBOK Guide, 7th edition, page 76, 78, 255.