Project Management Professionals (PMP) Exam 6

Explanation:

Central to knowledge management is having the right processes and people with the right knowledge. Having documents that identify the people and their capabilities are essential to identifying current knowledge and the gaps that may exist. Keep in mind that the question is asking for the action that will be 'least' beneficial in this process.

Monitor Stakeholder Engagement is the process of monitoring stakeholder relationships and tailoring strategies for engaging stakeholders through the modification of engagement strategies and plans. This process helps maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. The Monitor Stakeholder Engagement process belongs to the Monitoring and Controlling Process Group, while according to the scenario, the project manager is carrying out the Manage Project knowledge process, which is part of the Executing Process Group.

Monitoring stakeholder engagement does not help identify the people or processes needed to establish a knowledge management system for the project, whereas the other options, namely the lessons learned register, the resource breakdown structure, and project team assignments are useful in determining what is required for a knowledge management system. Therefore, of the available choices, monitoring stakeholder engagement would be the least beneficial for establishing a knowledge management system for the project and is, therefore, the best answer to the question asked.

Explanation:

The scenario implies that the project manager is about to start one of the iterations of the Acquire Resources process and needs to understand the availability of the project team members. The project documents include the resource calendars which serve as an input to the Acquire Resources process. A resource calendar identifies the working days, shifts, start and end of normal business hours, weekends, and public holidays when each specific resource is available. Information on which resources are potentially available during a planned activity period is used for estimating resource utilization. Resource calendars also specify when and for how long the identified team and physical resources will be available during the project. Of the available choices, looking at the resource calendars provides the best source of information for the project manager about the availability of the team members to perform project work.

Note, resource calendars are progressively elaborated and updated throughout the project. Once created as an output of the Acquire Resources process, they are used as needed whenever this process is repeated. In other words, after the Acquire Resources process is completed for the first time, resources calendars become an input to each subsequent iteration of the process, which is the assumption the scenario described.

Explanation:

Predictive and agile project life cycles differ from one another in several aspects. One of them is the way the project product, service, or result is delivered. Predictive projects develop plans up-front and deliver only a single final product (service or result) at the end of the project. Agile projects, on the other hand, deliver working product increments as frequently as possible based on the highest value to the customer. Everything in between is defined as a hybrid delivery. With hybrid project life cycles, the product can be divided into subsets, which are delivered at either pre-defined intervals or as soon as the subsets are completed. Therefore, of the choices provided, with the hybrid life cycle selected, delivering the result of the project as subsets of the final product constitutes the best answer to the question asked.

Explanation:

The question suggests you are carrying out the Plan Schedule Management process. The schedule management plan is the primary output of this process. The schedule management plan establishes the criteria and the activities for developing, monitoring, and controlling the schedule. Of the choices presented, only the schedule model development, the release and iteration length, and the reporting formats are components of the schedule management plan. All three of these components would merit significant tailoring to reflect an adaptive approach to project management. The project schedule model development specifies the scheduling methodology and the scheduling tool used to develop the schedule model. For an adaptive approach, the schedule model will be a selected series of activities needed to complete a high-priority subset of the project scope that can deliver value quickly. The release and iteration length determine the time-boxed events that must be completed and how long it will take to release the iteration. The reporting formats will be driven by the adaptive schedule model and the iteration length.

The other answer choices contain components that are not part of the schedule management plan.

Explanation:

A project life cycle is the series of phases that a project passes through from its start to its completion. (Note, the word "phase" in this context is used differently from how it's used in multi-phase projects). The project life cycle provides the basic framework for managing the project. Predictive, iterative, incremental, adaptive, hybrid are examples of a project life cycle. The selection of the life cycle depends on project characteristics. There are various models that can be used to describe project characteristics. One of them is the Stacey Complexity Model. The model addresses the degree of uncertainty as it relates to the project requirements on the one hand and how to fulfill those requirements using current knowledge and technology on the other hand. The technical degree of uncertainty is mapped on the horizontal axis, and the uncertainty of requirements is on the vertical axis. According to the model, as project uncertainty increases along any of those dimensions, so too does the risk of rework and the need to use a different project management approach.

When project requirements, as well as the technology to implement these requirements, are clear, the predictive project life cycle is typically the way to go. As the degree of uncertainty increases, the likelihood of changes, risk, and rework increases as well. Such projects would benefit from either iterative, incremental, adaptive, or hybrid life cycles. When both the technical degree of uncertainty and the degree of uncertainty in project requirements is very high, a project is considered chaos (or anarchy). Managing such a project is very hard to impossible.

In the scenario, the project requirements are well-known, meaning the degree of uncertainty in requirements is low. However, the team is unfamiliar with the technology required to implement them, implying the technical degree of uncertainty is high. Based on these findings, the team selects an adaptive project life cycle, implying the project has been mapped within area C.

Explanation:

The question states that the project charter is being drafted which implies that the project is in the initiation stage. A focus group is a data-gathering technique which may be beneficial in the development of the project charter. Focus groups bring together stakeholders and subject matter experts to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-on-one interview. The expectations of the project manager do not change in an adaptive (agile) environment, but control of the detailed product planning and delivery is delegated to the team who, in the scenario described, can be considered the subject matter experts. The incorrect answer choices represent meetings that would take place after project initiation has been completed or are not held in a group setting. Therefore, of the available choices, scheduling a focus group is the best answer.

Explanation:

Preparing the bid package for prospective sellers implies you are carrying out the Plan Procurement Management process. Bid documents along with the request for proposal (RFP), procurement statement of work (SOW), source selection criteria, independent cost estimates are among the outputs of this process. These documents are also among the inputs to the Conduct Procurements process. However, not all of these documents are provided by the buyer to the prospective sellers. Sometimes, to benchmark procurements, the buying organization develops independent cost estimates either internally or using external resources such as a professional estimator. Buyers do not usually provide these estimates to the prospective sellers since a benchmark range may prejudice the sellers into proposing prices that do not work well with their business model and resources. The buyer uses these benchmark estimates principally to verify if bids are reasonable, or if a large number of outliers indicate an issue with procurement processes or communications. Thus, of the choices provided, leaving the independent cost estimates out of the bid package makes the most sense and is, therefore, the best answer to the question asked.

Product analysis can be used as a tool to define the scope of a project. It involves methods for translating high-level product or service descriptions into meaningful deliverables. Requirements are captured at a high level and decomposed to the level of detail needed to design the final product and define the scope. Examples of product analysis techniques include product breakdown, requirements analysis, systems analysis, systems engineering, value analysis, and value engineering. In the scenario described, the team breaks down the high-level requirements into the level of detail needed to design the product, which corresponds to the product breakdown technique, making it the best answer among the choices given.

Explanation:

The risk management plan is created as an output of the Plan Risk Management process. Stakeholder risk appetite is one of the elements which may be included in the risk management plan. The risk appetites of key stakeholders on the project are recorded in the risk management plan. In particular, stakeholder risk appetite should be expressed as measurable risk thresholds around each project objective. These thresholds will determine the acceptable level of overall project risk exposure. The incorrect answer choices represent activities which would not likely be conducted as part of the Plan Risk Management process. Therefore, among the available options, determining the risk appetites of key stakeholders is the best answer to the question asked.

Explanation:

The question suggests that the Direct and Manage Project Work process is being carried out. Approved change requests are one of the inputs to that process. The project manager has received an approved change request. It is now her responsibility to ensure the approved change request is implemented as specified. Since the change request calls for the replacement of the defective unit, the next step for the project manager is to have the defective unit replaced.

Explanation:

The question implies that the project manager is implementing the stakeholder engagement plan, which suggests that the Manage Stakeholder Engagement process is being carried out as part of project execution. The development of approaches to involve stakeholders based on their needs, expectations, interests, and potential impact on the project describes the development of the stakeholder engagement plan, which is performed during project planning rather than project execution. Note, the question is asking for the activity, which is 'least' likely to be performed in this situation. Therefore, of the available choices, the project manager is 'least' likely to be developing the stakeholder engagement plan in this scenario.

Explanation:

The question suggests that you, as the project manager, are performing the Estimate Activity Resources process and that a hybrid development approach is being utilized. When incorporating agile practices within an overarching traditional waterfall approach, the project scope may be progressively elaborated throughout the project, and the work breakdown structure (WBS) may not be fully decomposed during initial project planning. Under such circumstances, one viable approach to estimating team resource requirements would be to utilize the analogous estimating technique. If there are past similar projects, the organizational process assets (OPAs) should contain detailed information that could be used for analogous estimating.

Explanation:

The scenario implies that the servant leader wants to use a project management approach with which the development team is unfamiliar. If the servant leader believes that the Kanban approach is the best methodology for the project, then the servant leader has the responsibility to ensure that the development team has the appropriate training to execute the project. Of the available options, conducting a Kanban workshop would be consistent with agile best practices and provide the development with the necessary tools to execute the project.

Explanation:

A phase gate is a review point at the end of a phase to determine if the project will continue to the succeeding phase, end the project, repeat the phase, or continue with some modifications. The documents required to make this determination are the project charter, the business case, and the benefits management plan. The last two are collectively known as the business documents. The project charter provides the project's success criteria. The business case provides information about the business need and the cost-benefit analysis that justifies the project. The benefits management plan is used to measure whether the benefits of the project are being achieved as planned. Therefore, to determine if the phase has met its success criteria and if the project should proceed to the next phase, in addition to the project management plan, one would need the project charter and business documents.

Explanation:

The project manager has to decide on the appropriate choice of media to use while addressing the situation with the team member. The choice of media includes formal versus informal communication and written versus verbal communication. There is nothing in the scenario to suggest that the situation is recurring or severe warranting formal communication (either written or verbal). The team member has volunteered. Having an informal discussion with the team member will allow the project manager to set appropriate expectations in a personal and less threatening manner than the other forms of communication. Such a discussion is an example of informal verbal communication.

Note, the correct answer choice, "discuss the issue with the team member", does not specify whether the discussion is formal or informal. However, it is reasonable to assume that such a discussion would be informal. Regardless, whether the discussion is formal or informal, of the choices provided, discussing the issue with the team member is the best answer to the question asked.

Explanation:

In this scenario, sending the new RFQ to all suppliers, clarifying the critical point that was previously missing, and receiving updated responses to the RFQ would be fair to all suppliers. It may not be practical or cost-effective to conduct another bidder conference, especially as other aspects of the project have already been covered in the prior bidding conference. Apart from fairness, re-issuing the RFQ ensures that requirements are understood. Another benefit of sending out a revised RFQ would be receiving more viable bids from other vendors. Therefore, among the available options, the best course of action for the project manager is to send a revised RFQ containing the new information to all prospective suppliers and allow them the opportunity to resubmit their proposals.

Explanation:

The extra code that was written to add the functionality should be removed from the build, and the project manager should ensure software is written as designed going forward. Adding unplanned functionality, sometimes referred to as gold plating, will increase the overall project risk. For example, there may have been a good reason the client did not want this added functionality. Perhaps the client's computer system cannot support more advanced functionality. Additionally, the added code may interfere with other functionality since it was not integrated with the original build plan. Of the available choices, the best course of action is to remove the added functionality and ensure that the design plan is followed in the future. Note that if the project manager believes that this added functionality would benefit the customer, then the suggestion can be made to the customer. The customer can then decide whether or not to add the functionality and accept any impact on other project constraints. If the customer approves the added functionality, a change request should be submitted and processed through the Perform Integrated Change Control process.

Ideally, a risk of removing the functionality should be assessed first including the impact on all project constraints, and then a decision would have to be made accordingly. However, this answer choice is not provided. Therefore, as we always recommend, we have to select the best answer of those provided, even if it does not look/sound like the perfect/ideal answer or the answer one would want to see among the options.

Explanation:

Inspections carried out as part of the Control Quality process may uncover defects or areas of noncompliance with project requirements, which, in turn, may generate change requests. It is the responsibility of the project team to ensure that those approved change requests are implemented and properly tested, completed, and certified. In this scenario, the project manager learns that an approved change request was never implemented. Retrospectives, root cause analysis, and quality reports would not have prevented this issue but could be used to help the team avoid such a mistake in the future. An approved change request review would have provided the project manager and the team a mechanism for verifying that the approved change request was implemented and is, therefore, the best answer to the question asked.

Explanation:

Adaptive life cycles, such as the agile approach, use short cycles to undertake work, review the results, and adapt as necessary. These cycles provide rapid feedback on the work approaches and suitability of deliverables, and generally involve iterative scheduling. The project described in the scenario is using an agile approach as evidenced by the use of the retrospectives, backlog, and iterations. When an agile approach is used, Control Schedule is concerned with conducting retrospectives to correct and improve processes, reprioritizing the backlog, determining the velocity in each iteration, and adjusting the plans accordingly. Therefore, of the choices provided, the work you are performing is best described by the Control Schedule process.

Explanation:

Risk audits are among the tools and techniques of the Monitor Risks process. Risk audits are used to consider the effectiveness of the risk management process. The project manager is responsible for ensuring that risk audits are performed at an appropriate frequency as defined in the project's risk management plan. Risk audits are typically performed by the project team and may be included during routine project review meetings or may form part of a risk review meeting, or the team may choose to hold separate risk audit meetings. In this scenario, since conducting risk audits internally is not contrary to project management best practices, and the current risk audit process has proven to be effective, there is no reason to agree with the executive. Therefore, among the available options, the best course of action is to explain to the executive that risk audits can be performed either internally or externally as long as they follow the project management plan.

Note that any stakeholder can request a change to the project. It is not clear from the question if the executive's comment constitutes a change request. If, after explaining the rationale for continuing with the current internal risk audits, the executive still wants external auditors performing the risk audits, the project manager should follow the change control process established for the project. However, in this situation, the change request would likely be rejected since there is no reason to believe that the project would benefit from hiring external auditors to perform the risk audits.

Explanation:

Cost variance (CV) is the earned value (EV) minus the actual costs (AC). The current earned value is the sum of the earned values for every activity that has either been completed or is in progress. Thus, the earned value can be calculated by multiplying the activity's percent complete by the activity's planned value. The actual costs are the total costs of individual activities. Note, since the scenario mentions that the method used to determine the earned value is based on percent complete, the earned value of a partially completed work package is calculated by multiplying the planned value of the work package by its the percent complete.

The calculations are shown below:

EV = EV of activity 1 + EV of activity 2 + EV of activity 3 = (1 x $500) + (0.75 x $1,000) + (0.50 x $5,000) = $3,750

AC = AC of activity 1 + AC of activity 2 + AC of activity 3 = $600 + $500 + $2,000 = $3,100

CV = EV - AC = $3,750 - $3,100 = $650

Therefore, the cost variance (CV) in this scenario is $650. Since the CV is a positive value, the project is running under planned costs. Note, the information about testing and deployment that must be completed by October 17^th is irrelevant for selecting the correct answer.

Explanation:

The question states that a temporary solution was suggested that provided some degree of satisfaction for both managers. The compromise/reconcile approach to conflict resolution is characterized by searching for solutions that bring some degree of satisfaction to all parties to temporarily or partially resolve a conflict. Even though the compromise/reconcile approach provides a lose-lose solution because both parties have to give up something, it is the best answer based on the situation described by the question.

The question states that the project is at the end of the first phase, implying the Close Project or Phase process is being carried out. An output of the Close Project or Phase is the transition of the final product, service, or result to a different group or organization that will operate, maintain, or support it throughout its life cycle. Officially transferring the ownership of deliverables to the assigned stakeholders facilitates project (or phase) closure. In this case, the project manager would transfer ownership of the design to the manufacturing team since they are responsible for the second phase of the project.

Explanation:

During the Perform Integrated Change Control process, change requests may be submitted for review and have a decision made based on the merits of the request. A defect repair requires an approved change request, but the project manager may or may not have the authority to approve the change request. The change management plan provides direction for managing the change control process and documents the roles and responsibilities. The project manager should check the change management plan first to know which individual or group is responsible for reviewing and making decisions on change requests.

Explanation:

The question suggests that the Plan Quality Management process was performed, and an element of this process was missed. Quality metrics are a project document that serves as one of the outputs of the Plan Quality Management process. This document was not mentioned in the scenario. All of the other outputs are stated as being completed. A quality metric, an input to the Manage Quality and Control Quality processes, specifically describes a project or product attribute and how these processes will verify compliance with it. Therefore, quality metrics are what was most likely missed by the project team.

One may argue that quality metrics should be part of the quality management plan just like the quality roles and responsibilities. While this may sound counter-intuitive, the PMBOK^® Guide describes quality metrics as a separate standalone document. The complete list of the components of the project management plan vs. project documents can be found on page 89, Table 4-1. Project Management Plan and Project Documents.

Explanation:

During project integration, a project manager needs to consider how to tailor the way that Project Integration Management processes are applied. Among these considerations is the project life cycle including the appropriate use of phases and phase gates. A phase gate is a review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project. During a phase gate, the business case should be examined to determine if it is still valid or needs to be modified. In some cases, for example, changes in the competitive landscape may lead to a decision to terminate the project as the business case has been invalidated. In this scenario, the business case is no longer valid due to new technology, which was introduced in the marketplace and rendered the current product in development obsolete. Of the available options, only using a phased approach with phase gates introduces a periodic structured review of the viability of the project, making this the best answer to the question asked.

Explanation:

A work package is the lowest level of the WBS and provides a general description of the work to be completed by this work package. The WBS dictionary supplements the WBS by including more detailed information for each work package or other WBS components. The WBS dictionary is an output of the Create WBS process and provides information such as the description of work, schedule milestones, quality requirements, and acceptance criteria for each work package. Therefore, the acceptance criteria for the work package to be completed are described in the WBS dictionary.

Note, the wording of the question, "You are about to begin work on a work package...", suggests that project execution has already begun, thus implying the project management plan including all its components (such as the scope baseline that includes the WBS dictionary) has been finalized and approved.

Explanation:

The scenario implies that the project manager wants to perform Manage Quality which is the process of translating the quality management plan into executable quality activities that incorporate the organization?s quality policies into the project. Ensuring that the processes used in the project are effective in meeting the quality requirements needed to satisfy the customer is one of the goals of the Manage Quality process. However, to do this, the Manage Quality process uses the quality control measurements gathered during the Control Quality process. Therefore, to determine whether the processes currently in use in the project are effective in meeting the quality requirements needed to satisfy the customer, the project manager first should obtain the quality control measurements. Note that typically outputs from the executing processes become inputs to the monitoring and controlling processes. However, in this case, quality control measurements are an output from the Control Quality process, a monitoring and controlling process, and an input to the Manage Quality, an executing process.

Explanation:

In this scenario, the project team is deciding between two different risk responses for inclusion in the risk register, which suggests that the project team is currently performing the Plan Risk Responses process. Alternatives analysis, cost-benefit analysis, and multicriteria decision analysis are all techniques which are commonly used during the Plan Risk Responses process to select risk responses. Note, the question is asking for the action that the project team is 'least' likely to take in selecting the risk response. A Monte Carlo simulation is a data analysis technique where a computer model is iterated many times, with the input values chosen at random for each iteration driven by the input data, including probability distributions and probabilistic branches. Outputs are generated to represent the range of possible outcomes for the project. However, in this case, there are only two options under consideration which can serve as inputs for the simulation. Thus, a Monte Carlo simulation would only be able to perform two unique iterations rather than the many iterations required to produce a probability distribution. Using a Monte Carlo simulation is not appropriate when only a small, finite number of options are under consideration. Since there are only two options under consideration, in this case, a Monte Carlo simulation is not the appropriate tool for the project team to use in selecting the best risk response.

Explanation:

The stakeholder register is a project document that contains all current information about the stakeholders. The stakeholder register includes the stakeholder identification information, assessment information, and stakeholder classification. It is used by the project team to maintain information about the stakeholder's expectations and interests with the project. By reviewing the stakeholder register with the new team members, the project manager can provide them with the information about each project stakeholder, politics surrounding the project, and other relevant details about the project and the stakeholders that may help the new team members to get up to speed with the overall dynamics of the project and engage effectively with the project stakeholders.

Explanation:

A project manager is responsible for overseeing the development of the product of the project. This includes managing changes that arise during execution by balancing competing constraints with the resources available. In the scenario presented, the project manager is faced with managing a change introduced late in the project life cycle. While it appears that an outdoor sauna will not be difficult to implement and that no negative schedule impacts are anticipated, the change request must still be examined in greater detail using the Perform Integrated Change Control process to assess the impact of the change on other project constraints, such as the the project schedule, costs, quality, resources, risks, etc., and communicate the impact of the change to the client.

What if the cost of adding the sauna will exceed the budget the client had in mind for the project? What if the project does not have enough resources to implement the change? These and other questions should be asked when a change request is properly evaluated. Therefore, of the choices provided, reviewing the requested change against all project constraints is the best answer to the question asked.

Explanation:

Proper attention to the Implement Risk Responses process will ensure that the agreed-upon risk responses are actually executed. A common problem with Project Risk Management is that project teams spend effort in identifying and analyzing risks and developing risk responses, then risk responses are agreed upon and documented in the risk register and risk report, but no action is taken to manage the risk. The incorrect answer choices all represent activities that occurred during project planning, which according to the scenario, was meticulous and followed all project management best practices. Therefore, the most likely reason for the project failing to meet objectives is the result of inadequate attention to the Implement Risk Responses process during project execution. Thus, among the available choices, taking little or no action to manage the known risks is the best answer to the question asked.

Explanation:

The question implies that the project manager is carrying the Manage Quality process. Quality improvements can occur based on findings and recommendations from the quality control processes, the findings of the quality audits, or problem-solving in the Manage Quality process. Plan-do-check-act and Six Sigma are two of the most common quality improvement tools used to analyze and evaluation opportunities for improvement. A person with the Six Sigma Black Belt certification is an individual that has been trained to apply Six Sigma tools and techniques for process improvement. Six Sigma improves quality by identifying and eliminating the causes of defects and minimizing the variability in a manufacturing process. A Six Sigma process is one in which 99.99966% of the products of the process are free of defects. Of the available choices, only consulting with a certified Six Sigma Black Belt expert would be beneficial in reducing the defect rate of a manufacturing process.

Explanation:

The question implies that the Close Project or Phase process is underway. Actions and activities necessary to transfer the project's products, services, or results to the next phase or production and/or operations is one aspect of project closure. Correctly answering this question is an exercise in the process of elimination. The incorrect answer choices represent activities that have already been completed by the project manager in this scenario. Among the available choices, only transferring the completed assembly line to operations represents a closing activity which has yet to be completed, making it the best response to the question asked.

Explanation:

The question implies that you are performing the Plan Communications Management process with the development of the communications management plan. Communication requirements analysis is one of the tools and techniques that may be used in this process. Analysis of communication requirements determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information. Therefore, of the available answer choices, conducting a communication requirements analysis is the best course of action in this scenario.

Explanation:

Each project is unique. Therefore, the project manager may need to tailor the way Project Schedule Management processes are applied. Technology support is among the considerations for tailoring that should be kept in mind while planning the project under the circumstances described in the scenario. The question presents a situation where a project is being conducted in a desolate area without any existing infrastructure for technology support. This circumstance means that there are no cellular towers or Wi-Fi and no readily available means of communication. Concerning controlling the schedule, the project manager must consider how the project management software, including the project schedule, will be updated and submitted daily to the home office. The project manager may need to acquire the necessary equipment to use satellite technology and reconsider the content and frequency of the project status updates. Therefore, of the available choices, technology support is the best answer to the question asked.

Explanation:

The question implies that the project manager is carrying out the Acquire Resources process. In situations where a key resource is required for the success of the project, that resource can be-preassigned to the project in the project charter or during initial project planning. In the scenario, the scrum master was assigned to a different project, and the functional leader is refusing to find a suitable resolution. Had the project manager negotiated with the foundational manager for the resource ahead of time, the resource might have still been available. Note that it might be a little unusual for a project to have a project manager and a scrum master, but it might be necessary for a complex project that will utilize a hybrid project framework.

Explanation:

The team charter establishes clear expectations regarding acceptable behavior by the project team members. An early commitment to clear guidelines decreases misunderstandings and increases productivity. The question indicates that the project team has worked together on previous projects. If the team charter from the last project was effective, it serves as a good starting point for use on the current project. It is essential that the project manager gain the commitment of the project team for the guidelines established by the team charter, and if using the previous team charter as a template helps gain the commitment of the project team, then it is a worthwhile compromise. Of the available choices, using the previous team charter as a starting point provides the best opportunity to gain the commitment of the project team.

Explanation:

The scenario describes the development of the project scope statement which is an output of the Define Scope process. The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The entire scope, including project and product scope, is documented in the scope statement. The detailed project scope statement includes the following:

• Product scope description which progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation.
• Deliverables which describe any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
• Acceptance criteria which are a set of conditions that is required to be met before deliverables are accepted.
• Project exclusions which explicitly identify what is excluded from the project.

According to the scenario, of the four elements listed above, three have already been specified in the project scope statement. The only missing element is the product scope description.

Note, acceptance criteria included in the project scope statement are at the deliverable level. The WBS dictionary (which is not the topic of this question) includes acceptance criteria for each individual work package specified in the WBS.

Explanation:

The office is a physical project resource. Contacting the landlord requesting to rent the office for another week is a function of the Control Resources process. Control Resources is the process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and performing corrective action as necessary. In this case, the actual utilization of the office space will exceed the planned utilization. The resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled. Updates to the resource management plan are an output of the Control Resources process. The plan may be updated to reflect actual experience in managing project resources. Therefore, among the available options, revising the resource management plan is what you should do next.

Note, an approved change request will be required to update the resource management plan as it is a component of the project management plan.