During execution, any addition to scope must go through the formal change control process. The project manager should initiate a change request for proper evaluation and approval. This ensures that scope, budget, and schedule impacts are assessed before proceeding.
According to the PMBOK Guide - Seventh Edition, any changes to the baseline during execution must follow the change control procedures defined in the governance structure.
Option A risks scope creep.
Option B is helpful but not sufficient as a next step.
Option C closes the door without considering the critical nature of the request.
Reference:
PMBOK Guide - Seventh Edition, Delivery and Planning Performance Domains PMI Change Control and Governance Guidelines

In an agile approach, it is crucial to consider both the business value and the dependencies between backlog items when prioritizing them for a sprint. The project manager should facilitate a discussion among the team members to reach a consensus on the prioritization of the items. This collaborative decision-making process ensures that the team considers all aspects of the work, including business value, complexity, and dependencies, to make an informed decision that aligns with the team's capacity and the project's goals.
The answer is verified using the principles found in the Agile Practice Guide provided by PMI, which emphasizes the importance of collaboration and consensus in agile teams1. Additionally, the PMBOK Guide - Sixth Edition also supports this approach by highlighting the role of the project manager in facilitating discussions and decision-making within the team2.

The Risk register is a key document that captures and tracks project risks. When a stakeholder raises concerns about possible delays due to legal permits, it is essential to assess and manage this risk. The subject matter experts (SMEs) have reassessed the concern and suggested assigning more time for the permit. By updating the Risk register, the project manager can formally document this change, including the revised risk assessment and mitigation plan. The Risk register helps the project team monitor and address risks throughout the project lifecycle.
1.Risk Register:
oThe Risk register is a comprehensive document that identifies, assesses, and tracks project risks.
oWhen a stakeholder raises concerns about potential delays due to legal permits, it becomes a project risk.
oThe subject matter experts (SMEs) have reevaluated the concern and recommended allocating more time for the permit process.
oBy updating the Risk register, the project manager formally documents this change, including the revised risk assessment and any mitigation strategies.
oThe Risk register is a valuable tool for monitoring and managing risks throughout the project lifecycle.
Therefore, the project manager should prioritize updating the Risk register to capture this change effectively12.
Remember that the Risk register is a dynamic document that evolves as the project progresses. Regular reviews and updates are essential to ensure effective risk management.
1: PMI - Project Management Institute. PMP Exam Prep 2: BrainBOK. PMP Reference Material

In a situation where customer feedback indicates a strong demand for a new feature, it is advisable to deliver a minimum viable feature (MVF) that can provide immediate value while full development continues. This approach aligns with Agile project management principles, which prioritize rapid delivery of value through iterative and incremental development1. By planning for an MVF, the project manager can demonstrate responsiveness to customer needs and provide a tangible product increment within a short timeframe, thus satisfying the urgent request from the marketing department without disrupting the ongoing work of Company B2.
Reference:
PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition.
Atlassian. (2023). Minimum Viable Product (MVP): What is it & Why it Matters2.
MPUG. (2023). Understanding the Minimum Viable Product (MVP) in Agile Project Management1.

In conflict resolution, particularly in stakeholder disagreements, the project manager should act as a facilitator and mediator. Scheduling a joint meeting to promote open dialogue and reach mutual understanding supports collaborative decision-making and promotes transparency.
The PMBOK Guide - Seventh Edition and PMI's Conflict Resolution guidance recommend collaborative problem-solving as the most effective approach in stakeholder conflict. Engaging both parties together helps to clarify misunderstandings and identify common ground.
Option A is a last resort if resolution fails.
Option B is useful for gathering information but delays the resolution.
Option D lacks the project manager's facilitation and may not be constructive.
Reference:
PMBOK Guide - Seventh Edition, Stakeholder Engagement and Team Performance Domains PMBOK Guide - Sixth Edition, Section 9.5: Manage Team (Conflict Resolution Techniques)
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