According to the PMBOK Guide, 7th edition, section 13.1.1, "Stakeholder identification is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success." Therefore, the project manager should conduct stakeholder identification and a project objectives review session, as this will help to ensure that the new key stakeholder is properly engaged and informed about the project scope and deliverables. Creating a change request and updating the scope management plan (option A) may not be necessary or appropriate, as the issue may not be related to the scope, but to the stakeholder's expectations or understanding. Updating the stakeholder list and fixing the deliverables (option C) may not address the root cause of the issue, and may introduce unnecessary changes or rework. Updating the project management plan and lessons learned (option D) may be done later, after the issue is resolved and the stakeholder is satisfied. References:
PMBOK Guide, 7th edition, section 13.1.1
PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 180, question 14

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

The best course of action in this scenario is for the project manager to seek interim funding approval from an authority within the project governance structure, such as the project director. This approach allows for the continuation of critical project activities without delay, which is essential given the expedited schedule of the project. Once interim approval is granted, the project manager should then bring this interim approval to the investment committee's attention at the next meeting for formal acknowledgment and inclusion in the project' s funding records.
: The answer is verified by the principles outlined in the PMBOKGuide, which emphasizes the importance of maintaining project continuity and the role of the project governance in facilitating necessary approvals for project progression. The PMBOKGuide also discusses the project manager's responsibility to communicate with stakeholders and manage project constraints, including schedule and funding. The Professional in Business Analysis (PMI-PBA) reference materials further support this approach by highlighting the need for effective stakeholder engagement and decision-making processes within project management practices.

In Scrum, a clear Definition of Done (DoD) is crucial for ensuring that everyone on the team has a shared understanding of what it means for work to be complete1. This helps to avoid misunderstandings and conflicts about the status of tasks1. If a Scrum Master is receiving conflicting status updates for the same task, it could indicate that the team members have different understandings of what it means for the task to be done1. By establishing a clear DoD, the Scrum Master can help to ensure that everyone is on the same page and that status updates are accurate and consistent1. References: 1 Four ways to keep the Daily Scrum from being about status1.

According to the PMBOK Guide, 7th edition, one of the key activities in the monitoring and controlling phase of a project is to control quality by verifying that the project deliverables conform to the quality standards and requirements. This involves inspecting and testing the deliverables, reviewing the quality documentation, and requesting corrective actions if needed. The other options are either inefficient, ineffective, or not aligned with the quality management principles. References: PMBOK Guide, 7th edition, page 123-124, section 3.5.2.1.