The WBS dictionary

The project manager should review the WBS dictionary, as this is a document that provides detailed information about each element in the work breakdown structure (WBS). The WBS is a hierarchical decomposition of the project scope into smaller and manageable components, called work packages. The WBS dictionary is a complementary document that describes the scope, deliverables, activities, resources, costs, risks, and quality requirements of each work package. The WBS dictionary helps the project manager and the project team to understand the work that needs to be done, and to avoid scope creep or ambiguity1. By reviewing the WBS dictionary, the project manager can identify what useful information is missing, and update it accordingly.

The other options, the project charter and scope statement, the requirements traceability matrix, and the business requirement documents (BRD), are not the best documents to review in this situation. The project charter and scope statement are high-level documents that define the project purpose, objectives, scope, deliverables, assumptions, constraints, and stakeholders. They do not provide detailed information about the work packages or the work breakdown structure2. The requirements traceability matrix is a document that links the project requirements to the project objectives, deliverables, and test cases. It helps to ensure that the project meets the stakeholder expectations and the business needs. It does not provide detailed information about the work packages or the work breakdown structure3. The business requirement documents (BRD) are documents that describe the business problem, the solution, and the benefits of the project. They do not provide detailed information about the work packages or the work breakdown structure4.

References: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 5.4.2.3 2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.1.3.1 and 5.3.3.1 3 Business Analysis for Practitioners: A Practice Guide, Chapter 4.3.4 4 Business Analysis for Practitioners: A Practice Guide, Chapter 2.2.2

Use lessons learned from the previous project as a guide for the current project's stakeholder register

According to the PMBOK Guide, the project manager should identify the project stakeholders by using various sources of information, such as historical records, organizational charts, stakeholder registers, and lessons learned from previous projects. Lessons learned from previous projects can provide valuable insights into the stakeholder’s expectations, needs, interests, influence, and potential impact on the project. By using lessons learned from the previous project as a guide, the project manager can create a more accurate and comprehensive stakeholder register for the current project, which will help in planning and managing stakeholder engagement. References: PMBOK Guide, 6th edition, page 511-512, section 13.1.1.2 Identify Stakeholders: Data Gathering.

Customized stakeholder communications based on the stakeholders’ needs

According to the Professional in Business Analysis (PMI-PBA)® Guide, stakeholder communication is the process of planning, managing, and monitoring the exchange of information among project stakeholders.

Stakeholder communication should be customized based on the stakeholders’ needs, preferences, expectations, and level of involvement. In this scenario, the project manager should have customized stakeholder communications based on the key stakeholder’s needs. This would have helped the project manager to keep the key stakeholder informed, engaged, and satisfied throughout the project, and to address any issues, concerns, or feedback that the key stakeholder may have. This would have also helped to avoid the situation where the key stakeholder rejected a feature deliverable due to lack of involvement or awareness. Involved the key stakeholders in the decision-making process, analyzed the changes in stakeholder attributes, or documented the project vision and objectives are actions that should be taken as part of the stakeholder communication plan, not as a substitute for it. These actions do not address the root cause of the situation, which is the inadequate stakeholder communication. 

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

Professional in Business Analysis (PMI-PBA)® Guide, Chapter 2, Section 2.4.1.1
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 10, Section 10.2.2.1
The Standard for Project Management – Seventh Edition, Chapter 3, Section 3.2.2.1

A release burndown chart

Explanation
A release burndown chart is a tool that shows the amount of work remaining in a project over time, based on the estimated effort and the actual progress of the team. It can help the project manager and the steering committee to monitor the project performance, identify any deviations from the plan, and adjust the scope, schedule, or resources accordingly. A release burndown chart can also provide an indication of the time remaining on a medium-sized project by comparing the ideal and the actual burndown lines, and projecting the completion date based on the current velocity and the remaining work. A release burndown chart is especially useful for agile projects that work in short iterations, as it can reflect the changes in the backlog and the scope due to feedback, reprioritization, or new requirements. 

References:
PMBOK Guide, Sixth Edition, Chapter 6, Section 6.7.2.1 
What is a Burndown Chart? by Agile Alliance
Burndown Chart: What it is, How to Use it, Example by Asana
Burnup Chart - Sprint & Release Tracking by Tech Agilist

Implement plans to remove the obstacles

Explanation:

This is because the project manager should take action to resolve the issues that are hindering the project progress, rather than avoiding them, escalating them, or delaying them. Implementing plans to remove the obstacles may involve using a variety of problem-solving strategies, such as root cause analysis, brainstorming, negotiation, conflict resolution, and risk management3.

The other options are not the best choices because:

A.    Have the project team work on other activities: This is a passive and ineffective approach that does not address the root cause of the problem. It may also create more issues in the future, such as rework, schedule delays, scope creep, and quality defects.

C.    Escalate to the project steering committee: This is a last resort option that should only be used when the project manager has exhausted all other means to remove the obstacles. Escalating to the project steering committee may indicate a lack of authority, responsibility, or competence of the project manager. It may also create unnecessary bureaucracy, conflict, and delay in the decision-making process.

D.    Prioritize the obstacles for resolution: This is a necessary but not sufficient step to remove the obstacles. Prioritizing the obstacles helps the project manager to focus on the most critical and urgent issues, but it does not guarantee that they will be resolved. The project manager still needs to implement plans to remove the obstacles after prioritizing them.

I hope this helps you with your question. If you need more information, you can visit the following links:
[PMI’s Project Management Professional (PMP) certification]
[PMI’s A Guide to the Project Management Body of Knowledge (PMBOK Guide), 7th edition]
6 Obstacles to Any Project and How to Clear Them
Impediments, Obstacles, and Blockers: How to Address and Remove Them
5 Ways to Overcome Project Obstacles

Set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle

According to the PMBOK Guide, a sprint cycle is a time-boxed iteration of a fixed duration that delivers a potentially releasable product increment. A sprint cycle consists of four events: sprint planning, daily scrum, sprint review, and sprint retrospective. The purpose of a sprint cycle is to create a rhythm of work that allows the team to deliver value to the customer in a predictable and sustainable way.

The PMI Guide to Business Analysis states that one of the roles of a project manager is to manage stakeholder expectations and ensure alignment of project objectives with business needs. The project manager is also responsible for facilitating communication and collaboration among the project team and other stakeholders, as well as resolving conflicts and issues that may arise during the project.

Therefore, if the project sponsor is consistently changing the prioritization of modular work packages, the project manager should set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle. The project manager should:

Clarify the project scope and objectives, and how they are aligned with the business needs and the sponsor’s vision.

Explain the benefits of a sprint cycle, such as delivering value faster, improving quality, increasing feedback, and reducing risk.

Highlight the challenges and risks of changing the scope frequently, such as disrupting the team’s workflow, reducing their morale and motivation, increasing technical debt, and compromising the quality and usability of the product.

Negotiate with the sponsor to establish a clear and stable prioritization criteria for the work packages, and agree on a process for managing changes and requests.

Involve the project team and the product owner in the prioritization and planning process, and ensure their input and feedback are considered and valued.

Document and communicate the agreed scope, priorities, and changes to all the stakeholders, and monitor and control the project performance and progress.

By setting up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle, the project manager can:

Build trust and rapport with the sponsor, and demonstrate their understanding and respect for the sponsor’s perspective and needs.

Educate the sponsor about the agile principles and practices, and how they can help achieve the project goals and deliver value to the customer.

Influence the sponsor to adopt a more collaborative and flexible approach to the project, and to respect the team’s autonomy and expertise.

Minimize the impact of scope changes on the project schedule, budget, quality, and risk.

Enhance the team’s morale and teamwork, and foster a positive and supportive work environment.

References:
PMBOK Guide. (2017). Sixth edition. Newtown Square, PA: Project Management Institute.
PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute.
How to Manage Scope Creep in Agile Projects. (2023). ProjectManager.com.
How to Deal with Constantly Changing Requirements. (2023). Scrum.org.

Have a meeting with project manager of the other project to find a resource optimization solution that works for both projects

The best option for the project manager in this situation is to have a meeting with the project manager of the other project to find a resource optimization solution that works for both projects. Resource optimization is a technique that aims to balance the demand and supply of resources across multiple projects and ensure that the resources are used efficiently and effectively. By meeting with the other project manager, the project manager can discuss the resource availability, requirements, constraints, and priorities of both projects and explore possible alternatives to resolve the resource conflict. Some of the alternatives may include:

Sharing the resource between the projects according to a predefined schedule or allocation percentage.
Adjusting the project schedules or activities to reduce the resource overlap or dependency.
Finding another resource with similar skills or qualifications to replace or supplement the requested resource.
Negotiating with the stakeholders to modify the project scope, quality, or budget to accommodate the resource limitation.

By collaborating with the other project manager, the project manager can find a mutually beneficial solution that minimizes the impact on both projects and maintains a good working relationship with the other project team123. References: = PMBOK® Guide, Sixth Edition, pages 318-319, 333-334; Agile Practice Guide, pages 28-29, 50-51; How to Manage Resources Across Multiple Projects.

Publish information on the city’s website about the benefits that the new tram station will bring.

Register this situation as a risk and develop a mitigation plan.

The project manager should take two actions to deal with the situation of the neighbors resisting the project and threatening legal action. One action is to publish information on the city’s website about the benefits that the new tram station will bring, such as improved transportation, reduced traffic, increased safety, and enhanced economic development. This action can help to inform and educate the public about the project’s value proposition and address any misconceptions or concerns that the neighbors may have. The project manager can also use other communication channels, such as social media, newsletters, or press releases, to reach a wider audience and increase awareness and support for the project12.

Another action is to register this situation as a risk and develop a mitigation plan. A risk is an uncertain event or condition that can have a positive or negative effect on the project’s objectives. The situation of the neighbors opposing the project and threatening legal action is a negative risk that can potentially cause delays, cost overruns, reputation damage, or even project cancellation. The project manager should identify and document this risk in the risk register, along with its probability, impact, and priority. The project manager should also develop a mitigation plan to reduce the likelihood or severity of the risk. The mitigation plan may include actions such as engaging with the neighbors, negotiating with them, offering them compensation, or seeking legal advice34. References: = PMBOK® Guide, Sixth Edition, pages 376-377, 414-415; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOK® Guide, Sixth Edition, pages 395-396, 443-444; Project Risk Management - A Quick Guide, Step 3: Plan Risk Responses.

Discuss the options with the client as part of the change control process

According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to engage stakeholders and manage their expectations throughout the project. This includes discussing the options with the client as part of the change control process, which is a formal and documented procedure that defines how changes to the project scope, schedule, cost, quality, or any other aspect of the project will be requested, evaluated, approved, rejected, or implemented. In this scenario, the client’s request to use a new workaround instead of the approved contingency plan is a change request that may affect the project objectives and outcomes. Therefore, the project manager should discuss the options with the client as part of the change control process, and evaluate the impact, feasibility, and benefits of the proposed workaround, as well as the implications of not following the contingency plan. Option D is the best answer for this question.

Option A is not the best answer because requesting to use the management reserve to keep the schedule is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the project budget is insufficient to cover the additional costs of the workaround, but it is not a necessary or immediate action. Moreover, requesting to use the management reserve may not always be feasible or desirable, as it may increase the project costs and risks, and may require the approval of senior management or the project sponsor.

Option B is not the best answer because mitigating risks associated with the workaround to avoid project delays is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the workaround introduces new or increased risks to the project, but it is not a proactive or effective action to resolve the current issue. Moreover, mitigating risks may not always be possible or sufficient, as some risks may be unavoidable or unpredictable, and may require other risk response strategies, such as avoidance, transfer, or acceptance.

Option C is not the best answer because proceeding with the approved risk response plan is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is rejected and the contingency plan is still valid and applicable, but it is not a respectful or collaborative action to deal with the client’s request. Moreover, proceeding with the approved risk response plan may not always be appropriate or acceptable, as the client may have valid reasons or new information to suggest a different workaround, and may escalate the issue or withdraw their support if their request is ignored or dismissed. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50, 59-60, 69-70.

Meet with the stakeholder prior to the meeting to obtain their opinion

A stakeholder is a person or group that has an interest or influence in the project, such as the sponsor, the customer, the team, the supplier, or the regulator12. A key stakeholder is a stakeholder that has a high level of power and interest in the project, and whose support and involvement are critical for the project’s success34.

A project manager is responsible for managing the expectations and communications of the stakeholders, and ensuring that their needs and requirements are met throughout the project lifecycle5 . A project manager should also involve the stakeholders in the decision-making process, especially when there are changes that affect the project scope, schedule, cost, or quality.

In this scenario, a new regulation affects the project, and a critical status meeting discussing the scope changes is required. The project manager discovers that a key stakeholder cannot attend the scheduled meeting. This means that the key stakeholder’s opinion and feedback will not be heard or considered in the meeting, which may lead to dissatisfaction, conflict, or resistance from the stakeholder later on.

Therefore, the best option for the project manager is to meet with the key stakeholder prior to the meeting to obtain their opinion. By doing so, the project manager can:

Inform the key stakeholder about the new regulation and its impact on the project.
Seek the key stakeholder’s input and suggestions on how to deal with the scope changes.
Address any concerns or issues that the key stakeholder may have.
Gain the key stakeholder’s approval and support for the proposed changes
Represent the key stakeholder’s interests and preferences in the meeting.
Communicate the outcome and action plan of the meeting to the key stakeholder after the meeting.

Meeting with the key stakeholder prior to the meeting can help the project manager to maintain a positive and collaborative relationship with the stakeholder, and to ensure that the project meets the stakeholder’s expectations and requirements. It can also help to avoid or minimize any potential risks or problems that may arise from the scope changes, such as delays, rework, disputes, or loss of trust.

References:
1: Project Stakeholder Management - Project Management Institute
2: Stakeholder Analysis and Mapping: A Guide for Beginners
3: [How to Identify Key Stakeholders in a Project]
4: [Key Stakeholders: Definition, Role & Importance]
5: [Project Communications Management - Project Management Institute] : [How to Manage Stakeholder Expectations in Project Management] : [Project Scope Management - Project Management Institute] : [How to Manage Scope Changes on a Project]

Risk register

Explanation
The risk register is an artifact that records the identified risks, their probability and impact, their status, and their response plans. It also tracks the risk triggers, which are the indicators or warning signs that a risk is about to occur. By sharing the risk register with the stakeholder, the project manager can show when a risk may potentially become an issue, based on the risk triggers and the risk status. The risk register also helps the project manager and the stakeholder to monitor and control the risks and their impacts throughout the project life cycle. 

References:
The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 4: Business Analysis Planning and Monitoring, Section 4.3.4: Plan Risk Management
Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning the Business Analysis Approach, Section 4.6: Risk Management Plan
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 6: Business Analysis Planning and Monitoring, Section 6.6: Risk Analysis and Management
Seven Steps to Mastering Business Analysis, Chapter 7: Requirements Analysis, Section 7.4: Risk Analysis

Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework

A hybrid project management methodology is a combination of two or more different approaches to delivering projects, such as waterfall and agile1. Hybrid projects can offer benefits such as flexibility, adaptability, customer satisfaction, and innovation2. However, hybrid projects also require frequent reviews and feedback loops to ensure alignment, collaboration, and quality among the project team and stakeholders3. Therefore, the project manager should explain to the stakeholder the value of attending the iteration reviews, which are opportunities to inspect the project deliverables, provide feedback, identify issues, and plan for the next iteration4. By doing so, the project manager can demonstrate how the stakeholder’s involvement can contribute to the project success and avoid potential rework or waste.

References:
Ultimate Guide To Hybrid Project Methodologies & How To Make Them
Hybrid project management – the key to a successful future? - APM 
Hybrid project management – a systematic literature review…
TOWARDS A HYBRID PROJECT MANAGEMENT FRAMEWORK: A SYSTEMATIC LITERATURE…