PMP · Question #1123
A project manager is leading an agile project in an organization that has not executed this type of project before. In order to ensure the project is following the compliance requirements, what should
The correct answer is B. Meet with the project management office (PMO)/compliance entity to work on process tailoring to. To ensure an agile project complies with organizational requirements in an unfamiliar environment, the project manager should collaborate with the PMO or compliance entity to tailor processes.
Question
Options
- AUse the risk register to document all of the compliance vulnerabilities generated by the project so
- BMeet with the project management office (PMO)/compliance entity to work on process tailoring to
- CFollow the organization's process and deliverables for predictive projects, even if they
- DCoach upper management on agile practices, explaining that an agile project is concerned with
How the community answered
(51 responses)- A2% (1)
- B80% (41)
- C6% (3)
- D12% (6)
Why each option
To ensure an agile project complies with organizational requirements in an unfamiliar environment, the project manager should collaborate with the PMO or compliance entity to tailor processes.
Documenting compliance vulnerabilities in a risk register is reactive; the primary goal should be proactively ensuring compliance through process integration and tailoring.
In an organization new to agile, the PMO or compliance entity holds the institutional knowledge of compliance requirements. Collaborating with them allows for tailoring agile processes to integrate compliance, ensuring adherence without abandoning agile principles.
Following predictive processes rigidly in an agile project defeats the purpose of agile and hinders its benefits, especially when process tailoring is a viable option.
Coaching management on agile principles is important for adoption but does not directly address the immediate need to integrate project execution with existing organizational compliance requirements.
Concept tested: Agile adoption and organizational compliance; Process tailoring
Source: https://learn.microsoft.com/en-us/training/modules/agile-project-management/6-organizational-change-management
Topics
Community Discussion
7
Wesley A.Jul 5, 2026Confirmed B on exam last week. The key here is that the organization is new to agile, so the PM needs to work with the PMO or compliance team to tailor processes that fit an agile approach while still meeting compliance requirements. C is the trap that cost me points on my first attempt because it sounds safe to follow existing predictive processes, but forcing waterfall deliverables onto an agile project defeats the purpose and creates unnecessary friction. D sounds proactive but coaching upper management on agile practices does not actually solve the compliance gap, it just explains it away.
Carlos M.Jul 7, 2026Agreed on B, and the tailoring part is critical because compliance teams usually have no idea what agile deliverables even look like, so expect to spend more time translating than you think.
Lena V.Jul 5, 2026I first leaned toward D because coaching management on agile sounded right, but the question is specifically about compliance, not education. B is the answer because tailoring processes with the PMO is exactly how you adapt compliance requirements to an agile approach the org has never used before.
Carlos M.Jul 7, 2026Agreed on B, and the key word is adapt, because compliance frameworks were written for waterfall so the PMO has to translate those controls into agile artifacts or the auditors will have a field day.
Carlos M.Jul 5, 2026I first leaned toward A because documenting compliance risks sounded responsible, but a risk register alone does not actually fix anything. B is the right call because tailoring existing processes with the PMO or compliance team is how you adapt governance to an agile context instead of forcing predictive controls onto it. The PMI logic is that you collaborate with the people who own compliance to shape the process, not just log vulnerabilities or lecture management. Saw this one on my exam last Saturday and B was confirmed correct.
Dervla O.Jul 5, 2026D is the play here because the real problem is organizational ignorance, not process gaps. If leadership does not understand how agile works, they will keep applying predictive compliance frameworks that choke the project and you end up fighting the current the entire time. Coaching upper management gets ahead of that friction and creates space for agile to function properly in a compliance environment. B sounds reasonable on the surface but you cannot tailor what nobody understands yet.
Carlos M.Jul 7, 2026B is the right call here because tailoring the compliance approach to fit agile is exactly what closes the process gap between the two. You can coach leadership all day but the question is asking what to do about the compliance framework itself, not the orgs agile maturity.