TEST 1
1. A long-term agile project has just reached its midway mark and a
new project manager is appointed to take over. Additional to the
project manager, a current stakeholder was interchanged with
another who has more experience regarding the projects’
technology.
What next step should the project manager take?
A. Discuss expectations from the stakeholder and revise the
engagement plan accordingly.
B. Encourage the new stakeholder to convene with the product
owner to review pertinent information.
C. Notify all stakeholders after revising the project plan with new
contents added.
D. Hold all upcoming sprint review meetings with the new
stakeholder in attendance and revise the project plan.
2. An application developer took a story card to work that read
"Customer can pay using credit card". After the implementation, the
functionality was rejected because the application could not accept
foreign credit cards.
What should the project manager have done to avoid this issue?
A. Described the user story in more detail.
B. Scheduled the user story for the next iteration.
C. Performed iterative backlog grooming with the team.
D. Gathered more detailed requirement specifications from end
users.
3. During release planning, a conflict has been raised about needs that
must be prioritized, but the development team is losing focus. In
order to get all the stakeholders in the right direction, what conflict
resolution technique should the project manager use in this
situation?
A. Reconcile
B. Force
C. Collaborate
D. Compromise
4. A system integrator is working on multiple projects. The functional
manager required the integrator to provide onsite support for
another project without consulting other parties impacted by this
decision. The impact caused a delay in the scheduled deliveries of
project A.
What should the project manager of project A do first?
A. Check the impact of the delay on schedule and cost
B. Make sure that the integrator shares the work schedule with the
team
C. Meet with stakeholders to agree on a communications
management plan
D. Inform the customer about the delay and set a new delivery date
5. A project manager is struggling to figure out the performance of the
project teams in an agile environment. For the same scope of work,
team A has calculated and delivered 100 story points and team B has
calculated and delivered 125 story points.
Which team is performing better?
A. Team A as they have calculated fewer story points than team B.
B. Team B as they have calculated more story points than team A.
C. The team that completes the most stories selected from the
sprint backlog.
D. The team with the least amount of defects in their deliverables.
6. A newly formed team has become accustomed to agile practices. The
project lead has noticed that while they are performing according to
expectations, there is boredom with daily team practices among
many of the team members.
What should the project lead do in this situation?
A. Allow the team to self-organize and have them analyze the
situation in their retrospective session and self-correct.
B. Challenge the team to find new ways to achieve higher levels of
performance to improve the situation.
C. Speak with individual team members to determine what they
would like to do to improve the situation in the team.
D. Have the team inform senior management of the situation and
ask for recommendations.
7. A project manager is managing a hybrid project. A stakeholder has
directly contacted a team member and has requested a change. Due
to the request, the team member was distracted from their work,
which caused a loss in productivity.
What should the team member do?
A. Inform the stakeholder that the correct procedure for new
requirements is to provide it directly to the project manager.
B. Inform the stakeholder that the correct procedure for new
requirements is to provide it directly to the change control board
(CCB).
C. Inform the scrum master regarding the stakeholder's request for
a change and the impact this has had on productivity.
D. Inform the scrum master so that the change can be discussed
directly with the stakeholder
8. The product team is progressing with a prototyping approach to
deliver a multiyear business initiative. A few user stories are taking
longer to be delivered.
What should the project manager do?
A. Determine the risks and identify a resolution during the
retrospective meeting.
B. Determine cross-dependencies and plan a spike in the next
sprint.
C. Inform stakeholders about the delay during project updates.
D. Discover the gaps in the communications management plan and
address them accordingly.
9. A project manager in a cross-functional organization needs to inform
the department manager of the number and type of resources
required, and the length of time they will be needed. What should
the project manager use to present this resource information?
A. Resource assignments
B. Resource histogram
C. Responsibility assignment matrix (RAM)
D. Project organization chart
10.A project is being audited to ensure compliance with organizational
policies. What process is being conducted?
A. Audit Schedule
B. Plan Quality Management
C. Control Quality
D. Manage Quality
11.All quality controls have passed, and a project deliverable is ready to
be released to the customer. However, a change request to add new
quality criteria has been approved.
What should the project manager do first?
A. Update the project management plan.
B. Stop the release of the deliverable to the customer.
C. Use the new quality criteria for future deliverables.
D. Update the risk register.
12.During a group activity to identify an input to the Plan Procurement
Management process, some participants disagree with the ranking of
compliance-related items. What tool or technique should the project
manager use to resolve this?
A. Affinity diagram
B. Multicriteria decision analysis
C. Nominal group technique
D. Brainstorming
13.At which stage in the Tuckman team development model should the
project manager put the most focus on increasing team motivation?
A. Forming
B. Storming
C. Norming
D. Performing
14.A new graduate recently joined a mature agile R&D team. A mentor,
assigned to work with the graduate, is overwhelmed by the extra
workload. Team performance and motivation are dropping.
How can the project manager help with this situation?
A. Maintain a laissez-faire leadership style with the team but use a
transactional style to give firm guidance to the graduate.
B. Ask the mentor to use a collaborative servant leader approach to
perform the usual duties along with the mentor role.
C. Cancel the mentor plan and focus on keeping the graduate
motivated by learning through an intensive immersion.
D. Ask three more team members to share the mentor role in order
to reduce the individual mentor workload by 75%.
15.A project team just completed an environmental scan and have
uncovered a lot of related hindrances that could potentially affect
the project delivery negatively. The project manager is working with
the team to understand the details of each identified hindrance and
how the hindrances relate to each other, in order to understand the
overall complexity of the project. This will enable the team to arrive
at a plan that addresses the challenges identified.
Which of the following techniques has the project manager used in
this instance?
A. Pareto analysis
B. Critical analysis
C. Systems thinking
D. Total quality management
16.A project team has successfully completed a project. The same team
and 3 other people start another project led by another scrum
master.
How will the new scrum master lead?
A. High directive, high supportive
B. Low directive, high supportive
C. Low directive, low supportive
D. None of the above
17.The project team members are dispersed across different countries.
Suddenly, travel restrictions do not allow team members to collocate.
When analyzing project risks, which risk analysis tools should the
project manager use? (Choose two).
A. Risk checklist
B. Context diagram
C. Meetings
D. Data representation
E. Diagramming techniques
18.A project manager is working on a complex agile project. The project
includes many stakeholders with conflicting priorities.
Which two actions should the project manager take to be prepared
for negotiations and gain support from all of the stakeholders?
(Choose two)
A. Allow enough contingency to cope with scope changes.
B. Develop a good relationship with the project team.
C. Understand the politics and personal interests of the
stakeholders.
D. Develop a good communications management plan.
E. Develop a good risk management plan.
19.A project manager is working on a complex project that has high
interest from senior management. There are many stakeholders with
competing priorities, which requires significant negotiation skills to
overcome rising conflicts.
Which two principles should the project manager follow when
developing the negotiation strategy? (Choose two).
A. Separate the people from the problem.
B. Focus on political issues first.
C. Focus on management priorities.
D. Focus on positions, not interests.
E. Delegate the decisions to the team.
20.A project manager is working on a complex project with many
stakeholders that have conflicting priorities. Senior management
asked the project manager to avoid "noise" because this is a highly
political project. The project manager opted to use expert opinion
from well-known industry profiles.
What did the project manager do to satisfy senior management's
request?
A. Responded in a friendly manner to senior management
B. Appeared to be consistent in the use of words and actions
C. Cooperated with senior management to achieve mutual goals
D. Took action based on the senior management's power to act
21.A project manager is working on a complex, political project with
many stakeholders having conflicting priorities. Senior management
asked the project manager to ensure that there was no "noise"
regarding the project. During a stakeholder meeting, the project
manager asked a series of questions to confirm acceptance for each
deliverable before asking for acceptance of the whole project.
What did the project manager do to satisfy stakeholders?
A. Responded to positive actions of the stakeholders to reward
actions
B. Acted in a manner that was consistent in the use of words and
actions
C. Engaged with stakeholders by cooperating toward mutual goals
D. Acted based on the power authorized by senior management
22.A project manager is working with a team to develop work packages
in a hybrid environment. The project manager noticed a gap in the
requirements gathering where important points were missing, which
would impact the project timeline.
What should the project manager do?
A. Meet with the project sponsor to discuss canceling the project.
B. Meet with the project sponsor and stakeholders to request a
budget increase.
C. Meet with the product manager to create a backlog with the
missing requirements.
D. Evaluate the impact, update the risk register, and present it to the
stakeholders.
23.A project manager is leading a project that is vital to their
organization and the local environmental and energy authority.
During a team meeting to discuss project risks, the team raised a
high risk that an important senior manager is not currently involved
with project.
What four actions should the project manager take to ensure the
senior manager becomes involved in the project and to ensure
project success? (Choose four)
A. Implement regular status reporting
B. Escalate this issue to upper management
C. Develop a highly detailed project management plan
D. Invite the senior manager to daily project meetings
E. Expand senior manager involvement
F. Implement frequent quality reviews
24.In a retrospective meeting, Alan, the junior of the team is
enthusiastic about all the topics being discussed and takes notes of
everything, while Walter, the senior, interrupts continuously, shows
no interest and complains about not being able to continue with
code-development. How would you describe the situation?
A. Alan is a Learner and Walter is a Prisoner
B. Alan is a Explorer and Walter is a Vacationer
C. Alan is a Shopper and Walter is a Rebel
D. None of the above
25.A project team decides to document new aspects of a regulation as
additional elements in the work breakdown structure (WBS). Which
of the following are potential downsides to this approach? (Choose
2).
A. Traceability improves but requirements will likely remain
fragmented.
B. Traceability of requirements becomes more difficult at the
project level.
C. Some of these requirements may not be completed as part of the
project itself.
D. Regulatory requirements are not necessarily tied to the scope of
the project.
E. Splitting the new items takes time and also requires effort to
update the WBS.
26.A project manager considers compliance to be part of the
organization's process assets. The project team, however, has
decided to include compliance as inputs to the relevant processes
rather than document these rules as requirements.
What is the project manager's compliance responsibility?
A. Acts as coordinator for the resources and activities
B. Conducts audits for the compliance requirement
C. Performs risk analyses of compliance risks
D. Changes process assets of the organization
27.During the planning of a project incremental deliveries, the team
decides they need a specific experience in one of the deliveries
towards the end of the project.
What should the project manager do next?
A. Enroll the team in a specific training so they can be ready for the
needed expertise
B. Ask the project sponsor to ensure the availability of the needed
resource on the specific time
C. Ask the team members to team up and do self-paced learning to
acquire the needed expertise
D. Define and share work agreement with the needed team to
coordinate activities effectively
28.An agile coach is counselling a large software organization which has
been using waterfall, and now plans to jump into agile or hybrid
method.
What would be a project managers suggestion?
A. Continue using waterfall, since hybrid does not fit with
organizational structure.
B. Agile takes time to implement, but is more suitable to implement
agile and then move to hybrid
C. Team members succeed using hybrid methodologies, for they are
already familiar with waterfall
D. Hybrid is the more appropriate methodology for software
organizations
29.A project manager works for a global company and understands the
importance of the requirement management plan. When should the
requirement management plan be implemented?
A. At the start of the project
B. Prior to executing
C. After customer contracts signature
D. During the planning phase
30.In a critical project to the organization, one of the contractors
complains that approvals are lengthy and difficult to handle. The
contractor mentioned this as it may affect the project schedule.
What should the project manager do next?
A. Hire additional resources for the team to mitigate this risk.
B. Add this risk to the risk register to be monitored and reviewed.
C. Escalate the risk to upper management as critical for timely
delivery.
D. Discuss this with the team to find options to mitigate the risk.
31.A project manager noticed that one team member is frequently
absent from project team meetings. Instead of working on the
current project, the team member has been working on a task
assigned by their functional manager. What should the project
manager do to resolve this issue?
A. Discuss the resource allocation with the team member's
functional manager.
B. Remove the team member from the project team due to their
continued absences.
C. Record the absences in the team member's performance
appraisal.
D. Ask another team member for input regarding the issue.
32.During the execution phase of a healthcare IT project, the customer's
project manager resigns. The key stakeholders are no longer getting
updated information in a timely manner. What should the project
manager do next?
A. Update the communications management plan.
B. Inform the key stakeholders directly.
C. Update the project sponsors on the issue.
D. Keep sending the information until a response is received.
33.Company A has launched a new strategic project. The goal and scope
of the project were loosely defined at the executive committee
meeting, and the stakeholders have been appointed. The project
manager needs to hold the kickoff meeting. However, most of the
stakeholders travel extensively, and the project manager is unable to
schedule a meeting when all of the stakeholders will be present.
How should the project manager approach the kickoff meeting?
A. Hold the kickoff meeting with the available stakeholders and
update others later.
B. Postpone the kickoff meeting until the stakeholders have
returned.
C. Schedule one-on-one sessions with the stakeholders before they
leave.
D. Arrange a virtual team kickoff meeting with the stakeholders.
34.The project manager is responsible for a major project that involves
working with many vendors. A key project concern is related to the
quality and timely delivery of procured products and services as
committed by the vendors. What should the project manager do to
ensure that the products meet the quality requirements and are
delivered on time?
A. Raise an item in the risk register to capture potential impacts
related to delays in the procurement of products and services,
mitigating the risk of suboptimal quality.
B. Conduct procurement performance reviews on a regular basis
with all contracted vendors to ensure that products and services are
all delivered or will be delivered on time and as per the agreed-upon
contract.
C. Delegate the management of the procurement process and the
interaction with all vendors to the organization's procurement
department as they have the tools and means to deal with a large
number of vendors.
D. Review vendor management plan with all vendors to ensure they
are in agreeance with the plan, mitigating the risk of undelivered and
low-quality products.
35.A project manager is managing a construction project that is 40%
through the execution phase. The project sponsor has asked the
project manager to ensure that all key stakeholders are still
committed to the project. How should the project manager assess
the stakeholders' current engagement levels?
A. By reviewing and updating the communications management plan
B. By analyzing the most updated issue log
C. By asking key stakeholders to submit a signed declaration
D. By reviewing the stakeholder engagement assessment matrix
36.A project manager receives an email shortly after the beginning of a
sprint. It is from a key stakeholder who is unfamiliar with agile
methodologies and has a serious complaint about the work that was
just started. The stakeholder insists that one deliverable should be
changed. What should the project manager do?
A. Address the request at the daily standup and ask for the project
team's opinion.
B. Alter the backlog to accommodate the change and send a note to
the team to start the requested deliverable as soon as possible.
C. Schedule a meeting with the stakeholder and product owner to
discuss the request.
D. Cancel the current sprint, schedule a priority retrospective, and
invite the stakeholder to discuss the request.
37.A company is implementing a new computerized system. During
project execution, the leader of a department raises a concern that
the department's requirements are being completely ignored in the
approved project management plan. What should the project
manager have done to prevent this issue?
A. Managed expectations from stakeholders
B. Sought expert judgement in the project scope design
C. Involved relevant stakeholders in the project planning
D. Developed a change management plan to approve change
requests
38.A project is 70% complete. During a product review meeting, a
stakeholder complains that additional features should be included.
A. Analyze changes with the team and go through the formal change
control process.
B. Inform the stakeholder that the changes will be applied later as
product fixes.
C. Update the project management plan with the requested changes
and inform relevant stakeholders.
D. Submit a change request to the change control board and inform
the sponsor about the changes.
39.A project manager is preparing to complete the exit criteria for a
major system development project. A risk and compliance
stakeholder advises the project manager that the project still needs
to complete a new deliverable related to the latest legislation passed
by the local government. The requested change will impact the
project's release date.
A. Meet with the stakeholders and advise them that the request was
not part of the exit criteria.
B. Submit a change request to the Change Control Board (CCB) for
final approval.
C. Escalate the issue to the sponsor to avoid delaying the project
release date.
D. Advise the stakeholder that this request is out of scope and that
they will need to raise a change request.
40.A project manager has been informed that the first of several major
deliveries from another country will be delayed. These deliveries are
on the critical path, and the delay will result in a missed milestone.
A. Update the project's lessons learned register and project
management plan.
B. Revise the project schedule and notify the stakeholders of the
delay.
C. Register the delay in the issue log and develop an immediate
action plan.
D. Identify the parties responsible for the delay to issue back charges
for their portion.
41.A stakeholder is concerned that the project is falling behind
schedule, based on unofficial information from the project team.
Although some tasks have slipped, these tasks have free floats;
otherwise, the project is on track. The project manager immediately
contacted the stakeholder to show and explain the latest project
status reports.
A. Issue a memo stating that the project status can only be shared
through authorized channels.
B. Include the stakeholder in the project status mailing list.
C. Review the project's communications management plan with the
project team and update as necessary.
D. Revise the status reports to clearly identify delays that should be
acted on.
42.The development phase of a new product has concluded. The
validation test is about to start, but the test lead disagrees with the
criteria for the test.
A. Understand the reason for the disagreement and submit a change
request to the change control board if appropriate.
B. Implement a plan to change the test criteria so that the validation
test can be started as scheduled.
C. Keep the validation test criteria unchanged because such changes
will impact the project schedule.
D. Explain how changes may impact the project and convince the
test lead to go along with the original test criteria.
43.A project manager has recently been assigned to an existing
multinational project and is not familiar with the key stakeholders.
A. Request a meeting with the resource manager.
B. Review and update the stakeholder register.
C. Ask for the opinion or expert judgment of the sponsor.
D. Identify the communications tool and update the plan.
44.An organization is halfway through a five-year project and everything
has progressed as scheduled. The latest project assessment indicates
that the project will not be in compliance with a recently introduced
international regulation.
A. Proceed with the project because the new regulation is not part of
the initial project requirements.
B. Conduct a workshop with the project steering committee to
review the new regulation and find a resolution.
C. Leverage the contingency reserve to fund the additional tasks
required for the new regulation.
D. Ask for funds from the management reserve because the new
regulation is an unknown risk.
45.A new solution is being deployed in several countries. Country A
asked for a change in the solution to comply with its customer
market. The project manager for the deployment in Country A
accepted the change. When the project manager for the deployment
in Country B received the new version of the solution, the tests
performed failed because this version is not consistent with Country
B's regulations.
A. Prevent the changes from being authorized.
B. Ensure that all countries align their requirements with Country A.
C. Analyze all change requests raised during each country's
deployment at a global level prior to implementation.
D. Ensure that any country that requested a change pays for any
required changes.
46.A project manager is reviewing the project status with the team and
identifies that a vendor resource can be released earlier than
planned. The project manager reviews the schedule, confirms this
change, and informs the vendor. The vendor argues that the
resource must stay for a certain period of time.
A. Leave the schedule as is since the resource has to stay on.
B. Confirm the schedule changes and review them with stakeholders.
C. Make preparations to release the resource to the vendor.
D. Consult the terms and conditions in the vendor contract.
47.A project to develop a new software program has been delivered.
The software has been put into production, but members of the
project team are continuously contacted by users asking how to use
or report problems, even though the project received administrative
closure.
A. Include an activity in the project scope that allows the project to
support the tool after production release.
B. Communicate the project's conclusion with the rest of the
organization formally, as per the communications management plan.
C. Ensure the final product is transitioned to a different group or
organization to take care of the software during its life cycle.
D. Ask the team members to stop answering or addressing questions
from users and encourage the users to read the documentation
instead.
48.The scope of an agile project is finalized, along with compliance
requirements. During a regular project review, a stakeholder informs
the project manager that changes are proposed to the country's
safety legislation which may affect the scope of the project.
A. Focus on completing the activities per the product backlog.
B. Analyze the impact of the legislative changes.
C. Instruct the team to proactively initiate changes in the next sprint
based on the proposed legislation.
D. Wait for the sponsor to approve the additional budget for the
changes in scope.
49.An agile team replaced a key member with a less experienced
member. One of the stakeholders is concerned that the project will
not be delivered on time because of the new team member.
A. Add this concern as a risk in the risk log and escalate it to the
project management office (PMO).
B. Meet with their functional manager to assess the situation, and
obtain guidance on how to proceed.
C. Reverse the decision for replacement and bring the former key
member back onto the team.
D. Assess the impact of this replacement, and make further resource
adjustments where necessary.
50.An agile project team member is working on a user story that is
overdue. Not having a completed user story is causing a significant
delay to a specific functionality and will cause the team to miss the
sprint goals.
A. Discuss this delay at the next team standup meeting.
B. Request additional resources from the sponsor.
C. Exclude this functionality in the final product.
D. Replace the project team member with a new developer.
51.An agile project is midway through its ten iteration cycles. During the
last iteration, the team had to work overtime to accomplish the goal.
In the iteration retrospective, the team agreed that they took more
time than planned because they did not have the required
experience when they executed the assigned tasks for the first time.
A. Ask the project sponsor for additional team training.
B. Ask the sponsor to approve a change request for more time in
future iterations.
C. Ask the team to re-assess their effort estimates in the iteration
planning session.
D. Ask the product owner to reprioritize the product backlog.
52.Project team A is launching a complex program in collaboration with
project teams B, C, and D. What should be the priority for project
team A's project manager during the early stages of the project?
A. Host a team-building event with members from project teams A,
B, C, and D.
B. Include a metrics dashboard for project teams B, C, and D.
C. Establish the same priorities as those of project teams B, C, and D.
D. Ask project teams A, B, C, and D to identify critical dependencies,
risks, and major milestones.
53.In order to function optimally, a project team should have a project
charter that states the vision or purpose of the project and a clear
set of working agreements. To achieve this, which question should
the project charter answer?
A. Why is this project being done?
B. Why did the organization prioritize this project?
C. What are the key risks and their mitigation?
D. Who will be doing the work?
54.An agile team created a risk register for a project. All initial risks
were identified using stakeholder interviews, workshops, and
information from the project charter. What should the project
manager do to manage the risk register and the associated risks for
the remaining project duration?
A. Assess and prioritize the risks during each sprint retrospective
meeting.
B. Add risks as an agenda topic in daily standup meetings.
C. Update the risk register and review risks with the team on a
regular basis.
D. Eliminate all project risks using iterative risk management.
55.At daily standup meetings, several team members complain that
they cannot concentrate due to a noisy work environment. Who is
responsible for solving this problem by creating a more conducive
work environment?
A. The project sponsor.
B. The team members.
C. The product owner.
D. The project manager.
56.An agile project team is building a website for a client. The client
informs the product owner that their company has decided to
release the website one month ahead of schedule, in order to take
advantage of a business opportunity. What should the project
manager have the team do?
A. Commit additional resources to complete work a month in
advance.
B. Meet as a group to assess what is possible to complete by the new
timelines.
C. Tell the client it is not possible to release the website this early.
D. Conduct a retrospective meeting to understand how they could
have worked faster.
57.A project team adopted agile practices to meet the business need to
develop an application. One of the senior team members
inconsistently attends the team meetings, even the daily standup
meetings. This senior team member then asks other team members
to provide status updates on the senior team member's behalf. What
should the project manager do to handle this situation?
A. Request the removal of the senior team member due to the
participation issues.
B. Remind the senior team member to adhere to the team's working
agreement.
C. Escalate the senior team member's participation to upper
management.
D. Ask the other team members to cover the tasks assigned to the
senior team member.
58.An inexperienced project manager requires HR support for a project.
The HR manager hired interns and sent them for training. However,
the training did not deliver on the competency-based outcomes. The
HR manager is not willing to accept the training costs because the
training budget is exhausted. What should the project manager do to
resolve the situation?
A. Prepare clear training requirements for full-time staff and interns.
B. Identify the competency gaps and collaborate with the HR
manager for options.
C. Communicate training and hiring requirements to the HR
manager.
D. Analyze the risk, update the risk register, and inform the HR
manager.
59.An agile project to implement a new automation process in a factory
is underway. The project manager needs a vendor to help with the
installation. What should the project manager do before the vendor
comes to work with the team?
A. Delegate all key decisions to the vendor's team so the project
manager does not take any risks.
B. Hold an orientation to ensure both parties share the same
understanding of project goals and requirements.
C. Submit the communication matrix so that all team members and
vendors are known.
D. Remind the team that the vendor works for them and that the
team can make final decisions.
60.A project manager observed that a team member is becoming
increasingly disengaged from an ongoing project. What should the
project manager do to help ensure participation from this team
member?
A. Speak to the team member, understand the problem, and ask the
team member to work on corrective actions.
B. Ask another team member to mentor the disengaged team
member.
C. Call a team meeting to discuss team engagement expectations.
D. Ask the team member to undergo additional training to improve
their communication skills.
61.A project manager has created the stakeholder list and is deciding
how to distribute information effectively to the customer. What
should the project manager do next?
A. Meet with all the stakeholders face-to-face on a weekly basis.
B. Send updates to all stakeholders, including the customer.
C. Perform a stakeholder analysis and prepare a communications
management plan.
D. Review historical data sent to other customers and follow the
same practices.
62.A company has started doing agile projects. The project sponsor is
frustrated and does not understand the new requirements gathering
process, which seems to be incomplete and moving too fast. What
should the project manager do?
A. Help the project sponsor understand the different tools and
techniques available and why this one was selected.
B. Update the stakeholder register to identify the project sponsor as
a potential impediment.
C. Let the team know that the sponsor is unhappy and switch from
iterative planning to predictive planning.
D. Pause the project work until the scrum master has a chance to
review the complete backlog with the sponsor.
63.An organization is trying to adopt agile approaches to execute
projects for their customers. During project planning, the product
owner proposed that any release to the customer should be
approved by the legal department before it is shipped. The
development team is disappointed as it may potentially delay
releases and the delivery schedule.
Since other departments in the organization do not use agile, what
should the project manager's role be as a servant leader?
A. Advise senior management to introduce agile to all departments
to ensure seamless services to customers.
B. Continue with organizational procedures to ensure compliance to
policies and avoid creating issues.
C. Inform the customer about the organizational procedures and ask
them to discuss this with the organization's leadership.
D. Work with the legal department and other applicable
departments to review the processes that support the project
delivery.
64.A team has recently adopted agile and is following a scrum model.
There is a conflict between a lead developer and a quality assurance
team member regarding their approaches, which is impacting the
sprint goals.
What should the project manager do to resolve these conflicts?
A. Call separate meetings with each team member and suggest that
the team members resolve it at their level.
B. Analyze the situation and help the team members understand the
impact of the conflict.
C. Help the team members collaborate and resolve their problem
together.
D. Discuss the situation in the retrospective session and create an
action item.
65.A newly appointed product owner is not sure how to prioritize
product specifications and mentions this challenge to the project
manager.
What should the project manager do to assist the product owner?
A. Prioritize product backlog for the product owner.
B. Coach the product owner on how to prioritize product
specifications.
C. Request that the product owner becomes trained in agile
methods.
D. Ask project team to prioritize product backlog.
66.A project was undertaken to set up a new business function in the
company. Several months after completion, the project manager is
still handling business operations for the project while working on
another project.
What should the project manager have done at the beginning of the
project to prevent this?
A. Ensured that the revision to the organizational structure was a
deliverable.
B. Included the transition plan as a deliverable in the project closing
process.
C. Clarified the RACI chart with the project sponsor at the project's
onset.
D. Ensured that the recruitment process was included in the project
management plan.
67.During a retrospective meeting, project team members complain
that open issues that were not fixed during the iteration are
impacting their velocity. What should the project manager do to
improve productivity?
A. Ensure team members attend daily standup meetings to discuss
the impediments.
B. Document the issues in the issue log and wait to solve them at
another time.
C. Extend the daily standup meetings to discuss the issues in more
detail.
D. Escalate the issues to the project sponsor to get them solved
immediately.
68.During project execution, the audit team determined that critical
regulatory requirements are not being met. What should the project
manager have done first to avoid this problem?
A. Updated the issue log with regulatory requirements.
B. Assessed the internal and external regulatory environments.
C. Had the audit team review the project management plan.
D. Included a member of the audit team on the project
69.A project manager recently took over a project from a project
manager who left the company. The new project manager is aware
that the previous project manager had a very authoritarian style of
management and made all the decisions regarding the project. The
new project manager notices that a senior supervisor's morale is
low.
What should the new project manager do?
A. Increase the supervisor's level of authority.
B. Identify the cause of the morale issue.
C. Modify the role of the supervisor in the project.
D. Speak with the supervisor and update the project issue log.
70.A conflict about how to proceed has developed between two team
members prior to a release. The team needs to work together to
complete the product release.
What should the project manager do first to defuse the situation?
A. Hire an agile coach to instruct the team members on how to
manage their conflict without harming the project.
B. Observe the team members' interactions and talk with them
about their complaints before applying a conflict resolution
technique.
C. Set up meetings with both team members and human resource
management to remind them of the importance of the next delivery
of the product.
D. Explain to the team members that they are wasting time engaging
in a conflict and not delivering the product functionality.
71.The product owner has asked the project manager and the agile
team to demonstrate the completed functionality to key project
stakeholders. The project is in its early days and has only completed
three iterations of functionality. This is the first time the
stakeholders will be exposed to an agile project.
What should the project manager do?
A. Reinforce with the product owner that it is their role to
communicate and manage the stakeholder groups directly.
B. Set expectations with the stakeholders regarding what agile is, the
approach, and that they will be seeing a small amount of
functionality.
C. Demonstrate the completed functionality to the stakeholders,
along with the user requirements and solution prototypes available.
D. Protect the team from distractions by providing a link to the user
acceptance test (UAT) environment so the stakeholders can view the
functionality directly.
72.A project manager is managing multidisciplinary teams. During the
last project review meeting, the project manager realized that there
is friction between some of the team members.
What should the project manager do next?
A. Identify the team members and review their project performance.
B. Consult with the sponsor to find replacements for the team
members.
C. Evaluate the issue and apply conflict resolution techniques.
D. Report the issue in the monthly project executive summary.
73.A new project manager joins an existing team. The project manager
is made aware that there are strong personalities on the team, which
has resulted in management becoming involved to resolve team
performance issues.
What should the new project manager do when first joining this
team?
A. Implement the plan that senior management has developed to
resolve conflicts on the team.
B. Review the team velocity records and observe the team and
interactions between the team members.
C. Follow the advice of the most vocal team member on how to
improve team dynamics.
D. Observe the team and determine who should be removed from
the team
74.A project manager is planning the next release for the software
development team. The team completed two releases to date, and
the product backlog for the next release has been confirmed.
Which tools should the project manager use to plan the duration for
the next release?
A. Retrospective notes, product roadmap, and test cases
B. Work breakdown structure (WBS), product roadmap, and
resource calendar
C. Burndown chart, user stories, and retrospective notes
D. Business requirements document, product owner calendar, and
user stories
75.A project team has just reached a project milestone successfully. The
project manager noticed that the team performed extremely well.
Which approach should the project manager use to communicate
with the team about their performance?
A. Avoid communicating anything about their performance as the
team is expected to deliver milestones successfully.
B. Wait until the end of the project and report to the team what was
done well and poorly in each stage.
C. Give feedback to the project team regarding their good
performance in the next project meeting.
D. Disregard what was already done on the project and ask the
project team to focus on what is left to be done.
76.In a multidisciplinary project, a project manager is delegating some
project management activities to several team members. What
should the project manager do?
A. Develop a project communications management plan and
distribute it to the stakeholders.
B. Develop a mentoring plan and include it in the project status
report.
C. Develop an organizational breakdown structure (OBS) and a work
breakdown structure (WBS).
D. Develop a responsible, accountable, consult, and inform (RACI)
chart.
77.A project team member continues to change a colleague's
deliverable during every sprint. The colleague has asked the project
manager to intervene.
What action should the project manager take to address the
concern?
A. Speak with the team member to determine the reason for the
changes.
B. Discuss any lack of quality in the deliverable with the colleague.
C. Review the performance of both team members with their
functional managers.
D. Control the execution and delivery to ensure that the deliverables
are not changed
78.A project is following a strategic plan that includes key milestones
that have been aligned with stakeholders. As the work is being
executed, new tasks arise along with important dependencies that
prevent the work from progressing as planned. The team is unable to
determine who should make decisions and take actions on the new
tasks and dependencies.
What will help the project manager resolve this issue?
A. Use a RACI chart to facilitate team task accountability.
B. Use a Gantt chart to ensure milestones are accomplished.
C. Ask the sponsors who has responsibility.
D. Use a work breakdown structure (WBS) to ensure requirements
are covered.
79.An integrated project delivery requires the development of both
hardware and software. The project manager has received a
customer-approved Gantt chart for the entire product development,
and the customer wants to be involved during project execution.
However, the software development team would like to introduce
agile methodologies.
What should the project manager do?
A. Assess the best project methodologies for continued business
value.
B. Adopt agile sprints to develop the project within the timeframe.
C. Advise the team to strictly follow the customer-approved Gantt
chart.
D. Evaluate customer roles with the project management office
(PMO).
80.In a company that recently adopted hybrid practices, a project is
struggling to perform as expected. Neither the project manager nor
the team members have previous experience with this new approach
to project management.
To ensure the transition to hybrid practices is producing the desired
results, what should the project manager do?
A. Take an active role in assigning tasks to team members and follow
up with their results.
B. Train team members in basic hybrid practices and ensure the
team performs coordination meetings.
C. Issue performance reports to all team members so they can
review and act on them.
D. Build a WBS and RACI chart to ensure all aspects of the project are
owned and tasks are clear.
81.A project manager is building a project team. All of the project team
members have worked together on previous projects. One of the
team members is known for challenging most organizational
procedures and processes.
What should the project manager do first to ensure a smooth project
initiation?
A. Review the organizational process assets (OPAs) with all team
members and establish ground rules.
B. Ask the project sponsor to define the ground rules and share them
with the team members.
C. Ask the project sponsor to replace or remove the troubled team
member.
D. Set up a meeting with the team members to review the project
management plan.
82.A project manager in Location A works with a local team, while
developers are in another remote location, and a quality assessor is
in yet another remote location. The project manager is aware that
these distances mean that the team could struggle with lag when
needing to communicate.
What could the project manager do to mitigate this issue?
A. Increase the number of standup sessions per day.
B. Source new team members locally.
C. Create a fishbowl window.
D. Decrease the need for team communications through backlog
grooming.
83.During a one-on-one session, a new team member shared their
frustration regarding their inability to successfully complete an
assigned task, even after the team member put forth their best
effort.
What should the project manager do first to address the team
member's concerns?
A. Encourage the team member to keep working hard on their
assignments.
B. Identify the root cause for why the team member cannot
complete the assigned work and remediate.
C. Authorize additional training for the team member during the
next month's educational series opportunities.
D. Adapt their leadership style based upon the team member's needs
84.The project manager of a new hybrid project is trying to put together
the project team. The best candidates for team members are
geographically dispersed, so there is a risk that this situation will
interfere with the performance of the project. Colocation would
increase costs dramatically; and due to severe competition, the
company is struggling financially to survive.
What should the project manager do?
A. Make sure the right tools for virtual collaboration are available for
the team.
B. Insist on bringing the team together by cutting the budget
somewhere else.
C. Ask the product owner for additional funds to support colocation.
D. Organize the work according to the locations of the team
members.
85.Initial training for new software on a project consisting of a DVD to
be watched prior to participating in the project was given during the
project onboarding. Several team members gave negative training
feedback stating they were unprepared to use this new software.
What should the project manager have done to ensure proper team
member training?
A. Test the project team members after they have completed their
training.
B. Request that the training department find more appropriate
courses.
C. Ask the team members to learn the required skills from the
accompanying software manual.
D. Conduct individual and team assessments on their preferred
learning method(s).
86.During the last sprint review, the product owner stated that the
product does not deliver any value. The project manager believes
that the product meets all the provided specifications. The team is
confused by the product owner's statement.
What should the project manager do when using a hybrid approach?
A. Review the project's benefits management plan with the product
owner.
B. Escalate the matter to the executive board so they can decide on
next steps.
C. Prioritize the project backlog and ask the development team to fix
the issues.
D. Ask the product owner to terminate the project as it is no longer
aligned to the expected benefits.
87.A project manager is leading a project where a low-level stakeholder
has just been promoted to a new position and has now become a
high-level stakeholder. What should the project manager update to
ensure the proper involvement of this stakeholder to the project?
A. Communications management plan
B. Stakeholder engagement plan
C. Resource management plan
D. Risk management plan
88.An agile project team is struggling to keep track of the changes being
applied to the product, because its process is cumbersome and
error-prone. What should the project manager do to address the
issue?
A. Clearly assign the responsibility for the process to a single person
to ensure accountability in case of failure.
B. Use the next retrospective to evaluate the process's effectiveness,
and determine if changes are needed.
C. Seek the sponsor's approval to stop following this process and
assume the risk of eliminating it.
D. Secure funds to acquire a software-based solution that can speed
up the process and reduce the errors.
89.A project manager working with a culturally diverse team discovers
major intra-team conflicts during project execution.
What should the project manager do?
A. Schedule a project team meeting to understand the conflicts.
B. Advise the team members to work harmoniously.
C. Update the resource management plan.
D. Engage members in team-building activities.
90.A project advisory team is working remotely from the core project
team. There is a constant flow of information between these two
teams, and both teams approve project documents. Any delays in
approvals will result in additional expense.
Which practice would assure the project manager that all of the
documents are on hand, updated, and approved properly?
A. Let the advisory and core teams develop and maintain their own
document categorization and naming systems.
B. Require each member of the advisory and project teams to
maintain updated records.
C. Have the sponsor maintain and approve changes within a single
document registry.
D. Oversee a single document registry and change control system
that both teams use.
91.A hybrid project involving many stakeholders is underway. As
requested by the project management office (PMO), the project
status reports, as well as other project documents, are being stored
in a central repository. When reviewing the documents stored in the
repository, the project manager discovered that documents were
either not updated or were missing.
What should the project manager do in this situation?
A. Discuss the situation with the project sponsor to reduce the level
of documentation.
B. Work with the team leaders to update the required project
reports
C. Stop all project activities until the project documents are updated
and uploaded.
D. Schedule a knowledge transfer session at the final stage of the
project.
92.A project manager is assigned to an ongoing project with virtual
team members from different countries who are working remotely
in different time zones. The project manager notices that team
members are not completing project activities on time and are
unable to produce the expected deliverables due to irregular
communications.
How should the project manager resolve this?
A. Provide the team with the deliverable list to guide them.
B. Engage with the team members to understand their challenges.
C. Organize time management training for the team.
D. Take steps to colocate the team in the same office
93.A project manager has completed the project deliverable and has
passed the acceptance criteria. Which statement confirms that
project benefits have been achieved?
A. The deliverable has been approved and value has been confirmed.
B. The deliverable solved all of the issues specified by the project
sponsors.
C. The project has seen some improvements in the ability to make
decisions.
D. The project was completed on schedule, without any complaints
from end users.
94.On an agile project, a team member raises concerns about health
and safety issues related to the project deliverable.
How should the project manager handle health and safety issues on
projects?
A. Provide the customer with adequate documentation on health
and safety information.
B. Send the issue to the health and safety department.
C. Design a health and safety policy for the organization.
D. Ensure that the necessary health and safety requirements are met
in the definition of done (DoD).
95.A major change in a government policy may cause a project's
completion date to be delayed. The project is 90% complete.
What should the project manager do next?
A. Suspend the project until the issue with the government policy is
resolved.
B. Engage the change control board (CCB) to assess possible impacts
to the project.
C. Move forward with the project since it is near completion.
D. Assign a new completion date for the project and inform
stakeholders.
96.A project manager has been assigned to lead a cross-functional
project team. During a brainstorming session, the project manager
realizes that some team members do not see the need for change,
and this is affecting the team's output.
What should the project manager do?
A. Restate the objectives of the project to the team.
B. Ask the project sponsor to review the project charter.
C. Engage team members to understand their doubts and get their
buy-in.
D. End the brainstorming session and adopt interview methods.
97.At what point in an agile project should a project manager engage
stakeholders?
A. At the start of the project
B. At the end of the project
C. When challenges are encountered in the project
D. Throughout the project life cycle
98.A team is working on a new technology deployment project. This
product has never been implemented before so there is no past data
or historical records. The team is challenged to provide initial
estimations to the client (timelines, cost, and unforeseen product
challenges).
How should the project manager handle this situation?
A. Develop up-front project management plans with a detailed
budget.
B. Provide guidance on project cost, time, and quality.
C. Develop estimations with the team and explain the assumptions
to the client.
D. Encourage the team to perform retrospectives at intervals.
99.A key stakeholder is upset about the new features in the current
iteration for the product. The key stakeholder was unavailable during
the last review and did not have the opportunity to provide input.
What should the project manager have done to prevent the
stakeholder from being upset?
A. Waited until all stakeholders approved the change before
implementing
B. Ensured that updated project information is always accessible to
all stakeholders
C. Met individually with every stakeholder to avoid disagreement
D. Scheduled meetings only when all stakeholders could be present
100. In the middle of an executing an IT project, two project team
members discover a new feature that will change the appearance of
the product and make it more aesthetically appealing. Excited about
the opportunity to add this feature, they approach the project
manager to approve this addition to the deliverables, which will
increase client satisfaction and possibly increase the company's
chances of receiving additional project contracts from the client.
How should the project manager respond?
A. Approve the idea in order to achieve the projected expectations of
the team members.
B. Remind team members that, without an approved change
request, the focus should be on the agreed scope.
C. Get the buy-in of the remaining team members and implement
the feature once the team members give their consent.
D. Implement the change as soon as possible to improve the
possibility for future revenue.
101. A project manager is managing an upgrade from an older system
to a new version. Halfway through the upgrade, the older system
failed to upgrade and could not be restored.
What should the project manager do to manage this situation?
A. Abandon the old system and motivate the team to speed up the
project as there is nothing more to do.
B. Ask for more time to restore the old system while continuing with
the project.
C. Assess the impact with the functional manager to inform key
stakeholders about mitigation plans and seek approval.
D. Encourage the team to continue working as the project manager is
not responsible for the old system, but keep checking the baseline.
102. Even though the customer is receiving sprint velocity and results
reports from the project manager by email, escalations to the
project sponsor complaining about project performance are
common.
What should the project manager do in this situation?
A. Involve the customer in the sprint planning and review sessions to
agree on release dates.
B. Schedule regular sessions with the customer to explain the reports
and address feedback.
C. Send a document detailing the team capacity and role
assignments to the customer.
D. Have the technical leader call the customer to explain the
technical details about the project issues.
103. There are concerns that a scheduled-for-release product may not
meet the agreed-upon end user requirements. How should a project
manager avoid this situation in the future?
A. Discuss the benefits with the client.
B. Ensure there is a product backlog.
C. Provide examples of other similar projects.
D. Hold a session to review the deliverable in detail.
104. A project manager is assigned to a project in a country where the
company has not previously done business. At the beginning of the
project, the project manager realizes that there are certain
regulatory requirements for which the project team has no
experience.
What should the project manager do next?
A. Assign sufficient budget in case such requirements have to be
met.
B. Consult with a subject matter expert on how to avoid such
requirements.
C. Engage a subject matter expert to check if the requirements are
relevant to the project.
D. Escalate concerns about the requirements to the project sponsor.
105. A team member in a hybrid organization informs the project
manager of a new way to execute an activity with a shorter duration.
The project manager has not used the new process before, but a
trusted team member explains that their previous experience with
the process validates the efficacy of the new process.
Which two actions should the project manager take? (Choose two).
A. Involve the team member's functional manager.
B. Postpone the decision until the next sprint.
C. Update the work breakdown structure (WBS).
D. Assess the impact.
E. Communicate the impact with key stakeholders.
106. For the purposes of quality assurance, a quality audit was
conducted on the processes being used in the project execution
plan. One of the nonconformance issues raised by the auditor was
that attendance lists for the project risk review meetings were not
available.
Why is an attendance list important?
A. It is a document that is registered within the lessons learned
register.
B. It is a record that shows the number of attendees at the meeting.
C. It is standard practice on projects to conduct risk review meetings,
however, meeting attendance is optional.
D. The attendance list is evidence that risk review meetings were
held with the appropriate project team members.
107. A compliance issue was found during the course of a project. This
caused an inspection of the product by the internal audit team. As a
result, the project fell behind schedule.
What should the project manager have done initially to avoid this
issue?
A. Ensured that compliance requirements were documented.
B. Created templates to document compliance.
C. Hired a compliance consultant.
D. Engaged stakeholders at the beginning of the project.
108. A project manager walked into a project office and found a team
member and a supplier representative engaged in a disagreement
over a clause in the supply agreement. The project manager invites
the supplier for a negotiation with the project team to resolve the
conflict.
Applying the principles of negotiation, for what should the project
manager and team aim?
A. Give up the project objective for a win-lose outcome.
B. Achieve the project objective for a win-lose outcome.
C. Achieve the project objective for a win-win outcome.
D. Achieve the project objective no matter what the outcome.
109. As a project is nearing completion, a struggle between the product
owner and the project sponsor regarding who owns the benefits
derived from the deliverable becomes a matter of litigation.
What should the project manager have done to prevent this conflict
from happening?
A. Identified the project sponsor as a stakeholder at the beginning of
the project.
B. Develop and approve the project charter jointly with the product
owner and the project sponsor.
C. Created a detailed work breakdown structure (WBS).
D. Identified and captured any potential issues in the issue log.
110. Which one of the following is a best practice to ensure that virtual
team meetings are effective?
A. Having the meetings recorded for participants who could not
attend.
B. Work with the virtual team members to determine
communications most appropriate for them given their location and
participation on the project.
C. Prioritizing the agenda with items that require more discussions.
D. Assigning a timekeeper and a note taker, alternating for each
meeting.
111. A project manager is in the execution phase of a project. A newly
identified stakeholder continuously bypasses the project manager to
get feedback from the project sponsor directly, thus escalating
pressure and frustration for all members of the team.
What should the project manager do next?
A. Call a project meeting of all stakeholders to discuss the matter and
develop a suitable action plan.
B. Email the communications management plan to the stakeholder
concerned and point out that they did agree to the plan.
C. Meet the project sponsor and confirm that the project manager
must be the single point of contact.
D. Meet with this stakeholder to update the stakeholder
engagement plan and to understand their communication needs.
112. In the planning stage of an upgrade project, a project manager
benchmarked other recent projects that use the same technology.
The project manager discovered that longer-than-planned outages
occurred in most of the cases due to frequent maintenance
activities.
What will be project manager's next step?
A. Benchmark projects using other technologies to establish a more
objective baseline.
B. Compare other similar technologies and recommend
implementation of another technology.
C. Create a risk item in the risk register and incorporate the
thresholds according to the benchmarks.
D. Discuss the probable downtime with the sponsor and obtain
approval for outages.
113. A distributed team just finished an iteration that completed
complex tasks ahead of schedule. During a retrospective, a new
member interrupts and asks everyone to reiterate their role and
what they have worked on in previous iterations.
What should the project manager do?
A. Refer the new team member to the project management plan.
B. Inform the team member that this would be best handled in
another meeting.
C. Ask each team member to explain their role and what they
worked on in the previous iteration.
D. Ask the functional manager of the new team member to review
the onboarding process.
114. A risk was identified at the beginning of a project, and a response
plan was established. Due to unforeseen circumstances, the
situation is much different than the anticipated risk, resulting in an
even higher level of risk. The project manager has an idea to address
the new risk efficiently, but the response is different from the
original risk mitigation plan.
What should the project manager do?
A. Implement only those responses that are compatible with the risk
management plan.
B. Update the risk management plan and implement the new
response to address the risk.
C. Wait until the next progress meeting to get management approval
for the new response.
D. Implement a contingency response and inform the stakeholders
afterward
115. A project manager is responsible for a 12-month waterfall project
to create a new product. The project is nine months into execution
when a new technology becomes available that would reduce the
project costs by 10%.
What should the project manager do?
A. Update the configuration management plan to include the new
technology as part of the design.
B. Continue working as planned since the new technology was not
part of the project management plan.
C. Create a change request to evaluate the feasibility of using the
new technology.
D. Ask the development team to implement all remaining
components with the new technology.
116. A project manager calls a meeting to identify risks for a
complicated project. Several subject matter experts are invited to
this meeting along with the project team.
Why has the project manager invited the subject matter experts?
A. Subject matter experts have specialized expertise and can help
identify and address high-risk issues.
B. Identifying risks in a meeting with subject matter experts makes
getting better project resources easier.
C. Risks will be easier to accept if the subject matter experts who
attended the meeting work together.
D. The project manager can leverage subject matter experts'
resources to follow up on the identified risks.
117. The Work Breakdown Structure (WBS) of a project has been
completely defined based on past project documentations and
lessons learned. The team is now preparing the cost estimates. For
contingency, the team increased the estimated cost of each activity
by the same percentage. This resulted in the total cost exceeding the
allocated budget before adding the management reserve.
What should the project manager do?
A. Request additional budget for the project.
B. Reduce the percentage increase to reduce the total cost of the
project.
C. Recalculate the contingency reserve based on only identified risks.
D. Allocate a portion of the contingency reserve to the management
reserve.
118. The Quality Management Plan (QMP) calls for regression testing
before each product release, but these tests were not included in the
Work Breakdown Structure (WBS).
What should the project manager do first?
A. Submit a change request to add regression testing work packages
to the project scope.
B. Request extra test resources from the quality assurance functional
manager.
C. Suggest to the project client that regression testing be removed
from the quality requirements.
D. Seek approval from the project sponsor to remove regression
testing from the Quality Management Plan.
119. A project manager is working with a cross-functional team. From
lessons learned, the project manager is aware that this team
typically raises additional requirements that are not in the approved
scope.
What should the project manager do to handle this expected
behavior?
A. Guide the team to manage scope using standard agile
methodology.
B. Escalate to senior management and request replacement team
members.
C. Attend daily standup meetings with the cross-functional team and
key stakeholders.
D. Explain to the team that requirements cannot be changed unless
the budget is not affected.
120. A team member who is unfamiliar with the subject matter is
struggling to complete a complex deliverable.
What should the agile project manager do to ensure that the team
member is able to take on a similar challenge in the future?
A. Ensure that the team member receives adequate training and is
comfortable with the subject matter.
B. Encourage the team member to take on more stories on this
subject matter until they are completely comfortable.
C. Ask the team member to avoid taking on stories on this subject
matter until the person is comfortable with the subject matter.
D. Replace the team member with a more experienced team
member who will improve the team's velocity.
121. An application developer took a story card to work that read
"Customer can pay using credit card". After the implementation, the
functionality was rejected because the application could not accept
foreign credit cards.
What should the project manager have done to avoid this issue?
A. Described the user story in more detail.
B. Scheduled the user story for the next iteration.
C. Performed iterative backlog grooming with the team.
D. Gathered more detailed requirement specifications from end
users.
122. The sponsor notified the product owner that the budget was
approved for a project. However, any additional investment for the
project would have to wait until the next fiscal year. The product
owner is concerned that this will hold up the project.
What should the product owner do?
A. Track the budget based on the release plan and show the value to
the business.
B. Explain that the project is just starting and the budget will need to
be adjusted.
C. Track the budget based on each sprint and remove nice-to-have
deliverables.
D. Ensure that the project manager monitors every invoice from the
project.
123. A project team has been tasked to build a new product. The team
builds the demo first and add features to the initial product. This is
an example of what technical practice?
A. Test-Driven Development (TDD)
B. Continuous Delivery
C. Behavior-Driven Development
D. Spikes
124. A project manager is managing a hybrid project. A stakeholder has
directly contacted a team member and has requested a change. Due
to the request, the team member was distracted from their work,
which caused a loss in productivity.
What should the team member do?
A. Inform the stakeholder that the correct procedure for new
requirements is to provide it directly to the change control board
(CCB).
B. Inform the scrum master regarding the stakeholder's request for a
change and the impact this has had on productivity.
C. Inform the scrum master so that the change can be discussed
directly with the stakeholder.
125. A project is being executed. The project's life cycle is defined as
predictive; however, a major deliverable will be handed over
incrementally to the customer. The assigned resources are
experienced and reliable and are willing to make decisions that the
project manager used to make after each incremental delivery on
other projects.
What should the project manager do?
A. Inform the team that although this is a hybrid environment, the
project manager must still be responsible for making decisions.
B. Consult the product owner about letting the resources make
decisions.
C. Support the decisions of the team and transfer the decision
making responsibility to them.
D. Schedule a steering committee meeting and obtain their approval
on the request
126. A new project has high uncertainty in the cost required for
completion.
What approach should the project manager use to determine the
expected costs?
A. Analogous estimating
B. Statistical techniques estimating
C. Parametric estimating
D. Three-point estimating
127. All quality controls have passed, and a project deliverable is ready
to be released to the customer. However, a change request to add
new quality criteria has been approved.
What should the project manager do first?
A. Update the project management plan.
B. Stop the release of the deliverable to the customer.
C. Use the new quality criteria for future deliverables.
D. Update the risk register.
128. During project closure, the project manager finds it difficult to
obtain successful project completion feedback. Some stakeholders
disagree with the project's success criteria and have been frustrated
with the project from the beginning.
To what should the project manager refer to address these
concerns?
A. Project charter
B. Quality management plan
C. Scope statement
D. Requirements documentation
129. An approved project charter stated that an agile approach must be
used. During a lessons learned session, the client indicates that the
team was unable to provide reliable cost estimates for the project,
and that more time should be allocated to define the scope during
the first iteration.
What lesson should be captured in the lessons learned repository?
A. The client should be exposed to the agile approach in advance to
understand the cost estimating process.
B. The agile approach should not be used if the client requires
reliable cost estimates.
C. During the first iteration of a project, time should be allocated to
define the scope and ensure that reliable cost estimates are
performed.
D. Client communications should be included in the daily standups
130. After stakeholder data and information collection is complete, an
analysis of the collected data begins. The power/interest scores are
plotted for each stakeholder on a set of the axis to provide a
visualization of stakeholder power and interest. There are three
stakeholders that have low power and low interest.
What are the actions for them?
A. They must be kept satisfied by ensuring their concerns and
questions are addressed adequately.
B. They require minimal management effort.
C. They must be kept informed and updated on the project.
D. They must be kept satisfied, but also actively engaged with and
consulted on the project.
131. A project team is faced with deciding on the next steps to take in
order to address recently identified tasks schedule delays. The
project manager expects team members to make the appropriate
decisions for their respectively assigned tasks and proceed to
implement them.
Which type of leadership style is the project manager using in this
instance?
A. Democratic
B. Autocratic
C. Free rein
D. Smoothing
132. A project team just completed an environmental scan and have
uncovered a lot of related hindrances that could potentially affect
the project delivery negatively. The project manager is working with
the team to understand the details of each identified hindrance and
how the hindrances relate to each other, in order to understand the
overall complexity of the project. This will enable the team to arrive
at a plan that addresses the challenges identified.
Which of the following techniques has the project manager used in
this instance?
A. Pareto analysis
B. Critical analysis
C. Systems thinking
D. Total quality management
133. A project manager is part of a project management focus group
working on implementing project management change measures
across the organization so that the benefits of projects can be more
effective and successful.
Which of the following describes the main process (es) for the focus
group to consider in order for effective and successful change to take
place within projects in the organization?
A. An effective organization change process of projects
B. An effective Individual change process of team members
C. An effective regulatory change process of the industry
D. Both A and B
134. In a Digital Transformation project with a very limited budget, it is
needed a mixed profile that dominates the Mainframe and Cloud
computing environment. Reviewing the availability of resources the
only available is Paredes, who is problematic in dealing with
colleagues for personally undermining and not respecting their work.
As a Project Manager, what decision would you make:
A. Add Paredes to the team and always be on his side as he is a vital
resource for the project
B. Add Paredes to the team and get involved in the problems he
causes to fix them
C. Wait 3 months for another resource with the same profile to be
released from another project
D. Add Paredes and do not take sides in the disagreements among
team members
135. A project manager has engaged the sponsor and discussed
concerns regarding noncompliance. The project manager
understands that this could be a potential audit situation.
What should the project manager do?
A. Do nothing and continue to work as before since they will be ab
audit
B. Disengage the noncompliant department. as this is problematic
C. Disclose the source of the problem to the auditors and let them
decide.
D. Gain the commitment and approval from leadership on
noncompliance
136. A project vendor has informed a project manager that an
outsourced project deliverable will be available 6 months later than
the agreed project schedule. The vendor stated that they are
focusing on other project deliverables with priority dependencies,
and this particular deliverable had no stated dependencies.
What should the project manager do to avoid schedule delays in
future?
A. Monitor the dependencies and respond to challenges.
B. Ensure that all new dependencies are finish to start
C. Specify any dependencies if they exist.
D. Conduct a meeting to inform the customer.
137. A project manager is helping an organization transition from
traditional methods to agile. The infrastructure, data warehousing
and enterprise architecture teams operate very differently than the
application development teams.
How should the project manager implement agile in this
organization?
A. Ask every team in the organization to implement same agile
methodology so that one-size-fits-all solution can provide similarity
across all teams.
B. All each team to decide which agile methodology fits best for
them and let them implement different methodologies based on
their needs.
C. Force the top-down transition approach by asking the CEO to
provide support for implementing agile in every team in the
organization.
D. Ask one team to implement scrum as a pilot so that all other
teams in the organization can also implement scrum by learning
from this team.
138. An operation support project, though the support work is going
smooth, a customer is always complaining that they do not have any
visibility on the quality of support work.
How should this customers concern be addressed?
A. Prepare relevant reports and send to customer on a daily basis
and publish the reports on shared folder for future review
B. Request customer to appoint a manager from their area to review
day-to-day activities and agreements reached during all discussions
C. Plan for a recursive governance meeting with customer to present
the progress and publish the data in a shared folder for future review
D. Inform the customer that every day after the most important
discussions have taken place one team member will oversee
updating him
139. A project manager is gathering knowledge related to the project
and product requirements. Which approaches are classified as
explicit knowledge transfer? (Choose 3).
A. Creating a user manual with thorough guidance.
B. Capturing users' experiences to potentially learn from them.
C. Training session arranged by an external company.
D. Reading through the project/product documentation and FAQs.
E. Engaging in job shadowing activities.
140. In a critical project to the organization, one of the contractors
complains that approvals are lengthy and difficult to handle. The
contractor mentioned this as it may affect the project schedule.
What should the project manager do next?
A. Hire additional resources for the team to mitigate this risk.
B. Add this risk to the risk register to be monitored and reviewed.
C. Escalate the risk to upper management as critical for timely
delivery.
D. Discuss this with the team to find options to mitigate the risk.
141. What would be the most effective approach to motivate your
team members?
A. Providing formal awards and recognition to the team.
B. Providing financial incentives to all the team members.
C. Providing the same incentives to all the team members.
D. Providing behavior-specific incentives to team members.
142. A team lead is assigned to an ongoing project. The team members
have been working together for a while.
How should the team lead start building relationships?
A. Distribute tasks and observe the quality of the deliverables.
B. Talk about personal preferences and make sure the team
understands your approach.
C. Ask some team members to share information about other
members to become familiar with the team.
D. Ask the team members directly about both personal and workrelated matters.
143. One in two dispersed teams fails to reach objectives due to:
A. Inability to manage the distributed workforce
B. Conflict management
C. Team purpose identification
D. Distribution of power
144. A new project manager is attempting to enable shared leadership
within their virtual team. Which of the following options should the
project manager avoid?
A. Respect team members’ competencies
B. Loosen the reins and avoid the “responsibility trap”
C. Encourage leadership behaviors
D. Maintain a "natural distance" with the team
145. A project manager in an organization is considering to implement
an agile project delivery. The organization has a very strong PMO and
very well defined change control process.
What should be the main type of change that the project manager
can use as a strong argument for agile delivery?
A. Unplanned changes, like defects repair because agile improves
quality by using incremental delivery
B. Planned changes because in agile the team doesn't follow a plan
and the approval process is much faster
C. Planned changes because in agile the product owner decide
priorities, using an ordered list called Backlog
D. Unplanned changes, like shifting business expectations because in
agile the product owner decide priorities
146. Which of the following is a tactic that a project manager can
employ to effectively monitor the impact of the risk on the project
while monitoring risks?
A. Risk avoidance
B. Risk escalation
C. Risk acceptance
D. Risk reporting
147. During a retrospective meeting, the team realizes that all
deliverables were completed according to the specifications provided
in the product backlog. However, the number of errors found during
testing increased dramatically.
What should the project manager do?
A. Meet with quality assurance specialists to clarify the issue and
seek resolutions.
B. Review the risk management plan to determine the mitigation
strategy.
C. Perform a Monte Carlo analysis to identify possible scenarios and
actions.
D. Register the risk in the risk register and monitor it during the next
iteration.
148. An agile team has been struggling to keep up with the planned
pace, which is frequently resulting in sprint failures. What should the
project manager do to help avoid this situation in the future?
A. Ask the project sponsor to approve overtime to compensate for
the lack of performance while adjusting the plan.
B. Review the velocity of the team over the last several sprints and
adjust the plan accordingly.
C. Replace junior team members with more experienced ones, and
negotiate the project scope to compensate for the budget gap.
D. Switch to a Kanban approach to have better control on the
planned pace by limiting work in progress.
149. The steering committee has asked a project manager experienced
in agile to provide an indication of the time remaining on a mediumsized project. What tools can be used to provide this information?
A. Analysis of the business requirements document
B. A release burndown chart
C. Story points for the remaining user stories
D. Surrogate measurements
150. A transportation company is transforming its operational
processes and the main system this company uses to move freight.
The scope statement is in place. An iterative delivery approach has
been agreed by all stakeholders.
What does the project manager need to do next to help the team
understand the work that needs to be done?
A. Start working on the project management plan with work
packages, a detailed schedule, and work assignments for team
members.
B. Work directly with stakeholders on the work breakdown structure
(WBS) and assign tasks with a required timeline for each team
member to start the work.
C. Work with the team to decompose the scope into a WBS and work
packages in order to create required deliverables and timelines.
D. Create the requirements management plan to outline how project
requirements will be collected, analyzed, and documented, and then
assign requirements to team members.
151. A lengthy, ongoing project exhausts a project team. Due to
deadline issues, the project manager needs to encourage team
members.
What should the project manager do?
A. Review the project charter and propose extending the project
schedule.
B. Provide more recognition and rewards to team members.
C. Discuss the situation with the team.
D. Request additional resources.
152. Due to a recent incident, a dissatisfied stakeholder files a
complaint about a project that has been closed. What can the project
manager do to help resolve this?
A. Execute the relationship management plan.
B. Consult with the project sponsor to manage the dissatisfied
stakeholder.
C. Review the project management information system (PMIS)
archives.
D. Update the risk register
153. During a project steering committee meeting, the project manager
reports that a formerly supportive key team member has become
resistant to and negative about changes. Where this information
should be captured?
A. Responsible, accountable, consult, and inform (RACI) matrix
B. Stakeholders engagement assessment matrix
C. Risk register and issue log
D. Work performance reports
154. A team receives outsourced deliverables and determines that they
do not meet the agreed-upon acceptance criteria. What should the
project manager reference to verify this with the vendor?
A. Procurement management plan
B. Request for proposal (RFP)
C. Statement of work (SOW)
D. Inspections
155. A project must be simultaneously implemented in two countries
with a time-zone difference of 11 hours. The project manager must
determine a mutually convenient time to provide stakeholders with
information on the project's schedule, cost, and performance
progress.
What should the project manager use to determine this?
A. Communication requirements analysis
B. Asynchronous brainstorming
C. Expert judgment
D. Meeting planning skills
156. A project to create a new product is completed and introduced
into the market, but sales are much lower than expected. Analysis
determines that the product is misaligned with the organization's
core competencies.
During what activity should this have been discovered?
A. What-if scenario analysis
B. Business case review
C. Strategic performance evaluation
D. Scope definition
157. A project is being audited to ensure compliance with
organizational policies. What process is being conducted?
A. Audit Schedule
B. Plan Quality Management
C. Control Quality
D. Manage Quality
158. A new warehouse facility is under construction. The project
manager implements team development efforts such as training that
will result in a lower defect ratio.
What should the project manager do next?
A. Introduce a training program.
B. Update the resource management plan.
C. Increase quality control reviews.
D. Add training costs to the budget
159. A company is using Lean Six Sigma methodology on a project.
Midway through the project, an external Lean consultant is invited to
conduct an audit to ensure that the methodology is being properly
applied.
Which process is being employed?
A. Manage Quality
B. Control Quality
C. Perform Qualitative Risk Analysis
D. Plan Quality Management
160. An experienced project manager is preparing a kick-off meeting for
a new service assessment. A high-level description of the service has
been provided.
What should the project manager do first?
A. Develop the project charter.
B. Develop the responsible, accountable, consult, and inform (RACI)
matrix.
C. Define the project scope statement.
D. Create the work breakdown structure (WBS).
161. An issue requires the execution of the project's contingency plan,
which impacts the schedule.
What should the project manager do?
A. Initiate a risk audit.
B. Issue a change request.
C. Review the cost impact.
D. Update the contingency plan
162. A project manager discovers a significant flaw in a major project
deliverable. Which project management process is being performed?
A. Manage Quality
B. Control Quality
C. Plan Quality Management
D. Statistical Sampling
163. A project manager is creating a software project's quality
management plan. While reviewing lessons learned from past,
similar projects, the project manager discovers that rework due to
quality issues resulted in cost overruns.
What should the project manager do to ensure that quality is
addressed throughout the software development life cycle?
A. Conduct recurring retrospectives to regularly check on the
effectiveness of quality processes.
B. Assign a resource to focus solely on the project’s quality.
C. Ensure that quality is tied to performance reviews.
D. Identify new quality policies and procedures for the project.
164. In an agile development environment, when should a risk analysis
be performed?
A. Before the start of each iteration
B. During the daily standup meeting
C. In the retrospective meeting
D. After every scrum meeting
165. A project manager engaged in the delivery of a global project is in
the process of recruiting a project team.
After the team is formed, what should the project manager do?
A. Send a welcome email and host a team introductory event with
the team members so they get to know each other.
B. Send a project management plan and charter to team members to
familiarize them with project goals and procedures.
C. Arrange a meeting for team members to discuss any concerns
regarding requirements and project scope.
D. Send the team members a survey to learn more about each
member, share the results via email.
166. Some team members assigned to a new technology project
expressed their lack of knowledge about the technology and the
challenges they will face during implementation. What should the
project manager do?
A. Due to the project due dates, replace the members with more
knowledgeable staff.
B. Ask the team members to do some research and self-learning
efforts about the technology.
C. Reallocate the members to work on and complete different tasks
for which they have experience.
D. Reassure the team members that a training path is in place to
learn the new technology
167. A project team is in the process of identifying the benefits
associated with two projects in order to choose the one that will
deliver more business value. The task at hand involves analyzing
which project will help the company meet its compliance and
regulatory requirements more easily as well as improve customer
satisfaction more.
Which of the following best describes the category of the benefits
being analyzed in this task?
A. Quantitative benefit
B. Qualitative benefit
C. Quality benefit
D. Real benefit
168. What interpersonal skills that a project manager or team needs to
monitor stakeholder relationships, evaluate engagement strategies,
and modify these approaches as needed?
A. Active listening, leadership, and cultural and political awareness
B. Coaching, decision making, cultural and political awareness
C. Active listening, team building, leadership, and networking
D. Networking, influencing, and cultural awareness
169. When managing a strategic project for their organization, what
four tools should a project manager use for risk analysis? (Choose
four)
A. Brainstorming
B. Inspection
C. Risk checklists
D. Product evaluation
E. Interviewing
F. Decision tree analysis
170. A project is implementing three magnetic resonance imaging
(MRI) units for the main hospital. One of the MRI units has passed
acceptance testing and the other two are in the build stage. The
customer submits a change request to implement a fourth MRI unit.
Which technique would produce the most accurate delivery estimate
for the additional unit?
A. Analogous
B. Bottom-up
C. Parametric
D. Relative
171. In a retrospective meeting, Alan, the junior of the team is
enthusiastic about all the topics being discussed and takes notes of
everything, while Walter, the senior, interrupts continuously, shows
no interest and complains about not being able to continue with
code-development. How would you describe the situation?
A. Alan is a Learner and Walter is a Prisoner
B. Alan is a Explorer and Walter is a Vacationer
C. Alan is a Shopper and Walter is a Rebel
D. None of the above
172. A project manager has made compliance-related changes by
adopting a new project delivery approach. During external validation,
an audit revealed that some of the component work did not conform
to the organization's standards.
What should the project manager have done?
A. Executed only compliant deliverables.
B. Clarified interpretation of compliance guidelines.
C. Translated business requirements to design.
D. Researched regulations in the public sector.
173. A project manager is working on a new compliance project that is
different from regular projects as it will involve multinational
partners and several government departments. The project will
result in the adoption of new standards and procedures.
What must the project manager do from the onset?
A. Ensure that the business requirements are defined and met
B. Ensure solution design is available from the start of the project
C. Ensure execution and handover are done effectively
D. Ensure the interpretation of compliance guidance and validation
174. A project team recently experienced delays due to noncompliance
which have made the project schedule less flexible and increased risk
to cost and poor quality. The team is brainstorming about ways to
avoid this in future.
What is most far-reaching implication for the organization if this
noncompliance is not resolved?
A. Business survival and continuity
B. Unhappy clients or end users
C. Slower response to system
D. Fines and penalties
175. A large infrastructure organization is reviewing and standardizing
project tools and techniques.
Regarding the question “When should the decision be made to take
corrective action?” which process group can this question come
from?
A. Initiating Process Group
B. Planning Process Group
C. Executing Process Group
D. Monitoring and Controlling Process Group
176. Some of the stakeholders of a project in a financial institution are
worried about the project not being well managed. And ask project
manager to produce monitoring
Which knowledge area out of 9 knowledge areas project manager
can skip from Monitoring and Controlling?
A. Project Procurement Management
B. Project Integration Management
C. Project Communication Management
D. Project Human Resource Management
177. A project leader is on a very complex project, which is in the
middle of a sprint. A stakeholder comes across the project manager
and informed them about a requirement and proposed to call a
meeting to inform team members.
What should the project manager do?
A. Call a meeting with the stakeholder and a team member
B. Ask the stakeholder to come to the war room and explain the
requirement to the team
C. Call a meeting with the stakeholder an all team members
D. Add to the product backlog to be treated in next iteration
178. A product owner has requested to incorporate embedded
functionality for the patient portal in the next sprint. The team
decided to perform an Affinity Estimation session to define how
much value will be delivered.
Which role is responsible to facilitate the session?
A. Product Owner
B. Scrum Master
C. Developer
D. Stakeholder
179. Exposing team members to behavioral models helps to obtain a
good level of maturity and allows the team to work well together.
Using the DISC behavior model, what characteristics best describe
the Influence Style?
A. Direct, result oriented, firm, can be seen as intimidating
B. Outgoing, enthusiastic, optimistic, can be seen as overly optimistic
C. Accommodating, patient, humble, tactful, Can be seen as
indecisive
D. Analytical, reserved, precise, can be seen as halting process
180. A project manager is in a successful automotive company with
high quality standards. The project manager needs to ensure that
they create a high-quality WBS.
Which of the following is not a key characteristic of a high quality
WBS?
A. Deliverable oriented
B. Hierarchical
C. The 100% rule
D. Customer focused
ANSWERS
1. Solution: B. Encourage the new stakeholder to convene with the
product owner to review pertinent information.
In agile environment, the product owner must work closely with
stakeholders, teams, and customers to define the product direction.
The project manager's next steps should be to encourage the new
stakeholder to convene and engage with the product owner to review
pertinent information.
The other answer choices are incorrect. These options do not address
the key stakeholder which is the product owner in this case.
2. Solution: A. Described the user story in more detail
In order to avoid this situation, the user story should have been made
available in detail to capture the requirement for foreign credit card
acceptance.
The other answer choices are incorrect they would not have helped
the project manager avoid the situation, rather they are iterative
steps in an agile approach.
3. Solution: B. Force
If there is a conflict it is the customer's needs that must be prioritized.
Everyone in the team must have the same goal: deliver value to the
customer. Hence, Force is the right technique.
The plan can't afford different solutions that do not deliver value to
the customer.
4. Solution: C. Meet with stakeholders to agree on a communications
management plan
In a hybrid environment, communication problems are the
responsibility of the project manager to solve and not the
stakeholders.
All other options are also valid but on priority communication
management plan with stakeholders has to be agreed upon.
5. Solution: C. The team that completes the most stories selected
from the sprint backlog. As per Agile, team that completes the most
stories from the backlog delivering working software is the performer
team. Performance must not be measured just on velocity or story
points.
6. Solution: B. Challenge the team to find new ways to achieve higher
levels of performance to improve the situation
Agile practices always encourages the team to find new ways of
working to achieve higher levels of performance. Hence this option is
correct.
As the team is newly formed, the Project lead is expected to educate
the team members on new agile practices with the help from the
Scrum Master and not allow the team members to analyze the
situation on their own. Hence this option is incorrect.
As the team is new, speaking to the individual team members on what
they would like to do is inappropriate It is for the Project lead and the
Scrum Master to provide enough guidance and motivation to the
team members. Hence this option is incorrect.
It is expected for the Project lead to go with solutions to the senior
management and seek their recommendations. Hence this option is
incorrect.
7. Solution: C. Inform the scrum master regarding the stakeholder's
request for a change and the impact this has had on productivity
The team member approaching the Scrum Master is the correct
choice, as it is the role of the Scrum Master to make sure that any
obstacles and impediments are removed from the team.
The Scrum Master should now make sure there is no further loss of
productivity to the team through any means in the future.
The Scrum Master does not have the authority to discuss the change
directly with the stakeholder in Agile Projects. It is the team that is
responsible for requirements. Hence this option is not correct.
The team member should not be involved in advising the stakeholder
on any kind of process related ideas like providing the new
requirements directly to the change control board [CCB] or sending
the requirements directly to the Project Manager. Hence these two
options are incorrect.
8. Solution: B. Determine cross-dependencies and plan a spike in the
next sprint
Within a complex program/project it’s critical to identify external and
internal dependencies and keep a track on them accordingly which is
the top priority and focus for the Project Manager. Failure to do so
can result in not meeting the objectives.
Determining the risks and identifying a resolution, informing
stakeholders about the delay, addressing the gaps in communication
management are something that can be done in parallel.
9. Solution: B. Resource histogram
A resource histogram, by definition defines resource requirements
over time.
Resource assignments take place once the need for resources has
been determined and available resources have been identified.
The Project organization chart and Responsibility assignment matrix
will not identify the need for resources nor for what duration are they
needed.
10. Solution: D. Manage Quality
PMBoK Sixth Edition Chapter 8 Section 8.2 states: "Manage Quality is
the process of translating the quality management plan into
executable quality activities that incorporate the organization's
quality policies into the project. The key benefits of this process are
that it increases the probability of meeting the quality objectives as
well as identifying ineffective processes and causes of poor quality.
Manage Quality uses the data and results from the control quality
process to reflect the overall quality status of the project to the
stakeholders. This process is performed throughout the project.
Manage Quality is sometimes called quality assurance, although
Manage Quality has a broader definition than quality assurance as it is
used in non-project work. In project management, the focus of quality
assurance is on the processes used in the project. Quality assurance is
about using project processes effectively. It involves following and
meeting standards to assure stakeholders that the final product will
meet their needs, expectations, and requirements. Manage Quality
includes all the quality assurance activities, and is also concerned with
the product design aspects and process improvements. Manage
Quality work will fall under the conformance work category in the cost
of quality framework.
The Manage Quality process implements a set of planned and
systematic acts and processes defined within the project's quality
management plan that helps to:
Design an optimal and mature product by implementing specific
design guidelines that address specific aspects of the product,
Build confidence that a future output will be completed in a manner
that meets the specified requirements and expectations through
quality assurance tools and techniques such as quality audits and
failure analysis. Confirm that the quality processes are used and that
their use meets the quality objectives of the project and improve the
efficiency and effectiveness of processes and activities to achieve
better results and performance and enhance stakeholders’
satisfaction.
The project manager and project team may use the organization's
quality assurance department, or other organizational functions, to
execute some of the Manage Quality activities such as failure analysis,
design of experiments, and quality improvement. Quality assurance
departments usually have cross-organizational experience in using
quality tools and techniques and are a good resource for the project.
Manage Quality is considered the work of everybody—the project
manager, the project team, the project sponsor, the management of
the performing organization, and even the customer. All of these have
roles in managing quality in the project, though the roles differ in size
and effort. The level of participation in the quality management effort
may differ between industries and project management styles. In agile
projects, quality management is performed by all team members
throughout the project, but in traditional projects, quality
management is often the responsibility of specific team members"
The distractors are correct. The correct answer is: "Manage Quality"
11. Solution: B. Stop the release of the deliverable to the customer
If a new quality change has been approved after the project
deliverable is ready, the deliverable will not meet the new quality
requirements and should not be released to the customer. The new
quality criteria should be used for all deliverables, not only future
ones. The risk register would contain risks associated with quality;
however, a quality change has been approved. The question did not
state a new quality risk has been identified. Updating the project
management plan would require an approved change, which may be
the case here, but that is not the first thing the project manager
should do.
12. Solution C. Nominal group technique expands on brainstorming
with voting to rank ideas for prioritization or further brainstorming. It
enhances understanding with all individuals, who then vote privately
to prioritize the ideas. An affinity diagram classifies ideas but not
prioritize them. Multicriteria decision analysis will rand decisions with
predefined criteria, which may not exist.
13. Solution: A. Forming
The earlier a project manager instills motivation during the
forming/develop team stage, the team can collaboratively build on
the positive foundation. Forming sets the tone for the duration of the
project.
Storming phase, team members may be busy with their internal
conflicts.
Norming Phase, team members may settle down with their conflicts
and busy with their priorities of work.
Performing phase, the team will perform and deliver the projects.
So, it is better to put the focus on increasing team motivation at
forming phase.
14. Solution: A. Maintain a laissez-faire leadership style with the
team, but use a transactional style to give firm guidance to the
graduate
The graduate is in need of authoritative and stable guidelines and
positive feedback while the team must not lose their autonomy to
maintain motivation.
Collaborative servant leadership approach is used for increasing team
gel and motivation.
Without mentor it is difficult to learn through an insensitive
immersion.
Asking three team members to share the mentor role is not an
effective way.
15. Solution: C. Systems thinking
The Project manager by looking at the connections between the
different hindrances to have a full understanding of the picture used
system thinking.
Total quality management (TQM) is the continual process of detecting
and reducing or eliminating errors in manufacturing, streamlining
supply chain management, improving the customer experience, and
ensuring that employees are up to speed with training.
The Pareto Principle states that 80 percent of a project's benefit
comes from 20 percent of the work. Or, conversely, that 80 percent of
problems can be traced back to 20 percent of causes. Pareto Analysis
identifies the problem areas or tasks that will have the biggest payoff.
16. Solution: D. None of the above
Scrum master in agile normally lead like a servant leader. So none of
the above is the right answer.
17. Solution: A and E. Risk checklist and diagramming techniques
18. Solution: B and C. Develop a good relationship with the project
team and understand the politics and personal interests of the
stakeholders.
Negotiations, including agreements, require people skills rather than
good planning. Although having good Communication and Risk plans
as well a clear project schedule may help those are outcomes of the
negotiation. Agile is not a silver bullet and it is not always the best
option for project delivery.
19. Solution: A and D. Separate the people from the problem and
Focus on positions, not interests
The most important aspects in negotiations are people, their
personalities and interests. Separating the negotiations on the source
of conflict rather than personal interests is the main success factor.
Delegating is a sign of weakness and although playing politics is an
important aspect of project management, the project should put the
projects scope above politics.
20. Solution: D. Took action based on the senior management's
power to act
Use the Law of Authority to establish your own credentials or
credibility early in the negotiation process. When establishing your
approach or explaining how or why decisions have been made, link
your position to known, respected sources in order to garner
credibility.
21. Solution: B. Acted in a manner that was consistent in the use of
words and actions
Law of Commitment and Consistency can be called “Get the other
person saying ‘yes,’ immediately.” This occurs when one party asks
the other side to make a number of “small” decisions that lead to only
one obvious conclusion: to accept the general concession.
The approved project charter formally initiates the project.
A project charter may still be used to establish internal agreements
within an organization to ensure proper delivery under the contract.
The Project Manager has to negotiate project agreements. Project
Manager has to persuade the Stakeholders and achieve acceptance.
The correct answer is: "Acted in a manner that was consistent in the
use of words and actions."
The Distractors are accepted.
22. Solution: C. Meet with the product manager to create a backlog
with the missing requirements.
Working in a hybrid environment requires team collaboration to
define stories and prioritize them. The project manager should work
with the product manager to create a backlog for the missing
requirements to minimize project timeline delay.
The other answer choices are incorrect. Canceling the project will
derail all efforts thus far and a budget increase may not be feasible.
23. Solution: A, C, E and F. Implement regular status reporting,
develop a highly detailed project management plan, Expand senior
manager involvement and Implement frequent quality reviews.
24. Solution: D. None of the above
* Explorers – Are eager to discover new ideas and insights. They want
to learn everything they can about the iteration/release/ project.
* Shoppers – Will look over all the available information and be happy
to go home with one useful new idea
* Vacationers – Aren’t interested in the work of the retrospective but
are happy to be away from the daily grind.
* Prisoners – Feel they have been forced to attend and would rather
be doing something else.
25. Solution: A and C. Traceability improves but requirements will
likely remain fragmented and some of these requirements may not be
completed as part of the project itself.
Since the regulatory changes are multiple dimensions (technical, legal,
organizational, control) that most likely cannot be managed in a single
branch of the WBS.
26. Solution: A. Acts as coordinator for the resources and activities
Since the team has decided to include compliance as inputs, it is
assumed that project environment is agile based and so, the best
action for the Project Manager is to determine the necessary
approach and support the team as coordinator. Hence this choice is
the correct answer.
In an agile environment, the project manager is a servant leader
involved in removing obstacles and impediments for the team, and
the team performs all development activities. Hence all other options
are incorrect.
27. Solution: D. Define and share work agreement with the needed
team to coordinate activities effectively
An important part during planning phase is indicating how others may
interact with the team and define this in a working agreement.
Making the team learn or asking the project sponsor to assign
resource will lead to delays and/pr deterioration of quality of work.
28. Solution: B. Agile takes time to implement, but is more suitable to
implement agile and then move to hybrid
29. Solution: A. At the start of the project
The requirements management plan should be implemented at the
start of the project not in the planning phase or prior to executing or
after customer.
30. Solution: D. Discuss this with the team to find options to mitigate
the risk
The correct answer is to discuss this with the team to find options to
mitigate the risk. The project is critical to the organization; therefore,
the team should explore mitigation options. Risk mitigation is a risk
response that involves decreasing the probability or impact of a
threat.
The other answers are incorrect because the team should consider all
options before making decisions. Hiring additional resources for the
team could potentially increase the project cost and does not
guarantee decreased schedule impact. Being that the project is critical
to the organization, adding the risk to the risk register for reviewing
and monitoring does not address the issue thoroughly and is a slow
process. Escalating the risk should only be done if the team fails to
find an acceptable solution, if the threat is outside the scope of the
project, or if the proposed response would exceed the authority of
the project manager.
31.Solution: A. Discuss the resource allocation with the team member's
functional manager.
The project manager should identify the issues and collaborate with
relevant stakeholders to resolve them. The functional manager
would be the appropriate stakeholder to discuss resource allocation.
The other answer choices are incorrect because they do not focus on
the project manager seeking a resolution for the issue, but rather
suggest team member removal and responsibility deflection.
32.Solution: A. Update the communications management plan.
If there is a change in project stakeholders, the communication plan
must be updated immediately. This is what the senior project
manager should do next since the customer's project manager has
resigned. This way, the customer's replacement project manager will
be aware of how to communicate and the key stakeholders will be
kept up-to-date on new information.
33.Solution: D. Arrange a virtual team kickoff meeting with the
stakeholders.
The appropriate response for the project manager, in this case, is to
use virtual spaces to make a geographically distributed stakeholder
team work together. It is important that all key stakeholders are
present because kickoff meetings are held at the outset of a project
to formally set expectations, gain a common understanding, and
commence work. For this type of project, this will be an ongoing
problem and thus it is important that the project manager
establishes early on so that geography will not be an issue.
Holding the kickoff meeting with available stakeholders is not the
correct choice since important information will be addressed and the
project can get started. Further, updating others later will only delay
the project if they are critical stakeholders. This practice may be
expected for all meetings moving forward and does not set a good
precedent.
Postponing the kickoff meeting is incorrect as this will be an ongoing
problem that will not solve itself. It will also delay the project and
continue to impact the project.
As the stakeholders travel extensively, getting their time for one-onone sessions may not be possible. Even if a one-on-one meeting is
possible, it does not replace a kickoff meeting, which is intended to
include all key stakeholders.
34.Solution: B. Conduct procurement performance reviews on a regular
basis with all contracted vendors to ensure that products and
services are all delivered or will be delivered on time and as per the
agreed-upon contract.
Conducting regular formal reviews is the most proactive option that
the project manager can take. This will ensure that quality of the
delivered/rendered products and services are as per expectations
and in accordance to the signed procurement contract.
35.Solution: D. By reviewing the stakeholder engagement assessment
matrix
Stakeholder engagement assessment matrix supports comparison
between the current engagement levels of stakeholders and the
desired engagement levels required for successful project delivery
and will be the best tool to assess the stakeholders' current
engagement levels.
The other answer choices are incorrect. Communications
management plan establishes how, when and by whom information
of about the project will be administered and disseminated, and
doesn't help in assessing the stakeholder engagement level. Issue log
is where all the issues are recorded and tracked. It doesn't have
stakeholder engagement details. Getting key stakeholders to submit
a signed declaration doesn't help in assessing the stakeholders'
engagement level.
36.Solution: C. Schedule a meeting with the stakeholder and product
owner to discuss the request.
The project manager should schedule a meeting with the key
stakeholder and the product owner so that the concern can be
discussed and addressed.
The other answer choices are incorrect. The daily standup meeting is
for checking the progress of the sprint and addressing the team
member's issues/challenges. Issues with requirements are not
discussed in this forum. Altering the backlog is also not an option for
the project manager. Backlog is owned by the product owner and
only product owner is authorized to make changes to it. Cancelling
the current sprint would be a drastic action.
37.Solution: C. Involved relevant stakeholders in the project planning
The project manager should involve the relevant stakeholders in the
project planning. This will address the issue of requirements not
captured in the project management plan.
The other answer choices are incorrect. Managing expectation from
stakeholder will not help in resolving requirements that are not
captured during project planning. Developing a change management
plan will not help in resolving requirements that are not captured
during project planning. Seeking expert judgement in the project
scope design will also not help to get correct requirements captured
during project planning.
38.Solution: A. Analyze changes with the team and go through the
formal change control process.
Before submitting a formal change request, the project manager
should analyze the impact of the change with the team.
39.Solution: B. Submit a change request to the Change Control Board
(CCB) for final approval.
Legislative compliance requirements must be met. Changes
pertaining to compliance require the project manager to submit a
request and seek approval from the CCB.
The other answer choices are incorrect because they do not suggest
that the project manager submit a change request or deny the
change required by the latest legislation.
40.Solution: C. Register the delay in the issue log and develop an
immediate action plan.
This is a clear issue and the project manager should document it in
the issue log, and then the action plan should be created.
The other answers may be required but should come after the action
plan is created.
41.Solution: C. Review the project's communications management plan
with the project team and update as necessary.
The stakeholder was acting on unofficial information. The
communication management plan, if created properly, will avoid this
situation and ensure that the correct messages are sent to different
stakeholders. After addressing the short-term issue, the project
manager should address it long-term by reviewing and updating the
communication management plan.
The other answer choices are incorrect. Issuing the memo and
including the stakeholder in the project status mailing list will not
solve the incorrect unofficial information from being sent out.
Revising the status report is not an appropriate response because
the project is still on track.
42.Solution: A. understand the reason for the disagreement and submit
a change request to the change control board if appropriate.
Test criteria should be aligned and agreed upon by stakeholders, and
change request should be made if necessary. It is important for the
project manager to understand the reason for the disagreement and
submit a change request to the change control board if appropriate.
The other answer choices are incorrect. Making a plan to change the
test criteria needs to be approved by the change control board
before it can be implemented. Keeping the validation test criteria
unchanged or going ahead with the original test criteria may affect
the quality of the new product.
43.Solution: B. Review and update the stakeholder register.
The stakeholder register contains details of the project's
stakeholders and provides an overview of their project roles and
their attitude toward risk on the project. The project manager should
review and update the stakeholder register and begin to build
rapport.
The other answer choices are incorrect. The resource manager is an
individual with management authority over one or more resources,
and will not know all project stakeholders; asking for expert
judgment of the sponsor will not help the project manager learn
about the project stakeholders; updating the communication plan
will not allow the project manager to familiarize themselves with the
project stakeholders.
44.Solution: B. Conduct a workshop with the project steering
committee to review the new regulation and find a resolution.
The project manager needs to work with the project steering
committee to find a resolution and ensure compliance with the new
regulation
The other answer choices are incorrect. Proceeding without
addressing the new regulation will result in non-compliance upon
project completion. The project manager should not ask for new
funds or leverage the contingency reserve without getting the
approval of the change control board.
45.Solution: C. Analyze all change requests raised during each country's
deployment at a global level prior to implementation.
Analyzing all change requests raised during each country's
deployment at a global level prior to implementation would have
helped avoid this situation.
The other answer choices are incorrect. Several countries are
deploying the same solution, any impact analysis must take into
account all the countries and not only the one which raises the
request. Changes are acceptable within the project, but they must be
managed appropriately. Getting the country to pay for any change
request is not the appropriate action.
46.Solution: D. Consult the terms and conditions in the vendor contract.
Since there is a contractual disagreement, the project manager
should check the contract documentation to confirm the terms and
conditions.
47.Solution: C. Ensured the final product is transitioned to a different
group or organization to take care of the software during its life
cycle.
As the project received administrative closure, the project manager
should have ensured that all deliverables, including the new
software program, be handed over to a different group or
organization that will operate, maintain, and support it throughout
its life cycle.
The other answer choices are incorrect. Asking the team members to
stop answering or addressing questions or including the activity to
support the tool after production release are not a part of the
project closure activities. Communicating to the rest of the
organization formally is done only after the project closure is
obtained.
48.Solution: B. Analyze the impact of the legislative changes.
Proactive monitoring of external situations/happenings is key to
embracing changes (which are mandatory or optional) for project
success. The project manager should analyze the impact of the
proposed legislation. This will be needed by the product owner to
prioritize the backlog and raise change (if needed).
The other answer choices are incorrect. Focusing only on completing
the activities as per backlog will be a risk to the project. If the
proposed legislation goes ahead, the project has the risk of being
non-compliant.
Without proper change approvals, the project manager can't instruct
the team to proactively initiate change in the next sprint. Without
proper scope change approvals, the additional budget will not be
granted.
49.Solution: D. assess the impact of this replacement, and make further
resource adjustments where necessary.
The project manager should assess the impact of this replacement,
and make further resource adjustments where necessary to ensure
the project timelines are not affected by this replacement. The team
should be fully independent, and be empowered to make their own
decisions on their team membership.
The other answer choices are incorrect. The options to raise this
stakeholder concern as a risk and seeking their functional manager's
guidance do not empower the team and do not ensure successful
project delivery. The option to reverse the decision would also be
counterproductive to the earlier decision taken and further
disempower the team.
50.Solution: A. Discuss this delay at the next team standup meeting.
The agile team is empowered to discuss and agree on actions to
address delays. The only correct option is to discuss this at the next
team meeting. The options on requesting additional resources,
excluding functionality and even replacing team members should be
discussed and agreed as a team first.
51.Solution: C. Ask the team to re-assess their effort estimates in the
iteration planning session.
The team learns from previous iterations how to do things better.
The actions to address any shortcomings are taken as part of the
next planning session. The next action should be to assess whether
the team now has sufficient experience to perform the tasks within
the planned timeframe for the next iteration.
The other answer choices are incorrect. The options to seek
additional training and reprioritize the product backlog may not
affect the team's ability to complete in the next iteration. The option
to ask the sponsor to approve delayed timelines is also unnecessary
if the team assesses that it now has the necessary experience to
complete the next iteration within schedule.
52.Solution: D. Ask project teams A, B, C, and D to identify critical
dependencies, risks, and major milestones.
Identifying risks early in a project is a critical success factor. With
multiple project teams working together, it's important for the
project manager to identify dependencies, risks, and milestones and
their impact on different projects' critical paths.
The other answer choices are incorrect. Hosting a team-building
event and having a metrics dashboard are good to have activities,
but they are not a priority compared to identifying critical
dependencies. Projects would be expected to have different
priorities, but project teams should collaborate toward a common
outcome for the program.
53.Solution: A. Why is this project being done?
Answering why the project is being done would explain the purpose
of the project.
The other options are less of a priority for addressing the project
vision and purpose.
54.Solution: C. Update the risk register and review risks with the team
on a regular basis.
The correct answer is to update the risk register and review risks
with the team on a regular basis.
The project manager should update the risk register and review the
risks regularly with the team to ensure the mitigations are in place.
The other answer choices are incorrect because it is not possible to
eliminate all risks; discussing risks in retrospectives and daily
standups is not appropriate as those meetings are not meant to
discuss risks regularly.
55.Solution: D. The project manager.
The project manager is responsible for removing impediments and
creating a conducive work environment. A critical role for the project
manager is to maximize delivery by removing impediments to their
progress. This includes solving problems and removing obstacles that
may be hampering the project team’s work. By solving or easing
these impediments, the project team can deliver value to the
business faster.
Projects can be challenging from the perspectives of technical
challenges, environmental influences, and interpersonal interactions.
Supporting project team members through problem solving and
removing impediments builds a supportive culture and leads to a
trusting and collaborative environment.
56.Solution: B. Meet as a group to assess what is possible to complete
by the new timelines.
The project manager should have the team assess the situation to
determine whether the project can be delivered earlier.
The other answer choices are incorrect. Committing additional
resources depends on the team's risk and action assessments; telling
the client it is not possible without assessment of the new timeline is
not the best strategy; and conducting a retrospective meeting does
not help with the current client request.
57.Solution: B. Remind the senior team member to adhere to the
team's working agreement.
The project manager should remind the senior team member of the
team's working agreement and ensure they stick to it.
The other answer choices are incorrect. The project manager should
first try to resolve this situation with the senior team member.
Having other team members cover is also not sustainable and affects
team dynamics. Removal requests are a form of escalation, and is
done only if the Project Manager is unable to resolve the current
issue.
58.Solution: B. Identify the competency gaps and collaborate with the
HR manager for options.
The best option to resolve the situation is to work with the HR
manager to identify the gaps and relevant solutions.
All the other options are important but do not work towards a
solution for the current situation.
59.Solution: B. Hold an orientation to ensure both parties share the
same understanding of project goals and requirements.
The best option is to hold an orientation or kick-off meeting where
all parties have the same understanding of the work goals,
requirements, taxonomy and the general approach, including
timelines.
It is important to integrate such key partners in your team by
providing information, criteria, expectations, and critical items,
responsibilities to avoid future issues or impasses.
The other options to delegate or retain key decisions are both
subjective on the specific scenario and may not be correct in all
scenarios. The option to submit the communication matrix to have
all parties known is not always required and is not as important as
having the orientation meeting.
60.Solution: A. Speak to the team member, understand the problem,
and ask the team member to work on corrective actions.
Understanding and showing empathy for a disengaged team
member is very important for a project manager. The project
manager should speak to the team member, understand the
problem, and ask them to work on corrective actions to ensure
engagement.
The other answer choices are incorrect. These options suggest the
project manager should take action without first understanding the
issue the team member is experiencing.
61.Solution: C. Perform a stakeholder analysis and prepare a
communications management plan.
The project manager should perform stakeholder analysis, identify
all the stakeholders as well as their communication requirements,
and prepare the communications management plan.
The other answer choices are incorrect. Meeting with all
stakeholders face-to-face on weekly basis is a good idea, but it may
not be practical. Also that may not be the appropriate method and
frequency for all stakeholders. Reviewing historical data is good
practice and can guide the project manager, however, project
manager will still need to identify all stakeholders of this project &
each stakeholder's communication. requirements/preferences.
62.Solution: A. Help the project sponsor understand the different tools
and techniques available and why this one was selected.
Each agile practitioner is empowered to train and mentor
stakeholders in the organization to help them understand the
process and participate effectively.
The other answer choices are incorrect. A project sponsor cannot be
thought of as an impediment on an agile project. This would break
the fundamental trust model. It is against the agile principles of selforganization and servant leadership to dictate process without any
buy-in from the teams doing the work.
Pausing the project is incorrect because it breaks agile process and
implies that the entire backlog of work has to be approved ahead of
time. This would effectively create a waterfall project without agility
or thoroughness.
63.Solution: D. Work with the legal department and other applicable
departments to review the processes that support the project
delivery.
The project manager should work with the legal department and
other applicable departments to review the processes that support
the project delivery. Servant leaders facilitate and remove
organizational impediments and coach teams in agile.
The other answer choices are incorrect. Advise senior
management..." This option will cause further delays in the project
given the time it will take to introduce agile practices to the entire
organization. Furthermore, the approach does not focus project
effort. "Continue with organizational..." In this case avoiding the
issue will not result in resolving the issue which will cause more
negative impacts on the project. "Inform the customer..."
Transference of responsibility for the issue to the customer is
inappropriate as the Project Manager must facilitate and remove
obstacles not other stakeholders.
64.Solution: C. Help the team members collaborate and resolve their
problem together.
Conflict between team members should be dealt with among
themselves. The opinions of the team members should be valued
and made transparent in the process. The project manager should
encourage them to collaborate to solve their issue and should
intervene if the conflict cannot be resolved.
The other answer choices are incorrect because they do not directly
help resolve the conflict. Calling for separate meetings,
understanding the impact of the conflict, and discussing in a
retrospective meeting delay resolution and don't encourage the
team members to unite.
65.Solution: B. Coach the product owner on how to prioritize product
specifications.
The project manager should coach the product owner on how to
prioritize product specifications. Project managers should act as a
facilitator, becoming impartial bridge-builders and coaches, rather
than making decisions for which others should be responsible.
The other answer choices are incorrect. They do not support the idea
that the project manager should coach the product owner to fill in
missing knowledge gaps.
66.Solution: B. Included the transition plan as a deliverable in the
project closing process.
The organizational structure would have already been revised as the
project manager is currently executing the operations. To enable
proper responsibility transfer from the project to the new business
function, the recruitment process which is part of transition planning
should be included by the project manager at the beginning of the
project
67.Solution: A. Ensure team members attend daily standup meetings to
discuss the impediments.
The project manager should ensure team members attend daily
standup meetings to discuss the impediments. Project managers
should build their servant leadership skills of facilitation, coaching,
and impediment removal.
The other answer choices are incorrect. These options suggest
documenting the issue and taking action later; extending daily
standups which is time-consuming; and escalating the issue and
deflecting responsibility to the sponsor.
68.Solution: B. Assessed the internal and external regulatory
environments.
At the beginning of the project, understand the regulatory
requirements based on the type of project and the industry will
allow the team to include tasks in the plan geared to meeting the
requirements, ensure enough resources are allocated to addressing
the requirements and reducing the amount of rework that would
result from not doing the assessment.
69.Solution: B. Identify the cause of the morale issue.
The new project manager should first gather additional information
to identify the root cause of the low morale issue. Hence this option
is the correct answer.
The other answer choices are incorrect. Increasing the supervisor's
level of authority or modifying the role of the supervisor in the
project or speaking with the supervisor and updating the project
issue log will not improve the senior supervisor's morale.
70.Solution: B. Observe the team members' interactions and talk with
them about their complaints before applying a conflict resolution
technique.
The project manager must first analyze the conflict between the
team member before implementing conflict resolution techniques.
The other answer choices are incorrect because they promote hiring
external resources (agile coach), escalating the issue, and taking
action without first assessing the situation.
71.Solution: B. Set expectations with the stakeholders regarding what
agile is, the approach, and that they will be seeing a small amount of
functionality.
Since it is the stakeholder's first time with agile, the project manager
should set the stakeholders' expectations on what agile is, the
approach (which is that you will deliver the project in small
increments that build on all the rest) in the context to what is done
72.Solution: C. Evaluate the issue and apply conflict resolution
techniques.
Conflict is inevitable in projects, the success of any project manager
in managing a team is dependent on how well he manages the
conflicts. Conflict resolution has many tools including force /direct or
collaborate /problem-solving. The project manager has to evaluate
the situation of the given team's
matrix and charter to gain insight and use conflict resolution
techniques accordingly.
73.Solution: B. Review the team velocity records and observe the team
and interactions between the team members.
As the new project manager joins the existing team , they should
simply observe to understand the dynamics and nature of the
existing team. If there is dysfunction, all the more important to
observe, and then take action once there is a better understanding
of the team.
The other answer choices are incorrect. Implementing plans that the
project manager is not fully aware of before getting to know the
team may have adverse effects; listening to the most vocal team
member does not take into account the thoughts of the entire team;
and observing the team to remove a member is not the primary goal
of the new project manager.
74.Solution: C. Burndown chart, user stories, and retrospective notes
The project manager should use the burndown chart, user stories,
and retrospective notes for planning the duration of the next
release. A burn down chart is a graphical representation of work left
to do versus time; user stories provide the customer perspective;
and the best predictor of a team's ability to deliver is the velocity
from previous sprints, as well as lessons learned (contained in
retrospective notes).
75.Solution: C. Give feedback to the project team regarding their good
performance in the next project meeting.
The project manager should give performance feedback to project
team as often as possible, so good work can be enhanced and
unacceptable work can be corrected.
By providing feedback in the next meeting, the project manager will
not delay or withhold feedback like the other answer choices
suggest.
76.Solution: D. Develop a responsible, accountable, consult, and inform
(RACI) chart.
The project manager should develop a RACI chart and share it with
project team members and concerned stakeholders. The target is to
empower project team members and delegate some project
management responsibilities to them to ensure engagement.
77.Solution: A. Speak with the team member to determine the reason
for the changes.
Understanding the reason for constant changes is the first step the
project manager should take in addressing the concerns. Then, the
project manager can determine the actions necessary to resolve the
conflict.
The other answer choices are incorrect. These choices suggest that
the project manager should attempt to implement solutions or take
action before having an understanding of the issue they are dealing
with.
78.Solution: A. Use a RACI chart to facilitate team task accountability.
A RACI (responsible, accountable, consult, and inform) chart shows
the project resources assigned to each work package. It is used to
illustrate the connections between work packages, or activities, and
project team members.
The other answer choices are incorrect. A Gantt chart shows
schedules without assigning responsibility; the sponsors should not
need to be consulted if a RACI is in place and agreed; and the WBS
does not include the decision-making authority.
79.Solution: A. Assess the best project methodologies for continued
business value.
Achieving continued business value is more important than choosing
to adopt different methodologies. The whole purpose for project
management is to execute work that provides identified business
value, thus the project manager should assess the best project
methodologies for continued business value.
80.Solution: B. Train team members in basic hybrid practices and
ensure the team performs coordination meetings.
In order for the hybrid transition to be successful, the project
manager should ensure team members receive basic training in the
hybrid methods being used to strengthen commitment and improve
the flow of work. This leads to sound planning and execution in order
to deliver features that add value to the customer.
The other answer choices are incorrect because they do not address
the lack of experience with the new hybrid approach. Training team
members is the best way to resolve the issue.
81.Solution: A. Review the organizational process assets (OPAs) with all
team members and establish ground rules.
Organizational process assets (OPAs) are the plans, processes,
policies, procedures, and knowledge bases specific to and used by
the performing organization. These assets influence the
management of the project. The OPAs also include the organization's
lessons learned from previous projects and historical information.
The project manager should first review the OPAs with all team
members and establish ground rules.
The other answer choices are incorrect because they either deflect
responsibility or happen after ground rules are established.
82.Solution: C. Create a fishbowl window.
There are a myriad of tools that project managers can employ to
facilitate working with virtual and remote teams. Geographically
distributed teams need virtual workspaces. A fishbowl window
alleviates lag by providing a long-lived video link that remains open
during the workday for a dispersed team. In this way, people can see
and engage spontaneously with each other, reducing the
collaboration lag otherwise inherent in the geographical separation.
83.Solution: B. Identify the root cause for why the team member
cannot complete the assigned work and remediate.
Interpersonal and team building skills would need to be applied on
this scenario based on the fact the team member is new and the
project manager should determine why the team member cannot
complete the tasks. The project manager should identify the root
cause for why the team member cannot complete the assigned work
and remediate.
The other answer choices are incorrect. These options suggest the
project manager take other actions before understanding the root
cause of the issue.
84.Solution: A. Make sure the right tools for virtual collaboration are
available for the team.
The project manager Ensure virtual team collaboration tools are
available is the best way and more economical to make sure the
needed collaboration takes place.
The other answer choices are incorrect because they suggest
colocation or adjusting schedules, both of which may not be feasible
moneywise and timewise.
85.Solution: D. Conduct individual and team assessments on their
preferred learning method(s).
The project manager should conduct individual and team
assessments on their preferred learning methods as different project
team members will need different training. Individual and team
assessment tools give the project manager and the project team
insight into areas of strengths, weaknesses, and team preferences.
These tools help project managers interact with the team and can
provide improved understanding, trust, commitment, and
communications among team members and facilitate more
productive teams throughout the project.
86.Solution: A. Review the project's benefits management plan with the
product owner.
"Review the project's benefits management plan with the product
owner" is the best choice as a benefits management plan describes
how and when the benefits of the project will be delivered and how
they will be measured.
"Escalate the matter..." is not the best action without looking into
the benefits management plan.
"Prioritize the project backlog..." This is not an option as it is the last
sprint and does not help in the given situation. "Ask the product
owner to terminate..." Product Owner alone can't decide to
terminate the project, but this action is not the correct option for the
given situation.
87.Solution: B. Stakeholder engagement plan
The project manager should update the stakeholder engagement
plan to ensure proper involvement and reflect changes to the
stakeholder community when there are changes to the organization
structure or within the industry; when new individuals or groups
become stakeholders, current stakeholders are no longer part of the
stakeholder community; or the importance of particular
stakeholders to the project’s success changes.
The other answer choices are incorrect. Communication
management plan, risk management plan, and resource
management plan do not benefit this scenario.
88.Solution: B. Use the next retrospective to evaluate the process's
effectiveness, and determine if changes are needed.
The first step for the project manager is to understand the nature
and cause of the problem. Using project retrospectives to evaluate
project process with the team and come up with better solutions is a
good way to implement continuous improvement, as well as keep
the team motivated and engaged.
The other answer choices are incorrect because they describe action
taken to implement solutions, which are premature.
89.Solution: A. Schedule a project team meeting to understand the
conflicts.
The project manager needs to understand the conflicts and should
engage the team in identifying them and developing solutions.
The other answer choices are incorrect. Advising the team to work
harmoniously, updating the resource management plan, and team
building activities does not get to the root of the conflicts nor do
they address the issue.
90.Solution: D. Oversee a single document registry and change control
system that both teams use.
Document control is an important part of project change control. A
single document registry will ensure that there is version control and
all the documents are accessible to all the stakeholders from a single
repository. The project manager should oversee a single document
registry and change control system that both teams use.
The other answer choices are incorrect. Multiple document registry
systems will cause inconsistency, confusion, and delays. It is not the
sponsor's role to maintain a document registry.
91.Solution: B. Work with the team leaders to update the required
project reports.
The first step to address missing or poor documentation would be to
correct the deficiency. Then, the project manager should work with
the team to ensure that documentation procedures are followed and
required project reports are updated.
The other answer choices are incorrect. Discussing the problem with
the sponsor is not correct, as it is within the project manager's
authority to remedy. The project manager does not need to stop all
other project activities to address this issue. Project documentation
should be updated and knowledge should be transferred throughout
the project, not just at the final stage of the project.
92.Solution: B. Engage with the team members to understand their
challenges.
Engagement with virtual team members is critical to know the issues
and challenges team members are dealing with. The project
manager can assist to resolve these issues once they are aware of
them.
The other answer choices are incorrect. They do not assess the
problem initially. These steps can be taken after the project manager
understands the underlying issues.
93.Solution: A. The deliverable has been approved and value has been
confirmed.
When the deliverable has been approved and value has been
confirmed, this confirms that project the project has met its
objective and benefits have been achieved.
The other answer choices are incorrect. There is no formal
validation. They mention that the deliverable solved the issues, but
there is no confirmation of the benefits.
94.Solution: D. Ensure that the necessary health and safety
requirements are met in the definition of done (DoD).
It is important for the project manager to ensure that the necessary
health and safety requirements are included in the DoD and that the
project deliverable meets these requirements.
The other answer choices are incorrect. Providing the customer with
adequate documentation, sending the issue, and designing policies
do not specifically ensure that health and safety requirements will be
met.
95.Solution: B. Engage the change control board (CCB) to assess
possible impacts to the project.
It is necessary for the project manager to be proactive in assessing
the impact of the policy and addressing the change control board to
effect the required changes. This will ensure that the project is
completed according to the new schedule.
The other answer choices are in correct. The project manager has
very little influence of decisions of the government; moving forward
with the project with the delay is not appropriate in response to the
client; assigning a new completion date is beyond the control of the
project manager.
96.Solution: C. Engage team members to understand their doubts and
get their buy-in.
The scenario clearly indicates their is lack of team member buy-in.
Team members either do not see the justification for the project, are
uninformed, or feel threatened by the project outcomes. It is
important that the PM engages the team members and ensures their
buy-in.
The other answer choices are incorrect. They do not address the
issue of doubt amongst the team members that is affecting project
output.
97.Solution: D. Throughout the project life cycle
Project managers should actively engage stakeholders throughout
the agile project lifecycle. Stakeholders should be engaged at the
start and end of a project, and should be aware of issues and
challenges encountered during the project.
The other answer choices are incorrect. These options suggest
stakeholders should only be involved during a certain part of the
project instead of throughout the project lifecycle.
98.Solution: C. Develop estimations with the team and explain the
assumptions to the client.
Due to the lack of historical data, estimations must be created. The
project manager should develop estimations with the team and
explain assumptions to the client.
The other answer choices are incorrect. They do not provide a way
for the project manager to handle the situation where estimations
and assumptions must be made in a transparent way.
99.Solution: B. Ensured that updated project information is always
accessible to all stakeholders
It is imperative that stakeholders have updated project information
that is accessible. This transparency is necessary to ensure all
involved are well aligned about the product outcome.
The other answer choices are incorrect. Waiting for the stakeholders
to be present or to approve, or meeting with them individually does
not avoid disagreement and may cause unnecessary delays.
100. Solution: B. Remind team members that, without an approved
change request, the focus should be on the agreed scope.
Any changes to already approved project plans must go through the
change management process first. Gold plating is not acceptable by
PMI standards.
The other answer choices are incorrect. Although the project
manager is excited about the great opportunity, they cannot
approve and implement the change without following the correct
procedures to meet the contract requirements.
101. Solution: C. Assess the impact with the functional manager to
inform key stakeholders about mitigation plans and seek approval.
The project manager should collaborate with the functional expert to
agree on the mitigation plan and seek approval from key
stakeholders.
The other answer choices are incorrect as they suggest abandoning
or trying to fix and use the old system, without first assessing the
situation.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 11: PROJECT
RISK MANAGEMENT/445 [Item 11.5.2.6 CONTINGENT RESPONSE
STRATEGIES
Some responses are designed for use only if certain events occur. For
some risks, it is appropriate for the project team to make a response
plan that will only be executed under certain predefined conditions,
if it is believed that there will be sufficient warning to implement the
plan. Events that trigger the contingency response, such as missing
intermediate milestones or gaining higher priority with a seller,
should be defined and tracked. Risk responses identified using this
technique are often called contingency plans or fallback plans and
include identified triggering events that set the plans in effect.]
102. Solution: B. Schedule regular sessions with the customer to
explain the reports and address feedback.
The project manager needs to understand why the customer is
escalating even though he is receiving the reports. The best way to
address this situation is to schedule regular sessions with the
customer to receive feedback and provide more details.
The other answer choices are incorrect. These options do not
address understanding the main issue the customer is having with
project performance, but instead promote agreeing on release
dates, sending documents, and involving the technical leader.
103. Solution: D. Hold a session to review the deliverable in detail.
In order to prevent this situation in the future, the project manager
should hold a session to review the deliverable in detail. It is
important to clarify the scope and have stakeholder buy-in.
The other answer choices are incorrect. Discussing the benefits with
the client occurs in the initial stages; ensuring there is a product
backlog does not address the misalignment in requirements; and
providing examples of other similar projects does not prevent an
issue because each project's deliverables are unique.
104. Solution: C. Engage a subject matter expert to check if the
requirements are relevant to the project.
The project manager should engage subject matter experts to
provide expert judgment to check if the requirements are relevant to
the project.
The other answer choices are incorrect. Assigning sufficient budget is
premature; regulatory requirements cannot be avoided and the
project must comply; escalating concerns to the sponsor without
first trying to resolve the issue is not good practice.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/4.1.2.1 EXPERT
JUDGMENT [Item Expert judgment is defined as judgment provided
based upon expertise in an application area, Knowledge Area,
discipline, industry, etc., as appropriate for the activity being
performed. Such expertise may be provided by any group or person
with specialized education, knowledge, skill, experience, or training.]
105. Solution: D and E. Assess the impact and Communicate the impact
with key stakeholders.
In any new and unknown situation, the first thing to do is to assess
impact and keep the stakeholder of appraised of any impact. The
project manager should assess the impact of the process and
communicate with key stakeholders.
The other answer choices are incorrect. They may occur after the
impact is assessed and the stakeholders are made aware.
106. Solution: D. The attendance list is evidence that risk review
meetings were held with the appropriate project team members.
The correct answer is the attendance list is evidence that risk review
meetings were held with the appropriate project team members.
Risk review meetings should be held regularly and attended by
appropriate team members as they can contribute adequately to risk
identification, assessment, and mitigation. The attendance list is
important and reveals evidence of appropriate attendees.
The other answer choices are incorrect. A lessons learned register
documents a complete phase or project. Knowing the number of
attendees does not specify that the appropriate members were in
attendance. Attendance at project risk review meetings is not
optional for key attendees.
107. Solution: A. Ensured that compliance requirements were
documented.
It is important that the project manager consider all potential
compliance, regulatory and safety requirements at the beginning of
the project to ensure the project stays on track, even if the project
does not appear to have any. Maintaining these requirements will
minimize rework and keep the project on schedule.
The other answer choices are incorrect. Engaging stakeholders and
hiring a compliance consultant will still require the project manager
to ensure that the compliance requirements are captured; creating
templates to document compliance is after the fact and does not
prevent noncompliance.
108. Solution: C. Achieve the project objective for a win-win outcome.
The ultimate goal of a project is to achieve project objective and for
a negotiation with a supplier should be a win-win, which makes
achieving project goal for a win-win outcome the key.
109. Solution: B. Develop and approve the project charter jointly with
the product owner and the project sponsor.
Project partnering is a method of transforming contractual
relationships into a cohesive, cooperative project team with a single
set of goals and established procedures for resolving disputes in a
timely and effective manner. The project manager should have
developed and approved the project charter jointly with the product
owner and project sponsor from the beginning to avoid the conflict.
The other answer choices are incorrect. They do not promote project
partnering and a collaboration between both parties.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.1/75 [Item]
| Project Management: A Managerial Approach, 8th Edition (No
Date) Jack R. Meredith and Samuel J. Mantel Jr.//4/ [Item
commitment to partnering, select subcontractors who will also make
such a commitment, engage in joint team-building exercises, and
develop a “charter” for the project.]
110. Solution: B. Work with the virtual team members to determine
communications most appropriate for them given their location and
participation on the project.
As a best practice, work with the virtual team members to determine
communications most appropriate for them given their location and
participation on the project.
111. Solution: D. Meet with this stakeholder to update the stakeholder
engagement plan and to understand their communication needs.
The project manager should meet with the stakeholder to update
the stakeholder engagement plan and to understand their
communication needs. Although escalation to the line manager is an
option, a project manager is expected to understand the hurdles of
dealing with difficult stakeholders.
112. Solution: C. Create a risk item in the risk register and incorporate
the thresholds according to the benchmarks.
The project manager should create a risk item in the risk register and
incorporate the thresholds according to the benchmarks. Risk
register updates are the most critical; the other actions listed are less
useful for risk mitigation.
113. Solution: B. Inform the team member that this would be best
handled in another meeting
The best way for the project manager to handle the interruption is to
inform the team member that this would be best handled in another
meeting, like a backlog refinement for sprint planning, not the
retrospective.
The other answer choices are incorrect as they suggest that the
project manager should accommodate the new team member's
question at an inappropriate time.
114. Solution: B. Update the risk management plan and implement the
new response to address the risk.
The correct answer is to update the risk management plan and
implement the new response to address the risk.
Throughout the project, the project manager needs to continuously
monitor for new, changing, and outdated project risks and changes
in the level of overall project risk and update the risk management
plan. When a risk level changes it must be reflected in the risk
management plan.
The other answer choices are incorrect because they are
inappropriate ways of managing the situation. The project manager
shouldn't implement the response only because it is compatible with
the risk management plan, the risk level and impact have changed,
and the response should be amended to reflect those changes. Given
the elevated risk level, it should be addressed as soon as possible,
and the project manager should not wait until the next progress
meeting to get management approval for the new response. A
contingency response should not be implemented without informing
key stakeholders.
115. Solution: C. Create a change request to evaluate the feasibility of
using the new technology.
Any changes during the project execution need to be raised as a
change request.
The configuration management plan shouldn't be updated prior any
approval.
The project team should continue working as planned. The project
manager should raise the new technology to the project
stakeholders as it introduces benefits to the project with the
reduction of project cost by 10%.
The project manager shouldn't be asking the development team to
implement the new technology without the approval of the
stakeholders.
116. Solution: A. Subject matter experts have specialized expertise and
can help identify and address high-risk issues.
The correct answer is that subject matter experts have specialized
expertise and can help identify and address high-risk issues.
Subject matter experts are invited to the meeting because they
provide functional expertise that will help to quickly identify high-risk
areas. Expert judgment is the contribution provided to risk
identification based on expertise in a subject area, industry segment,
organizational processes, etc.
The other answer choices are incorrect because the meeting was
called to identify risks, not what may happen after the risk has been
identified. When subject matter experts assist in identifying risks,
they do not typically provide resources beyond their expertise. The
participation of subject matter experts does not necessarily make
risks easier to accept nor does it ensure that better resources will be
secured.
117. Solution: C. Recalculate the contingency reserve based on only
identified risks.
Applying the same percentage increase across all activity costs may
increase the total cost of a project. It is better to assess the risks of
each activity and appropriating the necessary contingency reserve.
The other answer choices are incorrect. Requesting additional
budget for the project is not correct; reducing the percentage
increase before re-evaluating the current cost is not correct; and
allocating a portion of the contingency reserve to management
reserve is not correct as both serve different purposes in cost
estimation.
118. Solution: A. Submit a change request to add regression testing
work packages to the project scope.
The Quality Management Plan (QMP) drives the quality management
processes and regression testing is a part of the QMP. Hence the
project manager should submit a change request to add regression
testing work packages to the project scope.
The other answer choices are incorrect. Requesting extra test
resources is something the project manager will do after the change
request for the regression testing work packages is approved. Hence
this option is not the appropriate answer. Removing regression
testing from the quality requirements and QMP is not the right thing
to do as it will decrease the quality of the project.
119. Solution: A. Guide the team to manage scope using standard agile
methodology.
Guiding the team to manage scope by using the standard agile
methodology is the best option.
Deferring responsibility by escalating to senior management is not
an appropriate path to handle the situation.
Daily standup meeting would not include additions to currently
approved product backlog.
Changes to the backlog would be dictated by the product owner
after consideration of all constraints, not only the budget.
120. Solution: A. Ensure that the team member receives adequate
training and is comfortable with the subject matter.
The project manager should provide needed training to address the
specific gap where the team member is unfamiliar with the subject
matter.
The other answer choices are incorrect. Encouraging the team
member to take on more or avoid the specific subject matter does
not directly address the fact that the team member needs more
training on the subject matter. It could also affect the team velocity
and quality. Replacing the team member is also incorrect because it
would adversely affect the team dynamics, the team member would
not improve and grow.
121. Solution: A. Described the user story in more detail
In order to avoid this situation, the user story should have been
made available in detail to capture the requirement for foreign credit
card acceptance.
The other answer choices are incorrect they would not have helped
the project manager avoid the situation, rather they are iterative
steps in an agile approach.
122. Solution: A. Track the budget based on the release plan and show
the value to the business
123. Solution: B. Continuous Delivery
Continuous delivery technique allow the team to create a demo and
continuously make improvements until the product is complete and
the client is satisfied.
124. Solution: C. Inform the scrum master regarding the stakeholder's
request for a change and the impact this has had on productivity
The team member approaching the Scrum Master is the correct
choice, as it is the role of the Scrum Master to make sure that any
obstacles and impediments are removed from the team.
The Scrum Master should now make sure there is no further loss of
productivity to the team through any means in the future.
The Scrum Master does not have the authority to discuss the change
directly with the stakeholder in Agile Projects. It is the team that is
responsible for requirements. Hence this option is not correct.
The team member should not be involved in advising the
stakeholder on any kind of process related ideas like providing the
new requirements directly to the change control board[CCB] or
sending the requirements directly to the Project Manager. Hence
these two options are incorrect.
125. Solution: C. Support the decisions of the team and transfer the
decision making responsibility to them
The servant leader in an Agile or Hybrid environment must empower
the team based on its strengths around a purpose/goal and
eliminate organizational impediments for delivering results. Hence
this option is the correct answer.
The team takes decisions in a hybrid environment and is entirely
responsible for the project outcome. Hence this option is incorrect.
The Product owner being a part of the team should be involved in
the decision making process. Hence there is no need for the Project
Manager to explicitly inform the Product owner. Hence this option is
incorrect.
The steering committee does not get involved in trivial issues like
approving team for decision making which the team can handle
themselves in hybrid projects. Hence this option is incorrect.
126. Solution: D. Three-point estimating
Three-point estimating uses the most likely, optimistic, and
pessimistic estimates, which improves estimate accuracy for a
project with high uncertainty. Analogous estimating uses values from
a previous similar project. Since this project has a high level of
uncertainty, it can be assumed there is no similar project to
compare. Parametric estimating uses a statistical relationship with
historical data and is often used in construction. Other statistical
techniques are not the best approach for a project with a high level
of uncertainty.
127. Solution: B. Stop the release of the deliverable to the customer
If a new quality change has been approved after the project
deliverable is ready, the deliverable will not meet the new quality
requirements and should not be released to the customer. The new
quality criteria should be used for all deliverables, not only future
ones. The risk register would contain risks associated with quality,
however, a quality change has been approved. The question did not
state a new quality risk has been identified. Updating the project
management plan would require an approved change, which may be
the case here, but that is not the first thing the project manager
should do.
128. Solution: A. Project charter
Project objectives and success criteria should be documented and
agreed to in the project charter. Inputs to the project charter also
include business documents which would align the project to the
business strategy. The quality management plan, scope statement,
and requirements documentation would not have the detail to the
overall project success criteria. The project charter documents the
project success criteria, the approval requirements, and who will sign
off on the project.
129. Solution: A. The client should be exposed to the agile approach in
advance to understand the cost estimating process
Agile environments are subject to high degrees of uncertainty and
frequent changes. Only high level cost estimates are needed and
they will be adjust with each iteration. The agile approach should be
used if it is specified in the charter. Costs and scope changes should
be managed with each iteration to comply with the overall project
budget. Daily standup are short meetings to review status of tasks
and performance of the project. Client communications should not
be part of the daily standups.
130. Solution: B. They require minimal management effort
Low power and low interest stake holders require minimum
management effort.
High power and high interest stake holders must be kept satisfied
Low power and high interest stake holders must be kept informed
and updated on the project
131. Solution: C. Free rein
Laissez -faire leadership style leaves the decision up to everyone as
in this scenario. Free-rein leadership style is also called as laissez faire leadership style
Democratic - This project manager draws on the team members'
knowledge and skills and is able to create a group commitment to
common goals.
Smoothing - resource smoothing is defined as a technique that
adjusts the activities of a schedule model so that all requirements for
the resources do not go beyond the resource limits already predefined during the planning
Autocratic management strictly means the manager makes all the
decisions, without involving the team members.
132. Solution: C. Systems thinking
The Project manager by looking at the connections between the
different hindrances to have a full understanding of the picture used
system thinking
Total quality management (TQM) is the continual process of
detecting and reducing or eliminating errors in manufacturing,
streamlining supply chain management, improving the customer
experience, and ensuring that employees are up to speed with
training.
The Pareto Principle states that 80 percent of a project's benefit
comes from 20 percent of the work. Or, conversely, that 80 percent
of problems can be traced back to 20 percent of causes. Pareto
Analysis identifies the problem areas or tasks that will have the
biggest payoff.
133. Solution: D. Both A and B
For effective change to take place a wholistic view of project
processes and how individual team members work need to be
considered. An effective organization change process of projects and
an effective individual change process of team members can be
considered for effective successful change
134. Solution: B. Add Paredes to the team and get involved in the
problems he causes to fix them
135. Solution: D. Gain the commitment and approval from leadership
on noncompliance
"Gain the commitment and approval from leadership on
noncompliance" is the best choice as the Project Manager should try
to address the noncompliance if known
"Do nothing and continue..." is not an acceptable position to be
taken by the Project Manager
"Disengage the noncompliant department..." is not option, as these
non-compliances are to be addressed satisfactorily
"Disclose the source..." is not the right choice and let the Audit team
decide on the next steps while addressing these kind of issue is the
responsibility of a PM
136. Solution: C. Specify any dependencies if they exist
Review and update your dependencies list throughout the project.
137. Solution: B. All each team to decide which agile methodology fits
best for them and let them implement different methodologies
based on their needs
138. Solution: C. Plan for a recursive governance meeting with
customer to present the progress and publish the data in a shared
folder for future review
The relationship between a Project Steering Committee and the
Project Manager is analogous to that of a Company Board and the
Chief Executive. A Board recruits a Chief Executive and, in
partnership with him or her, sets the strategic direction of the
company, but the Chief Executive is responsible for the day-to-day
running of the company and the results achieved.
Similarly, the Project Manager is responsible for the day-to-day
running of the project, the goal and cost of which will have been
determined by him or her in partnership with the Steering
Committee.
Like a Company Board, a Project Steering Committee should not be
too hands-on. The Project Manager runs the project in accordance
with the agreed specification.
However, like a Company Board, the Steering Committee should not
be too casual, either. Steering Committee members should read the
project specification and the Project Manager’s regular reports
carefully. Steering Committee meetings should be minuted, and
Steering Committee members should sign key documents –
specifically, the project specification, the risk management plan (if a
separate document) and formal project checkpoint documents (e.g.
tollgate decisions).
139. Solution: A, C, and D. Creating a user manual with thorough
guidance, Training session arranged by an external company, and
Reading through the project/product documentation and FAQs
Explicit knowledge transfer results in readily articulated, codified,
stored, and accessed information. In this case, it is shared as a
manual, training session, documentation, and FAQs. Capturing users'
experiences and job shadowing are examples of tacit knowledge.
140. Solution: D. Discuss this with the team to find options to mitigate
the Solution: D The correct answer is to discuss this with the team to
find options to mitigate the risk. The project is critical to the
organization, therefore, the team should explore mitigation options.
Risk mitigation is a risk response that involves decreasing the
probability or impact of a threat.
The other answers are incorrect because the team should consider
all options before making decisions. Hiring additional resources for
the team could potentially increase the project cost and does not
guarantee decreased schedule impact. Being that the project is
critical to the organization, adding the risk to the risk register for
reviewing and monitoring does not address the issue thoroughly and
is a slow process. Escalating the risk should only be done if the team
fails to find an acceptable solution, if the threat is outside the scope
of the project, or if the proposed response would exceed the
authority of the project manager.
141. Solution: D. Providing behavior-specific incentives to team
members
Employee behavior apart from performance is a key factor for
rewarding and recognizing employees. Hence rewarding employees
with good behavior is definitely a motivating factor for other team
members too and goes a long way in building and retaining a healthy
team. Hence this option is the correct answer.
Formal awards are related to the power and position of the team
member. It does not motivate other team members. Hence this
option is incorrect
Financial incentives could in fact demotivate the other team
members. Hence this option is incorrect.
Providing the same incentive to all team members also demotivates
the other team members as they will feel that, their talents and
performance are not getting recognized properly and even if they do
not work properly, they will still get the same incentive as other
team members. Hence this is an incorrect option.
142. Solution: D. Ask the team members directly about both personal
and work-related matters
The indicated approach to build relationship and trust is showing you
are interested on the other party.
143. Solution: A. Inability to manage the distributed workforce
Research has indicated that one in two dispersed teams has been
shown to fail to reach its objectives due to its inability to manage the
distributed workforce.
144. Solution: D. Maintain a "natural distance" with the team
In many companies, team members report a “natural distance”
between the team leader and the team members. Team members
feel separated from the team leader, who is often rather seen as
management's representative than being a true team member.
However, when team leaders interpret themselves as supporting
team task accomplishments through their participation in shared
leadership, just as any other team member, then team leaders can
become more respected and trusted team members themselves. As
such, they will be involved in more open communication processes
and thus foster the very core purpose of virtual project teams, the
integration of team members’ knowledge across distances.
In many companies, team members report a “natural distance”
between the team leader and the team members. Team members
feel separated from the team leader, who is often rather seen as
management's representative than being a true team member.
However, when team leaders interpret themselves as supporting
team task accomplishments through their participation in shared
leadership, just as any other team member, then team leaders can
become more respected and trusted team members themselves. As
such, they will be involved in more open communication processes
and thus foster the very core purpose of virtual project teams, the
integration of team members’ knowledge across distances.
145. Solution: D. Unplanned changes, like shifting business
expectations because in agile the product owner decide priorities
Option A ) is incorrect, Agile doesn't focus on improving quality
Option B) is incorrect. Agile still needs a plan and although it is likely
there is no guarantee that the approvals are faster in Agile
Option C) is incorrect. The main reason for using Agile is to 'embrace
change', otherwise unplanned changes
146. Solution: D. Risk reporting
The correct answer is risk reporting.
While monitoring risks, the risk manager collects project
performance data, produces performance measures, and reports
and disseminates performance information. A risk report is a project
document that is developed progressively throughout the risk
management processes and summarizes information on individual
project risks and the level of overall project risk.
The other options are incorrect because they are risk responses, not
tactics for monitoring risks. Risk responses are the agreed-upon
response actions that are appropriate for the priority of the
individual risks and the overall risk.
147. Solution: A. Meet with quality assurance specialists to clarify the
issue and seek resolutions
This is a quality assurance issue that has already occurred, so it is no
longer a risk. The project manager should schedule a meeting with
quality assurance specialists to understand the root cause of the
large number of errors and seek a resolution.
The other answer choices are incorrect as they refer to the issue as a
risk.
148. Solution: B. Review the velocity of the team over the last several
sprints and adjust the plan accordingly
The best indicator of team capacity is the velocity metric and the
delivery plan should take that in account prior to any solid
commitment
149. Solution: B. A release burndown chart
The project manager will need to understand and apply which tools
are suitable for certain tasks. Release burndown chart tool provide
an indication of the time remaining of the project.
150. Solution: C. Work with the team to decompose the scope into a
WBS and work packages in order to create required deliverables and
timelines
To understand the work, the scope needs to be decomposed into a
work breakdown structure with specific work packages included.
Then the detailed requirements documentation is completed based
on the agreed scope and the WBS.
Without the detailed scope statement, it is not possible to proceed
with creating a detailed schedule or work assignments . Hence all the
remaining options are incorrect.
151. Solution: B. Provide more recognition and rewards to team
members
More recognition: The project manager notes he needs a way to
encourage team members. Recognition is a method to enhance
engagement of team members.
Extending the schedule: The team is feeling the way they are due to
how long the project has gone on. Extending the project further,
counters the issue to be addressed.
Discuss with the team: The team has make their feelings known and
the reason for them. The project manager now need to find a way to
encourage and motivate the team members.
Additional resources: There is no indication that additional resources
are needed or would have a positive impact on the issue at hand.
The PM has identified that he needs to find a way to encourage team
members.
152. Solution: C. Review the project management information system
(PMIS) archives
PMBoK Sixth Edition in Chapter 4 states: "4.3.2.2 PROJECT
MANAGEMENT INFORMATION SYSTEM (PMIS)
The PMIS provides access to information technology (IT) software
tools, such as scheduling software tools, work authorization systems,
configuration management systems, information collection and
distribution systems, as well as interfaces to other online automated
systems such as corporate knowledge base repositories. Automated
gathering and reporting on key performance indicators (KPI) can be
part of this system.
4.3.2.3 MEETINGS
Meetings are used to discuss and address pertinent topics of the
project when directing and managing project work. Attendees may
include the project manager, the project team, and appropriate
stakeholders involved or affected by the topics addressed. Each
attendee should have a defined role to ensure appropriate
participation. Types of meetings include but are not limited to: kickoff, technical, sprint or iteration planning, Scrum daily standups,
steering group, problem solving, progress update, and retrospective
meetings.
4.3.3.3 ISSUE LOG
Throughout the life cycle of a project, the project manager will
normally face problems, gaps, inconsistencies, or conflicts that occur
unexpectedly and that require some action so they do not impact
the project performance. The issue log is a project document where
all the issues are recorded and tracked. Data on issues may include:
Issue type,
Who raised the issue and when,
Description,
Priority,
Who is assigned to the issue,
Target resolution date,
Status, and
Final solution.
The issue log will help the project manager effectively track and
manage issues, ensuring that they are investigated and resolved. The
issue log is created for the first time as an output of this process,
although issues may happen at any time during the project. The
issue log is updated as a result of the monitoring and control
activities throughout the project's life cycle"
This question is about an activity to be analyzed after the closure of
the project. Therefore, PMIS archives is the correct place to review.
The Distractors are correctly defined and are accepted
153. Solution: B. Stakeholders engagement assessment matrix
The stakeholder management plan identifies the strategies and
actions required to promote productive involvement of stakeholders
in decision making and execution. Documenting this detail in an
assessment matrix provides for a ready reference to needed detail.
A RACI matrix defines the specific roles of individuals, however does
not elaborate beyond that.
The Risk Register is used to document the risk, including the
probability and impact, however is not the means to document
specifics of the individual thoughts of team members. .
Work performance reports relate to the work itself, not the thoughts
or opinions of an individual team member.
154. Solution: C. Statement of work (SOW)
Statement of Work(SOW) will contain all the work that needs to be
executed for the project to be completed and accepted. Hence this is
the correct answer.
All other remaining options are irrelevant as
Procurement Management Plan will describe how procurement will
be done and how vendors will be managed.
The Request for Proposal(RFP) describes the project, its goals, and
the organization that is sponsoring it and outlines the bidding
process and contract terms.
Inspections are carried out to identify and correct errors in a
completed deliverable.
155. Solution: A. Communication requirements analysis
PMBoK Sixth Edition Chapter 12, Section 10.1: "
PLAN COMMUNICATIONS MANAGEMENT
Plan Communications Management is the process of developing an
appropriate approach and plan for project communications activities
based on the information needs of each stakeholder or group,
available organizational assets, and the needs of the project. The key
benefit of this process is a documented approach to effectively and
efficiently engage stakeholders by presenting relevant information in
a timely manner. This process is performed periodically throughout
the project as needed.
An effective communications management plan that recognizes the
diverse information needs of the project's stakeholders is developed
early in the project life cycle. It should be reviewed regularly and
modified when necessary, when the stakeholder community changes
or at the start of each new project phase.
On most projects, communications planning is performed very early,
during stakeholder identification and project management plan
development.
While all projects share the need to communicate project
information, the information needs and methods of distribution may
vary widely. In addition, the methods of storage, retrieval, and
ultimate disposition of the project information need to be
considered and documented during this process. The results of the
Plan Communications Management process should be reviewed
regularly throughout the project and revised as needed to ensure
continued applicability.
The question is well stated and accepted.
The Answer is: "Communications requirements analysis"
156. Solution: B. Business case review
PMBoK Sixth Edition states that: "1.2/1.6.6.1 PROJECT BUSINESS
CASE
The project business case is a documented economic feasibility study
used to establish the validity of the benefits of a selected component
lacking sufficient definition and that is used as a basis for the
authorization of further project management activities. The business
case lists the objectives and reasons for project initiation. It helps
measure the project success at the end of the project against the
project objectives. The business case is a project business document
that is used throughout the project life cycle. The business case may
be used before the project initiation and may result in a go/no-go
decision for the project.
A needs assessment often precedes the business case. The needs
assessment involves understanding business goals and objectives,
issues, and opportunities and recommending proposals to address
them. The results of the needs assessment may be summarized in
the business case document.
The process of defining the business need, analyzing the situation,
making recommendations, and defining evaluation criteria is
applicable to any organization's projects. A business case may
include but is not limited to documenting the following:
Business needs:
Determination of what is prompting the need for action;
Situational statement documenting the business problem or
opportunity to be addressed including the value to be delivered to
the organization;
Identification of stakeholders affected; and
Identification of the scope.
Analysis of the situation:
Identification of organizational strategies, goals, and objectives;
Identification of root cause(s) of the problem or main contributors of
an opportunity;
Gap analysis of capabilities needed for the project versus existing
capabilities of the organization;
Identification of known risks;
Identification of critical success factors;
Identification of decision criteria by which the various courses of
action may be assessed;
1.4 PROJECT SUCCESS AND BENEFITS MANAGEMENT
Projects are initiated to realize business opportunities that are
aligned with an organization's strategic goals. Prior to initiating a
project, a business case is often developed to outline the project
objectives, the required investment, and financial and qualitative
criteria for project success. The business case provides the basis to
measure success and progress throughout the project life cycle by
comparing the results with the objectives and the identified success
criteria.
Projects are typically initiated as a result of one or more of the
following strategic considerations:
Market demand,
Strategic opportunity/business need,
Social need,
Environmental consideration,
Customer request,
Technological advancement,
Legal or regulatory requirement, and
Existing or forecasted problem.
A benefits management plan describes how and when the benefits
of the project will be delivered and how they will be measured.
Both the business case and the benefits management plan are
developed prior to the project being initiated. Additionally, both
documents are referenced after the project has been completed.
Therefore, they are considered business documents rather than
project documents or components of the project management plan.
As appropriate, these business documents may be inputs to some of
the processes involved in managing the project, such as developing
the project charter"
The distractors are correct. The answer: "Business Case Review" is
correct
157. Solution: D. Manage Quality
PMBoK Sixth Edition Chapter 8 Section 8.2 states: "Manage Quality is
the process of translating the quality management plan into
executable quality activities that incorporate the organization's
quality policies into the project. The key benefits of this process are
that it increases the probability of meeting the quality objectives as
well as identifying ineffective processes and causes of poor quality.
Manage Quality uses the data and results from the control quality
process to reflect the overall quality status of the project to the
stakeholders. This process is performed throughout the project.
Manage Quality is sometimes called quality assurance, although
Manage Quality has a broader definition than quality assurance as it
is used in non project work. In project management, the focus of
quality assurance is on the processes used in the project. Quality
assurance is about using project processes effectively. It involves
following and meeting standards to assure stakeholders that the
final product will meet their needs, expectations, and requirements.
Manage Quality includes all the quality assurance activities, and is
also concerned with the product design aspects and process
improvements. Manage Quality work will fall under the conformance
work category in the cost of quality framework.
The Manage Quality process implements a set of planned and
systematic acts and processes defined within the project's quality
management plan that helps to:
Design an optimal and mature product by implementing specific
design guidelines that address specific aspects of the product,
Build confidence that a future output will be completed in a manner
that meets the specified requirements and expectations through
quality assurance tools and techniques such as quality audits and
failure analysis,
Confirm that the quality processes are used and that their use meets
the quality objectives of the project, and
Improve the efficiency and effectiveness of processes and activities
to achieve better results and performance and enhance
stakeholders’ satisfaction.
The project manager and project team may use the organization's
quality assurance department, or other organizational functions, to
execute some of the Manage Quality activities such as failure
analysis, design of experiments, and quality improvement. Quality
assurance departments usually have cross-organizational experience
in using quality tools and techniques and are a good resource for the
project.
Manage Quality is considered the work of everybody—the project
manager, the project team, the project sponsor, the management of
the performing organization, and even the customer. All of these
have roles in managing quality in the project, though the roles differ
in size and effort. The level of participation in the quality
management effort may differ between industries and project
management styles. In agile projects, quality management is
performed by all team members throughout the project, but in
traditional projects, quality management is often the responsibility
of specific team members"
The distractors are correct. The correct answer is: "Manage Quality"
158. Solution: B. Update the resource management plan
PMBoK Sixth Edition Chapter 9 states: "9.4.2.6 TRAINING
Training includes all activities designed to enhance the competencies
of the project team members. Training can be formal or informal.
Examples of training methods include classroom, online, computerbased, on-the-job training from another project team member,
mentoring, and coaching. If project team members lack the
necessary management or technical skills, such skills can be
developed as part of the project work. Scheduled training takes
place as stated in the resource management plan. Unplanned
training takes place as a result of observation, conversation, and
project performance appraisals conducted during management of
the project team. Training costs could be included in the project
budget or supported by the performing organization if the added
skills may be useful for future projects. It may be performed by inhouse or by external trainers"
The Resource Management Plan as developed now need to be
updated with this new training plan as determined by the Project
Manager.
The correct answer is: "Update the resource management plan"
The Distractors are valid and accepted
159. Solution: A. Manage Quality
PMBoK Sixth Edition Chapter 8 Section 8.2 Manage Quality states:
"The project manager and project team may use the organization's
quality assurance department, or other organizational functions, to
execute some of the Manage Quality activities such as failure
analysis, design of experiments, and quality improvement. Quality
assurance departments usually have cross-organizational experience
in using quality tools and techniques and are a good resource for the
project
Project Quality Management processes and the interrelations of
these processes in the Project Quality Management Knowledge Area.
The Plan Quality Management process is concerned with the quality
that the work needs to have. Manage Quality is concerned with
managing the quality processes throughout the project. During the
Manage Quality process, quality requirements identified during the
Plan Quality Management process are turned into test and
evaluation instruments, which are then applied during the Control
Quality process to verify these quality requirements are met by the
project. Control Quality is concerned with comparing the work
results with the quality requirements to ensure the result is
acceptable. There are two outputs specific to the Project Quality
Management Knowledge Area that are used by other Knowledge
Areas: verified deliverables and quality reports"
Whether it is the internal and/or external auditor the fact is that a
continuous audit is required during the various phases of project
execution
The correct answer is: "Manage Quality"
The distractors are correct and valid
160. Solution: A. Develop the project charter
PMBoK Sixth Edition Chapter 4 Section 4.1 states: "Develop Project
Charter—The process of developing a document that formally
authorizes the existence of a project and provides the project
manager with the authority to apply organizational resources to
project activities"
The Project Manager should prepare Project Charter before initiating
the "Kick-Off" meeting relating to the start of a new project.
161. Solution: B. Issue a change request
A contingency plan is a fall back plan in response to a risk. In this
case the risk impacts the schedule. The project manager should
issues a change request to change the schedule. A risk audit and cost
impact review will not address the impact to the schedule. The
contingency plan does not need to be updated, it needs to be
executed.
162. Solution: B. Control Quality
Control quality is the process that records deliverable results and
ensure the project outputs are correct. Statistical sampling is not a
project management process, it is a tool and technique for control
quality. Plan quality management should be done early on in the
project, not when evaluating deliverables. Manage quality translates
the quality management plan into executable tasks, it does not
evaluate project deliverables.
163. Solution: A. Conduct recurring retrospectives to regularly check on
the effectiveness of quality processes
The PM has identified that quality may be a risk in this project, based
on lessons learned from past projects. In developing the quality
management plan, the PM should ensure that quality checks are
done regularly so that the risk is avoided. The responsibility of
managing quality would typically require several skill sets that one
person may not have. The team should be involved in quality
management. Tying quality to performance reviews will not avoid
the same quality issues that have happened in the past. The quality
management plan should incorporate the organizations quality
policies and procedures.
164. Solution: A. Before the start of each iteration
The correct answer is before the start of each iteration.
The initial iteration would occur after an initial risk analysis, and that
process should be repeated after every subsequent iteration. It is
necessary to analyze new and existing risks to thoroughly
understand their potential impact on project outcomes while
preparing for each iteration. An iteration planning meeting is used to
clarify the details of the backlog items, acceptance criteria, and work
effort required to meet an upcoming iteration commitment.
The other options are incorrect because they are not appropriate
times to analyze risks. A daily standup meeting (also referred to as a
daily scrum) is a brief collaboration meeting during which the project
team reviews its progress from the previous day, declares intentions
for the current day, and highlights any obstacles encountered or
anticipated. A retrospective meeting in a regularly occurring
workshop in which participants explore their work and results to
improve both the process and product. These meetings provide an
opportunity for the project team to review how it works and to
suggest changes to improve processes and efficiency. Retrospectives
can be useful for identifying risks.
165. Solution: A. Send a welcome email and host a team introductory
event with the team members so they get to know each other
A project manager should strive to have team members that know
each other in order to collaborate more efficiently. By sending a
welcome email and hosting a team introductory meeting, the team
members will get to know each other first.
The other choices are incorrect because they are not the first step in
the process.
166. Solution: D. Reassure the team members that a training path is in
place to learn the new technology
The project manager is responsible of providing opportunities to
hone the skills and knowledge of the team members to increase the
mastery of the team performance.
Replacing the members with more knowledgeable staff will take
time for recruiting and forming the team as well even though asking
team members to self-learning may be helpful that is not that
effective us instructor lead training
Reallocate the members to work on the tasks for which they have
experience is not going to help us to implement the project
successfully
167. Solution: B. Qualitative benefit
Customer satisfaction and compliance both represent non-numerical
benefits and hence are qualitative in nature.
Quantitative is numerical benefits
Quality benefit is the quality of work benefit
168. Solution: A. Active listening, leadership, and cultural and political
awareness
Active listening, leadership, and cultural and political awareness are
the interpersonal skills that a project manager or team needs to
monitor stakeholder relationships
169. Solution: A, C, E and F. Brainstorming, Risk checklists, Interviewing
and Decision tree analysis
The following are the tools used for risk analysis:
Brainstorming is to obtain a comprehensive list of individual project
risks and sources of overall project risk.
Risk checklists are developed based on historical information and
knowledge that has been accumulated from similar projects and
from other sources of information.
Interviewing may be used to generate input for the quantitative risk
analysis, drawing on on inputs that includes individual project risks
and other sources of uncertainty.
Decision tree analysis are used to support selection of the best of
several alternative course of action.
The following tools are not used for risk analysis:
Inspection is examination of a work product to determine whether it
conforms to documented standards.
Product evaluation is an investigation conducted to provide objective
information about the quality of the product or service under test in
accordance with the project requirement.
170. Solution: B. Bottom-up
Bottom-up estimates are the most accurate, but depend on specific
details and historical data. Because the project has delivered a full
unit, the actual effort values can be used for the same team.
171. Solution: D. None of the above
* Explorers – Are eager to discover new ideas and insights. They
want to learn everything they can about the iteration/release/
project.
* Shoppers – Will look over all the available information and be
happy to go home with one useful new idea
* Vacationers – Aren’t interested in the work of the retrospective,
but are happy to be away from the daily grind.
* Prisoners – Feel they have been forced to attend and would rather
be doing something else.
172. Solution: B. Clarified interpretation of compliance guidelines.
The project manager should have ensured they understand the
compliance guidelines before making compliance-related changes
while adopting a new project delivery approach that could pose
threats to compliance.
The other answer choices are incorrect because they suggest actions
that do not promote the specific compliance standards for the
project.
173. Solution: D. Ensure the interpretation of compliance guidance and
validation
Ensure the interpretation of compliance guidance and validation is
correct as the government is involved and it will help determine
potential threats to compliance.
All other options are generic for all projects.
174. Solution: A. Business survival and continuity
Business survival and continuity is correct as it is the more far
reaching implication, other options are incorrect as these
implications are short lived.
175. Solution: D. Monitoring and Controlling Process Group
Corrective actions are taken in Monitoring & Control Process Group
176. Solution: D. Project Human Resource Management
Test candidates understanding about project management
knowledge area. Which particular knowledge area he/she can
control and monitor. HR is the one which is handled by a dedicated
cross functional team in any organization. where project manager
will have influence but not full control.
177. Solution: D. Add to the product backlog to be treated in next
iteration
As the project team is in a middle of a sprint, any new requirement
should be first added to the product backlog and reviewed in the
next sprint.
Calling a meeting with the stakeholder with a / all team members,
getting the stakeholder to explain the requirement in a war room
shouldn't be done in the middle of a sprint due to a new
requirement.
178. Solution: B. Scrum Master
The Scrum Master is the facilitator for all Scrum ceremonies,
including estimation events
179. Solution: B. Outgoing, enthusiastic, optimistic, can be seen as
overly optimistic
180. Solution: D. Customer focused
WBS is used by the project team only and is not usually a deliverable
to the customer.
PMBoK Sixth Edition Chapter 3 states: "3.5 CREATE WBS
Create Work Breakdown Structure (WBS) is the process of
subdividing project deliverables and project work into smaller, more
manageable components. The key benefit of this process is that it
provides a framework of what has to be delivered. This process is
performed once or at predefined points in the project.
The needs of the project determine which components of the project
management plan and which project documents are necessary"
WBS is an internal document and not provided to the Customer.
Therefore, the correct answer is: "Customer Focused"
The Distractors are valid and accepted.