Exam Questions 1 Flashcards
Question
A project manager learns that in-house resources are insufficient to produce a critical component of a deliverable. This poses a significant threat. The quality of the component is integral to the project, and the in-house resources cannot guarantee high-quality output. In response to this threat, the project manager decides to outsource the production of the component by contracting a third-party vendor.
Which threat response strategy did the project manager use?
A.Accept
B.Mitigate
C.Enhance
D.Escalate
Solution: B. Mitigate
The correct answer is mitigate.
A threat is an event or condition that, if it occurs, has a negative impact on one or more objectives. In threat mitigation, action is taken to reduce the probability of occurrence and/ or impact of a threat. Early mitigation action is often more effective than trying to repair the damage after the threat has occurred. The project manager acted to reduce the probability of the threat associated with the development of a project-critical component.
The other answers are incorrect because they do not align with this situation.
Threat acceptance acknowledges the existence of a threat, but no proactive action is planned.
Enhancement refers to opportunities, not threats. In opportunity enhancement, the project team acts to increase the probability of occurrence or impact of an opportunity.
Escalation is appropriate when the project team or the project sponsor agrees that a threat is outside the scope of the project or that the proposed response would exceed the project manager’s authority.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe///chapter 11, p467 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats]
Question
During the development phase of a construction project, key stakeholders approved a project budget. The team identified risks and appropriate risk responses. However, during project execution, an unexpected local health emergency halted and delayed work on the project. This event type was not identified as a risk or listed in the risk register. The team decides that this issue must be mitigated, which would incur additional costs.
How should the project manager address this unforeseen budgetary overrun?
A.Use the management reserve to cover the cost.
B.Identify potential ways to exploit the risk.
C.Use the contingency reserve to cover the cost.
D.Develop cost and performance baselines.
Solution: A. Use the management reserve to cover the cost.
The correct answer is to use the management reserve to cover the cost.
Since the health emergency was unforeseen, the management reserve would be the appropriate resource to cover the cost or mitigation. A management reserve is the amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes that is reserved for unforeseen work that is within the project scope.
Risk exploitation addressed opportunities, not threats. Risk exploitation is a response strategy whereby the project team acts to ensure that an opportunity occurs. Further, the question states that the issue must be mitigated, so the risk response has already been determined.
A contingency reserve is the time or money allocated in the schedule or cost baseline for known risks with active response strategies. This option is incorrect because the risk was not known.
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.4.2.4 Budget] [2.8.5.1 Threats] [2.8.5.3 Management and Contingency Reserve]
Question
A project sponsor is risk averse and is therefore concerned about negative impacts on the project. To help with this concern, the project team identifies four project risks and then evaluates both the probability of occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale, 1 being the lowest and 5 being the highest.
Risk
Probability
Impact
A
3
3
B
5
1
C
2
4
D
4
4
Based on the table, in what order should the project manager rank these risks (high to low) for risk management purposes?
A.B, A, D, C
B.B, C, A, D
C.D, A, C, B
D.C, D, A, B
Solution: C. D, A, C, B
Risk severity is the product of probability and impact; the higher the product, the higher the risk is rated.
In order, the values are:
Risk D: 4 X 4 = 16
Risk A: 3 X 3 = 9
Risk C: 2 X 4 = 8
Risk B: 5 X 1 = 5
This being the case, C is the correct answer.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11.1.3.1/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11.5.2.9/ [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./7.5.5/307-308 [Item]
Question
A project manager is conducting risk identification based on high-level scope and expert judgement.
What information in the project charter could support risk identification?
A.Summary of project roles and responsibilities
B.Detailed requirements and scope
C.Project communication matrices
D.Stakeholder interest
Solution: D. Stakeholder interest
The Project Charter summarizes high-level information about project and product. It includes a general risks list developed using expert judgement technique. Individuals experienced in similar projects or area, familiar with source of risks, or either individuals familiar on how the organization approaches risks, can contribute to risk identification process.
Summary of project roles and responsibilities does not address question, and would not be in the charter.
Detailed requirements and scope would not be in the charter. The charter would be at a higher level and not detailed.
Project communication matrices does not address question, and would not be in the charter.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/11/404 [Item 11.1.2.1 Opinião Especializada]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/79 [Item 4.1.2.1 Opinião Especializada]
| PMBOK® Guide—Fifth Edition (5th) PMI/PMI//4.1 Develop Project Charter. Pg. 66 [Item]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//Chapter 6 Project Initiation and Execution. 6.1.6 Other Factors. Pg. 225. [Item]
| Project Managers Portable HandBook, 3rd Ed (2010) ///7.1.5 Sequence of Planning Actions [Item]
Question
A project is in the execution phase, and product testing is almost complete. A team member proposes that the testing can be fast-tracked by removing some of the tests. The team member believes this will help to finish the job earlier and give the project more float.
What should the project manager do?
A.Request more information from the team member.
B.Reject the team member’s proposal.
C.Discuss this proposal with the project team.
D.Ask the quality manager to consider the proposal.
Solution: B. Reject the team member’s proposal
Removing certain tests is a risky move, and can’t be done just to fast-track the project. The Project Manager should have considered all tests while assigning time for the testing phase. If the project is progressing as per the assigned time, no review of tests is needed, and the proposal should be rejected.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/11/400 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/293 [Item]
Question
What tools or techniques are suitable for monitoring risks? (Choose 2)
A.Data analysis
B.Affinity grouping
C.Risk Transference
D.Risk audits
Solution: A and D. Data analysis and Risk audits
The correct answer is data analysis and risk audits.
Monitoring risks provides the assurance that risk responses are being applied, verifies whether they are effective, and, as necessary, initiates corrective actions. Periodic audits should be performed to determine strengths and weaknesses in handling risks within the project. Data should be analyzed and documented throughout the risk management process. Audit measurements and data analysis provide a reliable understanding of the status of risks.
The other answer choices are incorrect. Affinity grouping involves classifying items into similar categories or collections on the basis of their likeness. Common affinity groupings include T-shirt sizing and Fibonacci numbers. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
The Standard for Risk Management in Portfolios, Programs, and Projects, 2019 [X67 MONITOR RISKS]
Question
A project manager completed plans for a project and submitted all documents for approval but did not allocate time for delays in obtaining approvals. In addition to selecting a risk owner to address this potential risk, what should the project manager have done?
A.Asked the risk owner to escalate with approvers so that approvals are obtained as soon as possible.
B.Adjusted the project plans by lowering work completion estimates so that the work can be completed on time despite the delay.
C.Developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies.
D.Used a real options analysis to perform an economic analysis of alternative risk response strategies.
Solution: C. Developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies
The correct answer is developed specific actions to implement the agreed-upon risk response strategy, including primary and backup strategies. In situations where there are only a few possible outcomes from an area of uncertainty, the project team can prepare for each of those outcomes. This entails having a primary solution available, as well as having backup or contingency plans in case the initial solution is not viable or effective. Where there is a large set of potential outcomes, the project team can categorize and assess the potential causes to estimate their likelihood of occurrence. This allows the project team to identify the most likely potential outcomes on which to focus.
The other options are incorrect because they are reactionary and the question asks what would have been done in addition to selecting a risk owner to address this potential risk.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats]
PMBOK® Guide—Fifth Edition (5th) PMI/PMI//Section 11.5.2 Plan Risk Responses: Tools and Techniques, Page 343 [Item]
| Prac Stnd for Proj Risk Management (Jul 1 2009 12:00AM) Project Management Institute/Project Management Institute//Ch 5.4 Documenting the Results of the Identify Risks Process, Page 29 [Item]
Question
Which of the following represents levels of risk attitude?
A.Conservative, moderate, and liberal
B.Risk-averse, risk-neutral, risk-tolerant, risk-seeking
C.Risk-mitigating, risk-avoiding, risk-transferring, risk-accepting
D.High, medium, and low
E.Positive, negative, and indifferent
Solution: B Risk-averse, risk-neutral, risk-tolerant, and risk-seeking
The correct answer is risk-averse, risk-neutral, risk-tolerant, and risk-seeking.
Risk attitude is a disposition toward uncertainty, adopted explicitly or implicitly by individuals and groups, driven by perception, and evidenced by observable behavior. The correct answer is therefore the one that cites the averse, neutral, tolerant, and seeking attitudes towards risk as a characteristic of the stakeholders. 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. Risk attitude information is useful in determining roles and responsibilities for managing risk on the project, as well as setting risk thresholds for the project. Conservative, moderate, and liberal are not risk attitudes. Risk-mitigating, risk-avoiding, risk-transferring, and risk-accepting are risk response strategies. High, medium, and low are gradients that can be used for qualitative risk assessment. Positive, negative, and indifferent are not risk attitudes.
This question and rationale were created in reference to: PMBoK 6th ed. / par. 11.1.1.3 PMBoK 6th ed. / par. 11.5.2.4 e-Reads//Practical Project Risk Management: Atom methodology, figure 2-5 [Item] e-Reads//Risk and Decision Analysis in Projects, 2nd edition, Glossary, risk attitude [Item]”]
Question
A project manager has been made aware of a recent weather event that could potentially impact the project. Forecasters are unable to predict the path or strength of the event. Any delays would extend the project’s finish date and cause cost overruns.
What should the project manager do first?
A.Notify the stakeholders and revise the budget.
B.Take preventive action based on new information.
C.Check the risk register for more risk information.
D.Record information about the event in the issue log.
Solution: C. Check the risk register for more information
The correct answer is to check the risk register for more information.
Before doing anything, the project manager should review the risk register. A risk register is a repository in which outputs of risk management processes are recorded. It is important to check whether or not the risk had been identified during the planning process, or if it is an emergent risk. If the risk was previously identified, the risk register would have the information needed to address the risk. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks. From there, the project manager can address the risk appropriately.
The other answers are incorrect because the risk register should be reviewed before making any revisions or taking preventative actions. An issue log is used to record and monitor information on active issues, and the event has not occurred yet, and may not occur.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [4.6.2 LOGS AND REGISTERS] [3.10 OPTIMIZE RISK RESPONSES]
Question
A supplier of a critical component for a construction project notifies the project manager that the component will be significantly late. Because this risk had been identified during project planning, the cost baseline contains an adequate contingency reserve.
What should the project manager do next?
A.Identify a supplier that can provide the component within the amount of the reserve.
B.Order the component from another supplier and submit a change request to the change control board (CCB).
C.Review the risk response plan and the statement of work for the next steps and a penalty clause for late delivery.
D.Update the project schedule and the lessons learned repository.
Solution: A. Identify a supplier that can provide the component within the amount of the reserve
Realizing that project delivery is the prime focus, the project manager needs to assess alternatives without concern for the potential budget impact. Once a viable alternative is identified, they can present their case to the sponsor for a decision. So, identifying a supplier that can provide the component within the amount of reserve is the right choice.
Ordering the component from another supplier without considering the reserve is not the right choice. Updating the project schedule and reviewing the statement of work for late delivery won’t solve the current situation. That is equal to accepting the project delay.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/12/465 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/26/60 [Item]
Question
A technology project for a multinational bank is in the testing stage. The project manager learns that a security breach has exposed the personal data of thousands of end users. The project sponsor suspends work while the cause is investigated. The threat of a security breach was identified during the risk management planning process, and the impact is significant.
What should the project manager do?
A.Refer to the stakeholder engagement plan to determine the risk owner.
B.Perform a decision tree analysis to calculate the optimal path to resolution.
C.Meet with the project sponsor to negotiate a new requirements management plan.
D.Update the issue log and review the risk response strategy outlined in the risk register.
Solution: D. Update the issue log and review the risk response strategy outlined in the risk register.
The correct answer is to update the issue log and review the risk response strategy outlined in the risk register.
Before taking action, the issue must be documented in the issue log and the risk register must be reviewed to determine how to respond to this issue. When threats occur, they are called issues and are listed in the issue log. An issue log is used to record and monitor information on active issues. Since the threat of a data breach has occurred, it must be documented in the issue log. The project manager must also review the risk register. A risk register is a repository in which outputs of risk management processes are recorded. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks. The risk of the breach was identified, therefore the risk register should contain information on the agreed-upon risk response strategy and other related information.
Referring to the stakeholder engagement plan to determine the risk owner is incorrect because the risk owner is documented in the risk register. A stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote the productive involvement of stakeholders in project or program decision making and execution.
Performing a decision tree analysis is incorrect because it is a risk analysis tool that should have been conducted when the team was analyzing risks. A decision tree analysis is a diagramming and calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty. The output of this analysis would be recorded in the risk register.
Meeting with the project sponsor to negotiate a contingency plan is incorrect because the contingency plan must have been available in the risk register.
This question and rationale were developed in reference to:
The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/10/23-25 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8.5.1 Threats] [4.6.2 LOGS AND REGISTERS] [4.4.1 DATA GATHERING AND ANALYSIS]
Question
A project manager learned that the project deliverables will not meet the quality requirements unless a change is made to a component. After issuing a formal change request, the project manager emailed details of the change to all stakeholders. Most stakeholders received the information promptly and are fully aware of the change. However, the project manager finds out that some stakeholders did not receive the email or did not read it.
What could the project manager have done to prevent this?
A.Reviewed the communications management plan.
B.Developed a detailed work performance report.
C.Met with the project sponsor to discuss communication.
D.Questioned the stakeholders about technological literacy.
Solution: A. Reviewed the communications management plan.
The correct answer is to review the communications management plan.
A communications management plan is a component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated. Communication is the most important factor in engaging with stakeholders effectively. Project success is dependent on effective communication and the communication medium used influences the effectiveness of communication. Before deciding to send emails to all stakeholders, the project manager should have first reviewed the communications management plan to confirm that email communication is effective for all stakeholders. Typically, preferred communication methods vary from stakeholder to stakeholder, based on a multitude of factors.
The other options are incorrect because they do not preemptively address the core issue. In this case, some stakeholders had no problems with the emails. For others, email was clearly not the most effective way to communicate. The project manager could have avoided the confusion by reviewing the communications management plan and disseminating the information in the stakeholders’ preferred medium.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [4.2.2 COMMUNICATION MODELS]
Question
A customer is concerned that the current project deliverable will not fulfill stated project requirements. What could be done to alleviate customer concerns?
A.Schedule a meeting to remind the customer of requirements previously communicated to the team.
B.Document the customer’s concern as a risk in the risk register and plan accordingly.
C.Manage the concern at the review of each deliverable with the customer.
D.Ask a product owner to review the acceptance criteria previously discussed with the customer.
Solution: D. Ask a product owner to review the acceptance criteria previously discussed with the customer
To align the customer expectations with the upcoming deliveries the product owner should work with the customer to describe functional behavior as acceptance criteria (definition of Done).
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item The Agile Developer’s Handbook by Paul Flewelling Published by Packt Publishing, 2018 Acceptance criteria]
| The Agile Practice Guide (No Date) PMI/PMI/5/52 [Item]
Question
The client agreed to the standards that would be used to assess final deliverables prior to hand-off, but is now asking for improvements because the deliverables do not meet the standards. Which document should the project manager consult to resolve this issue?
A.Scope management plan
B.Quality management plan
C.Requirements documentation
D.Project charter
Solution: B. Quality management plan
The quality management plan defines the standards for the project deliverables and how compliance with the standards can be demonstrated. The project charter will not have this level of detail. Likewise, the scope and requirements should not change or list specific responses to the quality acceptance criteria of the project deliverables.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.5.3.1/202 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2004) Tom Kendrick/AMACOM/41/100 [Item]
Question
A project deliverable does not meet the functional requirements necessary to meet stakeholder needs. As a result, the customer refuses to accept the deliverable.
How would defining the quality metrics have helped the project manager avoid this situation?
A.The test management plan would have evaluated the deliverable according to quality metrics before final acceptance.
B.Quality metrics specified in the work breakdown structure (WBS) would have identified compliance specifications.
C.Quality metrics would have described the attributes of the deliverable and how to measure them.
D.Quality metrics in the requirements plan would have allowed for a new procurement process in case of component failure.
Solution: C. Quality metrics would have described the attributes of the deliverable and how to measure them
Quality metrics are a description of a project or product attribute and how to measure it, hence it would be able to identify whether the customer would be satisfied with the deliverable as the metrics are clear and objective.
The Test Management plan take reference to the Quality Metrics, hence it is not the correct options.
The quality metrics in the WBS would only show what tasks will be performed to met specifications, but those specifications may not be measured yet.
Lastly, the option on allowing for a new procurement process will not help, as the question was about how would defining Quality Metrics would have helped out.
This question and rationale were developed in reference to:
e-Reads (No Date) //Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard / Ch 7/ [Item]
| PMBOK® Guide—Fifth Edition (No Date) PMI//8/242 [Item]
Question
A manufacturing company receives customer complaints that a product is defective. A project sponsor has said that these complaints might be outliers.
What should the project manager use to investigate the cause and quantity of defects in this product?
A.Flowcharts
B.Affinity diagram
C.Control chart
D.Histogram
Solution: D. Histogram
Histogram is correct because it can show the number of defects per deliverable, a ranking of the cause of defects, the number of times each process is noncompliant, or other representations of project or product defects.
Flowchart is not correct because it show a series of steps that lead to a defect.
Affinity diagram is not correct because it can organize potential causes of defects into groups showing areas that should be focused on the most.
Control chart is not correct because it is used to determine whether or not a process is stable or has predictable performance
This question and rationale were developed in reference to:
e-Reads (No Date) /J. Ross Publishing/Project Quality Management: Why, What and How by Kenneth H. Rose/Chapter 7 - Collecting and Understanding Project Data [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/298 [Item]
Question
A major project deliverable is completed. What should the project manager and team do to confirm that specifications have been met?
A.Check the organizational process assets.
B.Validate the quality audit reports.
C.Verify the scope.
D.Perform quality control.
Solution: D. Perform quality control
Quality control is used to analyze and evaluate the project deliverables against the requirements.
The other answer choices are incorrect. Quality audits are typically used to address problems or improvements, not to validate deliverable specifications. Organizational process assets are specific to the organization and not to the project, or project deliverables. Verifying the scope is not helpful, as the deliverable has already been completed.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (No Date) PMI//8.3/248 [Item]
| Project Quality Management: Why, What and How (2005) Kenneth H. Rose/J. Ross Publishing/6/ [Item]
Question
After sponsor approval of a project, the project manager invites the sponsor, selected team members, and other stakeholders to a meeting. The major purpose of the meeting is to define how formal acceptance of the completed project deliverables will be obtained.
What document will be developed as the final output of this meeting?
A.Change log.
B.Stakeholder register.
C.Scope management plan.
D.Requirements management plan.
Solution: C. Scope management plan
The scope management plan is a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
Change log is used to document changes that occur during a project.
Stakeholder register contains information about identified stakeholders that includes identification information, assessment information and stakeholder classification.
Requirements management plan is a component of the project management plan that describes how project and product requirements will be analyzed, documented, and managed.
This question and rationale were developed in reference to:
PMBOK® Guide—Fifth Edition (No Date) PMI//5.3.1.1/109 [Item]
| Value-Based Metrics for Improving Results: An Enterprise Project Management Toolkit (24/7) (2008) Mel Schnapper and \\steven \rollins/J. Ross Publishing/18/ [Item]
Question
A project team has not been performing user acceptance tests on a deliverable because the product has been working as expected in other projects. However, after implementation, the product is not operational.
What should the project manager do to identify the source of the problem?
A.Review the quality metrics document.
B.Develop a scatter diagram.
C.Conduct a root cause analysis.
D.Perform an audit.
Solution: C. Conduct a root cause analysis
Root cause analysis is an analytical technique used to determine the basic underlying reason that causes a variance, defect, or risk. So conduct root cause analysis is the right choice
Quality metrics document is a description of a project or product attribute and how to measure it, and is not used to identify the source of the quality problem.
A scatter diagram is a graph that shows the relationship between two variables and is used for decision making, not identifying the source of the quality problem.
An audit is the process to determine if the project activities comply with the specific procedure, which doesn’t help to identify the quality problem in this case.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/11/392 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2.2.2/ [Item]
Question
A project manager is working with stakeholders to identify the steps that must be completed as part of a task. The project manager needs to be able to verify that team members have completed all the steps required when performing a frequently performed task.
What should the project manager use?
A.Flowchart
B.Checklist
C.Histogram
D.Facilitation
Solution: B. Checklist
The project manager should use a checklist as it is generally used in validating process steps have been implemented.
The other answer choices are incorrect. Flowcharts can only be used to outline process steps not verify that they have been conducted; histograms reflect frequency distribution and will not verify team members have completed the tasks; and facilitation is the ability to effectively guide a group event to a successful decision, solution, or conclusion.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//80 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/5.24/ [Item]
Question
A project has been closed and customer care needs to measure customer satisfaction with the deliverables.
What should be done next?
A.Negotiate additional contract with customer for similar service.
B.Schedule meeting with stakeholders and customer to discuss lessons learned.
C.Evaluate project deliverables and review customer feedback documents.
D.Audit project success by reviewing closing documentation for each project phase.
Solution: C. Evaluate project deliverables and review customer feedback documents
Evaluate- Closure meetings are used to confirm deliverables have been accepted, validate if acceptance criteria have been met, formalize contract completion, evaluate stakeholders satisfaction, gather lessons learned, transfer project knowledge and information, and celebrate success. Customer satisfaction can be derived by referring customer feedback documents
Negotiate- Not initiated by the customer. No need to negotiate additional contract with customer
Schedule- Previously performed at project closure. As part of Project closure meeting, lessons learned can be covered
Audit- No relevance to the question, part of gate review process
This question and rationale were developed in reference to:
e-Reads (No Date) ///Keeping Score using the Right Metrics by Mark Graham Brown, 1996. Chapter 6 Measuring Customer Satisfaction Value, item “Method of identifying customer requirements” [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/127 [Item 4.7.2.3 Meetings]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 8 Project Quality Management, page 229 [Item]
Question
A project manager is reviewing work performance data in preparation for the close project process. The data reveals that one of the deliverables was not accepted. The estimated work required to complete acceptance of the deliverable will delay the project completion date by two months.
What should the project manager do next?
A.Allocate the contingency reserve to procure resources needed for completion.
B.Update the schedule and perform the work.
C.Issue a change request for review by the change control board (CCB).
D.Update the watch list in the risk register.
Solution: C. Issue a change request for review by the change control board (CCB)
Since one of the completed deliverables was not formally accepted, it may require a change request for defect repair. The change requests are processed for review and disposition through the Perform Integrated Change Control process. During the “Close Project Process” the Project Manager has to go to the Change Control Board (CCB) to follow the Project Management Norms.
The other answer choices are incorrect because they are activities to be performed after the “approval” obtained from the CCB.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Project Manager Street Smarts: A Real World Guide to PMP Skills by Linda Kretz Zaval and Terri A. Wagner - Task 4.1: Monitoring and Controlling Project Work, section Verifying Scope [Item]
| IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Chapter 5, Validating scope, section Scope validation p209 bottom [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Validate Scope 5.5.3.2 Change Requests [Item]
Question
Project completion will be delayed because an essential component will not be delivered on time. What should the project manager do?
A.Consult with stakeholders and revise the project schedule to reflect the delay.
B.Review the scope management plan to understand how acceptance of project deliverables could still be obtained.
C.Check the procurement contract for penalties that can be imposed on the supplier of the component.
D.Evaluate the impact of the delay before deciding what actions are necessary.
Solution: D. Evaluate the impact of the delay before deciding what actions are necessary
Before a path of action can be selected, the project manager needs to first understand the impact of the delay, and what, if any, successor activities are affected. This action would be required before advising the project sponsors who will want to know the impact before making project decisions.
Without knowing the impact of the delay, you are not ready to revise the schedule.
Acceptance criteria of project deliverables in the scope management plan would not change in this scenario.
This question and rationale were developed in reference to:
Fundamentals of Project Management 5th Edition (No Date) James P. Lewis/AMACOM/Project closure/428 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.6.2/ [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5/ [Item Project Scope Management]
Question
A project manager needs to close out a project and does not have time to update the lessons learned register.
What could be a consequence of this failure to act?
A.Work performance data would be incomplete and unavailable for analysis.
B.Opportunities to prevent similar problems in future projects could be missed.
C.The project management plan could be inaccurate and misleading.
D.Key stakeholders would refuse to engage in future projects.
Solution: B. Opportunities to prevent similar problems in future projects could be missed
Capturing lesson learned allows project manager to gain knowledge of past knowledge which will help prevent similar problems in future projects.
Work performance data is the raw observations and measurements identified during activities designed to carry out the project work. It is collected during project execution.
Lesson learned register is an input for the project management plan, however not updating it doesn’t cause the project management plan to be incorrect or misleading.
Not capturing lesson learned doesn’t impact key stakeholders in engaging future projects.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//96 [Item]
| Practice Standard for Earned Value Management (10/1/2011) PMI/PMI//60/76 [Item]
Question
Which of the following is not part of the Validate Release in Transition phase?
A.Production deployment testing.
B.Active stakeholder participation.
C.Stakeholder satisfaction survey.
D.Log the deployment.
Solution: D. Log the deployment.
Logging the deployment falls under the release into production during the transition.
Production deployment testing, active stakeholder participation, and stakeholder satisfaction survey are part of validating a release in transition.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition
DA 5.5 (https://dabrowser.pmi.org/?version=5.5)
Question
A project manager needs to close a project phase. What step should project manager take?
A.Ensure deliverables have full buy-in according to decision process established for phase.
B.Compare project deliverables with project charter and request customer sign off.
C.Review high-level strategic and operational assumptions and constraints with stakeholders.
D.Review project management plan to ensure phase objectives have been met.
Solution: D. Review project management plan to ensure phase objectives have been met
Correct answer: When closing a project or a phase project manager must review project management plan to ensure all project or phase work is completed and project or phase has met objectives.
The remaining options are not correct for the reasons explained below
Ensure- A component of the PM plan, but not all encompassing
Compare- A component of the PM plan, but not all encompassing
Review high-level- Not reviewed at a phase closure, would address in charter development
This question and rationale were developed in reference to:
e-Reads (No Date) ///Value-Based Metrics for Improving Results: An Enterprise Project Management Toolkit by Mel Schnapper and Steven Rollins , Chapter 18 - Project Scope Management [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/4/123 [Item 4.7 Close Project or Phase]
| PMBOK® Guide—Fifth Edition (5th) PMI/PMI//Chapter 4.6 Close Project/Phase Page 101 [Item]
Question
A project manager is reviewing project histories, resources, and performance data to apply stored knowledge to a new project. Where is the first place the project manager should look?
A.Previously accepted project charters.
B.PMIS system.
C.Quality management tools.
D.Baseline versus actual performance reports.
Solution: B. PMIS system.
A project management information system (PMIS) is the coherent and complete organization of the information required for an organization to execute projects successfully. This should be updated with project progress right through to project completion.
The other answer choices are incorrect. Previously accepted project charters and quality management tools are useful but do not include project histories or lessons learned. Baseline versus actual performance reports are only a component of the information the project manager is seeking.
This question and rationale were developed in reference to:
OReilly, 5th edition (2006) David Cleland, Lewis Ireland/McGraw-Hill/14.5/302 [Item Needs a more recent citation and editor review]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/3.7/58 [Item]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./9/ [Item]
Question
A project was cancelled during its initiation phase due to lack of adequate resources. What should the project manager do?
A.Inform all team members according to guidelines in the communications management plan.
B.Refer to the company’s project closure guidelines.
C.Perform a risk analysis to determine the impact of terminating the project.
D.Reassign all resources and reallocate budget.
Solution: B. Refer to the company’s project closure guidelines
Project closure guidelines or requirements will contain the organization’s procedures to follow.
The remaining options are not correct for the reasons explained below
Inform- They have not been assigned during the initiation phase
Perform- This would have been done prior to cancelling the project
Reassign- Resources have not been assigned, budget has not been allocated
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/2.1.4.1./27 [Item]
| e-Reads (No Date) //Project Management: A Managerial Approach, Eighth Edition by Jack R. Meredith and Samuel J. Mantel chapter 13.3/ [Item]
Question
Which of the following is not considered during project/phase closure?
A.Team celebration ideas
B.Critical Success Factors
C.Fast-tracking
D.Knowledge transfer
Solution: C. Fast-tracking
Fast-tracking is performed to accelerate the project schedule by executing two activities at the same time. It occurs before project/phase closure.
Critical success factors; knowledge transfer; and brainstorming team celebration ideas are completed during project/phase closure.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition
DA 5.5 (https://dabrowser.pmi.org/?version=5.5)
Question
You are the project manager on a project delivered by a Scrum team. The project sponsors are not familiar with the Scrum framework and were invited to attend the first release retrospective. They ask you to describe the scope of this event.
Which of the following are the goals of the retrospective event? (Choose 3)
A.Identify what is working well and define actions to reinforce them.
B.Identify what is not working and define actions to rectify them.
C.Identify top improvement areas and define actions to implement them.
D.Identify unfinished deliverables and define actions to complete them.
Solution: A, B, and C. Identify what is working well and define actions to reinforce them, Identify what is not working and define actions to rectify them, and Identify top improvement areas and define actions to implement them.
The three correct options are the key goals of the retrospective event as they are activities that help close out the project or phase (e.g., final lessons learned, retrospective, procurement, financials, resources).
Identifying unfinished deliverables and defining actions to complete them is not the objective of a retrospective event. The retrospective event is focused on identifying and addressing problems with the Scrum process, not on managing the project backlog.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-closing-modular-risk-based-6806
Question
A project has components that are outsourced and the project manager is in the control phase of the procurement process.
What should the project manager focus on doing?
A.Finalize the contract and pay the vendors.
B.Develop a procurement plan and identify potential vendors.
C.Issue requests for proposals and select vendors.
D.Evaluate the performance of one of the major project vendors.
Solution: D. Evaluate the performance of one of the major project vendors.
In the control procurement phase, the project manager is responsible for monitoring the performance of the vendors and ensuring that they are meeting the agreed-upon requirements. This includes evaluating the vendors’ deliverables, managing any changes to the contract, and resolving any issues that may arise.
The other answer choices are incorrect and are not relevant to the control procurements phase. Developing a procurement plan and identifying potential vendors is a task that is performed in the plan procurement phase. Issuing requests for proposals and selecting vendors is a task that is performed in the conduct procurements phase. Finalizing the contract and paying the vendors is a task that is performed in the close procurements phase.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-closing-modular-risk-based-6806 [Item]
Question
Which of the following is performed in project/phase closure?
A.Schedule and conduct a project kickoff meeting.
B.Schedule and conduct a lessons learned meeting.
C.Schedule and conduct a change control meeting.
D.Schedule and conduct a project status meeting.
Solution: B. Schedule and conduct a lessons learned meeting.
The correct answer is to schedule and conduct a lessons learned meeting during project/phase closure. Documenting lessons learned during the project life cycle provides future project teams with information that can increase effectiveness and efficiency.
Project kickoff meetings, change control meetings, and project status meetings are all conducted during the project life cycle.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition
DA 5.5 (https://dabrowser.pmi.org/?version=5.5)
Question
A project to develop a new product is nearing its closing phase after 6 months of contributions from the project team and vendor. The project manager has confirmed that the project satisfied the strategic goal it was meant to achieve and received formal documented acceptance from the client and sponsor.
What should the project manager do next?
A.Review all contracts with the project team and suppliers.
B.Disband the project team and return resources to their functional location.
C.Ensure customer care teams have the training to perform their role.
D.Document lessons learned for future reference.
Solution: A. Review all contracts with the project team and suppliers.
When the project manager has confirmed that the project satisfied the strategic goal it was meant to achieve and received formal documented acceptance from the client and sponsor, they should review all contracts with the project team and suppliers. They should make sure that all parties have satisfied their contractual obligations—that the suppliers have delivered all of the products or services required of them and that the organization has made all pertinent payments.
The other answer choices are incorrect. Ensuring customer care teams have the training to perform their role should occur during the project, well before closure. Documenting lessons learned can come after contracts have been reviewed. Disbanding the project team and returning resources to their functional location should be the very last step.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/importance-of-closing-process-group-9949
Question
While executing a project that is nearly behind schedule, a project manager must commission a new piece of equipment. Two local parties who will be impacted by this commission ask that the project be stopped immediately because they were not given an opportunity to provide project approval.
How would implementing a stakeholder engagement plan have helped the project manager avoid this situation?
A.By using the conflict management techniques described in the plan, the project manager could have gotten approval from the local parties.
B.Including the local parties in the plan would have ensured their sign-off and approval of the project charter.
C.By understanding the local parties’ expectations, the project manager could have used appropriate negotiating techniques to engage them.
D.By identifying the local parties as stakeholders, they would have been included in relevant communications.
Solution: D. By identifying the local parties as stakeholders, they would have been included in relevant communications
By identifying the local parties as stakeholders, they would have been included in relevant communications is the correct answer as stakeholder identification should include all parties affected by the project including local, external and internal. The project charter formally authorizes the project,
Conflict management and negotiations are soft skills used after stakeholders are identified
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (No Date) PMI/PMI Inc/13.2/ [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./4/135 [Item]
Question
A key stakeholder refuses to sign off on a product because it does not meet the expectations outlined in the project scope. What should the project manager have done to avoid this situation?
A.Solicited stakeholder feedback throughout the life cycle of the project.
B.Conducted risk assessments based on the stakeholder’s expectations.
C.Implemented conflict management techniques during sign-off.
D.Involved the key stakeholder during the testing phase.
Solution: A. Solicited stakeholder feedback throughout the life cycle of the project
Managing stakeholder engagement helps to ensure that stakeholders clearly understand the project goals, objectives, benefits, and risks for the project, as well as how their contribution will enhance project success. Listening to their feedback is an important part of this engagement.
Getting sign off on the product is not related to risk assessments.
Implementing conflict management is not necessary during sign-off, managing stakeholder engagement is more appropriate.
Testing is performed by the testers and the key stakeholder is responsible to provide the acceptance and sign off on the product.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press//360 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//527 [Item]
Question
A project manager is developing a project charter, but a key stakeholder is failing to provide information about the expected project benefits. Why should the project manager meet with the project sponsor about this issue?
A.The project sponsor is the key person responsible for managing both tacit and explicit project knowledge.
B.The project sponsor is the party who can address internal political and strategic issues that can affect project quality.
C.The project sponsor can request that the change control board (CCB) make a change in the stakeholder community.
D.Disciplinary actions regarding stakeholders are managed by the project sponsor.
Solution: B. The project sponsor is the party who can address internal political and strategic issues that can affect project quality
The sponsor is the person who could intervene and facilitate that stakeholder’s contribution. The project sponsor may not have disciplinary control over all stakeholders. Removing a key stakeholder may not be in the best interest of the project. The project manager is the one responsible to manage project knowledge and communicate to stakeholders.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./10.1.7/405 [Item]
Question
A new project stakeholder is identified who has interest in, but little authority or influence on, the project. How should the project manager handle this stakeholder?
A.Provide information to the stakeholder as needed.
B.Work closely with the stakeholder to proactively address their concerns.
C.Keep track of the stakeholder and respond to their needs.
D.Include the stakeholder on standard updates and keep them satisfied.
Solution: A. Provide information to the stakeholder as needed
Since the stakeholder has little authority or influence, the project manager does not need to work closely with them to address their concerns, or to keep track of them and their needs. The stakeholder does not need standard updates, either. The project manager should determine the stakeholder’s needs and provide information to them to meet their needs.
High power, high-interest stakeholders should be closely managed.
Stakeholders with high power and low interest should be kept satisfied.
Those with low interest and low power shall be only monitored with minimum effort.
A stakeholder with low power and high interest in a project should be kept informed.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/Project Management Institute/13.1.2.1/397 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/10.6/482 [Item]
Question
A project manager recognizes the need to improve team dynamics and knowledge sharing during a megaproject.
What should the project manager do?
A.Conduct knowledge-sharing sessions where experienced team members present their expertise.
B.Assign junior team members tasks that push their skill level and offer minimal support.
C.Implement a formal mentoring program with structured goals and regular meetings.
D.Facilitate open team discussions to identify and address individual challenges and concerns.
Solution: D. Facilitate open team discussions to identify and address individual challenges and concerns.
By facilitating open team discussions, the project manager encourages dialogue and creates a safe space for team members to share their challenges and concerns. This can provide guidance and support for skill development and growth, and foster teamwork and problem-solving.
The other answer choices are incorrect. Knowledge-sharing sessions are valuable, but the mentioned approach emphasizes one-way knowledge transfer, primarily benefiting junior members. It lacks the interactive element and addressing individual needs crucial for mentoring. While pushing skills is important, limited support can be isolating and demotivating, contradicting the supportive and nurturing aspects of mentoring. Formal mentoring programs have merit, this option focuses solely on mentoring and lacks the collaborative element of facilitating open discussions for the entire team.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/stakeholder-management-strategies-megaprojects-11848
Ninan, J., Mahalingam, A., & Clegg, S. (2019). External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective. Project Management Journal, 50, 625–640. doi: https://doi.org/10.1177/8756972819847045
Question
A project manager compiling a list of project stakeholders discovers an interested stakeholder with little to no authority. How should they manage this stakeholder?
A.Keep satisfied.
B.Manage closely.
C.Monitor.
D.Keep informed.
Solution: D. Keep informed
Managing a stakeholder is the issue here. The correct answer is: “Keep Informed”. This stakeholder needs to be kept informed at this stage. As the project progresses the situation changes cannot be predicted.
A stakeholder is an individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. Project stakeholders may be internal or external to the project, they may be actively involved, passively involved, or unaware of the project. Project stakeholders may have a positive or negative impact on the project or be positively or negatively impacted by the project
Stakeholder involvement may range from occasional contributions in surveys and focus groups to full project sponsorship that includes the provision of financial, political, or other types of support. The type and level of project involvement can change over the course of the project’s life cycle. Therefore, successfully identifying, analyzing, and engaging stakeholders and effectively managing their project expectations and participation throughout the project life cycle is critical to project success”
PMBoK Sixth Edition Chapter 1 Section 1.6 states: “PROJECT STAKEHOLDERS
This question and rationale were developed in reference to:
e-Reads (No Date) //Business Analysis Tech 72 Essential/Chapter 3 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/1/ [Item Project Stakeholders]
| PMBOK® Guide–Fifth Edition (5th) PMI//Chapter 13/397 [Item]
Question
A project schedule requires that two teams work simultaneously on separate parts of a complex project. The two parts of the project are dependent on each other. The project manager needs to ensure there are no conflicts when the outputs from the two teams are combined.
What should the project manager do to manage any potential conflicts first?
A.Set up weekly meetings between the teams to monitor each other’s work.
B.Prioritize conflict resolution for the part of the project that is on the critical path.
C.Review the lessons learned register to anticipate potential conflicts and plan their resolution.
D.Engage project stakeholders to ensure their support through any conflicts as they arise.
Solution: A. Set up weekly meetings between the teams to monitor each other’s work
The Project Manager must maintain open channels of communication to prevent suboptimization of individual projects. Set up weekly meetings between the teams to monitor each other’s work is the right choice.
Prioritize conflict resolution, review the lessons learned and engaging project stake holders are the next steps
This question and rationale were developed in reference to:
Project Management: A Systems Approach to Planning, Scheduling, and Contro (No Date) /Project Management: A Systems Approach to Planning, Scheduling, and Control/11.27/ [Item]
| The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/35/ [Item]
Question
A project stakeholder has been missing scheduled facilitation workshops and has delegated assigned tasks to another member of the stakeholder community. What should the project manager do to engage this stakeholder?
A.Review with the stakeholder the roles and responsibilities of everyone involved as specified in the project charter.
B.Explain to the stakeholder the differences among the tasks assigned to each project team member.
C.Ask the program manager to brief this stakeholder and to require the stakeholder’s attendance at all relevant meetings.
D.Pair the stakeholder with a more experienced team member who can act as a mentor.
Solution: A. Review with the stakeholder the roles and responsibilities of everyone involved as specified in the project charter
The first version of the stakeholder engagement plan is developed after the initial stakeholder community has been identified by the Identify Stakeholder process. The stakeholder engagement plan is updated regularly to reflect changes to the stakeholder community.
Review the stake holder the roles and responsibilities of everyone involved as specified in the project charter will help us to engage the project stake holder
Explaining the stakeholder the differences among the tasks assigned to each project team member will not help us the stake holder to understand the roles and responsibilities
Asking the program manager to brief this stake holder job can be done by project manager also by explaining the roles and responsibilities. There is no need of Program manager involvement required here
Pairing the stake holder with a more experienced team member will not be accepted by the stake holder and it may decrease the engagement level of stake holder
This question and rationale were developed in reference to:
Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management , Second Edition (2008) (No Date) Ginger Levine, Allen R. Green/Auerbach Publications/5/ [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/Project Management Institute/13.1.1.1/394 [Item]
Question
A new project manager joins a project during the delivery of a critical milestone. This project has multiple stakeholders, and each has a different level of interest. The project manager needs to determine how much detail to provide to the stakeholders about the delivery.
Which document should the project manager refer to?
A.Communications management plan
B.Stakeholder register
C.Stakeholder engagement plan
D.Project management plan
Solution: C. Stakeholder engagement plan
The stakeholder engagement plan outlines the communication strategy for each stakeholder group. It considers factors like stakeholder interest level, communication preferences, and information needs.
The other answer choices are incorrect. The communications management plan outlines the project’s overall communication strategy but might not delve deep into specific stakeholder communication details. The stakeholder register lists stakeholders and their basic information, not communication specifics. The project management plan defines the overall project scope, timeline, and resources, but doesn’t necessarily detail stakeholder communication strategies.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13/369 [Item]
PMI Article - “The Agile Project Manager’s Guide to Stakeholder Engagement”: https://www.pmi.org/learning/library/stakeholder-management-task-project-success-7736
Question
An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern’s mentor. Two months later, the project goes into critical status, delaying the release milestone by a month.
What should the project manager have done to avoid this scenario?
A.Convinced the critical resource to remain on the project.
B.Requested an experienced resource as a replacement.
C.Negotiated additional time to complete the project.
D.Allocated additional time for mentoring.
Solution: C. Negotiated additional time to complete the project.
As this is a time-critical project, it is not a good idea to allocate mentoring responsibility to a Senior Engineer in a short period of time. Mentoring requires the allocation of additional time which was not planned properly. Allocating more time for mentoring will not solve the problem completely because the mentor/senior person will have lesser to complete their own task.
Rest of the options are not fully within the capacity of the project manager
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2. Mentoring/Tips for the Manager of a Mentor [Item Book: The Manager’s Path by Camille Fournier]
| O’Reilly Platform (No Date) //7/Not Coaching as Usual [Item Measuring the Success of Coaching]
Question
A key project team member is leaving the organization at the halfway point of the project. What should the project manager do first?
A.Meet with remaining team members to reassign workloads.
B.Work with the functional manager to find a replacement.
C.Evaluate the impact of the loss of the team member on the project.
D.Reassess the resource roles and team composition.
Solution: C. Evaluate the impact of the loss of the team member on the project
The first thing the project manager needs to do is to understand what impact this absence will have on the project. The project manager should asses the responsibilities and expertise of the team member that is leaving and determine how their departure will impact the project.
The other options are incorrect because they are not the first thing the project manager should do. Before assessing the situation, the project manager can not make decisions such as reassigning workloads, team composition, or finding a replacement. Actions such as these would follow the evaluation of the impact of the loss.
This question and rationale were developed in reference to:
e-Reads (No Date) /Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, Harold Kerzner/The Human Aspects of Project Management: Managing the Project team, Volume Three/ Chapter 1/ [Item]
PMBOK Guide Seventh Edition (2022) ///[2.2 TEAM PERFORMANCE DOMAIN]
Question
After a review meeting, a scrum master repeats the importance of quality, focusing especially on the Cost of Change. Which of the following is the scrum master not referring to?
A.Shorten the defect cycle time.
B.Fix escaped defects.
C.Support more features.
D.Reduce the technical debt.
Solution: C. Support more features
The scrum master is referring to all the listed options, except supporting more features. In regards to the cost of change, the cost of quality (COQ) measures the total costs required to prevent, identify, and deal with the results of defects in deliverables. The cost of poor quality is higher the later the defect is found and will impact the length of the cycle time.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI// [Item]
| PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/6/236 [Item]
Question
During a project review, the construction manager reports that the concrete production rate has changed over the last three months. They would like to have an idea of what to expect in the next three months.
What analysis should be conducted?
A.Earned value analysis
B.Critical path analysis
C.Trend analysis
D.Cost-benefit analysis
Solution: C. Trend analysis.
The trend analysis will help the construction manager forecast the concrete production rate for the next three months and the future. A trend analysis is a tool and technique used during the monitor and control phase of the project life-cycle. It can be used in the integration, time, cost, and risk knowledge areas.
The other answer choices are incorrect. Earned value analysis (EVA) is a method that allows the project manager to measure the amount of work actually performed on a project beyond the basic review of cost and schedule reports. Critical path analysis provides information to determine the most efficient timeline possible to complete a project. A cost-benefit analysis (CBA) is a tool to evaluate the costs vs. benefits of an important business proposal.
This question and rationale were developed in reference to:
e-Reads (No Date) //Project Planning, Scheduling and Control Fifth Edition by James Lewis/Chapter 12 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//6.7.2.1 Performance Reviews, Page 188 [Item]
| PMP: Project Management Professional Study Guide, Ninth Edition, 9th edition (2018) Kim Heldman/Sybex/11/
https://www.pmi.org/learning/library/earned-value-management-systems-analysis-8026
Question
A project manager is managing an agile project which has many risks identified in the risk register. The current sprint deals with a critical aspect of the project. During the iteration, an identified risk occurs which ceases project development. The project manager logs the risk occurrence.
What should the project manager do next?
A.Raise the frequency of communications and leverage stakeholders to assist in resolving issues.
B.Assign responsibility for the communication management plan to a senior team member.
C.Invite the stakeholders to the next retrospective meeting and inform them of the issue.
D.Delay development of the critical aspect to the next sprint and work on items currently in the backlog.
Solution: A. Raise the frequency of communications and leverage stakeholders to assist in resolving issues.
Effective issue management requires increased communication and should include stakeholders whenever necessary. If progress is halted, the project manager cannot wait for the next retrospective meeting. In agile, items from the backlog are not added to a current sprint once it has started.
This question and rationale were developed in reference to:
Identifying and Managing Project Risk (No Date) Tom Kendrick//11-Monitoring and Controlling Risky projects/
The Project Management Toolkit. 100 Tips and Tricks for Getting the Job Done Right by Tom Kendrick, page 228.
PMBOK Guide Seventh Edition (2022) ///[2.6.2 DELIVERABLES] [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A project manager identifies that the work started by the project team is inconsistent with industry regulations.
What should the project manager update?
A.Organizational process assets
B.Work performance data
C.Issue log
D.Project management plan
Solution: C. Issue log
The project manager should update the issue log because noncompliance with industry regulations is an issue. The issue log is a project document where all the issues are recorded and tracked and should be updated as issues arise as a result of monitoring and control activities throughout the project’s life cycle.
The other answer choices are incorrect. Organizational process assets would include anything the organization has acquired that you can use in the management of the project. Work performance data is the status of project parameters, such as how much work has been completed, how much time has elapsed, and the cost incurred so far. A project management plan is a collection of baselines and subsidiary plans.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Practical Project risk management: The ATOM Methodology. Chapter 9 - Just do it (implementation) [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Issue Log]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 10 - Project Communications Management. Page 303-305
Question
During an agile retrospective session, several team members mentioned that they were confused about the iteration’s progress. What should the project manager do to avoid this confusion?
A.Coach the team to review the iteration board.
B.Prepare a daily project status report and share it with the team.
C.Ask the team to refer to the iteration backlog report.
D.Address the issue at the next retrospective session.
Solution: A. Coach the team to review the iteration board
In agile, it is important that the project manager coaches their team to self-manage their work and review the iteration board.
The other answer choices are incorrect. Daily project status reports and iteration backlog reports are not standard agile processes. A retrospective session is for identifying actions for improvement, not addressing the issue
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Understanding project management processes and practices/556 [Item]
| The Agile Guide to Business Analysis and Planning: From Strategic Plan to Continuous Value Delivery (March-2021) Howard Podeswa//15.7 Monitoring Progress/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item]
Question
During acceptance testing of a deliverable, some senior stakeholders complain that a feature essential to their department was not included. What should the project manager have done to prevent this?
A.Consulted lessons learned from similar projects to adapt processes
B.Prepared a change management plan and logged changes during project implementation
C.Analyzed the project charter and developed a scope management plan
D.Prepared a prototype and conducted a product demo with stakeholders
Solution: C. Analyzed the project charter and developed a scope management plan
Analyzed the project charter and developed a scope management plan is correct, because the question is about what Project Manager should have done to prevent this situation. The scope management plan is a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified.
The remaining options are not correct for the reasons explained below
Consulted … appears to be close but it is a distractor because lessons learned provides an insight of how other projects were executed in general
Prepared a change…. is the next step but not what should have been done to prevent this situation
Prepared a Prototype…. is on the basis of Scope and Requirements which is part of Scope Management plan
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press//129-130 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/9.1.2//123-124 [Item]
Question
A new project manager has been assigned to a project during its execution stage. During a review of the work breakdown structure (WBS), the project manager discovers that some deliverables were overlooked. The project manager needs to ensure that no work is left out of the project scope and no extra work is performed.
What should the project manager do next?
A.Add the work to the WBS and recalculate the project metrics.
B.Ask the stakeholders if these deliverables need to be added to the WBS.
C.Roll up the lower-level deliverables into higher-level work already accounted for in the WBS.
D.Initiate a Change Control Request with the project management office (PMO).
Solution: A. Add the work to the WBS and recalculate the project metrics
The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team in order to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project and represents the work specified in the currently approved project scope statement. This must always reflect the complete and accurate scope of work.
There is no need to go to the stakeholders as the scope was agreed and not changed.
The WBS needs to reflect the reality without “rolling up” to existing items.
The original scope needs to be delivered, therefore there is no change and no role for the PMO.
This question and rationale were developed in reference to:
e-Reads (No Date) //“Practice standard for work breakdown structure 2nd Edition” by PMI, Chapter 5/42 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5/ [Item 5.4.3 CREATE WBS: OUTPUTS]
| PMBOK® Guide—Fifth Edition (No Date) PMI//5/131 [Item]
Question
The sponsor of a hybrid project wants to see a more detailed breakdown in the project charter, not just the milestones. The project manager informs the sponsor that preparing the breakdown will require two more iterations.
Why is this additional time required?
A.The milestone schedule was prepared based on the project manager’s experience only.
B.The steering committee has to review and approve the schedule first.
C.Scope in the charter should be approved before detail planning with the team can occur.
D.Schedule details are only planned one iteration in advance in a hybrid approach.
Solution: C. Scope in the charter should be approved before detail planning with the team can occur.
Project Charter scope needs to be agreed on by the sponsor before the team starts detailed planning.
The other answer choices are incorrect because they are not relevant as the ask is about detail planning and not on a milestone schedule.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Importance of Planning/114 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.1.3.1/118 [Item]
Question
Common problems during project scope definition are internal and external dependencies. Which of the following is a dependency that can add complexity to the project?
A.Non-dependency between a project and the overall program.
B.Underfunded projects that are dependent upon external resources.
C.Non-dependency of the project upon an environment in which it is designed to be functional.
D.Over-staffed project with extra capacity.
Solution: B. Underfunded projects that are dependent upon external resources
More resources than estimated need can be a risk mitigation strategy. It is neither internal or external dependency related to scope.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/433462/Project-Scope–Managing-Complexity-and-Uncertainty [Item]
Question
A project manager is working on a new software development project and has met with the customer to discuss their requirements. The customer has provided the project manager with a list of requirements, but did not differentiate the technical requirements from the customer requirements.
Which of the following requirements should the project manager classify as a customer requirement?
A.The software should be able to process 1000 transactions per second.
B.The software should use a secure database encryption algorithm.
C.The software should be able to run on a variety of operating systems.
D.The software should be easy to use and navigate.
Solution: D. The software should be easy to use and navigate.
Customer requirements refer to the specifications or features of a product or service deemed necessary by customers that must be completed (developed and tested) for the project to be completed. They are more general and describe what the customer wants the product or service to do. They are typically expressed in the customer’s own words and may not be specific enough to be implemented and tested. It is important to note that customer requirements are the starting point for technical requirements. The project team needs to work with the customer to understand their requirements and then translate those requirements into more specific technical requirements that can be implemented.
The other answer choices are incorrect because they are classified as technical requirements. They are specific enough to be implemented and tested. They describe what the software should do, how it should behave, and the desired quality attributes it should have.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/433462/Project-Scope–Managing-Complexity-and-Uncertainty [Item]
Question
A project manager is using an agile delivery approach for a project. The team members and business stakeholders are unfamiliar with formal requirements prioritization methods and are inexperienced with agile delivery approaches. The project manager wants to ensure that the critical business requirements will be planned and delivered.
What prioritization technique should the project manager use?
A.Get the opinion of all team members and business stakeholders.
B.Use a mathematical model defined by the team members and stakeholders.
C.Collect the needs of the team members and business stakeholders.
D.Reach a common understanding with the team members and stakeholders.
Solution: B. Use a mathematical model defined by the team members and stakeholders.
The project manager should use a mathematical model like weighted shortest job first (WSJF) is an objective approach for prioritization.
The other answer choices are incorrect. Getting opinions is too subjective; collecting the needs doesn’t provide us with prioritization; establishing a common understanding is subjective and can be difficult to achieve.
This question and rationale were developed in reference to:
https://www.pmi.org/disciplined-agile/improving-wsjf
https://www.pmi.org/disciplined-agile/da-value-stream-consultant-resources/minimum-business-increments/managing-large-and-small-mbis
Question
A project manager working on an agile project discovers that the allocated budget and resources are insufficient to cover the estimated total cost. The PMO recommended the development of requirements prioritization model.
What should the project manager take into consideration in the model?
A.Cost, associated risk, and company culture.
B.Associated risk and company culture.
C.Cost and associated risk.
D.Associated cost impediments.
Solution: C. Cost and associated risk
For each feature, the project manager should identify the benefits of implementing it and the impact of skipping it, in addition to the cost and associated risk.
The other answer choices are incorrect. Company culture has the same impact on all the projects and requirements, therefore it can’t be used to prioritize requirements. Cost impediments are not yet known, therefore risk should be a prioritization criterion.
This question and rationale were developed in reference to:
PMI.org (2018) //Six Ways to Prioritize Projects/Dr. Nidhi Gupta/ [Item https://snippets.pmi.org/snippet/six-ways-to-prioritize-projects/]
Question
The project manager for a complex project discovers that a certain team member has missed several targets. What should the project manager do?
A.Determine if the team member has been assigned to a concurrent project.
B.Impose a penalty for each day the team member misses a target.
C.Ask the team member’s functional manager to address the issue.
D.Discuss the issue with the team member and offer any needed assistance.
Solution: D. Discuss the issue with the team member and offer any needed assistance
The project manager needs to proactively and directly manage this team member. They need to understand the reason for repeatedly missing deadlines and offer support as needed
The other answer choices are incorrect as they promote taking action without understanding the root cause. Imposing a penalty is harsh and discussing it with the functional manager is indirect.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/14/451 [Item]
| Project Manager’s Portable Hand Book, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./9/387 [Item]
Question
The change control board (CCB) has evaluated and approved several change requests in a timely manner in the last several weeks. However, implementation of the changes is taking more time than anticipated.
What should the project manager do?
A.Revise the change control system to allow only critical changes to be raised.
B.Acquire additional resources to ensure the project milestones are met.
C.Perform a detailed risk analysis to determine the impact of the time required to implement the changes on the success of the project.
D.Monitor implementation of the changes to ensure that change management procedures are being followed.
Solution: D. Monitor implementation of the changes to ensure that change management procedures are being followed
The project manager can only follow approved procedures and should monitor the implementation to make sure the processes are being followed.
The other answer choices are incorrect. The CCB has approved all of the changes so there is no need to revise the change control system. Additional resources may not be necessary to implement changes so there is no need to acquire additional resources. A detailed risk analysis will add to the project delay.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/.1.2/4/96 [Item]
| Project Management & Project Network Techniques (10/24/2005) Keith Lockyer & James Gordon/Prentice Hall/5/38 [Item]
Question
A project manager is working on a hybrid project. The team performance has been suffering and multiple team members have identified one of the stakeholders as a constant obstacle. They say that the stakeholder regularly asks team members for status updates and tries to implement project changes directly through the project team.
How can the project manager improve project performance?
A.Identify the stakeholder as a risk in the risk register and work with the team on a mitigation strategy.
B.Have the team direct all project requests from the stakeholder to the project manager.
C.Work with the project management office (PMO) to remove the stakeholder from the project.
D.Meet with the project sponsor to address and remove impediments and obstacles for the team.
Solution: D. Meet with the project sponsor to address and remove impediments and obstacles for the team
Address and remove impediments, obstacles, and blockers for the team. This also falls into the servant leadership role a PM needs to have in Agile and hybrid environments. This enables teams to focus on their mission and not organizational policies or challenges
The correct Answer is D because you cannot remove “a” stakeholder of the project. The Project Manager needs to engage with the identified stakeholder to address concerns and work-the-way-forward
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//27/382 [Item]
| O’Reilly Platform (No Date) //6/ [Item Agile Foundations - Principles, Practices and Frameworks by Peter Measey (2015)]
Question
An organization decides to implement the Scrum delivery framework. The project manager is using an impediment board with the Scrum team to identify and raise impediments.
What should happen after the impediments are recorded?
A.Address the highest priority impediments from the log and ensure that it is removed so that the team can continue to reach the sprint’s objective.
B.Prioritize impediments based on their levels of importance and in relation to those that are already on the log.
C.Publish and post the impediments log and make it visible to everyone.
D.Communicate that the impediment is removed to the involved parties and update the impediments log.
Solution: B. Prioritize impediments based on their levels of importance and in relation to those that are already on the log
The process used to create, monitor, and maintain the impediments log begins with the daily standup meeting. It is the best time to record impediments in the impediments log as each team member reveals them. Then, the impediments should be prioritized based on their levels of importance and in relation to those on that are already on the log.
The other answer choices are incorrect because they come after the impediments have been prioritized.
This question and rationale were developed in reference to:
PMI.org (2018) //Impediment Logs in Scrum// [Item https://www.projectmanagement.com/blog-post/46050/Impediment-Logs-in-Scrum]
Question
A project integrates with several systems developed by various vendors and one of these vendors has gone out of business. What should the project manager do first?
A.Meet with this vendor to identify a replacement.
B.Review the risk register and update the issue log.
C.Calculate the delay and notify the project sponsor of the new timeline.
D.Negotiate with another vendor to produce the deliverable.
Solution: B. Review the risk register and update the issue log.
The risk register contains response strategies in situations like these. The project manager should review the risk register for potential action plans, and update the issue log with the issue of the absent vendor. The issue log is fundamentally about corrective actions since the project has deviated from the plan.
The other answer choices are incorrect. Calculating the delay, meeting the vendor for a replacement, and negotiating with another vendor for deliverable are the next steps after risk register and updated and risk components are performed
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/10/ [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI//11/327 [Item]
Question
A functional manager has been making changes to a project outside of the established management plan. The functional manager recently went straight to the project sponsor to request another change.
What should that project manager do?
A.Determine if the change control board (CCB) needs to review the changes.
B.Tell the functional manager that all changes must go through the change control process.
C.Modify the project management plan to allow flexibility in the change control procedures.
D.Meet with the project sponsor to discuss details about the requested changes.
Solution: B. Tell the functional manager that all changes must go through the change control process.
The project management plan defines a change control process to which stakeholders have agreed. The project manager must enforce adherence to that process. Telling the functional manager that all the changes must go through the change control process is the ideal solution.
The other answer choices are incorrect. The change control board must always review changes so there is nothing to determine here. Modifying the project management plan to allow flexibility is the worst approach and could lead to confusion and delay in the project. Meeting with the project sponsor to discuss the details of the requested change will not encourage the proper course of action.
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/Change management request/184 [Item]
| Project Manager’s Spotlight on Change Management | Claudia M. Baca/Jossey-Bass/4/56 [Item]
Question
A project manager identifies conflicts among local and virtual team members’ understanding of the deliverables. How can the project manager resolve these conflicts?
A.Ask the project sponsor to meet with the team
B.By collaborating with team members to address the conflicts
C.Host a mediation session that brings a degree of satisfaction to all team members
D.By emphasizing areas of agreement rather than areas of difference
Solution: B. By collaborating with team members to address the conflicts
Project Manager uses soft skills to balance conflicting and competing goals to achieve consensus and bring stakeholders to alignment on objectives, which is called collaborating.
Ask the project sponsor- not the first step, nor the sponsor’s responsibility
Host a mediation- not the step to take to resolve the conflict
emphasizing- it’s a way to resolve, but does not involve collaborative problem solving
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/3/53 [Item 3.2.2 The project]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/9/349 [Item 9.5.2.1 Interpersonal and Team Skills - Collaborate/problem solve]
| PMBOK® Guide—Fifth Edition (5th) PMI/Project Management Institute/Chapter 9/9.4.2.3 Pages 282-283 [Item]
| Scrum in Action: Agile Software Project Management and Development (No Date) Andrew Phan and Phuong-Van Pham//Chapter 10 - The Importance of Teamwork/Techniques to Resolve Team Conflicts [Item]
Question
A new project manager has been assigned to a global project team. In the next few days, the project team must create a resource breakdown structure (RBS) for the project. However, the resource management plan states that the RBS should be created and reviewed only at the beginning of the project.
What should the project manager do first?
A.Update the resource management plan.
B.Update the project management plan.
C.Update the resource breakdown structure.
D.Update the work breakdown structure.
Solution: A. Update the resource management plan
The resource breakdown structure should be revisited throughout the project to adjust for any changes in resource needs so the Resource Management Plan needs to be rectified first.
Update the project management plan is incorrect as updating the project management plan will not update the resource breakdown structure
Update the resource breakdown structure is incorrect as the Resource Management Plan needs to be rectified first.
Update the work breakdown structure is incorrect as WBS is not related to resources.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/Res_14/83b71ea9-307a-4362-9704-19e840cd65f1 [Item]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.1.3.1/ [Item]
Question
A project is delayed due to resource availability, which puts the project budget at risk. Which document should the project manager use to review and update resources?
A.Requirements Traceability Matrix
B.Work Breakdown Structure
C.Resource Breakdown Structure
D.Responsibility Assignment Matrix
Solution: C. Resource Breakdown Structure
A resource breakdown structure is a hierarchical representation of resources by category and type. It should be revisited throughout the project to adjust for any changes in resource needs.
The other answer choices are incorrect. Responsibility Assignment Matrix is a grid that shows the project resources assigned to each work package; Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables; and Requirements Traceability Matrix is a grid that links product requirements from their origin to the deliverables that satisfy them.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/Res_14/83b71ea9-307a-4362-9704-19e840cd65f1 [Item]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.2.3.3/ [Item In Plan Resource Management, the resource breakdown structure was used to guide the categorization for the project. In [Estimate Activity Resources] it is a completed document that will be used to acquire and monitor resources.]
Question
A project is slightly ahead of schedule. However, the project manager was informed that a critical deliverable will not be available on time.
If the project manager is able to crash the deliverable that is behind what would the impact be?
A.Project warranty issues would result.
B.Project costs and risks would decrease.
C.Project costs and risks would increase.
D.Rework would need to be performed.
Solution: C. Project costs and risks would increase
Crashing a project will increase both costs and risks.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (No Date) PMI//7/219 [Item]
| PMBOK® Guide–Fifth Edition (No Date) PMI/PMI/6/181 [Item]
| Project management the managerial process (2009) Erik W. Larson/McGraw Hill/7/225 [Item]
Question
A project has an approved project baseline schedule of 180 days and the baseline budget is US$250,000. After 21 days, the project has spent US$60,000 and earned value is US$75,000.
What is the cost performance index (CPI) for this project?
A.0.8
B.0.75
C.1.25
D.1.02
Solution: C. 1.25
CPI is the ratio of earned value (completed features value) (EV) to date divided by the actual costs (AC) to date.
EV = $75,000
CPI = EV/AC
= $75,000/$60,000
= 1.25
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/7.4.2.2/263 [Item]
| Practice Standard for Earned Value Management (10/1/2011) PMI/PMI/9/60 [Item]
Question
In the implementation phase of a project, the project manager receives news that a team lead will be leaving the organization. The project sponsor has been made aware and has suggested a replacement. What is the first action the project manager should take in response to this change?
A.Determine the competence levels of the suggested new resource.
B.Review the project baselines to assess the impact of the change.
C.Document the change according to the change management plan.
D.Edit the communications management plan to reflect the change.
Solution: B. Review the project baselines to assess the impact of the change.
Before making any decisions, the project manager should first assess the impact of change. The change may impact the scope, schedule, or budget of the project, so the project manager should assess the impact in order to make a well-informed decision on how to proceed. The impact of the team lead’s departure will be greater for more complex projects. It is essential to assess the extent of the impact and to determine what adjustments, if any, are needed to keep the project on track. The project manager may need to make adjustments to the project plan, budget, or the project team, depending on the impact of the change.
The other options are incorrect because they should come after reviewing the project baselines.
Determining the competency of the suggested resource is crucial, but the project manager should first understand the impact of the change. Once the project manager has a clear understanding of the impact of the change, they can then determine the competence levels of the new resource and make any necessary adjustments.
Documenting the change is necessary, but the project manager needs to have a clear understanding of the impact of the change before they can document it accurately.
Updating the communication management plan may be necessary, but is not the first action the project manager should take.
This question and rationale were developed in reference to:
| Understanding and Managing Risk Attitude, 2nd edition (3/30/2007) David Hillson and Ruth Murray-Webster/Gowar Publishing/8/135-136 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
A company is developing a breakthrough product in a highly competitive and rapidly evolving market. The project manager acknowledges that, due to the significantly competitive environment, the definition of done (DoD) is likely to shift. What should the project manager do to ensure the project’s successful delivery of value?
A.Implement robust project tracking and reporting procedures.
B.Expand the project timeline and budget to address potential risks.
C.Allocate additional resources to expedite product development.
D.Restrict project scope and focus on meeting project deadlines.
Solution: A. Implement robust project tracking and reporting procedures.
For projects that operate in uncertain and rapidly changing environments, the definition of done (DoD) may be subject to change. The DoD is a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. Implementing robust project tracking and reporting procedures allows the project manager to closely monitor progress, identify potential issues, and make timely adaptations.
The other options are incorrect because they have limitations and potential drawbacks, especially in a highly competitive market.
Expanding the project timeline and budget could lead to missed market opportunities and does not address the root causes of a shifting DoD.
Allocating additional resources will increase costs and does not guarantee the successful delivery of value.
Restricting the project scope could compromise the project’s ability to deliver valuable and competitive features.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7.1 ESTABLISHING EFFECTIVE MEASURES] [ 2.6.2.3 Moving Targets of Completion]
Question
A key stakeholder requests new features to be added to a product during the project implementation phase. The stakeholder insists that the new features will add value to the product.
What should the project manager do first?
A.Meet with the project sponsor to discuss the benefits of the new features.
B.Review the stakeholder engagement plan to determine the key stakeholder’s level of involvement.
C.Assess and review how the changes will impact the project budget and schedule.
D.Implement the change and document the outcome in the lessons learned repository.
Solution: C. Assess and review how the changes will impact the project budget and schedule.
The change management plan establishes how the change control board, documents the extent of its authority and describes how the change control system will be implemented. Any proposed changes to the project should follow the change management plan.
Meeting with the project sponsor is not the first thing to do after receiving the new features from the key stakeholder.
A stakeholder engagement plan identifies the strategies and actions required to promote the productive involvement of stakeholders in a project or program decision-making and execution and is not used to document change requests.
Change requests need to be approved before they can be implemented.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/113-115 [Item]
| Proj Mg’s Spotlight on Change Mngm’t (Apr 19 2005 12:00AM) Claudia M. Baca/Jossey-Bass/3/32-38 [Item]
Question
A software development project is in the testing phase. New government regulation requires that additional documentation be delivered under the contract.
What should the project manager do first?
A.Terminate the project.
B.Submit a change request.
C.Update the schedule forecast.
D.Review the project budget.
Solution: B. Submit a change request
Since compliance is mandatory, a change request needs to be submitted.
Terminating the project is not an appropriate response because it may not be necessary,
Updating the schedule forecast and reviewing the project budget are only done after the change is approved.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) ///[2.5.7 MONITORING NEW WORK AND CHANGES]
| Project Manager’s Spotlight on Change Management (No Date) Claudia Baca/Sybex © 2005 Citation/6/89 [Item]
Question
A project manager is a part of a large business transformation project. The project’s main goal is to increase production and create capacity to bring new products to the market. The project manager notices during a lunch break that employees are discussing the changes introduced by the project and are afraid that they will result in staff layoffs, even though it is not true.
Which groups should the project manager contact to address this concern and ensure that the project meets its goal? (Choose 3).
A.The human resources (HR) department to ask for support to resolve the issue
B.The change manager to revise the communications management plan
C.The employees’ functional managers to include the issue in their performance reviews
D.The employees’ functional managers to ask for support in explaining the change
E.The sponsor to ask for executive support and reinforcement
Solution: B, D, and E. The change manager to revise the communications management plan, The employees’ functional managers to ask for support in explaining the change, and The sponsor to ask for executive support and reinforcement
CORRECT CHOICES
The change manager should be notified since the audience apparently has received the wrong message.
The sponsor can help address concerns and reduce resistance. Executives have the power to allocate resources and formulate a clear message on the necessity of the change and the intended outcome.
Functional managers can help explain the change to their employees, who will trust their immediate managers.
INCORRECT CHOICES
Asking Human Resources to get involved will only increase resistance to change and likely confirm employee fears that the objective of the project is to reduce staff. Having functional managers punish the employees in their performance reviews will get a similar result.
This question and rationale were developed in reference to:
PMI.org (2011) //Change management: understanding the human dynamics of change/Nelson, K./ [Item https://www.pmi.org/learning/library/change-management-understanding-human-dynamics-6252
Nelson, K. (2011). Change management: understanding the human dynamics of change. Paper presented at PMI® Global Congress 2011—North America, Dallas, TX. Newtown Square, PA: Project Management Institute.]
Question
A project manager is working on a project in its implementation phase when a stakeholder informs them that sales have suddenly decreased significantly. Upon investigation, the project manager finds out that an unexpected shift in market conditions resulted in a significant reduction in demand for the product, leading to decreased sales.
What should the project manager do first to address this issue?
A.Identify the potential risks associated with the market shift and develop plans to address them.
B.Use forecasting formulas to generate a high-level estimate of the impact of the decreased demand.
C.Increase the contingency reserve to compensate for the cost of responding to the unexpected shift.
D.Use earned value management (EVM) techniques to calculate an estimate at completion (EAC) forecast.
Solution: A. Identify and analyze the risks associated with the market shift and develop plans to address them.
The project manager is faced with a sudden change that is significantly impacting sales, so it is important for them to understand the full scope of the change and the risks associated with it. The project manager should first identify and analyze the risks and develop a plan to address them. This may involve adjusting the project plan, scope, or budget. It may also involve developing new strategies to reach the target market or to improve the product or service.
The other options may be helpful but should come after risk identification and analysis.
Using forecasting formulas is helpful but should not be the project manager’s first action. Once the project manager understands the risks, they can use forecasting formulas to estimate the impact of the decreased demand.
In this case, the market shifted unexpectedly, and the project manager should not increase the contingency reserve without understanding the new risks associated with the shift in market conditions.
EVM techniques may be valuable, but they are primarily used for cost and schedule management and should not be the initial consideration.
This question and rationale were developed in reference to:
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./7.5.2/310 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
During the development of a project management plan, the project team inadvertently omitted an essential component required for a product. The team quickly developed a workaround, but during a quality compliance review, the project management office (PMO) determined that the workaround was not effective.
What should the project manager do?
A.Design a revised prototype of the workaround with a new modification to resolve the issue.
B.Review the requirements traceability matrix to determine the business value of the missing component.
C.Follow the formal integrated change control process to submit a change request to the change control board (CCB).
D.Perform a qualitative risk analysis to assess the impact of designing a
replacement for the workaround.
Solution: C. Follow the formal integrated change control process to submit a change request to the change control board (CCB)
A change must be made in order to address the issue of the missing component and failed workaround. During this process, the specific changes required will be defined, analyzed, and assessed for their impact on the project in terms of scope, schedule, budget, and other relevant factors. The change request can include a proposal for a solution, but it is not necessary to have a fully developed solution in place before submitting the change request. Approved changes are integrated into the applicable project planning documents, product backlog, and project scope. The changes are also communicated to the appropriate stakeholders. By following the change control process, the project manager can increase the chances of success in resolving the problem and minimizing its impact on the project.
The other options are incorrect.
Designing a revised prototype is not the best course of action because making changes without proper approval can lead to a lack of documentation, accountability, and oversight.
Reviewing the requirements traceability matrix does not address the need to rectify the omission of the essential component or the ineffective workaround.
Risk analysis is necessary, but should be comprehensive and should be part of the change control process rather than a standalone action.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/10/360 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN] [2.4.7 CHANGES]
Question
A project manager is working on a software development project. Several team members have become overly focused on delivering individual features and cannot reach a consensus on which features to prioritize. A stakeholder contacts the project manager and expresses concerns about value delivery.
What action should the project manager take?
A.Meet with the team to develop a plan to prioritize features based on value.
B.Request that the stakeholder provide a checklist of the most important features.
C.Mandate a specific prioritization schema to the team after receiving approval.
D.Perform quality inspections and document the results in a report to the stakeholder.
Solution: A. Meet with the team to develop a plan to prioritize features based on value.
Meeting with the team to develop a plan based on value ensures that the project aligns with stakeholder concerns and focuses on delivering value. When the team is involved in developing the prioritization plan, they are more likely to understand and agree with it. Meeting with the team to develop a prioritization plan will also help to ensure that the plan takes into account all of the relevant factors. This will help to ensure that the team is prioritizing features in a way that is both feasible and valuable.
Requesting that the stakeholder provide a checklist of features may not result in an effective solution. The stakeholder may not have a complete understanding of all of the technical and business constraints involved in the project.
Imposing a prioritization schema without involving the team in the decision-making process is not advisable. It is important to collaborate with the team to build a shared understanding and get buy-in on the prioritization process.
Conducting quality inspections addresses a different concern and doesn’t directly address the value delivery and prioritization issue.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN] [2.7.2.5 Business Value] [3.4 FOCUS ON VALUE]
Question
A project manager is leading a large business transformation project that involves the entire organization. The project manager is working on the communications management plan.
Which two elements should the project manager consider while planning communications? (Choose 2).
A.Key messages
B.Objectives and values
C.Collecting feedback
D.Multiple communication channels
E.Best communication channel
Solution: A and D. Key messages and Multiple communication channels
The project manager should focus on key messages and the use of multiple communication channels while planning communications for the transformation.
The other answer choices are incorrect. The organization’s objectives and values will not be included because they may change after the transformation of the entire organization. Collecting feedback is already a part of the project plan and has been well considered in advance. The project manager should aim to use all communication channels and should avoid narrowing usage down to a single “best” option.
This question and rationale were developed in reference to:
PMI.org (2013) //Integrated change management/Wanner, M. F./ [Item https://www.pmi.org/learning/library/integrated-change-management-5954
Wanner, M. F. (2013). Integrated change management. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.]
Question
A project manager is assigned to a complex IT project that is expected to deliver significant benefits to the organization. The project manager has a team of experienced engineers and analysts, but no dedicated data scientist or business intelligence specialist. The project manager must enable data capture and reporting related to benefits realization.
What is the most appropriate approach for this task?
A.Recruiting an external consultant to supervise data capture and business value reporting procedures.
B.Implementing a single data collection and analysis system for all stakeholders and all benefits.
C.Collaborating with the team to define key performance indicators (KPIs) and data collection methods.
D.Using a variety of data collection methods and tools to meet the needs of different stakeholders.
Solution: C. Collaborating with the team to define key performance indicators (KPIs) and data collection methods.
The project manager should work with the project team and other stakeholders to establish the metrics, gather the data, analyze the data, make decisions, and report on project status. KPIs are quantifiable measures used to evaluate the success of a project. Defining KPIs and data collection methods ensures that the data capture and reporting procedures are aligned with the project’s goals. Involving the project team fosters collaboration and ensures that the team is aware of and understands the KPIs and data collection methods. By carefully planning and executing the data capture and reporting process, the project manager can help to ensure that the project is successful and that the organization is able to realize the benefits that were expected.
The other options are incorrect.
Recruiting an external consultant can be expensive and time-consuming and may not be necessary. There may not be sufficient budget or resources to hire a consultant and the project manager should first explore options within the current project team.
Implementing a single data collection and analysis system may not be feasible or effective for a complex project. Complex projects often have a variety of different stakeholders with different needs.
Using a variety of data collection methods and tools without a clear strategy and collaboration with the project team can lead to inefficiencies and inconsistencies in data reporting.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
A project manager is managing a technology project that is in the implementation phase. A key stakeholder communicates the need for changes to the project. The stakeholder and team members disagree about the need for the changes and how to implement them.
What should the project manager do?
A.Meet with the stakeholder and the team members separately to understand their concerns.
B.Conduct a risk assessment to determine the impact of the changes.
C.Present the pros and cons of the changes to the stakeholder and team members.
D.Make the changes without consulting the stakeholder or team members.
Solution: A. Meet with the stakeholder and the team members separately to understand their concerns.
The project manager should meet with the stakeholder and the team members separately to understand their concerns. This will allow the project manager to get a better understanding of the different perspectives on the changes. By listening to both sides, the project manager can then work to find a solution that meets the needs of everyone involved.
The other answer choices are incorrect. The project manager needs to first understand the concerns of the stakeholder and the team members before they can conduct a risk assessment. The project manager also needs to listen to the concerns of the stakeholder and the team members and work to find a solution that meets the needs of everyone involved before presenting the pros and cons. The project manager should always consult the stakeholder and team members before making any changes to the project.
This question and rationale were developed in reference to:
Project Manager’s Spotlight on Change Management (Apr 19 2005 12:00AM) Claudia M. Baca/Jossey-Bass/Chapter 2. Setting up the process/16 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/Implement and track changes/2985 [Item]
Question
A project manager is leading a business transformation project at a company facing significant financial challenges due to a declining market share. The project manager’s stakeholders are skeptical of the need for change and are reluctant to invest in the project. What should the project manager do to demonstrate the urgency and benefits of the change?
A.Create a detailed communication plan outlining project goals, milestones, and benefits.
B.Delegate tasks and provide necessary resources to team members for success.
C.Hold regular stakeholder meetings to keep them updated and address their questions.
D.Develop a business case quantifying project benefits and aligning with company goals.
Solution: D. Develop a business case quantifying project benefits and aligning with company goals.
The project manager should develop a business case to convince the skeptical stakeholders that the project is worth investing in. A business case can contain information about strategic alignment, assessment of risk exposure, economic feasibility study, return on investments, expected key performance measures, evaluations, and alternative approaches. A business case would provide a clear, evidence-based rationale for the transformation project, making it easier to convince skeptical stakeholders, especially in a situation with financial challenges.
The other options are not as effective for demonstrating the urgency and benefits of the change.
Creating a communication plan and holding regular meetings without a concrete strategy for demonstrating the urgency and benefits of the change may not be sufficient to win over skeptical stakeholders.
Delegating tasks and providing resources focuses on internal project management processes and does not convince stakeholders that the project is worth investing in.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN] [2.7.2.5 Business Value] [3.4 FOCUS ON VALUE]
Question
A customer representative asks the project manager for a new product feature. Which document should the project manager consult?
A.Scope management plan
B.Change management plan
C.RACI matrix
D.Requirements traceability matrix
Solution: B. Change management plan
The change management plan describes the process for submitting, evaluating and implementing changes to the project. In this case, a new feature is being added.
The scope management plan documents how scope is defined, validated, and controlled.
The RACI matrix will not handle changes.
The requirements traceability matrix tracks changes but does not manage them.
This question and rationale were developed in reference to:
Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management , Second Edition (2008) (2010) Ginger Levine, Allen R. Green/Auerbach Publications/5/ [Item]
| PMBOK® Guide—Fifth Edition (5th) PMI/Project Management Institute/5/138 [Item]
Question
During the project planning phase, the stakeholders neglected to document an essential system feature. The client realizes the oversight during an initial review of the deliverables.
What should the project manager do?
A.Review the procurement management plan to determine if the missed feature can be added to the final deliverables.
B.Determine what effect overlooking the feature will cause and submit a change request to the change control board (CCB).
C.Ask the project sponsor to authorize a price discount for the client.
D.Work with the customer to agree on a new price to compensate for the omission.
Solution: B. Determine what effect overlooking the feature will cause and submit a change request to the change control board (CCB)
The missing feature is needed, so the project manager needs to understand the impact of this and start the normal, agreed upon change management process via the CCB. Determine what effect overlooking the feature will cause and submit a change request to the change control board (CCB) is the right choice. None of the other answers conform to expected processes. Discounts and changing the product price do not account for the missing feature, though revisiting planned price may be required.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.6.3.2/170 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/11.27/ [Item]
Question
A project manager is acting as a scrum master in a hybrid project and is dealing with a conflict between team members. What strategy should be used to handle this conflict?
A.Place conflicts on a shared conflict list and ensure it is visible.
B.Sort conflicts into two groups: positive and negative.
C.Review conflicts during the daily standup.
D.Organize conflicts into two categories: structural and interpersonal.
Solution: D. Organize the conflicts into categories: structural and interpersonal.
By organizing the conflicts into categories, the scrum master can identify the root cause of the conflict and develop a plan to address it. Structural conflict is caused by factors outside of the team, such as unrealistic deadlines or unclear expectations. Interpersonal conflict is caused by differences between team members, such as personality clashes or different work styles. Once the scrum master has identified the root cause of the conflict, they can develop a plan to address it.
The other answers are incorrect. Working with the team to identify the points of conflict and remove the members responsible for the conflict is not a good approach because it does not address the root cause of the conflict. It is also unfair to remove team members who are simply trying to do their job. Documenting the list of conflicts and have the team vote on how to proceed is not a good approach because it does not involve the scrum master in the conflict resolution process. The scrum master is responsible for facilitating communication and resolving conflict, so they should be involved in the decision-making process. Reviewing conflicts during daily Scrum so they are addressed quickly. This is not a good approach because it does not give the scrum master enough time to address the conflict effectively. The scrum master needs time to gather information, identify the root cause of the conflict, and develop a plan to address it.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 14 [Section 2.3.2], 29 [Section 2.2.4.4] & 168 [Section 4.2.7.1]
Question
During a meeting with project stakeholders, two stakeholders have a disagreement regarding how a software component is being developed. The disagreement escalates as the stakeholders raise their voices.
What should the project manager do in this situation?
A.Adjourn the meeting and meet with the other stakeholders on how to proceed.
B.Identify what is causing the conflict, attempt to de-escalate the situation, and focus on finding a common solution.
C.Take detailed notes of both stakeholders’ positions and ask the remaining stakeholders to vote on the best option.
D.Inform the sponsor about the conflict and ask them to find a solution.
Solution: B. Identify what is causing the conflict, attempt to deescalate the situation, and focus on finding a common solution
One of the required abilities of a project manager is to identify what is causing the conflict to arise and the reason behind that escalation of their voice. If it happens, the Project Manager should help to facilitate a satisfactory solution, addressing conflict early, in private using a direct and collaborative approach.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2/348 [Item]
| Project Management: The Managerial Process (No Date) //11/396 [Item]
Question
A project involving seven partners is falling behind schedule. The steering committee decides that all conflict resolution attempts must be sped up and requests that the project manager remove the requirement for all parties to make concessions.
What should the project manager do?
A.Eliminate the withdraw/avoid technique.
B.Eliminate the smooth/accommodate technique.
C.Eliminate the force/direct technique.
D.Eliminate the compromise/reconcile technique.
Solution: D. Eliminate the compromise/reconcile technique.
The compromise/reconcile technique is a conflict resolution technique in which both parties give up something in order to reach an agreement. If one party is not required to make any concessions, then it is not possible for both parties to compromise.
The other answer choices are incorrect as they are not eliminated by the steering committee’s decision. Withdraw/avoid: This technique involves withdrawing from the conflict or avoiding it altogether. The project manager can still allow the parties to use this technique, as long as they do not delay the project. Smooth/accommodate: This technique involves giving in to the other party’s demands to avoid conflict. The project manager can still allow the parties to use this technique, as long as they do not delay the project. Force/direct: This technique involves using one’s power or authority to get the other party to agree to one’s demands. The project manager can still allow the parties to use this technique, as long as they do not delay the project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [4.2.7.1 CONFLICT MODEL]
Question
A project manager is assigned to an existing project, replacing the previous project manager. Soon after joining the project, the project manager sees that the project’s key performance indicators (KPIs) are decreasing, as is the project team’s overall enthusiasm for the project. The project manager reviews earlier projects completed by the team and sees that they previously performed well together.
What should the project manager do to address the performance issues?
A.Meet with the sponsor to express concerns regarding the team performance.
B.Work on identifying other resources to replace the current team.
C.Meet with the project team to discuss the current level of performance.
D.Meet with the functional managers of the team asking them to address the decreasing performance.
Solution: C. Meet with the project team to discuss the current level of performance
The new project manager should meet directly with the project team to discuss, analyze, and understand the reason for the lower performance.
The other answer choices are incorrect as they promote deflecting project manager responsibilities to functional managers and the sponsor and avoiding the main issue.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Book Name - Breaking failure: how to break the cycle of business failure and underperformance
Topic Name -The business failure audit and domain transfer of root cause analysis]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2/516 [Item]
Question
A project manager learns that the project team is involved in an ongoing conflict with an overseas supplier team. The conflict is beginning to impact the performance of the project team.
After reviewing the team charter, what should the project manager do next?
A.Meet with the manager of the supplier team in person to find a resolution.
B.Organize a virtual meeting with the supplier team to address and resolve the conflict.
C.Send a copy of the procurement agreement to the manager of the supplier team.
D.Send an email to the manager of the supplier team explaining the issue and asking for a response.
Solution: B. Organize a virtual meeting with the supplier team to address and resolve the conflict.
The project manager should seek to address and resolve the conflict between the teams as quickly and effectively as possible. The project manager should set up a meeting, virtual in the case of an overseas supplier, and facilitate communication between the teams that leads to identifying and resolving the issue.
The other answer choices are incorrect because they do not effectively get to the root cause of the conflict or accommodate proactive solutions. Meeting with the manager of the supplier team does not enable the teams to communicate and work together to resolve the conflict. If the project manager was not aware of the conflict until the project team alerts them, it is likely that the manager of the other team is unaware as well. The teams are experiencing the conflict and should meet to identify the pain points and identify how the conflict can be resolved. Sending a copy of the procurement agreement resolves nothing and does not address the issue. Sending an email explaining the issue is not an effective or collaborative way to confront this issue. Meeting in person may not be possible, and the time and costs associated with this option are not justifiable.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/X4.10/678 [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./9.2.2/388 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.3.3 FACILITATE AND SUPPORT] [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT]
Question
Over the course of a month, a remote project team has experienced multiple conflicts. The project manager decides to coach remote team workers on their level of agreeableness in order to minimize the occurrence of conflicts.
What should the project manager expect from team behavior?
A.Team members will take accountability for their work and output quality.
B.Team members will exchange ideas freely without judgment.
C.Team members will communicate ideas in a non-confrontational way.
D.Team members will be outgoing, extroverted, and spontaneous.
Solution: C. Team members will communicate ideas in a non-confrontational way.
The project manager should expect team members to communicate ideas in a non-confrontational way after coaching them on their level of agreeableness. Agreeable people are more likely to be cooperative and willing to compromise. They are also more likely to be respectful of others’ opinions, even if they disagree with them. This can help to reduce conflict and create a more positive team environment.
The other answer choices are not as likely to be affected by the project manager’s coaching on agreeableness. Team members taking accountability for their work and output quality is a positive behavior related to conscientiousness; team members exchanging ideas freely without judgment is a positive behavior related to openness; and team members being extroverted is a different personality trait than agreeableness. It is important for the project manager to note that they will not see an immediate change in team behavior after coaching them on agreeableness as it takes time for people to change their behavior. However, the project manager should start to see some improvement in team communication and conflict resolution over time.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/virtual-teams-leadership-practices-framework-6603 [Exhibit 3: Five-Factor Model Applied to Remote Workers]
Question
A project manager is working on a complex software project. Two team members must team up and work together on a critical module of the project. Before long, the two team members begin to argue and these arguments are impeding progress. How should the project manager resolve this conflict?
A.Ignore the conflict and hope that they can work it out on their own.
B.Assign them to work separately on different tasks to avoid further conflicts.
C.Schedule a team meeting to discuss the issues openly and find a resolution.
D.Reassign one of them to a different project to eliminate the conflict entirely.
Solution: C. Schedule a team meeting to discuss the issues openly and find a resolution.
The project manager should work with the team members to address the conflict and find a resolution. This moves the conflict into more of a problem-solving space where people can work together to generate creative alternatives. It can also create more constructive relationships. By facilitating a meeting between the two team members, the project manager can help the team members communicate with one another and empower them to find a resolution to the conflict.
The other options are incorrect because they are not the best way to address this issue. Addressing conflict inappropriately can lead to dissatisfaction, lack of trust, and reduced morale and motivation. Ignoring the conflict, separating the team members, or reassigning one of them is inappropriate and does not resolve the conflict.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/enabling-maintaining-trust-multicultural-projects-6248 [Item Projects bring together people and people naturally have conflicts. The project manager can work with the individuals having conflict to resolve issues. Where possible this should be done face to face.]
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS] [4.2.7.1 Conflict Model]
Question
The project manager’s last IT transformation project was canceled due to a misalignment of a business process with the accounting department. A similar project will begin soon, and a process alignment activity will be planned to identify potential scope changes.
What should the project manager do to ensure a collaborative and incremental approach to the process alignment work is utilized?
A.Identify an external expert team to research and apply best practices in adapting businesses to IT transformation.
B.Plan for an early, two-week activity where impacted units work together to finalize adaptations to the business processes.
C.Plan for iterations early in the project to allow cross-functional stakeholders to agree on steps to adapt the business processes.
D.Plan for iterations late in the project to allow cross-functional stakeholders to adapt the processes according to delivered work.
Solution: C. Plan for iterations early in the project to allow cross-functional stakeholders to agree on steps to adapt the business processes
Planning for iterations early in the project to allow cross-functional stakeholders to agree on steps to adapt the business processes is the most suitable option. An Agile approach between cross-functional teams without a fixed deadline ensures a collaborative approach for as long as necessary to create alignment based on internal needs. Early identification of scope changes will increase the efficiency of the project.
The other options are incorrect based on the following:
You may not necessarily need an external expert team to research and apply best practices in adapting the business to IT.
The alignment of business processes and IT transformation should be early and upheld throughout the project delivery, not just a two-week activity.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.3 Collect requirements/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4.2.3/ [Item]
Question
Stakeholders in a multinational project are experiencing cross-cultural misunderstandings. A seemingly small cultural misinterpretation during the planning phase resulted in the failure to approve the project management plan. What should the project manager have done to avoid this situation?
A.Reviewed the lessons learned register to understand previous cultural mistakes made by the organization.
B.Researched common cultural mistakes made when dealing with stakeholders from the countries involved with the project.
C.Monitored direct and indirect communication during initial interactions to minimize the chance of a misunderstanding.
D.Held a workshop with the stakeholders before the initial meeting to develop a common communication language.
Solution: D. Held a workshop with the stakeholders before the initial meeting to develop a common communication language.
When faced with cross-cultural misunderstandings in a multinational project, holding a workshop with stakeholders before the initial meeting to develop a common communication language is a proactive step that a project manager can take to avoid such situations. This approach can help in bridging cultural gaps, setting clear expectations, and promoting effective communication among the diverse group of stakeholders. It’s a proactive measure to prevent misunderstandings and enhance collaboration in a multicultural project environment.
The other answer choices are incorrect.
Reviewing the lessons learned register can help the project manager avoid making the same mistakes that were made in the past, but it does not address the current situation.
Researching common cultural mistakes is also helpful, but it is not as effective as discussing the specific cultural differences that are relevant to the project.
Monitoring direct and indirect communication can help to minimize the chance of a misunderstanding, but it is not a guarantee that misunderstandings will be avoided.
Holding a workshop will allow the project manager to identify and address any potential cultural differences, and it will help to ensure that everyone is on the same page from the start.
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/10/ [Item Section 10.1.2.6 Interpersonal and Team Skills]
| The Cultural Dimension of International Business (6th Edition) (2015) Gary P. Ferraro/Published/4/82 [Item]
PMBOK Guide Seventh Edition (2022) /// [4.2.2 COMMUNICATION MODELS]
Question
A product owner has been attending daily standups but seems focused only on the budget and costs of each iteration. When addressing these inquiries, the project manager explains the rationale of the spend and the impact on the product development. The product owner does not seem interested in the rationale, only in the amount spent.
What should the project manager do in this scenario?
A.Adjust the daily standups to first address the budget, then discuss the project status once the product owner leaves the meeting.
B.Modify the communications management plan to send daily budget status updates to the product owner.
C.Meet with the product owner to educate them on the value delivered by the project, not just the cost of development.
D.Breakout the budget to reflect daily spend and provide this to the product owner to address their concerns.
Solution: C. Meet with the product owner to educate them on the value delivered by the project, not just the cost of development
Analysis of stakeholders is a key aspect of succeeding in projects and in this case it would have helped to identify that money spent was the main interest of the Product Owner. Project Manager should work on planning to make stakeholders understand Agile concepts and making them move away from a budget mindset towards a value delivered one.
There is no point in discussing about the project status without product owner. Product owner is one of the key stake holder.
sending the daily budget status alone we can’t resolve the issue
Product owner should aware of the value delivered along with the cost is spent for delivering the value
Breaking out the budget to reflect daily spend and sharing the same to the product owner, may not be helpful.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 20 - Sprint execution/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/37 [Item Educate stakeholders around why and how to be agile. Explain the benefits of business value based on prioritization, greater accountability and productivity of empowered teams, and improved quality from more frequent reviews, etc.]
Question
When a project manager finishes the Identify Stakeholders process, which of the following is the main output?
A.A registry with the name, area of interest, and level of positive or negative influence that each stakeholder will have on the project, among others
B.A document with change requests for the product, project management plan, or project documents
C.A stakeholder engagement plan that identifies the strategies and actions required to promote productive involvement of stakeholders in decision making and execution
D.Project documents updates, such as the assumption log, issue log, and risk register
Solution: A. A registry with the name, area of interest, and level of positive or negative influence that each stakeholder will have on the project, among others
After stake holder process, a registry with the name, are of interest, influence of stake holder will be the main output
Change request for the product will be created after the change in scope
Assumption log, issue log and risk register will be updated in a later stage not immediately after the stake holders process
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/STAK_8/21f19506-ace1-4f36-b78f-5815e59ee0f4 [Item As you identify stakeholders, build a registry with their name, area of interest and the level of positive or negative influence that each stakeholder will have on the project]
Question
A marketing team has identified the target audience for their company’s new website. This audience is varied and geographically disperse, but the marketing team wants to compile a statistical analysis quickly.
What tool or technique should the project manager use to gather this information?
A.Focus groups
B.Questionnaire
C.Interview
D.Benchmarking
Solution: B. Questionnaire
Questionnaires and surveys are written sets of questions designed to quickly accumulate information from a large number of respondents. Questionnaires and/or surveys are most appropriate with varied audiences, when a quick turnaround is needed, when respondents are geographically dispersed, and where statistical analysis could be appropriate.
Focus groups bring people together for a discussion with a moderator. Likewise, interviews involve talking directly to the audience, usually on an individual bases. Neither of these is feasible for a disperse audience and for quick turn around. Benchmarking compares products, processes, or practices to other organizations, it does not gather information from the audience in question.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/5.2.2.2/114 [Item]
| e-Reads (No Date) //Determining Project Requirements/7.10: Focus Groups [Item]
| PMBOK Guide Sixth Edition (2017) /PMI/5.2.2.2/ [Item]
Question
During the initial planning phase of a complex development project, a project team has identified several stakeholders, including the project sponsor, end-users, regulatory authorities, and the development team. What should the project manager do to ensure that they have a thorough understanding of the various degrees of influence these stakeholders have on project requirements?
A.Conduct one-on-one interviews with each stakeholder to gather their input and preferences.
B.Send a questionnaire to stakeholders to gather their feedback on project requirements.
C.Hold a stakeholder workshop to discuss and prioritize project requirements collectively.
D.Review historical project documents to identify stakeholder influence patterns.
Solution: C. Hold a stakeholder workshop to discuss and prioritize project requirements collectively.
A stakeholder workshop is a meeting where all stakeholders come together to discuss and prioritize project requirements. This allows the project team to hear directly from stakeholders and understand their needs and concerns. It also allows stakeholders to interact with each other and learn more about the project’s overall goals. During the workshop, the project team can use a variety of techniques to gather input from stakeholders, such as surveys, brainstorming sessions, and voting. The project team can also use the workshop to develop a stakeholder influence matrix, which is a tool that helps to identify and prioritize stakeholders based on their level of influence and interest in the project.
The other options are not as effective in understanding the varying degrees of influence that stakeholders have on project requirements. These methods can be used in combination with the workshop to gather additional information and historical context, but they may not provide as comprehensive and real-time insights into stakeholder influence as a well-facilitated stakeholder workshop.
Conducting one-on-one interviews with each stakeholder can provide valuable individual perspectives but may not capture the collective dynamics and consensus among stakeholders.
Sending a questionnaire to stakeholders may not provide the project team with the depth of information that they need to understand stakeholder influence.
Reviewing historical project documents may provide insights into past stakeholder influence patterns, but it may not account for potential changes in stakeholder influence for the current project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT] [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
Question
A project team meeting is focused on examining if the business value and vision for a project are being delivered by all parties. During the meeting, it was discovered that a few team members were unaware of the project’s vision and business value.
What should the project manager do to ensure everyone is aware of the vision and business value the project is expected to bring moving forward?
A.Schedule regular meetings between the team and senior management to remind them what the vision and business value are.
B.Tell the team members to refer to the company vision statement and other high-level strategy documents for clarity.
C.Hold the team accountable as they have had ample time to become aware of the project vision and business value.
D.Engage with the team regularly regarding the business case and ensure that all doubts are addressed properly and cleared.
Solution: D. Engage with the team regularly regarding the business case and ensure that all doubts are addressed properly and cleared.
It is the responsibility of the project manager to make sure the project team is aware of the vision and business value and that they are reflected in all deliverables. Engaging the team directly is the most effective way for the project manager to address this situation and ensure that all team members have a clear understanding of the business value and vision.
Scheduling meetings between the team and senior management are incorrect as senior management typically communicates with the project manager directly, and it may not be necessary that they are involved.
It is insufficient to simply tell the team members to refer to the company vision statement and other high-level strategy documents and does not necessarily ensure that all are fully aware of the vision and business value. While the team members should refer to these documents, the project manager should make sure that the team understands the documents and the impact they have on projects.
Holding the team accountable is incorrect as it’s the project manager’s responsibility to ensure the team is aligned with the vision and strategy. Assigning blame is not helpful and the project manager should step up and lead the education process.
This question and rationale were developed in reference to:
PMI.org (2014) //Phillipy, M. A. (2014). Delivering business value: The most important aspect of project management. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]
Question
In the middle of a three-year-long project, the company committee overseeing the project becomes uncertain about whether the final outcome will meet their expectations and provide the anticipated value. As the project manager, what proactive step can you take to address the committee’s concerns and ensure that the project delivers the expected value?
A.Extend the project timeline to allow for more thorough testing.
B.Develop a prototype to present to the committee.
C.Increase the project budget to accommodate potential changes.
D.Update the project schedule with detailed milestones.
Solution: B. Develop a prototype to present to the committee.
Developing a prototype to present to the committee is an effective way to anticipate and demonstrate the value delivery of the final project result. A prototype provides a tangible representation of the product or project, allowing the committee, to visualize how it will work and look. This can help them understand its functionality, user experience, and alignment with their expectations. Prototypes also allow for early feedback, which can be invaluable in addressing concerns and making necessary adjustments before the project progresses too far. It’s a proactive approach to ensure that the final result meets expectations.
The other options are incorrect because they do not actively address the committee’s concerns about value delivery.
Extending the project timeline may provide more time for testing, but it may not be necessary and does not directly address the committee’s concerns.
Increasing the project budget to accommodate potential changes may provide more financial flexibility, but it focuses on budget management rather than demonstrating value to the committee.
Updating the project schedule with detailed milestones does not actively address the committee’s concerns about value delivery.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.2.2.8 - Prototypes/147 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.4.2 PLANNING VARIABLES]
Question
A development project’s earned value is US$640,000, and the planned value is US$800,000. What should the project manager do to control this variance?
A.Calculate the earned value and change the project baseline to reflect the latest project status.
B.Reallocate US$160,000 to project tasks that are behind schedule.
C.Use project performance measurement and decide on corrective actions.
D.Release US$160,000 to the supplier to fast-track the project so that it is completed on time and within budget.
Solution: C. Use project performance measurement and decide on corrective actions
Since the project’s earned value is less than the planned value, the Project Manager should decide on the corrective actions to bring the project back on track. Hence this option is the correct option.
The Project Manager cannot change the project baseline without going through the change control process. Hence this option is incorrect.
Reallocation of project funds or using contingency fund to project tasks is done at the discretion of the Project sponsor or the senior management based on the importance of the tasks to the project objective and not based on any other factor like project is behind schedule or releasing project funds to the supplier to fast track the project. Hence these two options are incorrect.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Variance Analysis pg.139 and Rules of Performance Measurement pg.188-189. [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./7/343 [Item]
Question
A project manager just started managing agile projects. The project manager realizes that due to the lack of a clear definition of project objectives and definition of done (DoD), their colleague’s projects have had many difficulties. Sponsors keep asking for more features and the project is yet to be completed.
What should the project manager do to avoid these issues?
A.Arrange meetings to ensure every task to complete the project is included in the project management plan.
B.Convince the project sponsor to incorporate quality experts so the product can be tested and accepted as completed.
C.Convince the product owner to approach the team and define project objectives.
D.Schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project.
Solution: D. Schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project.
By scheduling meetings with the key stakeholders to build the agile project charter and set clear expectations for the project, the project manager can avoid the problems that their colleague is facing. The project charter will help to ensure that everyone involved in the project has a clear understanding of the project’s goals and objectives. This will help to reduce the risk of scope creep and ensure that the project is completed on time and within budget.
The other answer choices are not as relevant or effective. Arranging meetings to ensure every necessary task to complete the project is included in the project management plan does not address the issue of setting clear project objectives and expectations. Convincing the project sponsor to incorporate quality experts so the product can be tested and accepted as completed will not help the project manager avoid the problems that their colleague is facing. Convincing the product owner to approach the team and define project objectives is not effective because the product owner is responsible for defining the project’s objectives, but the project manager should also be involved in this process. The project manager can help the product owner to ensure that the project objectives are realistic and achievable.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 9: Requirements Thread/ [Item Agile Development in the Real World]
| The Agile Practice Guide (No Date)
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.6.2.2 Scope Definition (Completion Of Deliverables)]
Question
After completing the project charter, the project manager sends it to the project stakeholders. What should the project manager do before starting the project planning process?
A.Conduct the project’s kick-off meeting.
B.Develop the risk register.
C.Create the work breakdown structure (WBS).
D.Obtain project charter approval.
Solution: D. Obtain project charter approval
The project charter must be approved before any other work can be completed. If the stakeholders change the scope, that will impact the WBS and risk register. The kick-off meeting is done at the end of planning and prior to execution. If the charter has not been approved, project initiation has not been completed.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
Question
A company contracts a software vendor to implement and customize a new software application and assigns a project manager to initiate and lead the project. Which of the following inputs to the project charter describes the key deliverables?
A.Business case
B.Agreements
C.Project scope statement
D.Project schedule
Solution: C. Project scope statement.
The project scope statement is a document that describes the project’s scope, which includes the project’s goals, objectives, deliverables, and acceptance criteria. It is the most specific and relevant input to the project charter that describes the key deliverables. The project scope statement should be developed in collaboration with the customer or end user of the software application to ensure that it meets their needs and expectations.
The other answer choices are not as relevant or effective. The business case is a document that justifies the project and explains how it will benefit the organization. It is not a key input to the project charter. Agreements, such as contracts and service level agreements (SLAs), are important documents for managing the project, but they are not key inputs to the project charter. The project schedule focuses on the tasks and timeline for completing the deliverables.
This question and rationale were developed in reference to:
Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//Page 251-255
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ [3. Definitions]
Question
A project manager is leading a project using a hybrid approach. The project team began the project with high morale and performance but both have decreased significantly in the project’s later stages. One team member has maintained the initial level of performance and the remaining team members are distracted and showing signs of conflict.
What should the project manager do to increase team performance?
A.Instruct the team to emulate the member with high performance, praising that member’s work ethic.
B.Mentor the team member who performing well and recommend that he/she work with other team members and train them on iterative development techniques.
C.Recommend to the project sponsor that this team should switch back to traditional project management methodologies to not waste additional budget.
D.Note the issues in the risk register and address it during the next scheduled standup.
Solution: B. Mentor the team member who performing well and recommend that he/she work with other team members and train them on iterative development techniques
Encouraging the top performer to share his/her knowledge with the others will address both things: training needs and recognition. The other options may not increase team performance.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//5 and 7/68 to 71, 107 [Item while performance decrease is common due to lack of understanding on Agile processes when switching from Waterfall to Agile, it is also important to appraise outstanding individuals. Encouraging the top performer to share his/her knowledge with the others will address both things: training needs and recognition.]
| The Agile Practice Guide (No Date) PMI/PMI/4.2.1.1 SERVANT LEADERS FACILITATE/35 [Item]
Question
A marketing team is developing ideas in order to revamp an existing product. The marketing executive reaches out to the project manager to make sure that necessary measures are in place for a successful launch.
What should the project manager focus on?
A.Ensuring that the scope management plan is in place to cover all related objectives.
B.Ensuring that the team is also focused on the overall change management plan.
C.Planning for regular project updates to cover the status of critical deliverables.
D.Determining and aligning performance indicators that will help in assessing successful delivery.
Solution: D. Determining and aligning performance indicators that will help in assessing successful delivery
In order to measure successful delivery and completion of any initiative, it is critical to determine performance indicators beforehand and is the correct answer.
The other choices are incorrect as they do not represent performance indicators.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Objectives and key results - Chapter 5 - Managing with OKRs/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Project Resource Management/350 [Item]
Question
During one of the final incremental deliveries of a project, the end user informed the project leader that they are not satisfied with the outcome and asked to remove a team member which is causing an unfavorable outcome.
What should the project leader do?
A.Acknowledge the fact, and promise the end user the issue will be resolved.
B.Inform the end user that this is a key member, and promise the issue will be resolved.
C.Remove the team member as requested to not delay the acceptance.
D.Discuss the issue during the regular stakeholder feedback meeting and take action to resolve the issue.
Solution: D. Discuss the issue during the regular stakeholder feedback meeting and take action to resolve the issue
Discussing the issue with the stakeholders is correct as it is project leader’s responsibility to provide appropriate feedback in a timely manner to ensure project team and stakeholder effectiveness
The option to acknowledge the fact and make promises is incorrect as the facts can note be ascertained without discussing with all the stakeholders involved, so making a promise without discussion can be detrimental.
The option to first inform the end user and promise resolution is incorrect as the issue needs to be discussed with the stakeholders first before informing any team member of the decision.
The option to remove the team member is incorrect as the issue needs to be discussed and then resolved accordingly.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/310 [Item]
Question
For a hybrid project, when should feedback be provided?
A.The timing for feedback depends on the performance measurement plan set by the project lead at the start of the project.
B.The project manager is responsible for communicating feedback during internal meetings.
C.With each delivery, the project leader is supposed to receive feedback from the stakeholders and share it with the team.
D.For the effective performance of the team, feedback is provided on a regular and continuous basis.
Solution: D. For the effective performance of the team, feedback is provided on a regular and continuous basis
The feedback is required on a regular and continuous basis and it is better to shorten the feedback cycle as much as possible.
Providing feedback depending on performance measurement is not correct as in the hybrid project management approach the iterations are continuous so continuous feedback is necessary.
Providing feedback during internal meetings is not correct as it defines the responsibility but the frequency is not defined as in question.
Receiving feedback only with each delivery is not correct as the feedback is required to be continuous in hybrid project management methodology and is not linked with delivery.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI// [Item]
| Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/310 [Item]
Question
In a functional organization, a product analyst is assigned to a short-duration application development effort. The analyst expresses concerns about the task and asks the project manager to provide the support of a peer with expertise in this domain.
What should the project manager do?
A.Recognize the analyst’s concerns and reassign the task to another team member.
B.Enroll the analyst in a capacity-building program, and keep this analyst assigned to the task.
C.Ask the analyst to use skills to develop the tool, then move development to another team member.
D.Make sure the analyst has regular pairing meetings with the other team member throughout task execution.
Solution: D. Make sure the analyst has regular pairing meetings with the other team member throughout task execution
The correct option is the most suitable. In short-term projects, pairing is a beneficial option to help keep on up the learning curve of the team members.
The remaining options are not suitable:
Recognizing the analyst’s concern is great, but reassigning the task may be difficult in a functional organizational setup.
It is a short-duration project, and there may not be adequate time to start doing capacity building program.
Asking the analyst to use skills to develop tools without a technical understanding of the application development process can be dangerous.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 5/355 [Item Choose team collaboration style: regular pairing, sharing skills and knowledge ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/307 [Item]
Question
Working in a continuous delivery environment, a project leader notices that one of the key team members is experiencing low morale, affecting the project delivery and causing a serious delay in the project schedule. While discussing the issue with the team member, the project leader discovers the team member’s attitude is because of uncertainty in relation to the performance review set of criteria.
What should the project leader have done to avoid this situation?
A.Explain the ground rules of the team.
B.Inform the team about incentives and rewards.
C.Share feedback and performance results.
D.Define the team-building strategies.
Solution: C. Share feedback and performance results.
To avoid this situation, the project leader should share the team feedback and performance results. Providing appropriate feedback is an effective and incredibly powerful tool that should be used to the project manager’s advantage to deliver a successful project. Providing effective feedback to project team members on time in a continuous delivery environment will minimize poor performance and maximize desired performance early.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/310 [Item]
Question
A new project manager is developing a resource management plan but is unfamiliar with skill sets required by the project. How would engaging SMEs help the project manager create a resource management plan?
A.By showing the project manager how to determine organizational process assets.
B.By helping the project manager to understand authority relationships specified in project organization chart.
C.By enabling the project manager to determine the required skill sets to meet project objectives.
D.By enabling the project manager to manage virtual teams of skilled personnel.
Solution: C. By enabling the project manager to determine the required skill sets to meet project objectives
Expertise should be considered from individuals or groups with specialized knowledge or training in team and physical resource planning and estimating.
showing- organizational assets, do not provide insight to the risk management plan (RMP)
helping- there is no organization chart at this stage of the project
enabling to manage- resource management plan does not enable PM
This question and rationale were developed in reference to:
PM: The Managerial Process - 5th ed (5th) Clifford F. Gray & Erik W. Larson//Chapter: 8/Page: 252 [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/9/315 [Item 9.1.2.1 Expert Judgment]
| PMBOK® Guide—Fifth Edition (5th) PMI/Project Management Institute/Chapter: 9/Page: 264 [Item]
Question
A key supplier has become unavailable and the project manager has found a replacement that will meet project approval. Bringing the new supplier onboard will add 10 days to the project timeline. However, a key stakeholder does not want to extend the schedule. The new supplier must be used to move to the execution phase.
What should the project manager do?
A.Meet with the stakeholder to explain that using the new supplier will increase the timeline but will meet the overall project goals.
B.Let the stakeholder know that the current schedule will require updates, and continue with periodic reviews to discuss the updates.
C.Inform the stakeholder that there will be a 10-day delay in the schedule to onboard the new supplier, but critical path tasks will be fast tracked.
D.Communicate to the stakeholder that using the new supplier will require a restart at the beginning of the next planning phase.
Solution: B. Let the stakeholder know that the current schedule will require updates, and continue with periodic reviews to discuss the updates
The project manager need to keep the project moving as scheduled while also managing the expectations of the stakeholders.
The other choices are incorrect as there is no evidence that increasing the timeline will either meet the project goals or critical path tasks will be fast tracked or will require a restart at the beginning of the next planning phase.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//155 [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//334 [Item]
Question
A project manager is in the halfway point of an agile project comprised of 100 user stories broken down into five iterations. Each user story is worth US$50. The actual expenditure is US$2,000 and 50 user stories have been delivered.
Which statement is true?
A.The project is over budget and behind schedule.
B.The project is under budget and on schedule.
C.The project is on budget and on schedule.
D.The project is under budget and ahead of schedule.
Solution: B. The project is under budget and on schedule.
Based on the scenario, the following is the computed Earned Value Metrics, Variances, and Indices.
Metrics:
Budget at completion[BAC] = $5000 as 100 user stories should be completed by the end of the project. However, the planned value at the halfway point of the project is 50% of $5000, which is $2500. Planned Value[PV] = $2500
Earned Value[EV] = $2500 as 50 user stories have been delivered
Actual Cost[AC] = $2000 which is the actual expenditure for completing 50 user stories
Schedule performance index = EV/PV = 2500/2500 = 1, and cost performance index = EV/AC = 2500/2000 = 1.25.
SPI value equal to 1 indicates the project is on schedule, meaning work is progressing as planned, and CPI value greater than 1 indicates the project is under budget, meaning work is being completed at a lower cost than planned.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 6 & 7 - Earned Value Management/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/61 [Item A]
Question
A recently assigned project manager is working on detailing out all requirements and estimating each task required to complete the implementation of a healthcare system across three countries. The project manager needs this information to create the project schedule.
What approach is the project manager using?
A.Agile
B.Traditional
C.Steel Thread
D.Rolling Wave
Solution: B. Traditional
Detailed scope (WBS) and schedule are characteristics of traditional (predictive) project life cycles.
Steel Thread and Rolling wave are planning approaches used in Hybrid and Agile delivery
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/agile-project-estimation-techniques-6110 [Item]
Question
There are three main work packages in a new product development project. Work package A must be delivered one week before work package C starts, and work package C will start at the same time that work package B begins.
What is the relationship between work packages A and B?
A.Finish-to-start (FS)
B.Finish-to-finish (FF)
C.Start-to-start (SS)
D.Start-to-finish (SF)
Solution: A. Finish-to-start (FS)
The scenario states that A must Finish before B or C can Start. Therefore this is a clear FS relationship between both B and C items.
This question and rationale were developed in reference to:
e-Reads (No Date) /J. Ross Publishing/Improving Your Project Management Skills, Second Edition/Chapter 5 - Defining and Sequencing Activities [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/6/ [Item 6.3.2 SEQUENCE ACTIVITIES: TOOLS AND TECHNIQUES]
| PMBOK® Guide—Fifth Edition (No Date) PMI/PMI/6.3.2.1/156 [Item]
Question
After a system review for a nursing team, it was found that integration of the Radiology Informatics System was not delivered and should be included in the next sprint. The scrum master is organizing a Planning Poker session to estimate the effort.
Who is responsible for making the estimate?
A.Project team
B.Scrum Master
C.Product owner
D.Stakeholders
Solution: A. Project team
Work is estimated by the people that will deliver the increment, the project team in this case.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/agile-project-estimation-techniques-6110 [Item]
Question
A project management organization has a project that leverages waterfall for the requirements gathering phase and agile for development and testing phases. Not everyone on the project team is familiar with both approaches and the project encounters delays due to project team uncertainty.
What should have been done to prevent this scenario?
A.Train the project team on the benefits of hybrid project management.
B.Have the project team members familiar waterfall be responsible for the requirements gathering phase and those familiar with agile handle development and testing phases.
C.Schedule daily standup meetings to keep the team informed of progress and address issues as they occur.
D.Request that the PMO leverage either waterfall or agile for the full project as the team cannot be trained in time for the project to succeed.
Solution: C. Schedule daily standup meetings to keep the team informed of progress and address issues as they occur
The key point is quick to respond! Weekly is not enough and in waterfall communication of performance goals and understanding of approach are critical.
Option A: Training the team on benefits of hybrid project management will not fully prevent this scenario
Option B: Project team members cannot work in isolation as per the defined methodology. All team members must be familiar with both waterfall and Agile.
Option D: Changing the methodology during project execution will further delay the project.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Coordinate Activities/ [Item]
| O’Reilly Platform (No Date) /// [Item Walking the Talk: Accountability - The key to driving a high performing culture]
Question
A project manager is uncertain about the duration of a new phase and consults three groups of subject matter experts (SMEs). The first group advises that the phase can be complete in 20 days. The second group identifies some risks that could extend the duration up to 35 days. The third group proposes a new approach that can shorten the time to 11 days.
What is the estimated duration for the new phase?
A.19 days
B.21 days
C.23 days
D.25 days
Solution: B. 21 days
Program Evaluation and Review Technique (PERT) is used calculate durations when they are difficult to define.
Option B is correct because, as per PERT formula [Optimistic + 4Most Likely + Pessimistic]/6. When you apply this formula using the given data in the question (Optimistic:11, Most Likely:20 and Pessimistic:35), it will be (11+420+35)/6=126/6 = 21
This question and rationale were developed in reference to:
e-Reads (No Date) //Building A Project Work Breakdown Structure: Visualizing Objectives, Deliverables, Activities, and Schedules, Chapter 11 - Step 7—Estimate the Durations/ [Item]
| e-Reads (No Date) //Project Management JumpStart, Chapter 8 - Developing the Project Plan/ [Item]
| PMBOK® Guide—Fifth Edition (No Date) PMI//6/170 [Item]
Question
A meeting is being scheduled for the scrum master, product owner, and project team to discuss what went well and what did not go well during the last project iteration. The meeting also includes planning improvements for future iterations.
Which meeting objectives are being described?
A.Iteration planning meeting
B.Retrospective meeting
C.Daily stand-up meeting
D.Backlog refinement meeting
Solution: B. Retrospective meeting
The lessons learned meeting in agile held at the end of completion of an iteration is the retrospective meeting.
The other answer choices are incorrect. In the daily standup meeting, every team member tries to cover the following questions: what did I do yesterday? what am I going to do today? what is the road blocker? A backlog refinement meeting is when the product owner tries to prioritize the items in the backlog. The iteration planning meeting is where items that need to be picked up for the current sprint will be discussed
This question and rationale were developed in reference to:
PMI.org (2008) //Schneider, R. A. (2008). Managing projects in complex business environments: the contribution of systems thinking. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Warsaw, Poland. Newtown Square, PA: Project Management Institute.// [Item]
Question
A company is using a predictive approach for the development of a particular component as defined in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches.
What should the project manager do about the development team’s request?
A.Escalate the request for additional financial resources.
B.Analyze the requirements that will need to be addressed under the requested method.
C.Forward the request to the project management office (PMO) to amend the organizational process assets.
D.Ask the project sponsor to obtain approval for implementation of the new approach.
Solution: B. Analyze the requirements that will need to be addressed under the requested method
This is a typical hybrid scenario. So making a tailor made process incorporating both agile and waterfall methodologies is the best response to this scenario
Forwarding the request to the Project Management Office (PMO) to amend the Organizational Process Assets (OPA) and asking the project sponsor to obtain approval for implementation of the new approach can be done only after analysing the requirements. Hence these two choices are not the most appropriate answers.
Escalating the request for additional financial resources is not connected to the objective of utilizing agile approaches, Hence it is not a correct answer.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines/// [Item Page No.78]
| O’Reilly Platform (No Date) //6/np [Item The Professional product owner: Leveraging scrum as a competitive advantage by Don McGreat and Ralph Johnson 2018. ]
Question
In order to identify and assess the hindering and enabling factors that may affect project delivery as a result of the organization’s specific environment, a project manager undertakes an environmental scan.
Which of the following combinations represents some of the factors that will be considered in this scan?
A.Laws and regulations, market trends, and new technology.
B.Published research, articles, and journals.
C.Seminars, exhibitions, and upcoming conferences.
D.New technology, seminars, and webinars.
Solution: A. Laws and regulations, market trends, and new technology
Environmental scanning is a process that systematically surveys and interprets relevant data to identify external opportunities and threats that could influence future decisions. Laws and regulations, market trends, and new technology have the PESTLE factors that an environmental scan will normally look out for.
PESTLE stands for:
Political
Economic
Social
Technological
Legal
Environmental
The other answers are incorrect because they will not provide a comprehensive understanding of the hindering and enabling factors that may affect project delivery as a result of the organization’s specific environment. The project manager must assess the laws and regulations, market trends, and new technology to adequately identify and assess environmental factors that may impact project delivery of the business environment as a whole.
This question and rationale were developed in reference to:
PMI.org (2008) //Schneider, R. A. (2008). Managing projects in complex business environments: the contribution of systems thinking. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Warsaw, Poland. Newtown Square, PA: Project Management Institute.// [Item]
PMBOK Guide Seventh Edition (2022) ///[2.3 FUNCTIONS ASSOCIATED WITH PROJECTS]
Question
During the design process for a multinational construction project, the project manager conducted a cost-benefit analysis based on current foreign exchange rates. The risk of changes to the exchange rate had been recorded in the risk register. During the project implementation phase, the exchange rate has fallen to such a degree the project manager believes the project might not be successful.
What should the project manager do as a proactive action?
A.Update the risk management plan.
B.Escalate the issue to the project sponsor.
C.Submit a budget increase change request.
D.Conduct a new cost-benefit analysis.
Solution: D. Conduct a new cost-benefit analysis.
Conducting a new cost-benefit analysis is the most proactive action that the project manager can take in this situation. It allows the project manager to quantify the impact of the falling exchange rate on the project’s budget and schedule, and to make informed decisions about how to proceed.
The other options are incorrect because they are not as proactive, and could potentially lead to further problems if the project manager does not have a clear understanding of the impact of the falling exchange rate.
Updating the risk management plan it is not the most proactive action that the project manager can take. The project manager already has a risk management plan in place, and the falling exchange rate is already a known risk. The risk management plan should be updated after the analysis.
Escalating the issue should be done after the project manager has conducted a new cost-benefit analysis and has a clear understanding of the impact of the falling exchange rate. This will allow the sponsor to make an informed decision about how to proceed beyond what the project manager “believes.”
Submitting a budget increase change request should come after the project manager has conducted a new cost-benefit analysis to understand the extent of the impact on the project’s budget. This action should be based on data and analysis rather than just a belief that the project might not be successful.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[3.10 OPTIMIZE RISK RESPONSES]
The Standard for Risk Management in Portfolios, programs, and Projects (2019) PMI/PMI/[7: RISK MANAGEMENT IN THE CONTEXT OF PROJECT MANAGEMENT]
Question
A project manager is managing a hybrid project. After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently.
How should the project manager respond?
A.Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework.
B.Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance.
C.Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews.
D.Record the issue in the issue log and escalate the conflict to the project sponsor for assistance.
Solution: A. Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework.
The project manager should discuss with the stakeholder, the benefits of the hybrid project and how frequent reviews lead to greater value and less rework. This is the best course of action because it allows the project manager to explain the benefits of the hybrid project and the importance of frequent reviews to the stakeholder. It also allows the project manager to learn more about the stakeholder’s concerns and to develop a plan to address them.
The other answer choices are not as effective.
Negotiating a reduced review attendance with the stakeholder and updating the stakeholder engagement plan to reflect this reduced attendance may be necessary in some cases, but it is important to try to convince the stakeholder of the benefits of attending all of the reviews before doing so. Explaining to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews is a direct approach, but it may not be the most effective way to resolve the issue. Recording the issue in the issue log and escalating the conflict to the project sponsor for assistance should be a last resort, as it could escalate the conflict and make it more difficult to resolve.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//4/58 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4.2.1.4/36 [Item]
Question
During project execution, the project manager realizes that a team member is not completing tasks in accordance with the project management plan. What is the first action the project manager should take?
A.Build a matrix team to review the relationships on all project teams.
B.Ask all the team members to focus more on the project.
C.Reassign the uncompleted tasks to another team member.
D.Engage the team member to determine the reasons for poor performance.
Solution: D. Engage the team member to determine the reasons for poor performance
Project manager must identify changes in the behavior of each team member and help them to achieve the goals of the project.
The other answer choices are incorrect. There is no indication that the team is matrixed or non-matrixed. This has no bearing on an individual’s performance. Asking other team members to focus on the ask or adding team members may not be the most efficient means to accomplish the task.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item https://learning.oreilly.com/library/view/program-management-leadership/9781466577107/chapter-44.html
communicating honestly and openly with the team is a critical success factor]
| O’Reilly Platform (No Date) ///83 [Item Reference source: Kindle cloud reader
The Project Management Tool Kit: Maintain an effective matrix]
Question
A sales manager is overpromising deliverables beyond the contractual scope. In order to resolve the disagreement, the project manager wishes to find someone with a higher ranking in the sales department who is favorable to the project.
What project data should the project manager consult?
A.Stakeholder power/interest grid
B.Communications management plan
C.Resource breakdown structure
D.Organizational process assets
Solution: A. Stakeholder power/interest grid
The stakeholder power/interest grid provides both influence ranking as well as attitude and support level about the specific project.
In a Communication management plan, Communication channels, method of communication, frequency of communication are present.
In resource break down structure, break down of resources are present in a vertical way.
In Organizational process assets, plans, processes, policies, and procedures are present.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/stakeholder-management-plan-6090 [Item Forman, J. B. & Discenza, R. (2012) article citation: “Most stakeholder power/interest/influence/impact analysis tools take a two-dimensional grid-based approach to stakeholder classification”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//13.1.2.4/ [Item “Project managers need to do careful and timely stakeholder research to identify, classify, prioritize, and assess stakeholder’s abilities to affect their projects, both favorably and unfavorably….The power/interest grid … supports grouping stakeholders according to their level of authority (power), level of concern about the project’s outcomes (interest), ability to influence the outcomes of the project (influence) or ability to cause changes to the project’s planning or execution.”]
Question
In the early stages of a project, two key stakeholders have different opinions about a project’s goals. Why should the project manager negotiate an agreement between the two stakeholders?
A.To understand the stakeholders’ ability to influence the project’s direction
B.To obtain approval of the project charter
C.To engage the stakeholders in the conflict resolution
D.To allow the stakeholders to discuss their opinions at the kick-off meeting
Solution: B. To obtain approval of the project charter
Projects experiencing a high degree of change require active engagement and participation with project stakeholders. To facilitate timely, productive discussions, and decision-making, adaptive teams engage with stakeholders directly rather than going through layers of management.
To obtain the approval of the project charter, the project manager needs to negotiate an agreement between the two stakeholders.
To understand the stakeholder’s ability to influence the project’s direction, there is no need to negotiate an agreement between stakeholders. Engaging the stake holder in the conflict resolution is not the primary responsibility of project manager. Stakeholders normally discuss their opinions at the kick-off meeting. that is not controlled by the project manager
This question and rationale were developed in reference to:
PMBOK® Guide—Fifth Edition (No Date) PMI//13/408 [Item]
| The Human Side of PM: Ldshp Skills (No Date) PMI/PMI/4/31 [Item]
Question
A project to design and develop new equipment is in the planning stage. The project team has little experience with the new features and functions of this equipment and has subsequently received training.
How can the project manager maximize the effectiveness of the team’s training activities for this project?
A.Invite a subject matter expert (SME) to show the team how the features and functions are used.
B.Include peer-to-peer demonstrations of the new features and functions in the project training plan.
C.Schedule a proof of concept presentation of the features and functions during the training activities.
D.Assign a functional manager to work with the team to make sure they understand the equipment’s features and functions.
Solution: B. Include peer-to-peer demonstrations of the new features and functions in the project training plan
Through peer to peer training, the project team will better internalize the knowledge and thus will increase their quality of learning is the correct answer
The remaining options are not correct for the reasons explained below
Invite…the team has already received training
Schedule ..is a Phase of the project likely to be in the project
Functional ….likely functional manager already assigned as project is in the planning stage
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press//632 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Contro (No Date) /Project Management: A Systems Approach to Planning, Scheduling, and Control/5.21/ [Item]
Question
A newly formed project team features members from several countries and continents, with significant age differences and a variety of social circles. How should the project manager address this challenge?
A.Help the team discover how their different perspectives can expand their skill sets and strengthen team productivity.
B.Appoint a delegate for each ethnic/social group to contribute to inclusive decision making.
C.Require all team members to attend a virtual class on diversity and inclusion.
D.Plan to intervene authoritatively if confrontations occur between incompatible team members.
Solution: A. Help the team discover how their different perspectives can expand their skill sets and strengthen team productivity
Help the team discover how their different perspectives can expand their skill sets and strengthen team productivity is the correct answer. Inherent differences in culture and experience will be an enabling platform to the project team with a wider variety of perspectives and talents.
Delegating does not build teamwork
Require - assumes training is need
There is no indication of conflict such that intervention is necessary
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/embracing-diversity-positive-workplace-approach-7309 [Item Hicks, R. F., Davis, J. S., & Cable, J. H. (2007) article citation:
“In the project environment we must be cognizant of the confirmation bias and willingly reexamine initial positions when appropriate..”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.4/ [Item “The project management should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust.”]
Question
A project manager wants to recruit another team member to replace an architect who recently resigned. What document should be consulted for this change?
A.Stakeholder register
B.Project management plan
C.Responsibility assignment matrix (RAM)
D.Organizational process assets (OPA)
Solution: D. Organizational process assets (OPA)
The Organizational Process Assets (OPAs) encompass various organizational procedures, policies, historical information, and knowledge repositories. These assets often include guidelines and procedures for staffing and recruiting processes within the organization. Therefore, the project manager should consult the OPAs when recruiting a new team member.
The other answer choices are incorrect. The stakeholder register helps identify project stakeholders but doesn’t directly address technical skill and experience requirements for team members. The project management plan references resource needs, but it typically doesn’t provide detailed role descriptions or competency expectations. The responsibility assignment matrix (RAM) focuses on defining responsibilities within the existing team, not necessarily outlining specific role requirements for newcomers.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/9.2.3.2/272 [Item]
| e-Reads (No Date) //The complete project management office handbook by Gerard Hill/Chapter: 9 - Resource management
Question
Which leadership behavior is least likely to boost motivation in an Agile project team?
A.Instruct the team to immediately use a new productivity tool.
B.Ask the team to vote if a new work method should be adopted.
C.Assign individual team members to the tasks in the backlog.
D.Ask for a volunteer to run a customer satisfaction survey.
Solution: A. Instruct the team to immediately use a new productivity tool
Instructing or dictating the team immediately to do something is least likely to boost motivation. The principles of servant leadership and the Agile Manifesto recognize that empowerment and autonomy promote individual and team motivation.
Agile Manifesto Principle #5 - Build projects around motivated individuals. The remaining options align with this. Give them the environment and support they need, and trust them to get the job done.
Asking the team to vote about a new work method will also boost motivation.
Asking for a volunteer to run a customer satisfaction survey will also boost motivation.
Assigning individual team members to the tasks in the backlog will also boost motivation.
Allowing the team members to decide what to work on based on prioritized objectives or features will motivate them.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/motivation-project-management-leadership-perspective-2390 [Item Schmid, B. & Adams, J. (2008) article citation : “ Being capable of and allowed to manage themselves is one of the most important needs and requirements of the knowledge worker …. When participants were given autonomous control, increased performance, increased intrinsic job satisfaction, and decreased job pressure were reported… When a manager specifies ends and means to a task, a waste of human resources and decline in motivation occur.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.4.2.4/ [Item “Teams are motivated by empowering them to participate in decision making and encouraging them to work independently.”]
Question
In the company cafeteria, a project manager overhears an unengaged stakeholder mocking the style of language used in the project manager’s status report.
What should the project manager do?
A.Meet with the stakeholder privately to find out how to make communication more engaging.
B.Ask the company’s public relations officer for tips on how to make written communications more captivating.
C.Stop sending the status reports to the stakeholder and use only direct email to communicate with them.
D.Update the project social contract to prohibit disrespectful communications when referring to project members.
Solution: A. Meet with the stakeholder privately to find out how to make communication more engaging.
A leader should assess ways to re-engage an unengaged or hostile stakeholder. Direct interviews are the best method to gather input and adapt communications as part of the engagement strategy.
The other options are incorrect because they are not appropriate ways to address the issue.
Public relations officers manage the external communications of the company. Getting tips from them may help, but it is not an effective strategy.
To stop sending status reports to stakeholders will make the situation worse and is not permitted.
Updating the project social contract to prohibit disrespectful communication will also make the situation worse and is not permitted.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/leadership-competencies-develop-strategic-roles-6627 [Item Bristol, P. & Yeatts, G. (2010) article citation: “A leader’s ability to identify and calibrate to the preferred communication style of another coupled with the flexibility to adapt to the other person’s style is the most effective way to establish trust.. Understanding the similarities and differences between style preferences can help team effectiveness by preventing or defusing conflict.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//10.1.2.6/ [Item “Communication styles assessment [is a] technique used to assess communication styles and identify the preferred communication method, format, and content for planned communication activities. Often used with unsupportive stakeholders, this assessment may follow a stakeholder engagement assessment to identify gaps in stakeholder engagement that require additional tailored communication activities and artifacts.”]
Question
Projects using different methodologies with cross-project dependencies must have visibility to each other’s plans and deliverables. An agile project manager should use which type of project management approach to ensure that dependent deliverables are available?
A.Hybrid
B.Agile
C.Predictive
D.Iterative
Solution: A. Hybrid
The project manager should use a hybrid approach. Projects using different methodologies with cross-project dependencies must have visibility of each other’s plans and deliverables. A hybrid development approach is a combination of adaptive and predictive approaches. This means that some elements from a predictive approach are used and some from an adaptive approach are used. This development approach is useful when there is uncertainty or risk around the requirements. Hybrid is also useful when deliverables can be modularized, or when there are deliverables that can be developed by different project teams. A hybrid approach is more adaptive than a predictive approach, but less so than a purely adaptive approach. The agile (adaptive) project may negotiate with the waterfall (predictive) project to ensure that dependent deliverables will be available for sprints based on the respective project plans and release plans for each project.
This question and rationale were developed in reference to:
O’Reilly (Nov 2020) Shawn Belling/Apress/1. Defining Agile Hybrids/ [Item ]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES]
Question
Following project approval, a project team is assigned and the project management plan is created.
What should the project manager do next?
A.Hold a kickoff meeting with the project team and stakeholders.
B.Develop a detailed project schedule.
C.Initiate procurement processes for required resources.
D.Conduct individual performance reviews.
Solution: A. Hold a kickoff meeting with the project team and stakeholders.
By prioritizing a kickoff meeting, the project manager sets a strong foundation for project success by engaging stakeholders, establishing team alignment, and communicating project goals.
The other answer choices are incorrect. Individual performance reviews are important but are typically conducted later in the project cycle, not as the initial priority. A detailed project schedule should build upon the project scope and resource allocation clarified through the kickoff meeting. Procurement often follows resource needs confirmed during the kickoff meeting and after understanding stakeholder priorities.
This question and rationale were developed in reference to:
PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley//Section 4.8, p. 193, Harold Kerzner [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4 and 9/ [Item Acquire Project Team]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 9 - Project Human Resource Management, 9.2 - Acquire Project Team, page 267-268. [Item]
Question
A project manager is in a matrix organization environment. The project manager notices the team is not working well together, performing poorly, and delivering poor quality results.
How should the project manager address this with the team?
A.Conduct a team meeting to discuss the issue.
B.Meet with each team member individually to get their perspective.
C.Create a communication plan to improve communication between team members.
D.Reassign team members to different roles.
Solution: A. Conduct a team meeting to discuss the issue.
The first step is to get the team together and discuss the issue. This will help to identify the root cause of the problem and to develop a plan to address it. The project manager should listen to the team members’ concerns and suggestions and should be open to feedback.
The other answer choices are incorrect. Meeting with each team member individually may not be enough to get a complete picture of the issue. It is also important to get the team members to communicate with each other in a meeting setting. Creating a communication plan is a good idea, but it is not enough to address the underlying problems. Reassigning team members may be necessary in some cases, but should be a last resort.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/ground-rules-high-performing-team-9338 [Item]
Question
After preparing the project management plan, a project manager schedules a meeting with key stakeholders to finalize the planning phase. The project manager is now preparing for the executing phase.
What should the project manager do next?
A.Define the project and create the project charter.
B.Put the project plan into action.
C.Ensure all deliverables are completed.
D.Address risks to make sure the project is on track.
Solution: B. Put the project plan into action.
The Executing phase is the phase where the project plan is put into action. The project manager and the team work to deliver the project’s objectives and deliverables. This includes tasks such as assigning work, communicating with stakeholders, and managing risks.
The other answer choices are incorrect. Defining the project and creating the project charter is done in the Initiating phase of the project. Ensuring all deliverables are completed is done in the Closing phase of the project. Addressing risks to make sure the project is on track is especially important in the Monitoring and Controlling phase.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Do Not Use Advanced Project Management: Best practices of implementation. 2nd Edition. [Item]
| e-Reads (No Date) ///Project Management: Step by Step. Chapter 3 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//13.3 Manage stakeholder engagement. Page 404 [Item]
Question
A project manager is overseeing the development and launch of a new product. In order to comply with the Project Management Office (PMO)’s guidelines, the project manager is required to ensure a Benefits Realization Plan outlining the business value to be delivered is created. The project manager is currently documenting the Roles and Responsibilities for this task in the form of a RACI chart.
Who will be accountable for ensuring the project brings value to the organization?
A.Project sponsor
B.Project manager
C.Solution architect
D.Steering committee
Solution: A. Project sponsor
The project sponsor is accountable for ensuring the project brings value to the organization. The project sponsor is the senior-level executive who is responsible for the project’s success. They are responsible for ensuring that the project is aligned with the organization’s strategic goals and that it delivers the expected business value.
The other answer choices are not as accurate as they are not accountable for ensuring that the project brings value to the organization. The project manager is responsible for the day-to-day execution of the project. The solution architect is responsible for designing and implementing the project’s technical solution. The steering committee is a group of senior stakeholders who provide guidance and oversight for the project.
This question and rationale were developed in reference to:
PMI.org (2012) //Achieve project success by delivering business value/James, Vicki M./ [Item https://www.pmi.org/learning/library/achieve-project-success-delivering-business-value-6055
James, V. M. (2012). Achieve project success by delivering business value. Paper presented at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada. Newtown Square, PA: Project Management Institute.]
Question
A team member received a request from a stakeholder to conduct a quantitative risk analysis. The team member is not certain exactly what the stakeholder requested and comes to the project manager for guidance.
What should the project manager do in this situation?
A.Communicate to the stakeholder that all requests should come through the project manager.
B.Meet with the team to see if any of the other team members can perform the requested analysis.
C.Work with the team member and stakeholder to ensure proper task assignment processes are clear and followed.
D.Perform the risk analysis for the team member, providing it to them so that they can provide it to the stakeholder.
Solution: C. Work with the team member and stakeholder to ensure proper task assignment processes are followed and clear.
The project manager should ensure that communication is clear and the proper processes are followed, as to whether the stakeholder has the ability to assign tasks or not. Then, as a servant leader, the project manager and as such should help the team through any gaps of understanding and ensure that the team and team members have the right training, coaching, or support to perform the task.
Meeting with the team to see if other team members can perform the requested analysis is not the correct action as the project manager should guide the current team member. The project manager shouldn’t be doing the risk analysis for the team member as it will not help on a similar situation in the future. The project manager shouldn’t force that all requests come through them.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines///121 [Item Topic: support the team.]
| PMBOK Guide Sixth Edition (2017) /PMI/Chapter 11/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/37 [Item]
Question
During a project meeting, a project manager is made aware that team members find it very difficult to verify completed deliverables for compliance as no reference documents exist with the information on specifications and the related customer needs. The team decides to document clear acceptance criteria to address this.
Which document can be used to identify and relate the specific customer needs in this instance?
A.Business case
B.Project charter
C.Requirement traceability matrix
D.Responsibility assignment matrix
Solution: C. Requirement traceability matrix
Requirement traceability matrix documents the client requirement from conception and traces them to delivery, additional information included as these are refined through the different stages. This will be the best document to get the required Customer needs and make the required mapping.
Business case is used as a basis for the authorization of further project management activities and not used to identify customer needs.
Project charter is a document issue by the project sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It is not used to identify customer needs.
Responsibility assignment matrix shows the project resources assigned to each work packages and doesn’t have the customer needs information.
This question and rationale were developed in reference to:
PMI.org (2013) //Sham, K. (2013). Practical approach to project management metrics. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.// [Item]
Question
After going through a project earned value exception report, a project manager notices that two tasks are flagged both with a Cost Performance Index (CPI) of 0.5. Which is the correct deduction the project manager should make from this report?
A.Each task has spent twice the budgeted amount it should have at this point
B.Each task has spent half the amount (budget) it should have at this point
C.Each task has spent half the budgeted amount it should have at this point
D.Each task has spent a quarter the amount (budget) it should have at this point
Solution: A. Each task has spent twice the budgeted amount it should have at this point
CPI is a ratio of earned value to actual cost of work performed. A CPI of 1.0 means that earned value exactly matches the resources expended. Below 1.0 indicates work being performed at a cost overrun. In this case, a 0.5 CPI means that only half of what is expended is producing the expected earned value for the work performed.
This question and rationale were developed in reference to:
PMI.org (2013) //Sham, K. (2013). Practical approach to project management metrics. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager is leading a complex project with diverse stakeholders and a strict regulatory environment. The project team is struggling to consistently achieve compliance with project processes, leading to delays and rework.
What should the project manager do to effectively motivate the team to comply with project processes?
A.Offer individual performance-based bonuses for exceeding compliance targets.
B.Implement a system of frequent audits and compliance checks.
C.Develop and communicate a compelling vision and rationale for the overall project goals.
D.Facilitate team workshops to collaboratively identify and address compliance challenges.
Solution: D. Facilitate team workshops to collaboratively identify and address compliance challenges.
The project manager should facilitate team workshops to collaboratively identify and address compliance challenges. This will empower the team to own solutions and foster increased buy-in for compliant practices. It also provides a platform for open communication and understanding of the importance of compliance.
The other answer choices are incorrect. Frequent audits and checks can create a climate of fear and distrust, ultimately demotivating team members. Performance-based bonuses for compliance can distract from intrinsic motivation and ethical considerations. Communicating the project vision is important, however, it needs to be coupled with concrete actions and engagement to address specific compliance challenges and effectively motivate.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-managers-making-bad-decision-making-5967
| https://www.projectmanagement.com/blog-post/36712/Addressing-Process-Non-Compliance
Question
An agile team is working on a new product development project. The product owner has requested a new change to accommodate recent technology requirements as a result of changes in the market environment.
Which of the following should the project manager do next?
A.Go ahead and implement the change immediately
B.Log a change request document and set up a change control board
C.Ensure the change request has been added to the product backlog
D.Reject the change as it may cost more money and delay the project
Solution: C. Ensure the change request has been added to the product backlog
An agile project will required the product owner or project manager to add the new story or task (change request) to the product backlog so it can be prioritized and then sized without adding the item in to backlog and without prioritization, implementing / rejecting the change request is not possible
This question and rationale were developed in reference to:
PMI.org (2013) //Wanner, M. F. (2013). Integrated change management. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.// [Item]
Question
A project team just completed a major milestone and is now on track to deliver the project ahead of the due date. The project manager is pleased and would like to use rewards to keep team cohesion and productivity on the rise.
Which of the following types of rewards will improve team cohesion and productivity for the remainder of the project?
A.Provide a team reward to all involved in the project in order to sustain productivity and cohesion
B.Provide rewards to all team leaders only so that they can keep driving their respective teams in a cohesive and productive manner
C.Provide individual rewards to the most productive team members in order to sustain productivity and team cohesion
D.Provide individual rewards to the struggling team members only in order to encourage them and increase productivity and team cohesion
Solution: A. Provide a team reward to all involved in the project in order to sustain productivity and cohesion
Team reward to all is best in this instance so as to improve team dynamic and cohesion.
Team rewards only to team leaders or productive team members or struggling team members will kill the team cohesion
This question and rationale were developed in reference to:
PMI.org (2014) //Banister-Hazama, D. & Hazama, C. (2014). Culture Is As Culture Does: The Impact of Corporate Culture on Portfolio, Program, and Project Management. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]
Question
A project team member assigned to a new project will be required to report on all project tasks progress to the project manager while his current line manager will be responsible for his career growth and development.
Which of the following describes the project organization structure?
A.Matrix
B.Projectised
C.Functional
D.Cross-functional
Solution: A. Matrix
The two bosses or more scenario is a characteristic of matrix organizational structures.
Projectized organization performs based on the assigned projects. one project manager reporting will be there
Functional organization performs based on the function wise.
This question and rationale were developed in reference to:
PMI.org (2014) //Banister-Hazama, D. & Hazama, C. (2014). Culture Is As Culture Does: The Impact of Corporate Culture on Portfolio, Program, and Project Management. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager is working with an agile team on project delivery. While planning, what should the team focus on to ensure the project objectives are met?
A.Organize workshops with business stakeholders and the project team.
B.Verify that the product owner signs off on all user stories.
C.Verify that each user story has a definition of done (DoD).
D.Arrange for a deliverable evaluation as the final quality assurance (QA) checkpoint.
Solution: D. Arrange for a deliverable evaluation as the final quality assurance (QA) checkpoint
In a project environment, there should be clear and documented validation criteria that should be met before the project closure. The project manager should plan and arrange for deliverable evaluation to ensure objectives are met.
This question and rationale were developed in reference to:
PMI.org (2002) //Quality management for large software development programs/Bobey, K./ [Item https://www.pmi.org/learning/library/quality-management-software-development-programs-1059]
Question
A project manager is working on a complex project with multiple stakeholders and competing priorities. What should the project manager do with respect to the stakeholders to achieve a better project result?
A.Identify and seek stakeholder consensus on project objectives and deliverables.
B.Preserve the relationships and rapport with the stakeholders.
C.Meet the personal interests of the stakeholders.
D.Encourage the stakeholders to accept the proposed viewpoint.
Solution: A. Identify and seek stakeholder consensus on project objectives and deliverables.
In a multi-stakeholder project, it is important that all stakeholders agree upon the objectives and deliverables
Preserving the relationship with stakeholders, meeting individual stakeholder’s objectives, or stipulating what should be done are not project objectives.
This question and rationale were developed in reference to:
PMI.org (1997) //Negotiating the right decision/Long, A./ [Item https://www.pmi.org/learning/library/negotiating-right-decision-5132]
Question
A complex project, involving multiple stakeholders with diverse priorities, requires long and challenging negotiations to finalize the project agreement. The project manager must facilitate setting the right priorities for these crucial negotiations.
What should the project manager do first?
A. Develop a detailed risk register.
B. Organize a brainstorming session with all stakeholders.
C. Define clear project success criteria.
D. Conduct individual interviews with key stakeholders.
Solution: C. Define clear project success criteria.
By prioritizing the definition of clear success criteria, the project manager sets a strong foundation for effective negotiations. This ensures all parties are focused on achieving the project’s desired outcomes and facilitates aligning stakeholder priorities with those goals.
The other answer choices are incorrect as they should be done after clear project success criteria have been defined. While risk management is crucial, prioritizing all risks does not address specific stakeholder priorities and their bargaining points. Stakeholder brainstorming sessions can be valuable later in the process, but at the initial stage, focusing on success criteria provides a clearer direction for stakeholder engagement. Individual stakeholder interviews can offer valuable insights, but prioritizing defining success criteria first offers a broader framework for conducting interviews and understanding priorities in context.
This question and rationale were developed in reference to:
PMI.org (1997) //Negotiating the right decision/Long, A./ [Item https://www.pmi.org/learning/library/negotiating-right-decision-5132]
Question
A project manager is working on a complex project that requires expertise in negotiation skills. What should the project manager do to persuade the stakeholders to accept the proposed viewpoint?
A.Discuss the business case for the project.
B.Establish the schedule and contingency measures.
C.Understand the reasons for potential disagreement.
D.Assess the risk of unsuccessful negotiation.
Solution: C. Understand the reasons for potential disagreement
Before solving a problem or conflict the problem, the source of conflict must be understood.
This question and rationale were developed in reference to:
PMI.org (1997) //Negotiating the right decision/Long, A./ [Item https://www.pmi.org/learning/library/negotiating-right-decision-5132]
Question
A project manager is working on a complex project with multiple stakeholders and competing priorities. During a meeting with the stakeholders, the project manager conducted a brainstorming session to facilitate reaching consensus.
What did the project manager do to reach a state of general consensus?
A.Focused on preserving relationships and rapport with stakeholders.
B.Focused on finding a solution to meet the needs of stakeholders.
C.Focused on meeting the personal interests of stakeholders.
D.Focused on pushing stakeholders to accept the proposed view.
Solution: B. Focused on finding a solution to meet the needs of stakeholders
In this instance consensus can be easier obtained using a collaborative approach. Distributive and Accommodative negotiations have different objectives. Any negotiation is persuasive.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 4/80 [Item]
| PMI.org (2010) //Five things every project manager should know about negotiation/Craddock, William T./ [Item https://www.pmi.org/learning/library/negotiate-success-element-communication-managers-6504]
Question
A project manager is managing an agile project. The project sponsor asks the project manager whether agile supports entering a fixed-price contract with the customer instead of a time-and-materials contract. The customer needs a fixed-price contract to support their concrete business goals.
What should the project manager’s response to the sponsor be?
A.Inform the customer that agile does not support fixed-price contracts, as it favors customer collaboration over contract negotiation.
B.Inform the customer that agile supports only time-and-materials contracts, as scope is not fixed in agile.
C.Agree with the customer to move forward with fixed-price contract, as there is no such restriction in agile.
D.Influence the customer to use a time-and-materials contract, as the cost overrun of this contract lies with the customer.
Solution: C. Agree with the customer to move forward with fixed-price contract, as there is no such restriction in agile.
In agile environments, specific sellers may be used to extend the team. This collaborative working relationship can lead to a shared risk procurement model where both the buyer and the seller share in the risk and rewards associated with a project.
Larger projects may use an adaptive approach for some deliverables and a more stable approach for other parts. In these cases, a governing agreement such as a master services agreement (MSA) may be used for the overall engagement, with the adaptive work being placed in an appendix or supplement. This allows changes to occur on the adaptive scope without impacting the overall contract
This question and rationale were developed in reference to:
Article (August 2012) /PM Network/Fewell, J. (2012). True agility. PM Network, 26(8), 28./Fewell, Jesse/ [Item https://www.pmi.org/learning/library/agile-project-managertrue-agility-2305]
| Article (August 2012) /PM Network/Fewell, J. (2012). True agility. PM Network, 26(8), 28./Fewell, Jesse/ [Item https://www.pmi.org/learning/library/agile-project-managertrue-agility-2305]
| PMBOK Guide Sixth Edition (2017) /PMI// [Item Section 12]
Question
A project manager leaves an ongoing project and is replaced by a new project manager. What should the new project manager do first to help ensure the success of the project?
A.Become familiar with the project goals as specified in the project charter.
B.Consult the issues log and lessons learned register kept by the former project manager.
C.Modify the project schedule and budget to include knowledge transfer activities.
D.Meet with key stakeholders and update the communications strategy as necessary.
Solution: A. Become familiar with the project goals as specified in the project charter
In order to successfully lead a project, the PM must first understand the purpose of the project and what the goals and deliverables are. The document that defines the project is the Charter.
PMBoK Sixth Edition Chapter 1 states: “
1.2.6.3 PROJECT CHARTER AND PROJECT MANAGEMENT PLAN
The project charter is defined as a document issued by the project sponsor 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 management plan is defined as the document that describes how the project will be executed, monitored, and controlled”
Therefore, the first place to go to for the new PM is the Project Charter.
The distractors are correctly worded. Once the PM is familiarized with the Project Charter then the PM shall do these other activities
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/1/ [Item 1.2.6.3 Project Charter and Project Management Plan]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./6.4/240 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (2004) Tom Kendrick/AMACOM/63/134 [Item]
Question
A project manager is helping their organization transition from using predictive methods to agile methods. The leadership team complains to the project manager that less work is being done after the agile approaches were implemented.
How should the project manager respond to the leadership team?
A.Ask all team leads to explain why less work has been done since the agile implementation began.
B.Explain a decrease in productivity is expected in the beginning as teams try to understand and adjust to agile approaches.
C.Enforce 2-week sprints across the organization so all teams deliver at the same agile cadence.
D.Stop implementing agile if the organization is not making any improvements and people are becoming frustrated.
Solution: B. Explain a decrease in productivity is expected in the beginning as teams try to understand and adjust to agile approaches.
Agile is a disruptive transformation, resistance is normal and benefits are not visible immediately. A, C, and D are recommendations that will impact further the agile adoption and delay the productivity improvements.
This question and rationale were developed in reference to:
PMI Conference Paper - Transitioning to agile methods (23 October 2012) //// [Item https://www.pmi.org/learning/library/transitioning-agile-methods-5989]
Question
A project team is writing the lessons learned at the end of the sprint. They explicitly declare their willingness to improve their expertise using the retrospective approach.
Based upon the agile manifesto, what should the team focus on?
A.Competing
B.Debating
C.Defending
D.Conversing
Solution: D. Conversing
The Agile Manifesto focuses on individuals and interactions over processes and tools and collaboration. Conversation prevails over defending and debating in regards to improving their expertise. Team members should not compete with each other as this diminishes the motivation to collaborate and achieve goals together as a team.
This question and rationale were developed in reference to:
PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/7/395 [Item]
Question
A project manager learns that a new law will go into effect that will regulate the type of products the company can manufacture. The company is planning to launch a new product in the next few weeks that would not comply with the new regulations. The project manager meets with the sponsor and stakeholders to discuss the changes.
What should the project manager do next?
A.Update the project charter to reflect the results of the meeting.
B.Plan to launch the product on time without modification but update the risk management plan.
C.Plan to modify the product to meet the new regulations before the law goes into effect.
D.Advise the sponsor and stakeholders to cancel the launch until the product can be modified to meet the new regulations.
Solution: A. Update the project charter to reflect the results of the meeting
This new law can have a profound effect on the project. It will certainly lead to new potential risks, new assumptions and possible charter changes. Launching the product that would not comply with regulations could lead to legal actions and loss of company reputation, clearly not a good idea. Modifying the product may be done prior or post launch, this would be determined through the discussion with the sponsor and stakeholders and updating the project charter.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//81 [Item]
| The AMA Handbook of Project Management, Third Edition (No Date) /AMACOM/Project Management Process Groups’ Interactions, Par.3/ [Item]
Question
A project manager is on a project with high technical complexity. The project manager is developing the resource plan based on the learnings from a pilot rollout and decides to apply the resource profile used during the pilot to the complex technical project.
Which of the following criteria should the project manager use to apply the resource profiles to meet the project needs for the full roll-out? (Choose 3).
A.Project complexity
B.Business domain
C.Organization size
D.Project duration
E.Team size
Solution: A, C, and D. Project complexity, Organization size, and Project duration
Correct answers are project complexity, organization size, and project duration. The project duration and complexity will have an impact on scaling weightings. The team dynamic, in which stage of team development the team is will impact the project duration and it could be an important factor. The organization factor will determine how many (if) resources need to be externally resourced.
The business domain is not a factor because the project scope is already set. The team size is also irrelevant because the profiling is done per skill.
This question and rationale were developed in reference to:
PMI.org (2013) //Resource profiling/Kaczmarek, M. & Lakshminarayanan, H/ [Item https://www.pmi.org/learning/library/resource-profiling-macro-view-needs-5945
Kaczmarek, M. & Lakshminarayanan, H. (2013). Resource profiling. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.]
Question
A supplier has been awarded a firm fixed price (FFP) contract to provide various materials for a construction project. The supplier has received all necessary documents relating to material standards and specifications. By contract, the supplier must deliver all materials to the construction site on a specific date.
When the materials arrive at the site on time, why should the project manager inform the inspections group?
A.To inform the team member responsible for the materials to pick them up
B.To provide the finance department with documentation needed to pay the supplier’s invoice
C.To advise the procurement department that the contract has been fulfilled
D.To ensure that the materials comply with the contract standards and specifications
Solution: D. To ensure that the materials comply with the contract standards and specifications
The delivered materials need to be verified as complete and correct. The PM is responsible to ensure that standards are met.
This question and rationale were developed in reference to:
Amazon - Project Management: A Systems Approach to Planning, Scheduling, and Control (No Date) /Amazon - Project Management: A Systems Approach to Planning, Scheduling, and Control/11/917 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/298 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/8/ [Item 8.3.2.4 Testing/Product Evaluations ]
Question
A project manager is on a project in collaboration with a vendor. The vendor responded to all the Request for Proposal (RFP) criteria and the project manager is working on the Statement of Work (SOW). The project sponsor wants to reduce the project cost and asked the project manager to recommend options for the reduction of external cost.
Which option has the best chance of success?
A.Develop two project plans and delegate the delivery responsibility to the most senior external resource
B.Develop a single project plan, taking full responsibility for the delivery
C.Develop two project plans, and delegate the delivery responsibility to the most senior internal resource
D.Develop a single project plan, and share responsibility for the delivery
Solution: B. Develop a single project plan, taking full responsibility for the delivery
Single plan, full responsibility: Planning and ownership remain the responsibility of the project manager.
Two plans, delegate externally or internally: For clarity of scope, there shall be only one active and approved project management plan. The project manager is ultimately responsible for the success of the project, including project deliverables.
One plan, share responsibility: One plan is to be expected, however the responsibility ultimately remains with the project manager. Lack of accountability for the delivery will very likely result in a ‘blame game’ otherwise.
This question and rationale were developed in reference to:
PMI.org (2003) //Practicalities of supplier management on global projects/Goodman, E./ [Item https://www.pmi.org/learning/library/supplier-management-global-projects-pitfalls-7775
Goodman, E. (2003). Practicalities of supplier management on global projects: avoiding the pitfalls. Paper presented at PMI® Global Congress 2003—EMEA, The Hague, South Holland, The Netherlands. Newtown Square, PA: Project Management Institute.]
Question
The production of a key component in a construction project is outsourced to a third-party vendor. The vendor informs the project manager that due to component shortages, the product will arrive in variable quantities and during a longer delivery schedule.
What should the project manager do to address this issue?
A.Meet with the project sponsor to discuss penalties that can be imposed because of the changes.
B.Adjust the project phases to match the delivery schedule of this critical component.
C.Review the third-party vendor’s terms of delivery as specified in the vendor contract.
D.Review the procurement plan for contract cancellation procedures while researching alternate suppliers.
Solution: C. Review the third-party vendor’s terms of delivery as specified in the vendor contract
A contract should clearly state the deliverable schedule and method expected, including any knowledge transfer from the seller to the buyer. The vendor contract should also include statements regarding penalties for non-performance and other contingencies.
A purchasing contract includes terms and conditions and may incorporate other buyer specifics as to what the seller is to perform or provide. It is the project management team’s responsibility to make certain that all procurements meet the specific needs of the project while working with the procurement office to ensure organizational procurement policies are followed.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/12.3.2.2/383 [Item]
| Advanced Project Management A Structured Approach 4th Ed (1/1/2004) Frederick Harrison and Dennis Lock/Gower Publishing Co./3/27 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/12/ [Item 12.3 Control Procurements]
Question
A project manager needs to contract with a provider for a large government project. Project guidelines mandate that all potential providers have the same understanding of the procurement process.
What should the project manager hold to ensure compliance with the guidelines of the project?
A.Direct negotiations with providers of similar past projects
B.Bidder conference
C.Individual meetings with each potential provider
D.Procurement team video conference
Solution: B. Bidder conference
A bidder conference is a meeting between the buyer and prospective sellers prior to proposal submittal. They are used to ensure that all prospective bidders have a clear and common understanding of the procurement and no bidders receive preferential treatment.
Direct negotiations- They don’t ensure common messaging all potential bidders. May exclude other bidders.
Individual meetings- The same message will not be conveyed.
Procurement team- No bidders are present
This question and rationale were developed in reference to:
PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley//Page 982 - 19.3 Conducting the procurements [Item]
| PMBOK® Guide—Fifth Edition (5th) PMI/PMI//Page 375. Section 12.2.2.1 Bidder Conferences [Item]
Question
A project manager is leading a project where a vendor is engaged. The project team has a dependency on the vendor to complete some work first. However, the vendor is constantly failing to complete their work on time.
How should the project manager mitigate this risk?
A.Create an integrated project schedule with the vendor and keep regular checkpoints with the vendor.
B.Get approval from the project sponsor to add a contingency buffer to the project, and inform the vendor about it.
C.Remove this vendor immediately, and start the request for proposal (RFP) process for new vendor selection.
D.Ask the vendor to add new resources, and approve overtime for existing resources to deliver their work on time.
Solution: A. Create an integrated project schedule with the vendor and keep regular checkpoints with the vendor
Before changing the vendor or allocating more resources it is preferable to address the synchronisation and communication issues.
This question and rationale were developed in reference to:
PMI Conference Paper (19 October 2008) //// [Item https://www.pmi.org/learning/library/vendors-cost-more-project-prevent-risks-6949]
Question
A project manager is leading a project where a vendor is engaged in a fixed price contract. Even though the project requirements and timelines have been clearly defined and shared with the vendor, the project sponsor is worried about cost overrun.
How should the project manager respond to the sponsor?
A.Inform the project sponsor that the risk of cost overrun is transferred to the vendor.
B.Discuss this issue in the next team meeting and ask team members for feedback.
C.Ask the project sponsor to provide contingency funding to mitigate the risk.
D.Issue a request for proposal (RFP) to identify potential vendors if the issue materializes.
Solution: A. Inform the project sponsor that the risk of cost overrun is transferred to the vendor.
In a fix price contract there is no risk of cost overrun, there is no need for mitigation actions
PMBoK Sixth Edition Chapter 12 states: “12.1.1.6 ORGANIZATIONAL PROCESS ASSETS
The various types of contractual agreements used by the organization also influence decisions for the Plan Procurement Management process.
Fixed-price contracts. This category of contracts involves setting a fixed total price for a defined product, service, or result to be provided. These contracts should be used when the requirements are well defined and no significant changes to the scope are expected. Types of fixed-price contract include:
Firm fixed price (FFP). The most commonly used contract type is the FFP. It is favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes.
Fixed price incentive fee (FPIF). This fixed-price arrangement gives the buyer and seller some flexibility in that it allows for deviation from performance, with financial incentives tied to achieving agreed-upon metrics. Typically, such financial incentives are related to cost, schedule, or technical performance of the seller. Under FPIF contracts, a price ceiling is set, and all costs above the price ceiling are the responsibility of the seller.
Fixed price with economic price adjustments (FPEPA). This type is used whenever the seller’s performance period spans a considerable period of years, or if the payments are made in a different currency. It is a fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes or cost increases (or decreases) for specific commodities’
This is a case of Fixed Price Contract, therefore, the correct answer is: “Inform the project sponsor that the risk of cost overrun is transferred to the vendor”
The Distractors are valid and accepted
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/12/ [Item Plan Procurement Management Process Fixed Price Contracts]
| PMI Conference Paper (19 October 2008) //// [Item https://www.pmi.org/learning/library/vendors-cost-more-project-prevent-risks-6949]
Question
Which of the following is not an effective way to build trust within virtual teams?
A.Spend some part of the meeting focused on building relationships and learning about other team members’ capabilities
B.Help people manage conflicts, dealing with any that arise, and not avoid them
C.Ensure that team members feel empowered to make and act on decisions
D.Hourly, daily, and weekly check-ins with your team members
Solution: D. Hourly, daily, and weekly check-ins with your team members
The question is what would not be done to build trust within a virtual team?
Hourly, daily, and weekly check-ins with the team members may not help us to build trust within a virtual team. Scheduling meetings too frequently is a form of micromanagement and can be a waste of time and a source of discontentment. It is more important to empower the team members, and trusting the team to do their jobs is empowering. Project team members who feel empowered to make decisions about the way they work perform better than those who are micromanaged. Meetings will need to be held, of course, but scheduling more meetings than necessary is counterproductive. A project team in which its members trust each other is willing to go the extra distance to deliver success. People are less likely to do the extra work it may take to succeed if they do not trust their project team members, project manager, or the organization. Redundant and unnecessary meetings could serve more as an impediment than a path to a high-performing team.
Spending some part of the meeting focused on building relationships, empowering the team, and managing conflicts will help us to build trust with virtual teams.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/successful-leadership-virtual-project-teams-6039 [Item https://www.pmi.org/learning/library/successful-leadership-virtual-project-teams-6039]
PMBOK Guide Seventh Edition (2022) /// [2.2.2 PROJECT TEAM CULTURE] [2.2.3 HIGH-PERFORMING PROJECT TEAMS]
Question
What may cause leaders to ignore the Shared Leadership Potential in their teams? (Choose 2)
A.Over-confidence in their own role
B.Providing autonomy and control
C.Fear of becoming dispensable
D.Trusting the team
Solution: A and C. Over-confidence in their own role and Fear of becoming dispensable
The correct answers are over-confidence in their own role and fear of becoming dispensable.
Over-Confidence in Their Own Role
Team leaders might believe that leadership behaviors are superior to task-related behaviors and that only a higher ranking (formal) leader can provide adequate leadership behavior due to their leadership capabilities.
Fear of Becoming Dispensable
Leaders might have trouble acknowledging that a team might be better off without their interference because that makes them feel dispensable.
Leaders should be able to trust their teams and grant them a level of autonomy. These factors do not make leaders ignore the Shared Leadership Potential in their teams.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/shared-leadership-virtual-team-10058
Question
Which of the following reduces complexity on any project?
A.Team members are represented by diverse time zones
B.Team members come from multiple global offices
C.Team members have a variety of cultural backgrounds
D.Team members use an agreed upon process to get the work done
Solution: D. Team members use an agreed upon process to get the work done
In virtual team environments, it is essential to have agreed upon processes and procedures to ensure effectiveness in resolving issues and reporting on the project to ensure the project keeps moving forward toward a successful conclusion.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/best-practices-virtual-project-teams-6038 [Item https://www.pmi.org/learning/library/best-practices-virtual-project-teams-6038]
Question
ABC’s case study points out the significance of a key attribute of communication. Which key attribute does it highlight?
A.Interactive communication can help maintain project team/stakeholder engagement.
B.Effective communication includes who, how, when, how often, and the context of communication.
C.Pull communication includes the information sought by the stakeholders.
D.None of the above
Solution: B. Effective communication includes who, how, when, how often, and the context of communication.
Effective and efficient communication requires key details such as who, when, how often, context, etc. ABC’s project manager should have kept this in mind while communicating with stakeholders.
Communication is the most important factor in engaging with stakeholders effectively. Planning communication for the project entails considering the following:
Who needs information?
What information does each stakeholder need?
Why should information be shared with stakeholders?
What is the best way to provide information?
When and how often is information needed?
Who has the information needed?
Question
ABC’s project manager did not receive a response from the stakeholders. To avoid this, the project manager should have adopted all of the following measures, except which?
A.Changing the message to suit the context.
B.Adhering to the existing communication method.
C.Tailoring the communication style.
D.Reassessing the need for communication.
E.Validating the quality of the business proposal.
Solution: B. Adhering to the existing communication method.
To avoid miscommunication and increase the chances of project success, it is important to adopt effective communication methods and tailor them to the needs of various stakeholders. This involves changing the message to suit the context, adapting the communication style, reassessing the need for communication, and validating the quality of the business proposal. Due to key communication failures, ABC failed to obtain the contract, despite having the best product. Communication styles must be reassessed periodically to suit the current project and stakeholder needs. The project manager should have also taken the time to review the quality of the business proposal and confirm that it met the needs of the stakeholders effectively.
Question
Which of the following could have been better used by ABC’s project manager to increase the chances of successfully obtaining the contract?
A.Monitoring the market landscape for the need for electric conductors.
B.Appointing a project manager with relevant domain knowledge of the project.
C.Effectively analyzing and tailoring stakeholder communication methods.
D.Launching the product in multiple geographical locations at the same time.
E.Conducting a brainstorming session with stakeholders at project inception.
Solution: C. Effectively analyzing and tailoring stakeholder communication methods.
Effective communication of the product’s business value would have increased the chances of the project’s success. The project manager should have tailored stakeholder communication methods to better demonstrate value. This involves selecting the appropriate method and style of communication, prioritizing stakeholders, and providing information to demonstrate business value.
The other options can all be helpful, they are not as essential to the project’s success as effective communication.
Question
A project manager is leading an environmental project and realizes that they missed an influential foreign stakeholder. After the project manager contacted the stakeholder, the stakeholder requested a copy of the project documents in their local language.
What should the project manager do next?
A.Escalate the issue to the project sponsor.
B.Tell the stakeholder that the documents are available only in the performing organization’s language.
C.Update the stakeholder register.
D.Ignore the request and continue working.
Solution: C. Update the stakeholder register
The first step to do when a new stakeholder is identified is to add them to the stakeholder register.
Stakeholders never should be ignored, so the choice to ignore their request is incorrect.
A project manager should try to provide information in a form that stakeholders need, so flippantly telling the stakeholder that documents are unavailable in their language would not be correct. The project manager should at least see what kind of accommodation could be made.
There is not enough information to know whether the sponsor needs to be involved, e.g., whether the stakeholder asked for proprietary documents, so this choice is incorrect.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
Question
A project manager is consolidating project documentation such as videos, pictures, audio, to ensure the team is sharing out project experiences. Where should this information be placed?
A.Lessons learned register.
B.Knowledge sharing register.
C.Risk register.
D.Issue log.
Solution: A. Lessons learned register
The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. The lessons learned register is created as an output of this process early in the project. Thereafter it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4. Project Integration Management/104 [Item 4.4.3.1 LESSONS LEARNED REGISTER
The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate.
The lessons learned register is created as an output of this process early in the project. Thereafter it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured.]
Question
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.
What should the project manager do?
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.
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.
This question and rationale were developed in reference to:
Adv PM: A Structured Approach 4th Ed (Jan 1 2004 12:00AM) Frederick Harrison and Dennis Lock/Gower Publishing Co./18/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8. Quality Mangement/282 [Item]
Question
One of the retrospective action items that has recurred for the past two iterations is related to the verification and validation of the delivered functionality before production readiness.
Which two solutions should the project manager use? (Choose two)
A.Adjust velocity for the project team to address additional testing.
B.Incorporate unit and integration test criteria as part of the validation.
C.Modify the methodology of delivery to test-driven development.
D.Review the working agreement for acceptance criteria with the project team.
E.Include a product backlog item to build an integration test suite.
Solution: B and D. Incorporate unit and integration test criteria as part of the validation and Review the working agreement for acceptance criteria with the project team.
The project manager should incorporate unit and integration test criteria as part of the validation and review the working agreement for acceptance criteria with the project team. Working agreements help define what “ready” means (so the team can take in work) and what “done” means (so the team can judge completeness consistently).
The other answer choices are incorrect because they do not meet the criteria for validation. They either suggest masking the problem without addressing the root cause or do not introduce specific testing measures.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//2/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5.1/50
Question
Early in a project, the project manager realizes that one of the key team members is not prepared to perform the assigned task.
How should the project manager address this issue?
A.Ensure training is built into the resource management plan.
B.Review the training requirements with the team member.
C.Review each required task with the team member when it starts.
D.Escalate the issue to the resource’s functional manager for resolution.
Solution: B. Review the training requirements with the team member.
By reviewing the specific skills and knowledge needed for the assigned tasks, the project manager can identify any gaps and develop a plan to address them. This could involve providing additional training, mentoring, or shadowing opportunities.
The other answer choices are not as effective.
Review each required task with the team member when it starts: While this approach could provide the team member with some initial guidance, it does not address the underlying lack of preparation. Without proper training or support, the team member may struggle to perform the tasks efficiently and effectively.
Escalate the issue to the resource’s functional manager for resolution: While the functional manager may be able to provide some assistance, it is ultimately the project manager’s responsibility to ensure that their team members are prepared to perform their assigned tasks. This includes identifying and addressing any training needs.
Ensure training is built into the resource management plan: While this is a good long-term solution, it does not address the immediate issue of the unprepared team member. The project manager needs to take action now to ensure the team member can contribute to the project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition PMI/PMI/2.2.1.3/18
| Project Managers Portable HandBook, 3rd Ed (No Date) //2.4/ [Item]
Question
A project manager in a quickly growing hybrid organization is becoming increasingly frustrated at the rapid amount of change in daily operations. Several newer team members have already left the team or have been promoted to other roles in the organization.
What should the project manager do to ensure the project governance remains stable?
A.Work with leadership to update the organizational process assets (OPAs).
B.Develop a new social contract to empower the team.
C.Update the team charter with new team members.
D.Update the project management plan on a regular basis.
Solution: A. Work with leadership to update the organizational process assets (OPAs).
By working with senior leadership to update the OPAs, the project manager can help to ensure that the organization has a clear and consistent understanding of how work should be done. This will help to reduce confusion and frustration among employees, and it will also help to ensure that project governance remains stable in the face of rapid change.
The other answer choices are not as effective.
Develop a new social contract to empower the team: A social contract is an agreement between the project manager and the team that outlines the expectations for behavior and performance. While a social contract can be helpful in creating a positive and productive team environment, it is not enough to ensure project governance remains stable in a rapidly changing environment.
Update the team charter with new team members: The team charter is a document that outlines the team’s purpose, goals, and roles and responsibilities. While it is important to update the team charter when new team members join the project, this is not enough to ensure project governance remains stable in a rapidly changing environment.
Update the project management plan on a regular basis: The project management plan is a document that outlines the overall approach to managing the project. While it is important to update the project management plan as needed, this is not enough to ensure project governance remains stable in a rapidly changing environment.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//43, 47 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //2/ [Item Project organizational design]
Question
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?
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/75 [Item 4.1]
| The Agile Practice Guide (No Date) PMI/PMI/5/49 [Item CHARTER THE PROJECT AND THE TEAM]
Question
In the midst of an ongoing agile construction project, the project manager receives notification that the local government has recently approved stricter sustainability legislation applying to all construction projects in the region. These new regulations will have an impact on the project’s materials and processes related to sustainability.
What should the project manager do first to adapt to these newly instituted environmental parameters?
A.Meet with the product owner to update the project plan to incorporate the new sustainability requirements.
B.Organize a team workshop to identify and evaluate solutions for meeting the new sustainability requirements.
C.Continue the project as planned and meet with stakeholders to describe the new regulations and solicit their feedback.
D.Request a timeline extension from the project client to allow for additional time needed to meet the new requirements.
Solution: A. Meet with the product owner to update the project plan to incorporate the new sustainability requirements.
The project manager should work with the product owner to adapt the project plan to incorporate the new sustainability requirements and ensure that the project aligns with the updated legislation. The project manager and the product owner should work together to identify the specific requirements that apply to the project and to develop a plan for meeting those requirements.
Organizing a workshop is not the first step that the project manager should take. Before organizing a workshop, it’s essential to have a clear understanding of the new requirements and how they impact the project.
Continuing the project as planned ignores the impact of the new regulations and can lead to non-compliance and costly changes later in the project. It’s crucial to update the project plan first to ensure alignment with the new requirements before seeking feedback from stakeholders.
Requesting a timeline extension is incorrect because it may not be necessary. It is important to understand the impact of the changes before requesting additional time, as it helps provide a more accurate and justified request.
This question and rationale were developed in reference to:
| The Agile Practice Guide (No Date) PMI/PMI/3/ [Item 3.1.3]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.3.7 INTERACTIONS WITH OTHER PERFORMANCE DOMAINS]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [x3.4 EVOLVING FOR STRONGER BENEFITS REALIZATION]
Question
A company must launch a global product to respond to a competition threat. As part of an agile approach, the team chooses Region X as the baseline to test the first iteration. While the product meets standards and requirements in Region X, it does not comply with two of the other regions’ standards.
What should the project manager do?
A.Ensure that the product meets the standards and requirements in Region X and plan future iterations to address the noncompliance with the standards in the other regions.
B.Document this as a noncompliance in the quality management plan and correct it in the next iteration.
C.Re-plan all of the iterations to meet all three regions’ standards within the scope of the work.
D.Connect with customers from each region to reach an agreement on the existing design.
Solution: A. Ensure that the product meets the standards and requirements in Region X and plan future iterations to address the noncompliance with the standards in the other regions.
An agile approach refines work items and delivers them frequently. It also assures controlling quality to comply with the requirements throughout the project. In the case of non-compliance, the project manager should plan iterations to implement other requirements and standards. The project manager should prioritize ensuring that the product meets the standards and requirements of the region where it will be launched first. Once the product is launched in Region X, the project manager can then plan future iterations to meet the standards and requirements of the other regions. This approach allows the project manager to respond to the competition threat while also ensuring that the product meets the needs of all of the target markets.
The other options are incorrect because are not the most realistic and feasible solutions.
Documenting this as noncompliance in the quality management plan is incorrect because it does not address the fact that the product does not meet the standards and requirements of two of the other regions. The project manager needs to take action to modify the product to meet those standards.
Re-planning all iterations is incorrect because it is not feasible to re-plan all of the iterations to meet all three regions’ standards within the scope of the work. This would require a significant amount of rework and could delay the launch of the product.
Connecting with customers is incorrect because it does not resolve the issue of the product not meeting the standards and requirements of two of the other regions. The project manager needs to take action to modify the product to meet those standards.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
A project manager was assigned to deliver new software for university students. In this project, the software is being delivered to a specific niche of people. To better understand this niche, the project manager needs to develop an archetype user.
How should the project manager do that?
A.Create a persona character.
B.Contract with an architecture firm.
C.Submit a public questionnaire.
D.Publish a marketing plan.
Solution: A. Create a persona character.
The project manager should create a persona to develop an archetype user representing a set of similar end users, described with their goals.
The other answer choices are incorrect because they will not help the project manager learn about the niche group and develop archetype users in a timely manner.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/339 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/Glossary/152 [Item]
Question
A functional manager involved in a project complains about the latest quality metrics reports associated with all previous iterations. The team does not think this is a valid complaint.
What should the project manager do first?
A.Fix the reports to accommodate the functional manager’s complaints.
B.Speak to the functional manager to understand their specific concerns.
C.Review the RACI matrix to identify who is responsible for quality metrics.
D.Perform a quality audit to validate the applied quality metrics.
Solution: B. Speak to the functional manager to understand their specific concerns.
The first thing a project manager should do in this situation is speak to the functional manager to understand their specific concerns. This will help the project manager determine whether the concerns are valid and, if so, what steps need to be taken to address them.
The other answer choices are incorrect. Fixing the reports to accommodate the functional manager’s complaints should only be done once the project manager has a good understanding of the functional manager’s specific concerns and has determined that they are valid. Reviewing the RACI matrix to identify who is responsible for quality metrics and performing a quality audit to validate the applied quality metrics are important but not the first things the project manager should do.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/10.3/389 [Item]
| Project Management Essentials, 2nd Edition (No Date) Kathryn N. Wells and Professor Emeritus Timothy J. Kloppenborg//5/Project scheduling [Item]
Question
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.
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.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//19/335 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.3 - Acquire resources/330 [Item]
Question
A project manager is managing a long-term project that is behind schedule. The client is concerned that the project will be delayed.
Which two actions should the project manager take to address the client’s concerns? (Choose two)
A.Create a new baseline schedule.
B.Review the change control process.
C.Add more resources to critical path tasks.
D.Perform a risk reserve analysis.
E.Run some activities concurrently.
Solution: C and E. Add more resources to critical path tasks. and Run some activities concurrently.
The project manager should add more resources to critical path tasks (crashing) and run some activities concurrently (fast tracking).
The other answer choices are incorrect. Creating a new baseline schedule hides the problem or changes the timeline; reviewing the change control process and performing a risk reserve analysis do not address the client’s concerns immediately.
This question and rationale were developed in reference to:
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//7.3/ [Item Once the project manager has established monitoring tools to gather information that allows him to assess work activity performance, if the data suggests that a particular work activity is not producing the performance expected, he will need to implement a change to alter the performance to meet expectations, which is called a control.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/6/6.5.2.6 SCHEDULE COMPRESSION [Item Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path.
Fast tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. ]
Question
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 of adopting the new process.
E.Communicate the impact with key stakeholders.
Solution: D and E. Assess the impact of adopting the new process and Communicate the impact with key stakeholders.
The project manager should assess the impacts of implementing the new process and communicate the findings with key stakeholders. Assessment will help identify the opportunities and threats of implementing the new process. It is necessary that the project manager communicates the results of the analysis with key stakeholders.
The other answer choices are incorrect. They may occur after the impact is assessed and the stakeholders are made aware. Involving the functional manager may not be necessary at this stage. Postponing the decision is not efficient, the project manager should assess the impact first because the new process may help execute an activity with a shorter duration, which would benefit the project. Updating the WBS is not necessary at this time because no decision has been made at this point.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/8 How to launch a TPM Project/Managing scope changes [Item]
| O’Reilly Platform (No Date) //Software Project Management by Dutt and Chandramouli/Chapter 2 - Introduction to Software Project Management [Item 2.3.2 Procedure/Process Procedure describes the way in which a product is developed. The order and types of procedures are devised by the team members. https://learning.oreilly.com/library/view/software-project-management/9789389552782/xhtml/chapter002.xhtml]
Question
A project manager is overseeing an agile project that has finalized scope and compliance requirements. During a regular project review, a stakeholder informs the project manager that proposed changes to the country’s safety legislation could impact the project’s scope.
What should the project manager do?
A.Focus on completing the activities per the product backlog.
B.Analyze the impact of the legislative changes on the project plan.
C.Incorporate the changes in the next sprint based on the proposal.
D.Ask the sponsor to approve the additional budget for the change.
Solution: B. Analyze the impact of the legislative changes on the project plan.
Changes in the external environment will impact value delivery within the organization. Legislative changes can have a significant impact on a project’s scope, compliance requirements, timeline, and budget. Analyzing this impact is crucial to understanding how the project may need to adapt.
The other options are incorrect because the most important step for the project manager to take is to analyze the impact of the proposed change.
Focusing on completing backlog activities does not address the potential impact of the legislative changes on the project. This also assumes that the project can proceed without considering the potential impact of external factors like legislative changes.
Implementing changes immediately without analyzing their impact could lead to unnecessary disruptions and might not align with the project’s overall goals and objectives.
Asking the sponsor to approve the additional budget without a clear analysis of the situation is premature. It is possible that the changes will not have a significant impact on the project, or that they can be accommodated within the existing budget and schedule.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter2/ [Item Agile project management for business transformation success]
| Succeeding with Agile (No Date) //15/295 [Item]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.1.1 VALUE DELIVERY COMPONENTS]
Question
A company 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 are in different locations and some are on vacation.
What should the project manager do?
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.
Solution: D. Arrange a virtual team kickoff meeting with the stakeholders.
A virtual team kickoff meeting allows the project manager to engage with all stakeholders, regardless of their location or vacation schedule. This ensures that all stakeholders receive the same information and have an opportunity to ask questions. Additionally, virtual team kickoff meetings can be recorded and shared with stakeholders who are unable to attend live.
The other answer choices are incorrect. Holding the kickoff meeting with only some stakeholders present can lead to a lack of alignment and understanding among stakeholders. Additionally, updating stakeholders who were not present can be time-consuming and may not be as effective as providing them with the information in person. Postponing the kickoff meeting can delay the start of the project and may not be feasible if the project has a tight deadline. While one-on-one sessions with stakeholders can be helpful for gathering input and addressing concerns, they do not provide the same level of engagement and interaction as a group meeting.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/3/99 [Item]
| Project Managers Portable Handbook, 3rd Ed (No Date) //6.4/ [Item Project Initiation and Execution- Project startup]
PMBOK Guide Seventh Edition (2022) /// [4.4.3 MEETINGS AND EVENTS]
Question
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.
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.
The other answer choices are incorrect because they either do not solve the issue of communication lag or they are not feasible.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 9: Communication; Project Communication Strategy; from Project Kickoff to Daily Meetings/ [Item The Complete Software Project Manager]
| The Agile Practice Guide (No Date) PMI/PMI/4/47 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6/ [Item Emotional Intelligence for Project Managers, 2nd Edition
Chapter 6 section: PMs are communicators]
| The Agile Practice Guide (No Date) PMI/PMI/4/ [Item Section 4.2.1.2]
Question
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.
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.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//9/211 [Item]
| O’Reilly Platform (No Date) //Succeeding with Agile - Chapter 6 - Overcoming Resistance/ [Item]
Question
A project manager is planning the next release for the software development team. The team has completed two releases to date, and the product backlog for the next release has been confirmed.
Which of the following tools should the project manager use to plan the duration for the next release?
A.Product roadmap
B.Resource calendar
C.Work breakdown structure (WBS)
D.Burndown chart
Solution: C. Work breakdown structure (WBS)
The WBS is a hierarchical decomposition of the work to be done in a project. It is used to estimate the total effort required to complete the project. By breaking down the work into smaller tasks, the project manager can get a better understanding of the time and resources required to complete each task. This information can then be used to estimate the overall duration of the project.
The other answer choices are incorrect. The product roadmap is a high-level plan for the development of the product but it does not provide any information about the time required to complete each release. The resource calendar shows the availability of resources, such as people and equipment but it does not provide any information about the tasks that need to be completed or the time required to complete each task. A burndown chart is used to track the progress of a project. It shows the amount of work remaining to be done over time but it is not used to estimate the duration of a project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 8: Planning Releases and Sprints/ [Item Agile Project Management For Dummies, 2nd Edition]
| The Agile Practice Guide (No Date) PMI/PMI/5/64 [Item]
Question
Due to budgetary constraints, the program manager has requested that project managers prioritize resources over schedule milestones. A project manager reviews the resource histogram and finds that 80% of the project’s resources will be used in the last month of the project.
What should the project manager do?
A.Request that activities be fast-tracked to make better use of available resources.
B.Allow some of the current resources to be available for other projects.
C.Suggest the program manager perform an integrated resource leveling among the projects.
D.Continue the project execution according to the original plan.
Solution: C. Suggest the program manager perform an integrated resource leveling among the projects.
Suggesting the program manager perform an integrated resource leveling among the projects is the best option. Integrated resource leveling is a technique used to balance resource demand across multiple projects. This can be done by adjusting activities’ start and end dates across projects. In this case, the project manager would need to work with the program manager to identify other projects that have resources that could be used to support the project during the first few months. This would help to spread out the resource demand throughout the project and make it more likely that the project can be completed on time and within budget.
The other answer choices are incorrect. Fast-tracking is a technique used to accelerate the completion of a project by reducing the duration of activities. In this case, fast-tracking is not a good option because the project manager is already facing budgetary constraints. Allowing some of the current resources to be available for other projects may be a necessary step if the project cannot be completed on time and within budget with the current level of resources. However, in this case, it is better to try to level the resources across all projects so that no one project is disproportionately impacted. Continuing the project execution according to the original plan is not a viable option, as the current resource allocation will not allow the project to be completed on time and within budget.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/6.5.2.3/211 [Item Resource Optimization: Resource Leveling]
| Portfolio Management: A Strategic Approach (1-Jan-01) Levin and Wyzalek/CRC Press// [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/23/ [Item Project Portfolio Management: Principles and Best Practices]
Question
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.Modify the backlog to accommodate the change, and tell the team to start the requested deliverable immediately.
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.
Solution: C. Schedule a meeting with the stakeholder and product owner to discuss the request.
The project manager should schedule a meeting with the 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 members’ issues/challenges and is not an appropriate course of action in this situation.
The backlog is owned by the product owner and only the product owner is authorized to make changes to it.
Canceling the current sprint would be a drastic action and should be a last resort.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology//71 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6.3 QUALITY] [2.4.2 PLANNING VARIABLES]
| The Agile Practice Guide (No Date) PMI/PMI//52 [Item]
Question
A project manager provided video-based training for new software but several team members reported feeling unprepared to use it.
What should the project manager have done to ensure effective training?
A.Tested the team members’s understanding after they completed the training.
B.Requested that the training department find more appropriate courses.
C.Asked the team members to learn the required skills from the accompanying software manual.
D.Conducted individual and team assessments on their preferred learning method.
Solution: D. Conducted 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. By proactively understanding the team’s preferred learning styles and adapting the training approach accordingly, the project manager can create a more engaging and effective experience, ensuring everyone feels prepared to use the new software.
The other answer choices are incorrect. While assessing knowledge is important, it doesn’t guarantee effective training. If the video format doesn’t resonate with team members, testing won’t necessarily improve their skills. Requesting new courses is a reactive approach that could be necessary later, but understanding learning preferences first might reveal ways to adapt the existing training or identify suitable internal options before requesting external resources.
Manuals could be helpful supplements for knowledge, but they often lack interactivity and engagement, potentially leaving some team members behind. A mix of methods catered to individual learning styles is often more effective.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//15/533 of 699
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.6 TRAINING/342 [Item]
Question
An urban hotel design project has an international, multidisciplinary, and cross-cultural team. The project manager is in the process of developing the first version of the project management plan.
What should the project manager do?
A.Use a waterfall approach to project management.
B.Delegate most tasks to team members based in their same timezone.
C.Use a single communication channel for the entire project team.
D.Incorporate cultural considerations into the project management plan.
Solution: D. Incorporate cultural considerations into the project management plan.
The project manager should incorporate cultural and communication considerations into the project management plan because it will help to ensure that the project plan is understood and followed by all team members, regardless of their cultural background or communication style.
The other answer choices are incorrect. Using a waterfall approach is not well-suited for projects with complex dependencies or cross-functional teams. Delegating more tasks to team members based on their similar timezone is not fair or practical, as the project manager needs to consider the skills and expertise of the team members, not just their location. Using a single communication channel for the entire project team may not be possible or practical for projects with international or cross-cultural teams. By incorporating cultural and communication considerations into the project management plan, the project manager can help to ensure that the project is successful.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.2/82 [Item]
| Project Management & Project Network Techniques (10/24/2005) Keith Lockyer & James Gordon/Prentice Hall/4/23 [Item]
Question
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
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.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/8: How to Launch a TPM Project/ [Item The best way to keep stakeholders informed is to send them copies of the meeting notes from your status meetings so they’re aware of the project’s progress. This is simple enough to do but is often overlooked. The effective project manager makes sure all people who have an interest in the project are informed.]
| The AMA Handbook of Project Management, 4th Edition (No Date) Paul C. Dinsmore and Jeanette Cabanis-Brewin//14/Inform the ultimate beneficiaries and others [Item]
Question
Organizations face different challenges within their operational areas due to external factors. This has required companies to develop formal engagement documents to guide their various operations.
How should a project manager make their team members and stakeholders aware of the uniqueness of the organizational standards?
A.The various external factors of the project will be an input to the project management plan and will form part of the briefing at the kick-off meeting.
B.The various external factors should already be understood by team members and stakeholders and including them is optional.
C.Anyone who is involved in the project must understand these various external factors and make an effort to research them.
D.The team members and stakeholders will be informed about these various external factors through the official organizational communications channel.
Solution: A. The various external factors of the project will be an input to the project management plan and will form part of the briefing at the kick-off meeting.
Project environment is one of the ground rules that needs to be communicated to all stakeholders at the beginning. It has to do with the organization, the government, and other external factors from the project itself.
The other answer choices are incorrect. We cannot assume that the team has prior knowledge of the standards and the project has to explicitly ensure awareness.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh/// [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2.2/38 [Item]
Question
A project is in the execution phase when new team members are onboarded. Before onboarding the new team members, what should the project manager do to reduce the impact of this action on project performance?
A.Conduct a session to update the existing social agreement on how the team will work collaboratively.
B.Schedule a session to let the existing team members explain to the new ones about the current social contract.
C.Organize a meeting with all of the team members to communicate the current social agreement.
D.Plan a meeting with the new team members to explain the rules included in the social contract.
Solution: A. Conduct a session to update the existing social agreement on how the team will work collaboratively.
When new team members join an existing team, a new team is created. The project manager should conduct a session to update the existing social agreement on how the new team will work collaboratively. Setting the ground rules of the new team is a key factor and the role of the project manger in facilitating the participation of everybody to reach an agreement.
The other answer choices are incorrect because they do not suggest updating the current social agreement to accommodate the new team members.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Succeeding with Agile - Chapter 19 - Coexisting with other approaches/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4 Project Integration Management/80 [Item 4.1.2.3]
Question
A company used to deliver technical services to customers using external labor. When a new project manager arrived, the team hired specialized personnel to reduce costs by delivering an in-house service. Some of the stakeholders are frustrated that the resources are taking too much time to deliver the service.
What should the project manager do to address the concern?
A.Review the communication plan with the frustrated stakeholders.
B.Increase stakeholders’ understanding of the project approach.
C.Rehire the external contractor who provided the service previously.
D.Develop a glide path and communicate the ramp-up plan to stakeholders
Solution: B. Increase stakeholders’ understanding of the project approach.
The project manager should interact with the stakeholders and explain the project approach and plan to address their concerns and reduce frustration.
The other answer choices are incorrect. Reviewing the communication plan doesn’t clarify the project timeline with the stakeholders; rehiring the external contractor that provided the service previously may cause the same issues of delay that frustrated the stakeholders; and developing a glide path does not address stakeholder concerns about the delay.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition
PMI /2.1.1/11
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/13A Who determines project success?/ [Item]
Question
One of the project vendors is late in providing a related product solution, which is affecting the release due dates. What should the project manager do to help the agile team manage this impediment?
A.Work with the vendor to understand the alternatives.
B.Review and update the release date with the team.
C.Have the technical lead escalate the issue to the functional manager.
D.Have the team members and experts work together on a solution.
Solution: A. Work with the vendor to understand the alternatives.
The project manager should take ownership of the impediment and work with the vendor to find solutions or alternatives. The project manager can work with the vendor to identify potential alternatives that could mitigate the delay. The project manager also needs to understand the full scope and impact of the delay.
The other answer choices are incorrect because before taking action, the project manager should have a thorough understanding of the issue and possible paths forward. Reviewing and updating a release date without assessing the delay and having an accurate release date is not good practice. Escalation may be necessary, but the project manager should gain insight into the issue and potential resolutions beforehand. There is also not typically a functional manager in an agile environment. The team cannot make decisions or find a solution without involving the vendor.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//9/ [Item Impediment Remover]
| The Agile Practice Guide (No Date) PMI/PMI/4/ [Item 4.2.1.2]
Question
A project manager has been asked to manage an existing complex project. Some goals have already been delivered by the previous project manager. While reviewing the project management plan, the project manager realizes that one of the key deliverables is missing from the project goal.
What should the project manager do next to ensure the expected project value is delivered?
A.Escalate the issue about the deliverable to the project sponsor.
B.Confirm the expected deliverables and rebaseline the project.
C.Track the deliverable by reviewing the requirements traceability matrix.
D.Use the contingency fund for more resources to complete the missing deliverable.
Solution: B. Confirm the expected deliverables and rebaseline the project.
By confirming the expected deliverables and rebasing the project, the project manager can proactively address the missing deliverable and ensure that the project is on track to deliver the expected value. This will help to build trust and confidence with the stakeholders and increase the chances of project success.
The other answer choices are incorrect. Escalation should be a last resort, as it can create unnecessary tension and conflict. The project manager should first try to resolve the issue with the project team and other stakeholders. While the requirements traceability matrix can be a helpful tool for tracking deliverables, it is not enough to ensure that the missing deliverable is actually completed. The project manager needs to take action to address the issue. While using the contingency fund may be necessary, it should not be the first option. The project manager should first try to identify why the deliverable is missing and then develop a plan to address the issue.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.2.3.1/147 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5/ [Item Requirements Documentation and Requirements Traceability Matrix]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/8/Location 1822 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6.2.1 Requirements]
Question
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.
What should the project manager have done to prevent this situation?
A.Included an activity in the project scope that allows the project to support the tool after production release.
B.Communicated the project’s conclusion with the rest of the organization formally, as per the communications management plan.
C.Ensured the final product is transitioned to a different group or organization to take care of the software during its life cycle.
D.Asked the team members to stop answering or addressing questions from users and encouraged the users to read the documentation instead.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7.3.2/127 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //7.8.6/ [Item project management outsourcing guidelines]
Question
In a large organization, a project is experiencing communication difficulties. Team members and functional leaders are expressing that they are informed too late or not included in project discussions, or are simply unaware of important project delivery information.
How should the project manager address this situation?
A.Ensure adherence to the agreed process as stated in the communications plan.
B.Send a regular email update to each functional manager regarding the project’s status and next steps.
C.Coordinate a meeting with the team leaders to find a solution.
D.Refer to the RACI chart on who needs to know what and when and ensure compliance.
Solution: A. Ensure adherence to the agreed process as stated in the communications plan.
The project manager should review the communications plan and ensure adherence to the agreed process as stated within. The project manager should develop an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project. This plan needs to be reviewed and updated.
If there is any communication gaps during the project, it is never too late to include key stakeholders and improve communication.
The other answer choices are incorrect because they do not mention the importance of a communications plan to address the communication difficulties.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/10.2 Manage Communications/381 [Item Page 381 - Facilitation….]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.5/ [Item]
Question
A project manager works in an organization using a hybrid project delivery approach. The scope of the project is to implement a new human resources system. The infrastructure will be delivered by another project, and both projects are part of a business transformation program aimed to improve human resources processes. The project schedule needs to be finalized, but the project manager of the other project is unable to provide delivery dates for the infrastructure.
What should the project manager do?
A.Wait for the infrastructure project to have a schedule and then develop the human resources system project’s schedule.
B.Discuss the situation with the other project manager, agree on a few milestones, and then continue working on the human resources system project’s schedule.
C.Develop a schedule based on the information available from the program management team and then progressively align the milestones with the infrastructure project.
D.Develop a schedule based on the information available and ask the other project manager to align the infrastructure milestones with the human resources project’s delivery dates.
Solution: C. Develop a schedule based on the information available from the program management team and then progressively align the milestones with the infrastructure project.
Program milestones are established and must be followed. In this case, the project schedules should be aligned with those milestones. They should know the dependencies between projects in the program and adjust their schedules accordingly.
The other answer choices are incorrect. They do not take into account the entire program management principles and are not aligned with the program manager as a key stakeholder in this case.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge ( PMBOK® Guide )—Sixth Edition (ENGLISH) (2018) /// [Item Program management focuses on the interdependencies between projects and between projects and the program level to determine the optimal approach for managing them. ]
| Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/11 Complexity and uncertainty in …/Cross project dependencies [Item]
| The AMA Handbook of Project Management, 4th Edition (No Date) Paul C. Dinsmore and Jeanette Cabanis-Brewin//10. Time Management in Practice/ [Item Progressive elaboration enables you to provide a more precise date of when the project will actually be delivered,
https://learning.oreilly.com/library/view/the-ama-handbook/9780814433393/xhtml/chapter10.html]
Question
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.
Solution: C. Evaluate the issue and apply conflict resolution techniques.
The project manager’s priority should be to address the underlying cause of the conflict. Once the project manager has a better understanding of the issue, they can then apply appropriate conflict resolution techniques to help the team members resolve their differences.
The other answer choices are incorrect because they do not address the root cause of the problem. Identifying the team members and reviewing their project performance may help to identify potential sources of conflict, but it will not resolve the conflict itself. Consulting with the sponsor to find replacements for the team members is a drastic step that should only be taken as a last resort. Reporting the issue in the monthly project executive summary may raise awareness of the problem, but it will not take any steps to resolve it.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2/348-349 [Item]
| Project Managers Portable Handbook, 3rd Ed (No Date) //5.4/193-194 [Item]
Question
A project manager leads a project team on a project. This project’s goal is to enhance a product’s capability in the market.
What should be the top consideration when defining the team’s key performance indicators (KPIs)?
A.Alignment with an individual’s growth and development
B.Alignment with the customer’s needs
C.Alignment with the project manager’s goals
D.Alignment with the sponsor’s business goals
Solution: B. Alignment with the customer’s needs
Project teams must balance work in support of individual, sponsor, team, and customer goals to achieve project outcomes. Across the options, the highest goal or top consideration should be to satisfy the customer or client benefiting in its business by enhancing product range or capability. Alignment to the customer needs would be the most appropriate top consideration when developing the metrics to measure their performance.
The other answer choices are incorrect because they would be secondary considerations.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //12/ [Item Key Performance Indicators]
| The Agile Practice Guide (No Date) PMI/PMI//9 [Item Figure 2-2. The Twelve Principles behind the Agile Manifesto]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1/ [Item Improving Agile Retrospectives: Helping Teams Become More Efficient ]
| The Agile Practice Guide (No Date) PMI/PMI/Chapter 5: Delivering in an Agile environment/50, 51 [Item 5.1 Charter the project and the team]
Question
In the middle of 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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 1 Project Management and Accounting/ [Item Project Management Accounting: Budgeting, Tracking, and Reporting Costs and Profitability, Second Edition by Kevin R. Callahan, Gary S. Stetz and Lynne M. Brooks url: https://learning.oreilly.com/library/view/project-management-accounting/9781118078228/c01anchor-2.html Under Project Planning The last paragraph before Project Cost]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5.3.3.1/155 [Item]
Question
A project manager is working on an agile project that is currently in its third iteration. During the ongoing iteration, the customer contacts the project manager requesting additional features. These additional features are considered important and can be accommodated without requiring significant additional resources. The customer requests immediate changes to the current iteration to incorporate the additional features.
How should the project manager respond?
A.Remind the customer that no changes are allowed per the contract.
B.Change the current iteration to include the additional features.
C.Prioritize the additional features for the start of the next iteration.
D.Tell the customer that new features will be added at a later stage.
Solution: C. Prioritize the additional features for the start of the next iteration.
In this case, the project manager should inform the customer that their request has been received and will be prioritized for the next iteration. This will allow the team to complete the work that is currently in progress without disruption, and it will also give the team time to estimate the effort required for the new features and to plan how they will be implemented. This approach is the best way to balance the customer’s needs with the team’s ability to deliver the product on time and to a high standard of quality. It also allows the team to be flexible and to respond to changes in the customer’s requirements.
The other options are incorrect.
Reminding the customer that no changes are allowed is incorrect because the project manager should not simply decline the customer’s request. Agile principles value customer collaboration and responding to change over following a strict plan or contract. While contracts often exist on agile projects, they often have room for flexibility and changes as needed.
Changing the current iteration is incorrect because changes during an ongoing iteration are generally discouraged as they can disrupt the workflow. While there can be exceptions to this, changing the current iteration should be a last resort and should only be considered if the requested changes are absolutely critical and have a higher business value than the current work.
Telling the customer that the additional features will be added at a later stage is incorrect because it does not provide a clear plan of action, which can lead to misunderstandings and dissatisfaction. Agile encourages the prioritization of work based on customer value. It is important to be transparent with customers about the prioritization process and to give them a realistic idea of when their requests will be implemented.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Three. How You Lead/ [Item Run Your Business, Don’t Let It Run You]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Project Resource Management/338 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/Implementing Agile: Creating an Agile Environment/33,34 [Item Servant Leadership empowers the team]
Question
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.
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.]
| The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//Scope Definition/85 [Item]
Question
A junior project manager approaches a senior project manager and asks for assistance in initiating the final closeout process for a project. Before offering guidance, the senior project manager requires additional information.
What should the senior project manager do first?
A.Ask if the acceptance criteria for all deliverables have been met.
B.Ask if the deliverables were completed within budget and on time.
C.Ask if the customer has paid for all product development expenses.
D.Ask if quality assurance activities were conducted.
Solution: A. Ask if the acceptance criteria for all deliverables have been met.
The senior project manager should first ask if the acceptance criteria for all deliverables have been met. This is the most important information to know before initiating the final closeout process, as it ensures that the project is truly complete and that the customer is satisfied with the product.
The other answer choices are important, but they are not as essential for making the decision of whether or not to initiate the final closeout process.
Whether the deliverables were completed within budget and on time or not is not the most important factor in determining whether or not the project is complete. Whether the customer paid for all product development expenses or not is not necessary prior to initiating the final closeout process. Whether the quality assurance activities are conducted or not is not necessary before initiating the final closeout process.
This question and rationale were developed in reference to:
| Project Management: The Managerial Process (No Date) //14/505 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.3.6]
Question
A member of the project team who was hired for six months to complete a specific task has decided to leave the project in the fifth month to pursue another job opportunity.
What should the project manager’s immediate action be?
A.Modify the contract to ensure the team member will complete the packages in the fifth month.
B.Determine what remaining packages might be affected and ensure that adequate resources are available.
C.Confirm the terms of the team member’s contract to close their participation appropriately.
D.Check the contingency reserve for extra resources to hire a new member to finish these packages.
Solution: C. Confirm the terms of the team member’s contract to close their participation appropriately.
The first step the project manager should take to ensure a smooth transition and minimize any disruption to the project. It is important to understand the terms of the contract, such as the notice period and any outstanding deliverables, to determine the appropriate course of action.
The other answer choices are incorrect because they are not the first step the project manager should take. Modifying the contract at this point is not practical and may not be legally viable. Determining the affected packages and ensuring resources is important, but it should come after understanding the contractual obligations. Checking the contingency reserve for new resources can be a later step, but first, the project manager needs to understand the scope of the situation.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //26/60-61 [Item The project management toolkit (Kindle)]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.6 Control Resources/ [Item]
Question
A project manager works at a construction company. The current project is a three year, multimillion-dollar initiative to rebuild a stadium. The first phase of the project has been completed within the three month timeframe and within budget.
What should the project manager do next?
A.Move on to the next phase.
B.Secure approval from the program manager.
C.Proceed with the contractual closure of the phase.
D.Begin the administrative closure process.
Solution: C. Proceed with the contractual closure of the phase.
The project manager should proceed with the contractual closure of the phase. The contractual closure of the phase is the process of finalizing all activities for the project, phase, or contract. Upon receiving closure, next phase can be started as per plan and budget.
The other answer choices are incorrect. Moving on to the next phase without closing the previous phase is not good practice; approval does not come from the program manager; and the administrative closure process occurs as part of final project closure activity, not phase completion.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/6.1 Close Project or Phase/634 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/2.14/83-84 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/ [Item Create Your Successful Agile Project]
| The Agile Practice Guide (No Date) PMI/PMI/4/38 [Item However, in high-change projects, there is more complexity than one person can manage. Instead, cross-functional teams coordinate their own work .. ]
Question
In an agile project initiation phase, a senior team member suggests using a new documentation tool based on experience on a previous project.
What should the project manager do first?
A.Discourage the use of the new documentation tool.
B.Request the sponsor’s approval of the new documentation tool.
C.Ask the team for feedback regarding the new documentation tool.
D.Arrange a team training session on how to use the new documentation tool.
Solution: C. Ask the team for feedback regarding the new documentation tool.
By prioritizing team feedback and collaboration, the project manager demonstrates leadership, adherence to agile principles, and a commitment to continuous improvement. Implementing a new documentation tool without team buy-in can lead to resistance, decreased productivity, and potential failure. Openly discussing the proposal gives the team a chance to raise concerns and collaborate on finding the best solution.
The other answer choices are incorrect. While sponsors provide guidance, seeking approval for every tool choice can slow down agility and weaken team autonomy. Discouraging a suggestion without discussion hinders initiative and innovation. Training the team on a new documentation tool without their feedback risks wasted effort if the proposal isn’t ultimately accepted. Assessing potential benefits and drawbacks first through discussion is a more efficient use of time.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//8/125 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2.3/39 [Item]
Question
A project team is working on backlog items within a four-week sprint. Suddenly, a critical team member announces that they will unexpectedly be absent for one week, leaving ongoing tasks incomplete. What would be the most appropriate action for the project manager to take in this situation?
A.Support a knowledge transfer between the team member who will be away and the other project team members.
B.Add a temporary resource to the team to help increase velocity and complete the items for this sprint.
C.Remove a few items from the current sprint after getting the approval of the product owner.
D.Increase the sprint duration so the team can complete all the planned items and present them to the product owner.
Solution: C. Remove a few items from the current sprint after getting the approval of the product owner.
Removing a few items from the current sprint, with the approval of the product owner, is the most appropriate action in this situation. It allows the team to focus on completing the most critical and valuable tasks within the sprint’s original time frame.
The other options are incorrect because they are not as suitable for this scenario.
Knowledge transfer takes time and may not be feasible given the sudden and unexpected nature of the team member’s absence. Knowledge transfer is a good practice in general, but it may not be the most appropriate action for this specific situation.
Adding a temporary resource to the team is not the most practical option and may not be efficient or cost-effective for such a short duration, and it could disrupt the team’s workflow.
Changing the sprint duration disrupts the sprint planning and review process and can lead to various issues, including reduced predictability and potential scope creep.
This question and rationale were developed in reference to:
| The Agile Practice Guide (No Date) PMI/PMI/5.2.6 PLANNING FOR ITERATION-BASED AGILE/55 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
An innovative project is leveraging artificial intelligence (AI) to identify chemical compounds for the development of new products. The AI processing phase can vary in duration, ranging from three days to two weeks, and the outcomes are unpredictable. The project’s primary objective is to deliver at least one product specification within a fixed two-month timeframe while adhering to a strict budget that cannot be increased.
What action should the project manager take to optimize the use of the fixed budget and deliver the highest possible business value?
A.Ensure that the specification iterations are limited to 50% of the overall project duration.
B.Ensure that the AI processing is limited to 25% of the overall project budget.
C.Plan an iteration directly after AI processing to analyze and prioritize the development goals.
D.Plan the specification work as a predictive task with a fixed duration to guarantee value.
Solution: C. Plan an iteration directly after AI processing to analyze and prioritize the development goals.
By planning an iteration immediately following the AI processing, the project team can analyze the results, prioritize the development goals based on the findings, and focus the remaining budget on the most valuable tasks.
The other options are incorrect.
Limiting the specification iterations to 50% of the overall project duration does not directly address the issue of maximizing the business value within the remaining budget. Additionally, it might not be feasible given the unpredictable nature of AI processing times.
Limiting the AI processing to 25% of the overall project budget might not be feasible or beneficial. AI processing is a crucial part of the project, and it’s unpredictable by nature, constraining it could lead to sub-optimal results.
Planning the specification work as a predictive task with a fixed duration doesn’t account for the unpredictability of the AI processing, and it may not necessarily maximize the business value of the remaining budget. This approach might not align well with the nature of innovative projects, which often need to be flexible and adaptive.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
A project manager is assigned to a project that is transitioning the organization to adopt agile principles. The project scope definition is in progress, but the project team wants to have a less formal definition.
What should the project manager do first?
A.Review the scope and identify the desired deliverables and create contingency plans for identified risks.
B.Organize a workshop with the product owner and project team to create a product backlog and acceptance criteria.
C.Create a communications website to share scope definition and product backlog with the project team.
D.Meet with the project team to identify the mandatory requirements.
Solution: B. Organize a workshop with the product owner and project team to create a product backlog and acceptance criteria.
The first step the project manager should take is organizing a workshop with the product owner and project team to create a product backlog and acceptance criteria.
The other answer choices are incorrect because they are inappropriate practices according to agile. Reviewing the scope and identifying deliverables/risks might work for traditional waterfall projects, but it contradicts the desire for a less formal definition in agile. Creating a communications website before defining the backlog is premature. Meeting to identify mandatory requirements leans towards a waterfall approach and might stifle the iterative nature of agile.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/6. How to scope a TPM project/The project manager and core members of the project team [Item]
| The AMA Handbook of Project Management, 4th Edition (No Date) Paul C. Dinsmore and Jeanette Cabanis-Brewin//9. Project Scope Management in Practice/ [Item Although there may be some variance in the content, typically the project scope statement includes the following:…
https://learning.oreilly.com/library/view/the-ama-handbook/9780814433393/xhtml/chapter09.html]
Question
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 techniques to all departments to ensure seamless services to customers.
B.Continue with standardized organizational procedures to ensure compliance with policies and avoid creating problems.
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.
Solution: D. Work with the legal department and other applicable departments to review the processes that support the project delivery.
As a servant leader, the project manager should work with the legal department and other applicable departments to review the processes that support the project delivery. This will help ensure that the legal requirements are met while also minimizing delays to the delivery schedule. The project manager’s role as a servant leader is to facilitate collaboration and communication between different departments and stakeholders to ensure project success.
The other answer choices are incorrect.
Advising senior management would be a time-consuming and complex initiative that may not directly solve the issue.
Continuing with organizational procedures and ignoring the issue is not proactive, will not resolve the issue, and could negatively impact the project.
Informing the customer and asking them to discuss this with the organization’s leadership transfers the responsibility for the issue to the customer and is inappropriate. The project manager must facilitate and remove obstacles, not other stakeholders.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 6/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI//35 [Item]
Question
A project manager decided that using an agile approach for a new project will deliver the best outcomes. Some of the team members were resistant to using agile techniques and decided to use predictive approaches to carry out their work.
What should the project manager have done at the beginning of the project?
A.Performed a skills assessment of the team
B.Advocated the use of agile techniques
C.Engaged only the resources who were comfortable using agile
D.Hired agile consultants to lead the team
Solution: B. Advocated the use of agile techniques
When adopting new processes and techniques, it is an important part of change management that team members are armed with the proper information to understand the benefits of the change and the tools that will ensure their success. The project manager should have advocated for the use of agile techniques at the beginning of the project.
The other answer choices are incorrect. Performing a skills assessment usually helps determine necessary technical skills not process skills; being comfortable with agile is not a relevant criteria to contribute on the project team; in terms of agile roles, there is no agile consultant to lead the team and we cannot assume hiring external help is feasible.
This question and rationale were developed in reference to:
Succeeding with Agile (No Date) //1/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/49 [Item]
Question
A new solution is being deployed in several countries. Country A asked for a change in the solution in order to comply with its own 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.
What should have been done to avoid this situation?
A.Prevent the changes from being authorized.
B.Ensure that all countries aligned 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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5.2/616 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner/// [Item Location 3567]
Question
A lengthy upgrade project is being delivered in a series of phased outputs. The end users will face some level of disruption during each phase prior to the outputs being achieved.
What should the project manager do to ensure that the intended value is being delivered at each phase?
A.Gather feedback using surveys of the end user experience and analyze the results.
B.Review the actual costs incurred to ensure that the project remains on budget.
C.Validate the scope to ensure that the required quality of outputs is being met.
D.Track progress toward each benefit, based on the benefits management plan.
Solution: D. Track progress toward each benefit, based on the benefits management plan.
In order to ensure that the intended value is being delivered or on track to be delivered, the project manager should track progress toward each benefit, based on the benefits management plan.
The other answer choices are incorrect because they do not mention the benefits management plan. The benefits must be identified and measurements put in place to track progress towards the benefits.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3.5.4/ [Item Benefits Realization Management: A Practice Guide]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7.1.5 BUSINESS DOCUMENTS/125 [Item]
Question
A country implements new labor laws with specific requirements for labor health and safety. The company’s existing procedures haven’t been updated yet, but management informed all project managers of the regulations.
What should the project managers do first?
A.Review the possible impacts of the updated regulations on their projects.
B.Update their project risk register for emerging risks.
C.Request that the human resources department update the procedures.
D.Ask the corporate office for advice on how to define the best course of action.
Solution: A. Review the possible impacts of the updated regulations on their projects.
By prioritizing a thorough review of the regulations’ impact, the project manager takes a proactive and informed approach to ensuring project success under the new legal landscape. This demonstrates critical thinking, risk management, and leadership skills.
The other answer choices are not as effective. While risk identification is important, updating the register should be based on a comprehensive understanding of the regulations’ impact. While HR will eventually update procedures, the project manager needs to identify the specific impacts first to ensure efficient resource allocation and avoid unnecessary work. Consulting a corporate office can be valuable later, but the initial step should be a project-specific analysis to avoid unnecessary escalations and delays.
This question and rationale were developed in reference to:
O’Reilly Platform //2/ [Item Managing Health, Safety and Working Environment, Chapter 2]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2.2.2/39 [Item]
Question
A team member raises a concern that some deliverables may not be compliant with certain regulations.
What should the project manager do?
A.Set up a meeting with the key stakeholders and subject matter experts (SME) to get clarification about the regulations that may impact the project deliverables.
B.Request an official letter from the client to confirm if the regulations apply to the project deliverables.
C.Ask the project management office (PMO) if the project deliverables are subject to the regulations and, if so, how to proceed in order to be compliant.
D.Contact the manager of the team member that raised the concern to determine which tasks are needed to stay compliant.
Solution: A. Set up a meeting with the key stakeholders and subject matter experts (SME) to get clarification about the regulations that may impact the project deliverables.
Key stakeholders and SMEs provide information about regulations that will affect the project. The project manager should set up a meeting with the key stakeholders and SMEs to get clarification about the regulations that may impact the project deliverables.
The other answer choices are incorrect as they deflect responsibility from the project manager. Typically, the PMO provides information on compliance regarding the overall project lifecycle but may not cover regulations that impact the deliverables.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 5. 27/378 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2/48 [Item]
Question
A project is close to completion when an unidentified and influential stakeholder appears and threatens to put the project in jeopardy by not approving the closing documents.
Which two actions should the project manager have done to avoid this? (Choose two)
A.The project manager should have carried out stakeholder identification during the initiation stage of the project.
B.The project owner should have informed the project manager about the stakeholders of the project.
C.Identifying and analyzing stakeholders should have been performed as an ongoing task throughout the project duration.
D.The stakeholder should have come forward for proper identification at the beginning of the project.
E.Creating awareness of the stakeholders’ concerns should have been continuously occurring throughout the project.
Solution: A and C. The project manager should have carried out stakeholder identification during the initiation stage of the project. and Identifying and analyzing stakeholders should have been performed as an ongoing task throughout the project duration.
The project is put in jeopardy by this unidentified stakeholder where ‘unidentified’ is the keyword. To avoid this, the project manager should have identified and analyzed stakeholders at the initiation stage as well as throughout the length of the project.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh//1/ [Item This process is initiated early in the project and runs throughout the project life cycle because some stakeholders may leave the project, and others may join anytime during the life span of the project.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3/523 [Item]
Question
A company is expanding, and the project manager is contemplating whether to hire new resources or outsource resources from an approved vendor team. What should the project manager focus on regarding this decision?
A.The procurement strategy and standards of the organization.
B.The cost of hiring new resources versus outsourcing resources.
C.The organizational resource strengths versus those of the vendor.
D.The cost of internal resources versus the cost of vendor resources.
Solution: B. The cost of hiring new resources versus outsourcing resources.
The cost of hiring new resources and outsourcing resources can vary significantly depending on a number of factors, such as the skills and experience required, the location of the resources, and the vendor’s pricing structure. The cost of human resources, including salary, benefits, training, and overhead, can significantly impact the project’s budget. Comparing these costs to the expenses associated with outsourcing is a fundamental aspect of resource allocation and budget planning.
The other options are incorrect because they are not as critical as assessing the cost of hiring new resources versus outsourcing resources. While other factors may also influence the decision, cost considerations are central when choosing between hiring internally or outsourcing.
Understanding the procurement strategy and standards of the organization is an important factor to consider, but it is not the most important factor in the decision of whether to hire new resources or outsource resources.
Assessing organizational resource strengths versus those of the vendor is also important to consider, but it is not the only factor that should be considered.
Comparing the cost of internal resources versus vendor resources is incorrect because the decision pertains to hiring new resources or outsourcing, so the cost of current internal resources is less relevant.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 2.5.6 WORKING WITH PROCUREMENTS]
Question
During the final stage of a project, one of the key stakeholders asks the project manager to brief the executive board about the return on investment (ROI) and any relevant new commercial value identified during project implementation.
What should the project manager do next?
A.Present the cost-benefit analysis.
B.Present the achieved benefits.
C.Present the cost management plan.
D.Present the financial success factors.
Solution: B. Present the achieved benefits.
The best course of action for the project manager is to present the achieved benefits. This is the most relevant information for the executive board, as it shows how the project has delivered value to the organization. The project manager should focus on the benefits that are most important to the executive board, such as increased revenue, reduced costs, or improved customer satisfaction.
The other answer choices are not the best course of action. Presenting the cost-benefit analysis is important, but it is not the most relevant information for the executive board at this stage of the project. Presenting the cost management plan is important, but it is not the most relevant information for the executive board at this stage of the project. Presenting the financial success factors is important, but it is not the most relevant information for the executive board at this stage of the project.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/1.2.6.2/33 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.7.2.5 Business Value]
Question
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 action on the new tasks and dependencies.
What should the project manager do?
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 have responsibility.
D.Use a work breakdown structure (WBS) to ensure requirements are covered.
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.
This question and rationale were developed in reference to:
Kanban: Successful Evolutionary Change for Your Technology Business (No Date) David J. Anderson//2/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.2.2/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6.8/86 [Item]
Question
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 a 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.
Solution: C. Engage team members to understand their doubts and get their buy-in.
By engaging team members to understand their doubts and get their buy-in, the project manager can address team members’ concerns and get them on board with the project. This will help to improve the team’s output and increase the chances of the project being successful.
The other answer choices are not as effective. Restating the objectives of the project to the team may not be enough to convince team members who do not see the need for change. Asking the project sponsor to review the project charter may not be helpful, as the project charter may not address the specific reasons why some team members do not see the need for change. Ending the brainstorming session and adopting interview methods may be necessary in some cases, but it is not the best course of action in the first instance. It is important to try to engage team members and get their buy-in before moving on to other methods.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/8. Conflict Resolution/ [Item https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c08.xhtml]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3/65
Question
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 tell the team to speed up work on other deliverables.
B.Ask for more time to restore the old system while continuing with the project.
C.Assess the impacts of the failure and communicate them with relevant stakeholders.
D.Tell the team to continue working as they are not responsible for the old system.
Solution: C. Assess the impacts of the failure and communicate them with relevant stakeholders.
The project manager should assess the impact of the system failure and communicate it with key stakeholders. Before moving on to any other actions, the project manager needs to gain a better understanding of the impacts and work with stakeholders to identify mitigation plans. Without assessing the impact, the project manager and the stakeholders will have a lack of understanding and awareness of the issue and the resulting impacts.
The other options are incorrect because they are not appropriate ways of addressing the issue. Abandoning or restoring the old system may not be possible and may incur additional issues and negative impacts. The project manager may not have been responsible for the old system initially, but the current project is dependent on the old system, so the project manager must address the issue.
This question and rationale were developed in reference to:
| Project Risk Management: A Practical Implementation Approach (No Date) Michael M. Bissonette//10/Determining and planning project risk responses [Item]
PMBOK Guide Seventh Edition (2022) /// [3.9 NAVIGATE COMPLEXITY] [3.10 OPTIMIZE RISK RESPONSES]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Empathy at Work ]
| Project Management: The Managerial Process (No Date) //10/361 [Item Empathy- being able to recognize the feelings of others and tuning into their verbal and nonverbal cues. Empathy is reflected int he ability to sustain relationships and in cross-cultural sensitivity.]
Question
At the start of a project, the team chose to leverage an agile approach to deliver the project, using user stories to capture requirements. As part of the organization’s control framework, the internal compliance department will request a copy of the approved requirements document.
What should be done to meet this compliance request?
A.Review the project approach with compliance, ensuring they understand how it will meet the control objective.
B.Print and assemble all user stories into one package at the end of the project and have the product owner approve them.
C.Assign the compliance requirement as a task on the project’s Kanban board for the product owner.
D.Review the project approach with compliance, indicating that the control objective is not required because the project is using agile.
Solution: A. Review the project approach with compliance, ensuring they understand how it will meet the control objective.
In order to meet the compliance request, the project manager should review the project approach. This encapsulates onboarding of compliance to ensure that there is understanding of the agile development approach, and how using the agile approach will ensure compliance with the control objective.
The other answer choices are incorrect. “Print and assemble…“This option is related to the waterfall development approach. Besides there action of onboarding compliance to the agile approach and satisfying the requirement is missing in this answer. “Assign the compliance requirement…“This option does not resolve the question that compliance has posed besides inappropriately deflecting accountability to the product owner to explain how the agile approach will meet compliance requirements. “Review the project approach…“Agile development does not presuppose non compliance to control objectives.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //34 - Incremental Development/ [Item Book: Great Big Agile: An OS for Agile Leaders by Jeff Dalton]
| O’Reilly Platform (No Date) //Agile Project Management: Creating Innovative Products, 2nd Edition: Chapter 2: Value over constraints/ [Item]
Question
A project manager has a newly formed team that includes junior members who have not worked on agile projects before. The product owner wants to ensure that the team performs as expected in the sprint.
What should the project manager do?
A.Allocate time to mentor team members on agile processes.
B.Emphasize the importance of sprint backlog prioritization.
C.Improve productivity through the use of Scrum techniques.
D.Communicate project information and updates effectively.
Solution: A. Allocate time to mentor team members on agile processes
The project manager must develop the project team’s capabilities by taking the time to them on the agile process. This will ensure the junior members are well-informed about the project expectations and the right items to work on for the sprint. Agile methods require a servant leadership style. Servant leadership is a style of leadership that focuses on understanding and addressing the needs and development of project team members in order to enable the highest possible project team performance.
The other answer choices are incorrect because they do not fully address the product owner’s concern. The project manager should recognize the activities needed to foster project team development.
Emphasizing the importance of sprint backlog prioritization, using scrum techniques, and communicating project information will not be very effective if the team does not have a comprehensive understanding of agile processes and methodologies. These options may all be helpful to some extent but do not individually address the big picture. Since this is the first agile project for the junior team members, the project manager must allocate time throughout the project to coach and mentor the team.
This question and rationale were developed in reference to:
| The Agile Practice Guide (No Date) PMI/PMI/4/37 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP] [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT] [2.2 TEAM PERFORMANCE DOMAIN]
Question
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.
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.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//9/205 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/348 [Item]
Question
A project team is in the planning phase of a complex project. The project has an end-date constraint to launch a new product with which they have no previous experience. The project sponsor is requesting a detailed schedule, but the team is unable to predict when tasks will occur throughout the project lifecycle, especially because some of them are dependent on deliverables by other business units.
What life cycle methodology should the project manager use in this situation?
A.A hybrid life cycle including a prioritized product backlog approved by the sponsor
B.A predictive life cycle including a schedule in agreement with all business units
C.An agile life cycle including a detailed schedule in agreement with all business units
D.An iterative life cycle including task durations and a budget approved by the sponsor
Solution: A. A hybrid life cycle including a prioritized product backlog approved by the sponsor
A hybrid development approach is a combination of adaptive and predictive approaches. This means that some elements from a predictive approach are used and some from an adaptive approach are used. This development approach is useful when there is uncertainty or risk around the requirements. Considering that the project is complex and will need to go through multiple stages, the team is unable to predict when tasks will occur, or their duration, but the project needs to be completed by a fixed due date, the project manager would best be advised to choose a hybrid approach that would include working with the project sponsor to prioritize the functionalities or deliverables in the backlog.
The other answer choices are incorrect.
A predictive life cycle is incorrect because it is a development approach in which the project scope, time, and cost are determined in the early phases of the life cycle. A predictive life cycle should be applied to projects with a clearly defined scope, which is not the case here.
An agile life cycle is incorrect because it should be applied to projects with unknown scope/timeline, such as proof of concepts (POC) or technology projects. In addition “detailed schedule in agreement with all business units” is not yet possible.
An iterative life cycle is a small chuck or interaction of the agile methodology. In addition, as stated in the there is no information on task durations, and the budget cannot be estimated/approved by the sponsor at this point.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/ [Item The Professional Product Owner: Leveraging Scrum as a Competitive Advantage, First Edition]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5. Key Concepts for Project Scope Management/131 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.3.3 DEVELOPMENT APPROACHES]
Question
A two-year project was awarded to a company six months ago, but the procurement process has not yet been initiated. What should the project manager do to get the project moving forward?
A.Prepare the procurement management plan for the project.
B.Bring the teams together to draft a procurement management plan.
C.Track the procurement according to an existing procurement management plan.
D.Escalate the situation to upper-level management.
Solution: B. Bring the teams together to draft a procurement management plan.
At the beginning of the project, the procurement plan is to be drafted to show when the procurement process is to commence and when deliverable(s) would be ordered and delivered. The project manager notices a lag and ensures the teams collaborate to help draft the plan.
The other answer choices are incorrect. There is a lack of collaboration; an existing plan may not work for this project; and escalating issues to upper-level management is not appropriate in this situation.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/12/ [Item 12.1.3.10]
| The Agile Practice Guide (No Date) PMI/PMI/4.2/33 [Item Purpose. Work with the team to define the “why” or purpose so they can engage and coalesce around the goal for the project. The entire team optimizes at the project level, not the person level.]
Question
At project initiation, a quote for the required services was requested from a vendor, and the work was estimated at US$100,000. As the project progressed, requirements were updated following the company’s procurement process, and a modified quote was received for more than US$250,000. The allocated contingency funds are not sufficient to cover the difference.
What should the project manager do?
A.Restart the procurement process and select a new vendor.
B.Review the contract type that will be awarded to the vendor.
C.Proceed with the best offer as per the procurement process.
D.Engage the steering committee and escalate the issue.
Solution: D. Engage the steering committee and escalate the issue.
The project manager should engage the steering committee and escalate the issue. This is the best way to ensure that the project can proceed without being delayed or derailed by the increased cost of the services. The steering committee may be able to provide additional funding for the project or may be able to help the project manager find ways to reduce the cost of the services.
The other answer choices are not as effective. Restarting the procurement process and selecting a new vendor is a drastic measure that should only be taken as a last resort. It is likely to delay the project and may not result in a lower cost. Reviewing the contract type that will be awarded to the vendor is not enough to address the issue of the increased cost of the services. Proceeding with the best offer as per the procurement process is not a good idea, as it will likely result in the project exceeding its budget.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//370 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//95 [Item]
Question
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.
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, 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.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//3/94-95 [Item]
| Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//15/261 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //15/Loc. 3016 [Item Kindle: “User stories applied: For agile software development”, Addison Wesley, Signature series]
| The Agile Practice Guide (No Date) PMI/PMI/4.2.1.1 & 4.2.1.2/ [Item]
Question
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.3.3.3/96 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7.1/ [Item The Conflict]
Question
A project is about to begin and a new regulation has imposed a deadline that will adversely impact the project. Failing to comply with the regulation will result in hefty fines for the organization. The project is key to meeting the organization’s annual goals.
What should the project manager do first?
A.Analyze the critical path and prioritize resources toward essential tasks.
B. Delegate tasks associated with higher risk levels to a third party.
C.Obtain additional funding to mitigate the need for outside services.
D.Build prototypes and simulations to identify potential issues early.
Solution: A. Analyze the impact of not initiating the project and share the findings with stakeholders.
The project manager should analyze the impact of not initiating the project and share the findings with stakeholders, who can identify the most time-sensitive activities, enabling focused resource allocation and potential schedule compression.
The other answer choices are incorrect. Delegating tasks to third parties introduces new risks related to quality, communication, and control and doesn’t guarantee faster completion within the deadline. Securing funds is time-consuming, potentially delaying progress, and doesn’t directly address the core time constraint. Building prototypes and simulations consume time and resources upfront and may not be feasible within the tight deadline.
This question and rationale were developed in reference to:
Budgeting, Forecasting, and Planning in Uncertain Times (No Date) Michael Coveney and Gary Cokins//4/ [Item]
| O’Reilly Platform (No Date) //Mitigation strategies for schedule risks./ [Item Identifying and Managing Project Risk, 3rd Edition]
Question
Due to market changes, a company decided to speed up its product release schedule, moving from yearly cycles to quarterly cycles. The project manager views this as an excellent opportunity to use an agile life cycle, but upper management is not sold on the idea.
What should the project manager do to increase the chances of success by using this approach?
A.Seek the project sponsor’s approval for additional budget and resources.
B.Review the product backlog to identify some quick wins to present to stakeholders.
C.Invite upper management to attend a digital transformation workshop.
D.Have the project team work virtually and use the cost savings to speed up delivery.
Solution: B. Review the product backlog to identify some quick wins.
Reviewing the product backlog to identify some quick wins is the best choice as ensuring early benefit realization is one of the major benefits of an agile approach and a great way to address stakeholder concerns. Quick wins are the best way to sell agile as the methodology to use. Effective change management uses a motivational strategy rather than a forceful one. Project team members and project managers can work with relevant stakeholders to address resistance, fatigue, and change absorption to increase the probability that change will be adopted or assimilated successfully. This includes communicating the vision and goals associated with the change early in the project to achieve buy-in for the change. The benefits of the change and the impact on work processes should be communicated to all levels of the organization throughout the project.
Other options are not going to get the buy-in from the upper management. The other options do not highlight the benefits of adopting an agile life cycle and do not provide proof of how it would be beneficial.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices, and frameworks (No Date) Peter Measey//7/ [Item]
| O’Reilly Platform (No Date) /// [Item Agile Project Management: Creating Innovative Products, Second Edition
Value point analysis]
PMBOK Guide Seventh Edition (2022) ///[3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
Question
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
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.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//8/Communication [Item]
| The Agile Practice Guide (No Date) PMI/PMI/Annex/95 [Item]
Question
A company that has traditionally used predictive approaches has been experimenting with the use of agile in portions of a project. Because the company has been pleased with the results, the project sponsor now requests that the entire project be converted to agile.
What should the project manager do?
A.Propose that the approach change to agile take effect for new projects.
B.Submit a change request to the change control board (CCB).
C.Consult the product owner as they may have reasons to continue using a predictive approach.
D.Convert the project deliverables to user stories and inform the team.
Solution: B. Submit a change request to the change control board (CCB).
As the project is changed from predictive approach to agile, it needs to be submitted as a change request to the CCB. The project manager has to get approval from the CCB before changes are incorporated into the project. Consulting the product owner will not be necessary in this situation.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology//213 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//616 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//52 [Item]
Question
A project manager is in the initiation phase of a new project and is preparing to develop a project team charter. The project team consists of members from different departments within the organization, and collaboration is vital for project success. What should the project manager do to create an effective project team charter?
A.Create the project team charter independently, outlining their expectations and goals for the team.
B.Hold a kick-off meeting with the team to collaboratively define the team’s purpose, roles, responsibilities, and objectives.
C.Delegate the task of drafting the charter to a senior team member with experience in project management.
D.Share a template of a generic project team charter with the team and invite them to modify it as needed to fit the project.
Solution: B. Hold a kick-off meeting with the team to collaboratively define the team’s purpose, roles, responsibilities, and objectives.
A project team charter records the project team values, agreements, and operating guidelines, and establishes clear expectations regarding acceptable behavior by project team members. Holding a kick-off meeting involves the active participation of team members from different departments. This collaborative approach ensures that team members have an opportunity to provide input, ask questions, and contribute to the charter’s development. Collaboratively defining roles and responsibilities ensures that each team member understands their specific duties and contributions to the project. This clarity minimizes confusion and conflicts later in the project.
The other options are incorrect because they are not the most appropriate approaches for creating an effective project team charter.
Creating the charter independently is incorrect because creating the charter independently without involving the team members does not promote collaboration and may lead to misunderstandings and a lack of ownership among team members.
Delegating the task to a senior team member is incorrect because it should be a collaborative effort involving the entire team, especially in the early stages of the project.
Sharing a template of a generic project team charter with the team and asking them to modify it is incorrect because it may not fully engage them in defining their roles and responsibilities, which is an important aspect of a team charter.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A team member is scheduled to visit an overseas client site next week. However, the project manager overheard the team member tell a project coordinator that their functional manager denied the team member’s request for time off as compensation for the client visit. The project manager needs to ensure that the team member will visit the client site next week.
What should the project manager do?
A.Meet with the team member directly to tell them about what they overheard.
B.Confirm with the team member that the client visit can take place.
C.Confront the functional manager about the team member’s time off.
D.Log the issue as a risk in the risk log and assign another team member.
Solution: B. Confirm with the team member that the client visit can take place.
The most appropriate course of action for the project manager is to confirm with the team member that the client visit can take place. This approach prioritizes open communication and understanding, allowing the project manager to directly address the potential issue without escalating it unnecessarily.
The other answer choices are incorrect.
Meet with the team member directly to tell them about what they overheard: While transparency is important, informing the team member about the overheard conversation might raise concerns or create unnecessary tension. It’s more effective to focus on the actual client visit.
Confront the functional manager about the team member’s time off: Confronting the functional manager without first understanding the situation could lead to misunderstandings or conflicts. It’s better to gather more information before escalating the issue.
Log the issue as a risk in the risk log and assign another team member: Logging the issue as a risk might not address the immediate concern of ensuring the team member’s availability for the client visit. It’s essential to confirm the team member’s status first.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/ [Item Communicating with other stakeholders]
| The Cultural Dimension of International Business (No Date) ///181 [Item]
Question
A team is working on an innovation project using an incremental approach. After every status meeting, some key stakeholders complain that they have not been briefed to prepare for the meeting.
What should the project manager do to prevent this from occurring again?
A.Send the updated information to key stakeholders one day prior to the meeting.
B.Determine the meeting agenda with the key stakeholders, and share it in advance.
C.Meet with the key stakeholders separately in advance before every status meeting.
D.Ask the sponsor to align key stakeholders to the project’s current meeting cadence.
Solution: B. Determine the meeting agenda with the key stakeholders, and share it in advance.
In order to manage communications, the project manager needs to determine communications methods, channels, frequency, and level of detail for all stakeholders, as part of the project’s communication plan. The agenda should be determined with the stakeholders ensuring they are well-informed and engaged in advance.
The other answer choices are incorrect. Sending updates one day in advance may not be enough time for the stakeholders to review; meeting separately before every status meeting is time consuming; and asking the sponsor to align stakeholders deflect responsibility.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/10.1.3.1/377 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//6/Location 7229 [Item]
Question
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).
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.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//17/n/a [Item]
| O’Reilly Platform (No Date) //The Agile Developers Handbook/Acceptance criteria versus the Definition of Done (DoD) [Item https://learning.oreilly.com/library/view/the-agile-developers/9781787280205/b9cf2bb9-f741-4a94-8e61-d799962fe3be.xhtml
The Definition of Done (DoD) is a checklist that lets us know we’ve taken all the necessary steps to deliver any of our User Stories: the criteria by which the Development Team measures and accepts the User Story as done. More often than not, “All acceptance criteria met and accepted” appears on our DoD.]
Question
A project manager is planning for a complex project that must deliver a high-quality product within the agreed-upon budget. The project stakeholders are eager to see the product launched and are pressuring the team to deliver the product as soon as possible. The project manager must determine the project’s estimated duration and address stakeholder expectations.
How should the project manager determine a realistic project duration estimate?
A.Confirm stakeholder delivery expectations.
B.Estimate the duration of each project task.
C.Analyze industry benchmarks and standards.
D.Tell the team to create a detailed release plan.
Solution: B. Estimate the duration of each project task.
Estimating task duration helps ensure the project is completed on time, within budget, and to the satisfaction of stakeholders. By estimating task durations accurately, project managers can provide stakeholders with a realistic timeline for project completion. This helps manage stakeholder expectations and reduces the likelihood of disappointment or frustration. It also helps to identify potential roadblocks and dependencies.
The other answer choices are incorrect.
Confirming stakeholder delivery expectations is not an effective or reliable way to estimate project duration.
An industry benchmark is a standard or reference point often used to compare an organization’s performance to that of its peers or competitors.
A detailed release plan provides a false sense of predictability to stakeholders and requires significant effort to maintain later in the life cycle as the situation evolves. A high-level release plan is more appropriate for complex projects.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//13 Release Planning Essentials/n/a [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/ [Item]
Question
A project manager is working on a project that has been ongoing for some time and is currently at the 70% completion mark. The development team has been diligently following the project management plan and scope defined in the project charter. During a product review meeting, a stakeholder complains that additional features should be included. These features were not initially part of the project scope but have now become a pressing concern for the stakeholder.
What should the project manager do next?
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.
Solution: A. Analyze changes with the team and go through the formal change control process.
When a stakeholder requests additional features during the project, especially when it’s already 70% complete, it’s crucial to analyze these changes with the project team. Analyzing changes with the team first allows for a more thorough understanding of the implications and feasibility of the requested features. Going through the formal change control process is essential because it helps ensure that any requested changes are evaluated for their impact on the project schedule, budget, and scope. This process also involves assessing risks and obtaining necessary approvals.
The other answer choices are incorrect because they suggest the project manager take action without analysis.
Informing the stakeholder that the changes will be applied later as product fixes is risky because it may not be possible to implement the changes later without impacting the project schedule or budget.
Updating the project management plan and informing relevant stakeholders is also risky because it may not be possible to implement the changes without going through the formal change control process.
Submitting a change request to the change control board should be done after a thorough assessment of the requested changes to provide the change control board with sufficient information for their decision-making.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/Location 6219/401 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES] [2.6.2.3 Moving Targets of Completion]
Question
A new product development project has been launched. The project sponsor has reviewed the results of the risk analysis as documented in the risk register and is confident the project will be successful. However, key investors are not as confident and want more information about the project and risks before investing.
What should the project manager do?
A.Present a detailed analysis of the market, business plan, and risk management plan to investors.
B.Prepare and present a cost-benefit analysis to investors.
C.Assess and describe all the risks associated with the product development and launch to the stakeholders.
D.Plan development activities to engage stakeholders in various phases of the project.
Solution: A. Present a detailed analysis of the market, business plan given by the product owner, and risk management plan to investors.
The project manager should present a detailed analysis of the market, business plan, and risk management plan to investors will provide the information necessary for investors to make a choice in whether to invest.
The other answer choices are incorrect. Cost-benefit analysis is only part of the information needed to make an educated decision on whether to invest. Presenting a risk analysis and management plan is only part of the information needed to make an educated decision on whether to invest. Stakeholder involvement may or may not ensure continued investment in the product.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 1. 6/91 [Item]
| O’Reilly Platform (No Date) //7 - Minimum Viable Product/ [Item Book: Getting to Market With Your MVP]
Question
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 the 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.
Solution: A. The deliverable has been approved and the value has been confirmed.
When the deliverable has been approved and the value has been confirmed, this confirms that the project has met its objective and that 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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Benefits Management: Delivering Value from IS & IT Investments by Elizabeth Daniel; John L. Ward Published by Wiley, 2006/Chapter One. [Item Tangible and Intangible Benefits:
Benefits arising from IS/IT are often described as either tangible or intangible. Tangible benefits are those that can be measured by an objective, quantitative, and often financial measure.
https://learning.oreilly.com/library/view/benefits-management-delivering/9780470094631/ch01.html#]
Question
A project manager is currently overseeing a hybrid project that has specific scope and quality requirements. However, due to recent changes in a competitor’s product, there is a growing concern that the project’s deliverables may become obsolete by the time the project is completed.
What should the project manager do to address the potential obsolescence of deliverables?
A.Conduct a comprehensive business impact analysis and explore options for using alternative materials or resources.
B.Assess the impact of the competitor’s product changes and seek approval from the change control board (CCB) to address them.
C.Continue the project as planned, adhering to the existing project schedule and avoiding any scope or quality changes.
D.Close the current project and initiate a new project that is better aligned with the changing competitive landscape.
Solution: B. Assess the impact of the competitor’s product changes and seek approval from the change control board (CCB) to address them.
The project manager should assess the impact of external changes and involve the change control board for necessary approvals. Assessing the impact of the competitor’s changes allows the project manager to make informed decisions and develop appropriate mitigation strategies to address the potential obsolescence of deliverables. Seeking approval from the CCB ensures that any alterations are made with the appropriate authority and in a structured manner.
The other options are incorrect because they either overlook the need for formal approvals or do not adequately address the potential obsolescence issue.
Conducting a business impact analysis may not be the most immediate action to take when dealing with external changes like the competitor’s product alterations. Exploring alternative materials or resources focuses more on internal adjustments and doesn’t directly address how to address the potential obsolescence issue effectively. It might be a useful step to consider after assessing the external impacts and obtaining necessary approvals from the change control board (CCB).
Continuing with the project as planned is incorrect because it ignores the external changes that can potentially make the project’s deliverables obsolete. Disregarding the competitor’s product changes might lead to significant risks and potential project failure.
Initiating a new project is a drastic measure and should only be considered when it is clear that the current project cannot achieve its objectives. Starting anew may not be practical or necessary, so the project manager should first assess if it is still possible to deliver the desired outcome.
This question and rationale were developed in reference to:
| The Agile Practice Guide (No Date) PMI/PMI/6.1./ [Item Organizational change management]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.4.7 CHANGES]
Question
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.
Solution: B. Engage the change control board (CCB) to assess possible impacts to the project.
The project manager should engage the change control board (CCB) to assess possible impacts to the project. The CCB is responsible for evaluating and approving changes to the project. By engaging the CCB, the project manager can ensure that the impact of the government policy change is assessed and that a plan is developed to mitigate any negative impacts.
The other answer choices are not as effective. Suspending the project until the issue with the government policy is resolved may not be necessary, as the government policy change may not have a significant impact on the project. Additionally, suspending the project may be costly and time-consuming. Moving forward with the project since it is near completion may not be the best course of action, as the government policy change may have a significant impact on the project. Additionally, moving forward with the project may jeopardize the project’s success. Assigning a new completion date for the project and informing stakeholders should be done after the CCB has assessed the impact of the government policy change and a plan has been developed to mitigate any negative impacts.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/9. How to execute a TPM project/Managing the scope bank [Item]
| Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//1/20 [Item]
Question
A project manager is implementing a phase of an IT project in a location that is prone to security issues. A team member, working at a remote site, notifies the project manager that a permit fee was not received by the local regulatory agency involved; however, the project manager is certain that the fee was paid. The team member reminds the project manager that a test on the critical path is scheduled for that location on the same day.
What should the project manager do?
A.Request the team member to provide the payment evidence from the project management office (PMO) and ensure that the hard copy payment receipt is subsequently delivered to the regulatory agency and wait for the feedback.
B.Request a meeting with the agency officer to present the payment evidence and verify the consequences of a delayed payment to ensure that the test proceeds as planned.
C.Instruct the team member to proceed with the test because the penalty for non-compliance with the permit has a negligible cost impact and the test process cannot be altered.
D.Instruct the team member to proceed with the test so as not to allow a lag in the critical path because the test cannot be delayed further and the fee was most certainly paid.
Solution: B. Request a meeting with the agency officer to present the payment evidence and verify the consequences of a delayed payment to ensure that the test proceeds as planned.
The project manager should proactively present the payment evidence/receipt in order to not delay the test.
The other answer choices are incorrect. The test needs to proceed, but in the correct manner. Directly engaging with the agency officer can help eliminate communication delay, miscommunication, and possible legal consequences for noncompliance.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Section 3 Coordination activities/ [Item Title: CPM Scheduling for construction, best practices and guidelines. Section 3 Coordination activities]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/12/534 [Item 12.3.2.1 EXPERT JUDGMENT]
Question
A project manager has just finished a project charter and received approval from the project sponsor. The project manager then presented the project charter to the stakeholders and noticed a lack of participation from some of them during this meeting.
What should the project manager do?
A.Include this in the risk register because the Project Manager is uncertain that the stakeholders understood their responsibilities in this project.
B.Hold one-on-one meetings with these stakeholders to ensure their understanding of key deliverables and their responsibilities.
C.Report the concerns about the stakeholders’ lack of involvement to the project sponsor.
D.Ask the project team to monitor these stakeholders and their involvement.
Solution: B. Hold one-on-one meetings with these stakeholders to ensure their understanding of key deliverables and their responsibilities.
Every stakeholder needs to understand the deliverables and their responsibilities towards the project. The project manager should address this immediately.
The other answer choices are incorrect. This is not a risk to be recorded in the risk register, but an issue for the project manager to resolve. It is the responsibility of the project manager to ensure that the stakeholders are involved in the project. Reporting the concern to the project sponsor will not resolve the problem of stakeholder engagement. It is not the responsibility of the project team to monitor the stakeholders. It needs to be done by the project manager.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3/523 [Item Managing stakeholders engagement]
| Project Managers Portable HandBook, 3rd Ed (No Date) //6.4/ [Item Project startup]
Question
A project manager is working in the fifth month of an implementation for a construction project. The planner reported that the current schedule performance index (SPI) and cost performance index (CPI) are 0.8 and 0.9, respectively.
Which two options will help to accelerate the project? (Choose two)
A.Adjust the working procedures to streamline and improve efficiency with the current resources.
B.Change the critical path by replacing some critical path activities with activities that have float.
C.Increase the number of resources to get more people involved and get activities done faster.
D.Rearrange the schedule so that some activities on the critical path can be done concurrently to reduce the project duration.
E.Ask the resources to work overtime to accelerate the project and achieve better results.
Solution: A and D. Adjust the working procedures to streamline and improve efficiency with the current resources. and Rearrange the schedule so that some activities on the critical path can be done concurrently to reduce the project duration.
By adjusting the working procedures to streamline and improve efficiency with the current resources and rearranging the schedule so that some activities on the critical path can be done concurrently to reduce the project duration, the project manager can accelerate the project without having to add additional resources or ask the team to work overtime.
The other answer choices are not the best way to accelerate the project. Changing the critical path by replacing some critical path activities with activities that have float will not accelerate the project, as it will simply move the bottleneck to a different activity. Increasing the number of resources to get more people involved and get activities done faster may not be the most cost-effective way to accelerate the project. Additionally, adding too many resources to a project can actually slow it down due to communication and coordination challenges. Asking the resources to work overtime to accelerate the project and achieve better results may not be sustainable in the long term, as it can lead to burnout and decreased productivity.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //10 Project Scheduling Lagging, Crashing, and Activity Networks/ [Item Project Management: Achieving Competitive Advantage, Fifth Edition by Jeffrey K. Pinto Published by Pearson, 2018 Crashing Projects LO 10.3 Recognize alternative means to accelerate projects, including their benefits and drawbacks.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/6.5.2.6/215 [Item]
Question
A project is challenged by a multitude of problems resulting in defects and stakeholder complaints. The project manager has been contemplating a quick and effective approach to address the problems.
Which two actions should the project manager take? (Choose two)
A.Gather the project team members and have a brainstorming session.
B.Refer to the organizational process assets (OPAs) to assess lessons learned.
C.Use a trend analysis to engage some of the project team members.
D.Use an Ishikawa diagram to help identify the problems.
E.Use a Pareto chart to identify how the challenges of the project should be addressed.
Solution: D and E. Use an Ishikawa diagram to help identify the problems. and Use a Pareto chart to identify how the challenges of the project should be addressed.
The Ishikawa/fish-bone diagram can be used in a systematic identification of problems as well as their origins. The output of this exercise could be used to develop the Pareto chart to indicate the 20% of the cause problems which when addressed would eliminate 80% of current challenges.
This question and rationale were developed in reference to:
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//Chapter 14/ [Item Cause-and-Effect Diagram
Also known as a fishbone diagram or Ishikawa diagram, this diagram evaluates a noncompliance condition for potential root cause. Figure 14.1 illustrates a cause-and-effect diagram in which the noncompliance condition is placed at the far right and lines are drawn to the left to progressively allow for various potential failure modes to be recorded and evaluated. Cause-and-effect diagrams are commonly used in conjunction with brainstorming to determine root cause analysis.
Pareto Charts
These diagrams are a form of vertical bar chart that illustrates quality performance of a particular work activity. When arranged correctly, bars illustrating the biggest problems are at the left and bars are added to the right in succession of decreasing quality problems (quality is getting better), allowing the project manager to prioritize addressing QC. Pareto diagrams can also be used to illustrate testing of various root causes for probability of being the actual cause of a single quality noncompliance. In addition, project managers can use Pareto diagrams to communicate forecasted potential quality issues within a given work activity that shows the priority of which components of the activity have the highest probabilities of quality issues and may need more control than other aspects of the work activity. The Pareto diagram is a great tool for illustrating and prioritizing information to form a basis for actions that need to be taken. An illustration of a Pareto diagram is shown in Figure 14.4.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2.2.7/294-295 [Item]
Question
During a Scrum board review for a hybrid project, a team member suggests adding a task that is outside of the baseline scope. This task could reduce risk to the project. The team member raises it in the review.
What should the project manager do?
A.Assess the feasibility and impact of including the task and incorporate it into future sprints if appropriate.
B.Instruct the product owner to assess the benefit of the activity toward meeting the project’s initial requirements.
C.Direct the team toward the critical path activity and include the task in the backlog column for later review.
D.Document the task in the project documentation, noting may reduce risk but it is outside of the baseline scope.
Solution: A. Assess the feasibility and impact of including the task and incorporate it into future sprints if appropriate.
When a team member suggests adding a task that falls outside the baseline scope, the project manager should analyze the impact of including this task. If it is determined that adding the task is feasible and beneficial to the project, it should be incorporated into future sprints. This approach aligns with Scrum’s principles of flexibility and adaptability to changing circumstances and requirements.
The other options are incorrect because they do not adequately address the potential scope change and risk reduction associated with the suggested task.
The project manager should not necessarily instruct the product owner to assess the benefit of the task. In Scrum, the product owner is primarily responsible for the product backlog, including its content, availability, and ordering. While the product owner could help in assessing the benefit of the task, it’s the project manager’s responsibility to handle the process.
Directing the team toward the critical path activity and including the task in the backlog column for later review does not address the issue of scope change or risk reduction. It is important to evaluate the impact and necessity of adding the task and follow the appropriate change procedures if required.
While documenting the task in the project documentation is important for record-keeping purposes, simply noting that it is out of scope does not address the potential benefits and risks associated with adding the task. It is necessary to analyze the impact and follow the appropriate change processes.
This question and rationale were developed in reference to:
| The Agile Practice Guide (No Date) PMI/PMI/3/30 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [2.6.2 DELIVERABLES]
ERABLES]
Question
A geographically distributed project team has development issues between the colocated and virtual teams, causing productivity to decrease.
What should the project manager do to address these issues?
A.Force the team members to work from one location.
B.Obtain special expertise to advise the team members.
C.Develop protocols for resolving conflicts between team members.
D.Set up face-to-face meetings with project team members.
Solution: C. Develop protocols for resolving conflicts between team members.
When a project team is made up of colocated and virtual team members, communication management is critical. The Project manager should first understand the reasons for the issues between the teams and then set up protocols for effective team communication and conflict resolution.
The other options are incorrect. Due to the distributed nature of the team, it might not be possible to force anyone to work in one location nor have face-to-face meetings. Having a special expertise could add value only after having the basic protocols in place.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//4/Virtual Teams [Item Develop a culture of teamwork through setting challenging but achievable goals to motivate team members to build strong and productive relationships with each other.]
| O’Reilly Platform (No Date) /// [Item Managing Virtual Teams -Chapter 3 Strategies for Virtual Team success]
Question
A project manager has been assigned to a multimillion-dollar project already in execution. During a project status meeting, one of the team members mentions that there are some delays because a senior executive is not responding to communications.
What should the project manager do?
A.Establish a process to send daily reminders to the senior executive.
B.Remove the task from the critical path so it will not affect the project schedule.
C.Use networking to contact the senior executive to get a response.
D.Escalate the concern to the senior executive’s manager.
Solution: C. Use networking to contact the senior executive to get a response.
The project manager should contact the senior executive directly to get a response. Stakeholder engagement is important in this scenario.
The other answer choices are incorrect because they do not offer a direct solution for the communication issue. The senior executive may ignore the daily reminders; removing the task may impact the project as a whole; and escalating the concern to the senior executive’s manager without first trying to contact the senior executive is not good for rapport.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2.1/350 [Item Interpersonal and team skills]
| The Agile Practice Guide (No Date) PMI/PMI/4/169 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4/INTERPERSONAL CONFLICT RESOLUTION APPROACHES [Item How To Manage Conflict in the Organization, Second Edition. Chapter 4. INTERPERSONAL CONFLICT RESOLUTION APPROACHES]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.4 INTERPERSONAL AND TEAM SKILLS/341 [Item]
Question
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
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //4.4/ [Item]
Question
During a steering committee meeting, a senior executive raised a concern that although the key cost parameters are reported to be on track, the project might not be delivering the work that was originally scheduled. What measurement should the project manager use to address this concern?
A.Cost Variance (CV)
B.Earned Value (EV)
C.Schedule Variance (SV)
D.Planned Value (PV)
Solution: C. Schedule Variance (SV)
The project manager should compare the earned value and planned value, resulting in the schedule variance. That will bring light to the difference between the project’s expected results and the project possibly not delivering the results originally scheduled.
The other answer choices are incorrect as they do not address the concern about project scope.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/7/267 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/16 [Item]
Question
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.
What should the project manager do?
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/12/495 [Item]
| The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//51/Procurement control [Item]
Question
An agile project team member is working on a user story that is overdue. This delay is causing the team to miss sprint goals for a specific functionality. The reasons for this delay are unknown to the project manager.
What should be project manager do first?
A.Discuss the delay with the team member.
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.
Solution: A. Discuss the delay with the team member.
The first thing a project manager should do when an agile project team member is working on an overdue user story is to discuss the delay with the team member. This is because it is important to understand the root cause of the delay in order to find an effective solution.
The other answer choices are incorrect. By discussing the delay with the team member, the project manager can better understand the reasons for the delay and develop an effective plan to address and request additional resources if necessary. Excluding the functionality and replacing the project team member with a new developer are drastic last resorts. It is important to do everything possible to complete the user story and to give the project team member a chance to explain the reasons for the delay and to develop a plan to address it.
This question and rationale were developed in reference to:
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//13/ [Item 13.1]
| The Agile Practice Guide (No Date) PMI/PMI//53 [Item]
Question
An agile project is in its first of ten iterations. After the iteration review, the team receives stakeholder feedback that the first deliverable is not aligned with the project objectives.
What should the project manager do?
A.Ask the team to meet with stakeholders to understand their needs.
B.Ask the product owner to review the product backlog and its priorities.
C.Ask stakeholders to prioritize their needs.
D.Ask the sponsor to define the stakeholders’ priorities.
Solution: B. Ask the product owner to review the product backlog and its priorities.
The product owner is responsible for the product backlog and its priorities. If the first deliverable is not aligned with the project objectives, the product owner needs to review the product backlog and ensure that it is still aligned with the project objectives. The product owner may need to prioritize or remove items from the product backlog in order to ensure that the project is meeting the needs of the stakeholders.
The other answer choices are not the best course of action. Asking the team to meet with stakeholders to understand their needs is important, but it is not the first step that the project manager should take. Asking stakeholders to prioritize their needs is also important, but it is not the first step that the project manager should take. Asking the sponsor to define the stakeholders’ priorities is also important, but it is not the first step that the project manager should take. The project manager first needs to understand how the product backlog is aligned with the project objectives.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//9/Product Owner Principal Responsibilities [Item Product Owner Principal Responsibilities]
| The Agile Practice Guide (No Date) PMI/PMI/4/41 [Item]
Question
A Scrum team noticed a trend of work spilling over for the last several sprints. The root cause of this has been identified as the code review task. This bottleneck appears to occur because the team is dependent on an external expert.
What should the project manager do first?
A.Assess the bottleneck, highlight it, and increase the sprint length.
B.Assess the team’s capability and identify the required internal training to remove the bottlenecks.
C.Arrange an alternative option to have a backup expert to avoid spillover.
D.Work with the team, start reviewing the code, and stop reviews from the expert to avoid spillover.
Solution: B. Assess the team’s capability and identify the required internal training to remove the bottlenecks.
The first thing the project manager should do is assess the team’s capability and provide internal training to reduce the dependency on the external expert. By assessing the team’s capability and identifying the required internal training, the project manager can effectively address the bottleneck, reduce the team’s reliance on external resources, and improve the overall efficiency of the Scrum team. This proactive approach will contribute to the team’s self-sufficiency and overall project success. When the team members are able to do the work, they won’t need to wait for the expert, diminishing the bottleneck.
The other answer choices are incorrect. Increasing the sprint length is not ideal in an agile environment and would allow more time for the issue to persist; having another external expert as a backup may pose the same bottleneck issue as the original external expert; and stopping the reviews from the expert may cause productivity delays if the project manager has to work to complete the tasks they had originally outsourced.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 2. Trust and Ownership/https://learning.oreilly.com/library/view/the-agile-culture/9780133463187/ch02.html#ch02lev1sec3 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/Implementing Agile: Creating an Agile Environment/40: Table 4-1. Attributes of Successful Agile Teams [Item 40: Table 4-1. Attributes of Successful Agile Teams]
Question
A complex, multimillion-dollar, multi-year product development project requiring unique knowledge is 70% complete. Contract termination is a possibility due to project deliverables and execution being not acceptable. Despite the strained relationship, the vendor is ready for rework at no penalty.
What should the project manager do to manage this situation?
A.Ask the customer to permit rework as the vendor has unique knowledge of the product.
B.Finalize the new definition of done (DoD) with the customer and make the vendor bear the cost of rework.
C.Facilitate the negotiation of the acceptance criteria between the customer and vendor.
D.Direct the vendor to rework the deliverable since they did not meet the requirements.
Solution: C. Facilitate the negotiation of the acceptance criteria between the customer and vendor.
The best course of action for the project manager in this situation is to facilitate the negotiation of the acceptance criteria between the customer and vendor. This is because it is the most collaborative and consensus-building approach. It also allows the project manager to ensure that the rework is done in a way that meets the needs of both the customer and the vendor.
The other answer choices are incorrect and are less effective. Asking the customer to permit rework as the vendor has unique knowledge of the product is a good idea, but it is important to get the customer’s agreement before proceeding with the rework. Finalizing the new DoD with the customer and making the vendor bear the cost of rework could be good if the vendor is not willing to rework the deliverables at no penalty. However, it is important to be mindful of the cost of rework and the impact it will have on the project schedule. Directing the vendor to rework the deliverable since they did not meet the requirements is the most direct approach, but it could damage the relationship between the customer and vendor. Additionally, it is important to make sure that the vendor is willing and able to rework the deliverables to the customer’s satisfaction.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //How To Manage Conflict in the Organization - Ch 1/Conflict in Organizations [Item]
| PMBOK Guide Seventh Edition (2021)
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Project Manager: Careers in Project Management
E. Harrin]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2.2/38-39 [Item]
Question
A key member of an agile team was replaced 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.
What should the project manager do to ensure successful project delivery?
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 the replacement and make further resource adjustments where necessary.
Solution: D. Assess the impact of the replacement and make further resource adjustments where necessary.
The project manager should be prepared to make informed decisions based on an assessment of the impact of the replacement. Assessing the impact of the replacement and making resource adjustments will help ensure that the project is delivered successfully despite the change in team members. Additionally, the project manager should work with the new team member to ensure they are properly onboarded and trained, and provide support and guidance as needed.
The other answer choices are incorrect.
Adding the concern to the risk log and escalating the concern to the PMO might be premature and the project manager should first seek to understand the impact of the change.
Seeking the functional manager’s guidance does not address the specific needs of the project. The functional manager could potentially be a valuable resource, but they may not have an in-depth understanding of the specific needs and components of the project.
Reversing the decision might not be possible, would be disruptive, and ignores the reasoning for replacing the team member.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//10 collocated APM project teams/ [Item]
| The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done (No Date) Stephen Denning///56 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //16/ [Item Agile for Project Managers - Denise Canty]
| Succeeding with Agile (No Date) //15/293 [Item]
Question
An agile project is in its first of 12 iterations, and each iteration lasts two weeks. In the first iteration review, the stakeholders ask for monthly reports moving forward.
What should the project manager do?
A.Tell the team members to create monthly iteration reports.
B.Create monthly reports and send them to the stakeholders.
C.Coach and mentor the stakeholders on agile methodologies.
D.Ask the stakeholders to participate in monthly iteration reviews.
Solution: C. Coach and mentor the stakeholders on agile methodologies.
The stakeholders do not have a thorough understanding of agile practices, so the project manager should take time to coach and mentor them to increase understanding and awareness. This will enable stakeholders to provide feedback and make informed decisions within the agile framework. In an agile environment, there is an emphasis on frequent and iterative feedback loops which would be every two weeks in this case. Being that the iterations are two weeks long, a monthly report would not be appropriately aligned with agile practices.
The other options are incorrect because they do not align with the agile approach.
If the project manager agrees to provide monthly reports, the stakeholders would not fully understand how to operate within an agile environment. The project manager should explain the benefits and advantages of the agile approach and emphasize the importance of regular iteration reviews. Each iteration is two weeks long, so monthly reviews are not appropriate.
This question and rationale were developed in reference to:
| The Agile Practice Guide (No Date) PMI/PMI/4/37 [Item]
PMBOK Guide Seventh Edition (2022) ///[3.6 DEMONSTRATE LEADERSHIP BEHAVIORS] [3.4 FOCUS ON VALUE]
Question
A vendor for a large and complex project has been performing more work than what was originally anticipated in the time and material contract. This type of contract caused the project to be behind schedule and over budget. The contract is about to expire.
What should the project manager do?
A.Create a request for quotation (RFQ) to formulate a list of new vendors.
B.Shift to a master services agreement with appendices for the additional work as required.
C.Consult the lessons learned repository to formulate a list of potential new vendors.
D.Try to negotiate a fixed-price contract with the current vendor.
Solution: B. Shift to a master services agreement with appendices for the additional work as required.
The project manager should shift to a master services agreement with appendices for the additional work as required. This will allow for additional work to be added to the contract without having to renegotiate the entire contract. A master services agreement covers a wide range of services, simplifies modifications to the contract, and emphasizes value delivery.
The other options are incorrect.
Creating a request for quotation would only be helpful if the project manager is considering replacing the current vendor. This can disrupt the project and lead to additional delays.
Consulting the lessons learned repository to formulate a list of potential new vendors is not ideal because time is a factor, the contract is about to expire, and the project is already behind schedule.
A fixed-price contract is not ideal for this situation. These types of contracts are often used when the project scope is well-defined and stable. A fixed-price contract could lead to additional cost overruns if the scope of work changes.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //16 Project Procurement Management in Practice/ [Item The AMA Handbook of Project Management, 4th Edition]
Agile Practice Guide (2017) PMI /// [6.3 PROCUREMENT AND CONTRACTS]
Question
A client’s interactions with the project team have been somewhat negative. Project team members don’t want to be part of the project any longer.
What should the project manager do?
A.Schedule a meeting with the client to discuss the team’s concerns.
B.Adhere to the client’s expectations and sentiments without waiver.
C.Negotiate with the client and the project team to settle differences.
D.Involve all team members in stakeholder engagement activities.
Solution: C. Negotiate with the client and the project team to settle differences.
The project manager should negotiate with both the client and the project team to settle any differences and find a solution that works for everyone. The project manager should balance the team’s concerns with those of the client. In this scenario, the project manager’s role is to understand the client’s priorities while also resolving the issue of team dissatisfaction. It is important to maintain open communication and collaboration among all parties involved in the project to ensure its success. Additionally, creating a positive project team environment and addressing any concerns or conflicts that may arise can help prevent similar issues in the future.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/ [Item A Practical Guide to Dealing With Difficult Stakeholders; David Byrde and Jake Holloway. Table 2.2]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project team is installing a fiscal metering system for a crude oil terminal. The project manager has requested a metering system, conducted a factory acceptance test, and delivered meters to the terminal for installation. While onsite, local regulators participated in the factory acceptance tests and declined approvals for the meters due to a breach of statutory procedures. This led to delays in completing testing and had an overall impact on the project cost and schedule.
How could the project manager have prevented this situation?
A.Referred to lessons learned from previous projects.
B.Notified stakeholders of the factory acceptance tests for meters.
C.Ensured compliance with the stakeholder requirements.
D.Revised the stakeholder engagement plan.
Solution: C. Ensured compliance with the stakeholder requirements.
Compliance with critical stakeholders’ needs, the regulators in this case, would have prevented the declined approvals and project delay from occurring.
The other answer choices are incorrect. Referring to lessons learned, notifying stakeholders, and ensuring implementation of stakeholders’ engagement plan are valid but ensuring compliance to critical stakeholders’ needs is the best option to prevent delays in this situation.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh//1/ [Item The purpose of stakeholder identification and analysis]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5/132 [Item]
Question
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. What should the project manager do?
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.
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.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//7. How to monitor and control …./294 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2/ [Item]
Question
At the beginning of a project, a stakeholder is concerned that the initiative may not deliver value to the organization. What should the project manager do first to increase the chances of project success?
A.Review the business case and benefits management plan with the stakeholder.
B.Provide continual communication of the project status to stakeholders.
C.Schedule training for everyone on the use of the new product.
D.Perform an audit to make sure the benefits are realized.
Solution: A. Review the business case and benefits management plan with the stakeholder.
Understanding the business case at the beginning of the project will help the project manager focus on developing a plan that will focus on ensuring that project benefits can be met. By reviewing the business case and benefits management plan with the stakeholder, the project manager can demonstrate to the stakeholder that the project has a clear purpose, defined goals, and a plan for measuring and realizing the expected benefits. This proactive approach will help to address the stakeholder’s concerns early on, build trust and confidence, and increase the chances of project success.
The other answer choices are incorrect. While communication is crucial throughout the project lifecycle, it doesn’t directly address the stakeholder’s initial concerns about the project’s value. Continuous communication is essential for keeping stakeholders informed, but it’s not a substitute for addressing their fundamental doubts upfront.
Training is important, but it’s not the most immediate concern at this stage. The stakeholder is questioning the overall value of the project, not the specific skills required to use the product. Training is relevant later in the project lifecycle, but it doesn’t address the initial apprehension about the project’s purpose.
An audit is valuable for evaluating the project’s success after its completion, but it’s not relevant at the beginning when the project is just starting. An audit assesses whether the project achieved its objectives, not whether it has the potential to deliver value.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Benefits Realization Management A Practice Guide]
| PMBOK Guide Sixth Edition (2018) //1/ [Item 1.2.6.2 PROJECT BENEFITS MANAGEMENT PLAN ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Part 2 1.4/546-547 [Item]
Question
A project manager is planning for a project team that will soon start work on a critical subsystem. There are two technical alternatives identified for the subsystem, but it is not clear if either alternative will perform satisfactorily. The project will be compromised if the performance of the critical subsystem falls short.
What should the project manager do first?
A.Direct the team to assess and evaluate the alternatives for the subsystem.
B.Add subsystem performance to the issue log and assign an owner for that issue.
C.Schedule work for the most promising alternative and add management reserve for the other alternative.
D.Advise stakeholders of the major risk to the project posed by the subsystem’s performance.
Solution: A. Direct the team to assess and evaluate the alternatives for the subsystem.
The project manager should direct the team to assess and evaluate the alternatives for the subsystem before scheduling the work. The data to support the decision of the alternative to implement must be generated and evaluated before the implementation is planned. Swarming is an appropriate way to do this.
The other options are all incorrect as they suggest taking action before proper analysis.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//19/259 [Item Accelerate value delivery.]
| The Agile Practice Guide (No Date) PMI/PMI/2 Glossary/154 [Item]
Question
A project manager is meeting with a critical third-party supplier that provides discounted services. During the meeting, the supplier complains that they are dissatisfied with their return on investment (ROI). What should the project manager do to resolve this situation and avoid putting the project at risk?
A.Negotiate with the supplier to offer more money until the project until completed.
B.Remind the supplier that the contract is legally binding and they must adhere to the terms.
C.Research other third-party suppliers that provide similar services at discounted prices.
D.Discuss the issue with stakeholders and come to an agreement on a remediation plan.
Solution: D. Discuss the issue with stakeholders and come to an agreement on a remediation plan.
The project manager should not take any action before meeting with the stakeholders and working with them to develop a plan. As projects unfold, internal and external conditions are continuously changing. A single change can create several impacts such as project cost, schedule, scope, and performance. Subsequently, these changes could invoke a change control protocol for obtaining approvals from entities in external systems and government authorities. In most organizations, project managers do not have contracting authority. Rather, they work with contracting officers or other people with expertise in contracts, laws, and regulations.
The other answer choices are incorrect because they do not address the underlying issue and may not be feasible.
Offering more money, or researching replacement suppliers, are not appropriate courses of action because it may not be possible and will impact other project components. Projects that have a contractual element may need to follow a defined process for contract changes. Reminding the supplier that the contract is legally binding is incorrect because it may not be unilaterally true and this action may cause strained relations.
This question and rationale were developed in reference to:
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//11.3 Cost Control Techniques/ [Item Procurement Review and Approval
PMBOK Guide Seventh Edition (2022) ///[3.5 RECOGNIZE, EVALUATE, AND RESPOND TO SYSTEM INTERACTIONS] [2.5.5 MANAGING PHYSICAL RESOURCES] [2.5.6 WORKING WITH PROCUREMENTS]
Question
A project manager is managing a project using an agile approach. The project is nearing its final stages, and the team is reviewing the project deliverables. During this review, it becomes evident that a crucial feature is missing from the project’s artifacts. This feature is necessary for the system to comply with a new government regulation.
How should the project manager resolve this issue?
A.Ask the product owner to create a user story for the next sprint.
B.Meet with the project team to reevaluate the product roadmap.
C.Draft a project termination report and record the lessons learned.
D.Continue with the delivery and update the definition of done (DoD).
Solution: A. Ask the product owner to create a user story for the next sprint.
A crucial feature is missing, so the appropriate action is to work with the product owner to capture it as a user story and prioritize it for inclusion in the next sprint. By creating a user story for the missing feature, the product owner can prioritize it in the backlog and ensure that it is developed and delivered quickly and efficiently.
The other options are incorrect because they are not as effective.
Meeting with the project team to reevaluate the product roadmap may not be necessary and should not be the most immediate action to address the missing feature. The product roadmap is typically not reevaluated in response to a single missing feature.
Drafting a project termination report and documenting the lessons learned is premature. It would only be necessary if the project could not be completed successfully.
Continuing delivery and updating the DoD does not address the missing feature. Continuing with the delivery without addressing the missing feature could lead to non-compliance and other issues. While updating the DoD is important for future sprints, it doesn’t immediately address the issue at hand.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/5-Implementing Agile/49 [Item]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.6.2.2 SCOPE DEFINITION] [2.4.2 PLANNING VARIABLES]
Question
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.
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.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/14/ [Item]
| The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done (No Date) Stephen Denning//3-The law of the customer/n/a [Item]
Question
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
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.
This question and rationale were developed in reference to:
Fundamentals of Project Management, 5th Edition (No Date) Joseph Heagney//4/Engaging key stakeholders [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13/522 [Item]
Question
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.
What should the project manager do first?
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.
Solution: C. Register the delay in the issue log and develop an immediate action plan.
The issue log is a central repository for all project issues. By registering the delay in the issue log, the project manager will ensure that the delay is tracked and that everyone is aware of it. An immediate action plan will help to mitigate the impact of the delay. The project manager should identify the root cause of the delay and develop a plan to address it. This may involve re-prioritizing tasks, adjusting the project schedule, or communicating with stakeholders.
The other answers are incorrect. Updating the project’s lessons learned register and project management plan is important, but it should be done after the delay has been registered in the issue log and an immediate action plan has been developed. Revising the project schedule and notifying the stakeholders of the delay should be done after the delay has been registered in the issue log and an immediate action plan has been developed. Identifying the parties responsible for the delay to issue back charges for their portion is important, but it should be done after the delay has been registered in the issue log and an immediate action plan has been developed.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//7/Building and Maintaining the Issues Log [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.3.3.3/96 [Item]
Question
An agile project was scaled from the feasibility study phase to the implementation phase. Due to time constraints, the same team is assigned to the project, except for one team member who was replaced with a new team member. Many of the team members do not get along with the new team member and are unwilling to work in the next phase.
How should the project manager ensure that the team is ready for the next phase?
A.Perform an incremental delivery assessment.
B.Force the team to stay together.
C.Request a formal team commitment.
D.Remove the new team member.
Solution: C. Request a formal team commitment.
The most helpful option is for the project manager to request a formal team commitment. An intra-team commitment mechanism is useful to review team norms and refresh the team’s commitment to the project and the new phase. Most of the projects fail to team fatigue and reluctance to change management during scale-up phases.
The option to perform an incremental delivery assessment and forcing the team to stay together do not address the concerns that the members have where their inability to get along take priority over delivering the work. The other option to remove the new team member may not address the situation if the work is unable to be delivered effectively with the reduced team size.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Agile Project Management, Creating, Innovating Product, 2nd Edition ]
| The Agile Practice Guide (No Date) PMI/PMI/4.2/34 [Item]
Question
Close to the end of a large project, some of the technical reports related to the delivered service were not ready. The project manager asked the team members for the missing documents, but the team claimed they had already fulfilled their assigned tasks.
How should the project manager address this concern?
A.Review the hierarchical chart to confirm positions and relationships.
B.Refer to the RACI chart to validate the assigned roles and responsibilities.
C.Discuss the activity list and ensure that the team understands what work is required.
D.Input all assumptions and constraints into the assumption log.
Solution: B. Refer to the RACI chart to validate the assigned roles and responsibilities.
A RACI chart is a useful tool to validate assigned roles, documents, and to ensure clear assignment of roles and responsibilities. The project manager should refer to the RACI chart to address the concern of the missing documents and determine who is responsible.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6.3/Project activities and risk planning [Item Project management: a managerial approach 8th ed]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/317 [Item]
Question
A team member is unhappy with their workload and feels they are not being supported enough. The project manager wants to meet with the team member to discuss their concerns and apply a compromise/reconcile conflict management approach.
What should the project manager do first?
A.Explain the project’s constraints and priorities to the team member.
B.Listen to the team member’s concerns and try to understand their perspective.
C.Suggest a revised workload that is more manageable for the team member.
D.Offer to provide additional support to the team member.
Solution: B. Listen to the team member’s concerns and try to understand their perspective.
The first step in using the compromise/reconcile conflict management approach is to listen to the team member’s concerns and try to understand their perspective. This will help the project manager identify the underlying issues and develop a solution that meets the needs of both the team member and the project.
The other answer choices are also important, but they should not be done before listening to the team member’s concerns and trying to understand their perspective and reconcile the situation with a meaningful compromise.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2/349 [Item]
| PMBOK Guide Sixth Edition, 6th edition (2017) PMI/PMI/9/349 [Item 9.5.2.1 Interpersonal and Team Skills]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7.7 Conflict Resolution Modes/ [Item]
Question
An IT contract for a project states that all team members must be certified in IT security. The project manager discovers that one team member presented a fake certificate.
What should the project manager do first to handle this situation?
A.Update the project management plan to include resources to get the team member certified.
B.Update the issue log and remove the team member from the project.
C.Ensure the remaining team members have valid certificates.
D.Investigate why this situation was not discovered earlier.
Solution: B. Update the issue log and remove the team member from the project.
Fake documentation is unethical and may damage the reputation of the team and relationship with the client. It is important for the project manager to firstly log the issue and remove the team member from the project. The project manager may also report it to the reporting manager.
The other answer choice are incorrect. They are steps that can be taken after the issue is logged and the team member is removed. The project manager should verify that all other team members are truly certified and investigate how to prevent this issue from happening again.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh//5. Acquiring Project Human Resources/ [Item Consider Criteria Governing Project Human Resource Selection
The project team acquisition decisions are usually based on certain selection criteria. The criteria used to score the project team members may include, but are not limited to, the availability (when needed), cost (within budget), experience, knowledge, ability, job skills, team skills, attitude, interest, location, time zones, and communication capabilities of the team members. Some of the elements of these criteria are described in the following:
Experience: The current experience level of the candidate human resource must be compared with the required experience level.
Interest: The candidate human resource’s level of interest in the project must be determined.
Team skills: The candidate human resource’s ability to work well with other project team members must be determined.
Availability: The availability of the candidate human resource must be determined. The project manager may need to work with the functional managers to determine the availability.
Knowledge: The competency and proficiency of the human resource being acquired must be determined to assign that resource to the appropriate role on the project.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3/65 [Item 3.4.5.1 LEADERSHIP STYLES]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3/65 [Item] (2018) //1.1.3 CODE OF ETHICS AND PROFESSIONAL CONDUCT/ [Item]
Question
A director is acting as the product owner for a government software project. The director is repeatedly unable to engage with the team and provide regular and important feedback on project artifacts.
What should the project manager do to resolve this?
A.Determine communication preferences and review responsibilities.
B.Obtain alternative feedback from the customer.
C.Recommend an open-door policy for the project.
D.Adopt a collaborative approach.
Solution: A. Determine communication preferences and review responsibilities.
Communication is the key success factor to predict effective project delivery. Engaging stakeholders and developing a communication channel is the responsibility of the project manager.
The other answer choices are incorrect. Alternative feedback from the customer cannot replace input from the product owner; an open-door policy does not address specific communication issues with the product owner; it cannot be assumed is not already using a collaborative approach with the stakeholder.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile Project Management for Business Trans/Chapter 4 [Item https://learning.oreilly.com/library/view/agile-project-management/9781631573248/Text/chapter4.xhtml
Communication is the key success factor to predict effective project delivery. Communication mitigates risks by influencing stakeholders perception and guides individuals to perform more effectively leading to improved commitment and cooperation within the team. Communication is the means to leverage the different technical backgrounds of team members and is essential for effective monitoring, feedback, and establishment of trust among team members and stakeholders.]
| The Agile Practice Guide (No Date) PMI/PMI/4/33 [Item]
Question
A project manager has recently been assigned to an existing multinational project and is not familiar with the key stakeholders.
What should the project manager do?
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.1/507 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//10.6/ [Item]
Question
A project manager for a new project is tasked with applying agile practices to improve team performance. Which approach should the project manager take?
A.Utilize active listening techniques to address the needs of the team.
B.Request a budget from finance for training the team members.
C.Assign a budget for team activities during the planning phase of the project.
D.Ensure team retrospectives are done regularly.
Solution: D. Ensure team retrospectives are done regularly.
Retrospectives are a key component of agile practices and involve the team reflecting on their performance and identifying areas for improvement. The project manager should ensure that team retrospectives are done regularly to improve team performance using agile practices. Other approaches may be beneficial, but retrospectives are a key component of agile practices.
The other answer choices are incorrect. While active listening is an important skill for a project manager, it may not directly improve team performance in an agile environment. Training may be beneficial, but it may not directly improve team performance in an agile environment. Team activities may be beneficial, but they may not directly improve team performance in an agile environment.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//3/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/34-36 [Item 4.2 4.2.1 4.2.1.1 4.2.1.3]
Question
An entrepreneur has initiated a software development project. The project charter has been approved, and a project manager has been assigned to oversee the project’s execution. During development, unforeseen political risks arise, causing an urgent need to expedite the project. The project’s sponsor has requested a report on any anticipated delays.
Which tool should the project manager use to prepare the report on expected delays?
A.Trend analysis
B.Root cause analysis
C.Quality reports
D.Milestone list
Solution: A. Trend analysis
Trend analysis is a forecasting technique used in project management to evaluate project performance over time and predict future performance based on historical results. It’s used for tracking schedules, costs, and other performance measures. In this scenario, where the sponsor wants to see a report on potential delays, trend analysis can help predict schedule delays based on the current rate of progress.
The other options are incorrect.
Root cause analysis is used to identify the underlying reason for a problem or issue in a project. In this case, the issue at hand isn’t about identifying causes of a problem, but rather about predicting potential delays, which is better served by trend analysis.
Quality reports provide insights into the overall quality of the project and whether it’s meeting its quality objectives. They aren’t specifically designed to forecast potential delays in a project.
A milestone list outlines key points or significant events in a project timeline. While it’s helpful for tracking progress against major deliverables, it does not provide a predictive analysis of possible delays. This list is a tool used in project scheduling, but it does not have predictive capabilities like trend analysis.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1. The Theory of Trends—Dow, EMH, and RMH in Context/ [Item A Technical Approach To Trend Analysis: Practical Trade Timing for Enhanced Profits]
PMBOK Guide Seventh Edition (2022) /// [4.4.1 DATA GATHERING AND ANALYSIS]
Question
During an iteration, the team spent twice as much time as expected because one of the product backlog items was complex and could not be split into smaller items.
What should the project manager do?
A.Incorporate an adaptive approach for the rest of the project.
B.Incorporate a predictive approach for the rest of the project.
C.Develop a risk management plan for this sprint.
D.Have the product owner reprioritize the product backlog.
Solution: D. Have the product owner reprioritize the product backlog.
By having the product owner reprioritize the product backlog, the project manager can effectively address the complexity issue, optimize the team’s efforts, and increase the likelihood of project success. This proactive approach demonstrates a focus on continuous improvement and adaptability.
The other answer choices are incorrect. While an adaptive approach is generally beneficial for agile projects, it doesn’t directly address the immediate concern of the complex product backlog item. The project manager needs to address the specific issue at hand before adopting a broader approach. A predictive approach, which relies on historical data and forecasts, is not suitable in this situation. The project has already experienced an unexpected delay, indicating that past estimates may not be reliable. A predictive approach would assume the project will follow the original plan, which is unrealistic. A risk management plan is crucial for identifying and mitigating potential risks throughout the project. However, in this specific case, the risk has already materialized. The project manager must take corrective action, not just plan for future risks.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Effective Project Management/10704 [Item Kindle Reader]
| The Agile Practice Guide (No Date) PMI/PMI/3.1.9/28 [Item]
Question
A company has been using predictive methods for a very long time and is trying to implement a few iterative initiatives within its project framework. A project manager has been appointed to lead the first project in this hybrid environment.
How should the project manager build awareness of the hybrid approach within the organization?
A.Meet with the project team in order to define roles and responsibilities.
B.Build the project schedule with iterative sessions and communicate this to stakeholders.
C.Invite key stakeholders to the daily stand-ups and project review meetings.
D.Recommend iterative methodology training for senior managers.
Solution: D. Recommend iterative methodology training for senior managers.
The best way for the project manager to build awareness of the hybrid approach within the organization is to recommend iterative methodology training for senior managers. This will help to ensure that the senior managers understand the benefits of the hybrid approach and how it can be used to improve the overall project delivery process.
The other answer choices are also important, but they are not as effective at building awareness of the hybrid approach at the senior management level.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021)
| The Agile Practice Guide (No Date) PMI/PMI/3/30 [Item]
Question
For 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 unavailable.
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 optional risk review meetings.
D.It is evidence that risk review meetings were held with the appropriate project team members.
Solution: D. 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 be 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. Lesson learned register documents a complete phase or project; the number of attendees does not specify that the appropriate members were in attendance; meeting attendance is not optional for key attendees.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2/289 [Item]
| Project Risk Management: A Practical Implementation Approach (No Date) Michael M. Bissonette//Chapter 8/ [Item]
Question
During project closure, the project sponsor requests that a deliverable, developed by a contractor, be transferred to a nonprofit organization at no cost. The procurement documentation states that ownership of the deliverable reverts to the contractor once the procurement contract is finished.
What should the project manager do?
A.Add “avoid out-of-scope agreements during the closure process” to the lessons learned register.
B.Initiate a change request and execute the integrated change control process.
C.Consider this transfer as an open issue for the contract department and continue closing the project.
D.Review the contract agreement with the contractor to modify the property of the deliverable
Solution: D. Review the contract agreement with the contractor to modify the property of the deliverable.
By reviewing the contract agreement with the contractor in order to modify the property of the deliverable, the project manager can meet the request of the project sponsor without violating the terms of the procurement contract and closing the project successfully.
The other answer choices are incorrect. Adding “avoid out-of-scope agreements during the closure process” to the lessons learned register is a good idea, but it does not address the immediate issue of how to transfer the deliverable to the nonprofit organization. Change requests are typically initiated during the planning or execution phases of a project, not the closure phase. The project manager has a responsibility to resolve all outstanding issues before closing the project so they should not consider this transfer as an open issue and continue.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//8/ [Item How to Close a TPM Project]
| PMBOK (2013) Project Management Institute/PMI// [Item Scope management]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (2013) Harold Kerzner/John Wiley & Sons / Eleventh Edition/19.9 Contract Administration/997 [Ite
Question
Before a project evaluation meeting, a key stakeholder complains that the project does not deliver the expected business benefits. The project manager needs to prepare for the meeting to effectively address the complaint.
What should the project manager do first?
A.Review the change control log for approved variances in the project deliverable.
B.Review the communications management plan and stakeholder engagement plan.
C.Review the project performance metrics and acceptance test results.
D.Review the project objectives and success criteria.
Solution: D. Review the project objectives and success criteria.
Project success is measured by the achievement of project objectives and success criteria. The project manager should review these two to understand the key stakeholder’s complaints before taking action.
The other answer choices are incorrect while the change control log may provide insights into changes that have been made to the project deliverables, it does not directly address the issue of whether the project has delivered the expected business benefits. The communications management plan and stakeholder engagement plan may provide information on how stakeholders have been engaged throughout the project, but it does not directly address the issue of whether the project has delivered the expected business benefits. The project performance metrics and acceptance test results may provide information on how well the project has met its technical requirements, but they do not directly address the issue of whether the project has delivered the expected business benefits.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //15/ [Item Project Management 5th edition by Lewis Ireland
| PMI: Code of Ethics & Profess Conduct (2015) PMI/PMI/6.1/634-635 [Item]
Question
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.
Solution: C. Update the risk register and review risks with the team on a regular basis.
Risk management is an ongoing process, and the risk register should be updated regularly to reflect new risks and changes to existing risks. The project manager should also review the risk register with the team on a regular basis to ensure that risks are being managed effectively.
The other answer choices are not the best course of action for managing the risk register and the associated risks for the remaining project duration. Assessing and prioritizing the risks during each sprint retrospective meeting is important, but it is not enough. The risk register should be updated regularly to reflect new risks and changes to existing risks.
Adding risks as an agenda topic in daily standup meetings is not the best way to manage risks. The daily standup meeting is a brief meeting for the team to share their progress and identify any blockers. It is not a good forum for discussing and managing risks. Eliminating all project risks using iterative risk management is not possible. There will always be some level of risk associated with any project. The goal of risk management is to reduce the impact of risks to an acceptable level.
This question and rationale were developed in reference to:
Agile Coaching (No Date) Rachel Davies//5/53 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.4/53 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //The handbook of h.p. virtual teams, S.Beyerlein, ch 1/sec 1.3 [Item]
| O’Reilly Platform (No Date) //Virtual Team Success - A Practical Guide for Working and Leading from a distance/Chapter 1. Why Virtual Teams Fail [Item A Lack of Engagement. https://learning.oreilly.com/library/view/virtual-team-success/9780470532966/ch01.html#a_lack_of_engagement
Many virtual team members in our study reported a lack of engagement that resulted from not feeling challenged, lacking role clarity, having ineffective team leaders, and lacking meaningful goals.A lack of engagement is not uncommon among virtual team members because it can be difficult to assess other team members’ levels of engagement because they are in different locations and rarely have face-to-face interactions. To avoid this common problem, leaders and team members should proactively look for signs of disengagement.For example, here are a few assessment questions to ask yourself: Are all team members contributing to conversations and projects? Are they attending and actively participating in team meetings? Are team members motivated to take on new work or are they feeling overwhelmed? Are people working well together or is there frequent and unproductive team conflict?Looking out for these common red flags can help prevent engagement issues from derailing a team.Let’s take another look at “TeamInnovate.” Several of the team’s members reported feelings of isolation and a lack of connectivity with others on the team. In a virtual setting, this is very common. People easily become bored and “check out” because there is a lack of dynamic face-to-face interaction and because there are more distractions.One virtual team member expressed frustration with her team, which was not performing effectively: “We are all so used to nonproductive meetings so we typically just mute our phones and don’t really pay attention, which isn’t effective.” So if you are a virtual team leader, be constantly assessing your team members’ levels of engagement. If you monitor your virtual team’s performance to ensure that the team is always fully engaged, the team’s effectiveness will be much improved.]
Question
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2.1/348 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //9/ [Item Negotiation Dangers]
Question
A project manager wants to ensure that virtual team meetings are effective. What should the project manager do?
A.Record all the meetings for participants who cannot attend.
B.Determine the best communication methods based on location.
C.Prioritize the agenda with items that require more discussion.
D.Schedule meetings at convenient times for the majority of attendees.
Solution: B. Determine the best communication methods based on location.
The most effective approach for the project manager to ensure that virtual team meetings are successful is to determine the best communication methods based on location. This action addresses the unique challenges that virtual teams face, such as time zone differences, language barriers, and cultural differences. By tailoring communication methods to the specific needs of the team members, the project manager can foster a more inclusive and productive meeting environment.
The other answer choices are less effective.
Recording all the meetings for participants who cannot attend: While recording meetings can be beneficial for those who miss the live session, it doesn’t guarantee that virtual team meetings are effective overall. The project manager needs to address the real-time participation and engagement of attendees.
Prioritizing the agenda with items that require more discussion: While a well-structured agenda is crucial, it doesn’t address the underlying issues that may hinder virtual team meeting effectiveness. The project manager needs to focus on communication methods and team dynamics.
Scheduling meetings at convenient times for the majority of attendees: Considering the schedules of most attendees is important, but it doesn’t address the diverse needs of virtual team members across different locations and time zones. The project manager needs to find a balance that accommodates everyone.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/best-practices-virtual-project-teams-6038 [Item https://www.pmi.org/learning/library/best-practices-virtual-project-teams-6038]
Question
A Scrum team is halfway to its release. During the sprint demo, new software is selected by one of the developers and presented to the team. The new software was not planned work but meets the date for the release. Several prioritized features for the next two sprints are disrupted.
What actions should the team do to minimize the disruption?
A.Work with the product owner on the backlog to introduce the new software.
B.The scrum team makes the decisions themselves as a self-organized team and presents the change during the demo .
C.The developers reach out to the scrum master regarding the change to determine where and when the change can be discussed.
D.The scrum team evaluates the new software and informs the client about the impact to the release plan
Solution: A. Work with the product owner on the backlog to introduce the new software.
The project manager should work with the product owner on the backlog. The backlog is the only source of input for a scrum team to perform work. Only the product owner has the right to reprioritize work in the backlog. The product owner works with the scrum team as required to prioritize the backlog.
The other answer choices are incorrect. While the scrum team is a self-organized team they do not have the right to unilaterally introduce product changes. Product changes must be introduced via the backlog as decided by the product owner. While the scrum team will reach out to the Scrum Master, the option is only partially correct. Changes to the product must come through the backlog as determined by the product owner. Evaluating the new software may result in possible rejection of the product by the product owner as the product owner has not been allowed to understand and if in agreement reprioritize the backlog.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//18 Release Planning/Participants [Item]
| O’Reilly Platform (No Date) //Chapter 7 Product Backlog Management/ [Item The Professional Product Owner: Leveraging Scrum as a Competitive Advantage, First Edition]
Question
At a review meeting, the project manager learns about unclear requirements that may impact the project’s scheduled completion. The project sponsor still wants to meet the original deadline.
How should the project manager approach the issue using agile practices?
A.Use iterative delivery and prioritize the requirements based on their importance and impact.
B.Inform the sponsor that a change request for scope will be added to the next iteration.
C.Log unclear scope as an issue and escalate it to the product owner for a decision on unclear requirements.
D.Request that the scrum master clarify the scope before continuing the project.
Solution: A. Use iterative delivery and prioritize the requirements based on their importance and impact.
In this scenario, the project manager should use iterative delivery, meaning that they should continue with the project but prioritize requirements based on their importance and impact. This approach allows for the project to progress while addressing the unclear requirements in a way that aligns with the project sponsor’s desire to meet the original deadline. It also allows for flexibility to adapt as more clarity emerges.
The other options are incorrect.
Informing the sponsor that a change request for scope will be added for the next iteration is incorrect because it does not address the issue of unclear requirements directly. Adding a change request for scope to the next iteration may not be enough time to clarify the requirements and implement them. Agile practices encourage adaptability and continuous progress, and this option may lead to delays.
Logging the unclear scope as an issue and escalating it to the product owner is not the best approach because the product owner may not have the time or expertise to clarify the requirements. In agile practices, teams are encouraged to prioritize and make decisions collaboratively rather than escalating every issue to a higher authority.
Involving the scrum master is incorrect. While the scrum master plays a role in facilitating the agile process, responsibility for clarifying requirements typically rests with the product owner or the team. Waiting for the scrum master to clarify the scope may introduce delays, and it doesn’t leverage agile principles of collaboration and iterative development.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 3 TAILORING]
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
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.
Solution: B. Included the transition plan as a deliverable in the project closing process.
By including the transition plan as a deliverable in the project closing process, the project manager can proactively prevent the issue of ongoing business operations and ensure that the project is successfully handed over to the business operations team. This will help to free up the project manager’s time so that they can focus on other projects.
The other answer choices are not as effective. While a revision to the organizational structure may be a necessary step in setting up a new business function, it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement.
A RACI chart is a useful tool for clarifying roles and responsibilities, but it does not address the specific issue of handing over the project to the business operations team. The project manager needs to develop a transition plan that specifically outlines the steps for handing over the project.
The recruitment process may be a necessary step in setting up a new business function, but it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/1.2.4.2/21 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI// [Item 1.2.6.3 Project Charter and Project Management Plan, 1.2.6.4 Project Success Measures]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//11.22/Location 12249 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//24/337 [Item]
| Succeeding with Agile (No Date) //Chapter 5. Your first projects/ [Item]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/ [Item How to manage conflict in the organization, Second Ed.
“In all organizational situations, managers must have an understanding of what they are dealing with before implementing solutions.”]
| O’Reilly Platform (No Date) //5. Conflict Management Skills/ [Item The Complete Project Manager, 2nd Edition]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Brilliant Project Leader by Mike Clayton/Chapter 10: Tough Times: meeting resistance [Item
https://learning.oreilly.com/library/view/brilliant-project-leader/9780273759362/html/chapter-010.html When you find yourself in conflict, there are three things to address:]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/345 [Item 9.5 Manage Team]
Question
During a predictive project, the project manager is in the process of finalizing the exit criteria for a significant system development project. At this stage, a stakeholder responsible for risk and compliance informs the project manager that an additional deliverable must be completed due to recently passed legislation by the local government. This requested change is expected to have an impact on the scheduled release date of the project.
What should the project manager do?
A.Meet with the stakeholders and advise them that the request was not part of the exit criteria.
B.Collaborate with the stakeholder and submit a change request to the Change Control Board (CCB).
C.Escalate the issue to the sponsor to avoid delaying the project release date.
D.Add this new risk to the risk register and monitor because changes are outside the project scope
Solution: B. Collaborate with the stakeholder and submit a change request to the Change Control Board (CCB).
When a stakeholder requests a change that impacts the project’s scope and schedule, it’s essential to collaborate with the stakeholder to fully understand the nature and implications of the change. Following that, submitting a formal change request to the Change Control Board (CCB) is the proper approach. The CCB is responsible for evaluating changes and making informed decisions about their approval or rejection. By submitting a change request, the project manager can ensure that the impact of the change is assessed and that the stakeholders are informed of the potential consequences.
The other options are incorrect because they do not address the fundamental need to properly evaluate and manage the requested change through a formal process.
Advising the stakeholder that the request was not part of the exit criteria is not enough, as the legislation requires the additional deliverable.
Escalating the issue to the sponsor may not be necessary, as the CCB is already empowered to approve changes. The sponsor’s involvement should come after a thorough assessment and formal change request submission.
Adding the new risk to the risk register and monitoring it is not enough, as it does not address the need to approve the change request. Treating this situation solely as a risk may not be sufficient to manage the change effectively.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/2/123 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//11.29/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
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.
What should the project manager do?
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5/51 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/50 [Item]
Question
A team is working in a highly regulated industry and the compliance department keeps pushing documentation and process steps that interfere with the team’s desired way of working. Team frustration increases with the compliance department, and the team asks the project manager to intervene.
What approach should the project manager take?
A.Help the team understand that compliance is an important part of the overall success of the project and value creation.
B.Push back on the compliance department and reduce the number of documents so the team can focus on value creation.
C.Conduct a daily workshop to assess the compliance, and complete as much compliance work as possible in that timebox.
D.Invite the compliance team to attend the daily standup meetings to avoid interference and resentment between the two teams.
Solution: A. Help the team understand that compliance is an important part of the overall success of the project and value creation.
Compliance with the defined project standards, rules, and procedures and conducting project audits is the responsibility of the compliance department. By focusing on understanding and collaboration, the project manager can effectively address the team’s concerns, maintain compliance with regulations, and ensure the overall success of the project. This approach demonstrates a commitment to both project goals and regulatory compliance, fostering a more harmonious and productive working environment.
The other answer choices are not as effective. While the project manager may need to negotiate with the compliance department to streamline certain processes, simply pushing back and reducing documentation is not a sustainable solution. The team still needs to comply with all applicable regulations, and reducing documentation could increase the risk of non-compliance.
While dedicating time to compliance is important, making it a daily focus could further disrupt the team’s workflow and exacerbate their frustration. The project manager should aim to integrate compliance activities into the team’s regular processes rather than creating separate workshops.
While involving the compliance team in daily standup meetings could foster transparency and communication, it may not be the most efficient use of everyone’s time. The project manager should consider more targeted meetings or communication channels to address specific compliance concerns.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6.3 QUALITY] [2.5.2 BALANCING COMPETING CONSTRAINTS]
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//2/2673 [Item 2.10 the many faces of success]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1/ [Item Building engaged team performance: align your process and people to achieve game changing business]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.3.1./343 [Item]
Question
In a multidisciplinary project, a project manager is delegating some project management activities to several team members.
What should the project manager do first?
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.
Solution: D. Develop a responsible, accountable, consult, and inform (RACI) chart.
The project manager’s priority should be to clearly define the roles and responsibilities of each team member for the project management activities. The RACI chart is a tool that can be used to do this effectively.
The other answer choices are incorrect because they are not the first step the project manager should take. Developing a project communications management plan is important, but it should not be done until the roles and responsibilities have been defined. Developing a mentoring plan is a good idea for long-term team development, but it is not relevant to the immediate need of delegating project management activities. Developing an OBS and WBS is important for defining the scope of the project, but it does not address the issue of delegating project management activities.
This question and rationale were developed about:
O’Reilly Platform (No Date) //77/191 [Item The project management toolkit (Kindle)]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.2/317 [Item]
Question
A team member is unable to work for one week because of sick leave. The team member is currently assigned to a task on the critical path.
What is the next step the project manager should take?
A.Choose another team member to take over the task immediately.
B.Evaluate the possible impacts of a project delay.
C.Refer to the risk response plan to mitigate this issue.
D.Convince the team member to proceed with completing the task.
Solution: B. Evaluate the possible impacts of a project delay.
Evaluating the possible impacts of this change on the project should be the first action the project manager takes to determine its effect on cost, time, and other constraints.
Choosing another team member to take over or proceed with the task could be detrimental if no proper handover is provided. The issue cannot be mitigated before it is evaluated.
This question and rationale were developed in reference to:
Identifying and Managing Project Risk, 3rd Edition (No Date) Tom Kendrick//Managing project risk/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/Figure 11.11 [Item Perform Quantitative Risk Analysis: Input, Tools, Techniques, and Outputs]
Question
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 an initial timeline, budget, and other critical estimations to the client.
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4.2 PLANNING VARIABLES]
| The Agile Practice Guide (No Date) PMI/PMI// [Item]
Question
During the execution phase of a healthcare IT project, the customer’s project manager resigns and has not been replaced. The internal project manager finds out that, as a result, key stakeholders are no longer getting updated information in a timely manner.
What should the project manager do?
A.Update the communications management plan.
B.Immediately inform the key stakeholders directly.
C.Inform the project sponsors of the recent changes.
D.Keep sending the information until a reply is received.
Solution: A. Update the communications management plan.
In this situation, the customer’s project manager has resigned, and the flow of communication has been disrupted. If there is a change in project stakeholders, the communication plan must be updated immediately. This will help ensure that key stakeholders are receiving updated information in a timely manner.
The other options are incorrect because they do not adequately and effectively address the issue. While they may be necessary actions, that would be determined after updating the communication management plan.
Informing the key stakeholders directly is incorrect because the first thing the project manager should do is update the communications management plan. This will reduce confusion and provide an efficient way to move forward with a structured communication plan in place.
Updating the sponsor is incorrect because it does not solve the issue and may lead to further confusion and communication disruption. It is important to keep sponsors appraised of any issues, but the primary concern here is the communication gap, which must be addressed first.
Sending the information and waiting for a response is inefficient, does not address the issue, and will negatively impact the project.
This question and rationale were developed in reference to:
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//8.4/ [Item]
PMBOK Guide Seventh Edition (2022) ///[4.2.2.2 Effectiveness of Communication Channels]
Question
A project manager is contracted to manage a project for a startup with grants from a foreign source. Midway into this project, the project manager is informed that there is a government regulatory requirement that might affect the project because the customer has foreign funding sources.
What should the project manager do since all the necessary approvals for this project have been received?
A.Determine the ownership of this project based on the previously approved project charter and continue with the project.
B.Consult the risk register to determine the likelihood that the project will be accepted by the customer and meet regulatory requirements.
C.Confirm that the project is in compliance with all regulations and keep abreast of all legal implications.
D.Stop the project, ask for additional funds to obtain work permits, and continue the project without further delays.
Solution: C. Confirm that the project is in compliance with all regulations and keep abreast of all legal implications.
The project manager should confirm that the project is in compliance with all regulations and keep abreast of all legal implications as local laws and regulations may have changed.
The other answer choices are incorrect. Determining the ownership does not solve the issue and continuing with the project as-is not acceptable; consulting the risk register to determine if the customer will accept it disregards the regulatory requirement; if the project manager realizes that the project no longer complies with government regulatory requirements, they must inform the client and must behave ethically. The project may be stopped when there is noncompliance, so it is more important for the project manager to confirm compliance than to seek permits.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/Make quality your priority [Item Title: Great lessons in project management ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 1/7 [Item Project Initiation Context.]
Question
A large transformation project that requires cross-functional effort from various business teams is in progress.
Which two actions should the project manager take first to complete the stakeholder register? (Choose two)
A.Hold a workshop with key project team members to brainstorm and identify potential stakeholders.
B.Ask for referrals from the business sponsor or senior leadership.
C.Analyze the interest, influence, and impact of potential stakeholders from each business team.
D.Discuss the project with team members and put together the register at a team meeting.
E.Contact each potential stakeholder directly and ask if they are interested in joining the project.
Solution: A and C. Hold a workshop with key project team members to brainstorm and identify potential stakeholders and Analyze the interest, influence, and impact of potential stakeholders from each business team.
The project manager should engage key team members to leverage their knowledge and experiences in identifying stakeholders from various parts of the business. This inclusivity prevents oversights and leads to a more comprehensive register. Understanding each stakeholder’s interest (awareness and concern), influence (power to affect the project), and impact (potential consequences of their involvement) is crucial for prioritizing engagement strategies and tailoring communication for different groups.
The other answer choices are incorrect. While discussing with team members is valuable, finalizing the register directly in a meeting is inefficient and prone to oversights. Relying solely on referrals risks overlooking key stakeholders outside their immediate network and can introduce bias based on existing relationships. Directly contacting every individual at this early stage is inefficient and overwhelming. It doesn’t allow for proper IAI assessment or ensure their actual interest in participating, potentially discouraging involvement.
Breaking down the project by domain areas is valuable for categorization, it isn’t an initial action for identifying stakeholders.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/4/Who are the HPM framework stakeholders [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13/ [Item]
Question
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.
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.
By conducting procurement performance reviews on a regular basis, the project manager can proactively identify and address any potential issues with vendor performance. This will help to ensure that the project meets its procurement objectives and that the products are delivered on time and meet the quality requirements.
The other answer choices are incorrect because they are not enough to ensure that the products meet the quality requirements and are delivered on time, and the project manager needs to monitor vendor performance to identify and address any potential problems.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/12/492 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//19.1/ [Item]
Question
Production of a specific machine in a factory was contracted through a foreign supplier. Prior to delivery of the final two components, the supplier informs the project manager that they need to renegotiate prices or the components will not be delivered.
What should the project manager do first?
A.Raise a legal case with the company for breaching the contract.
B.Approach alternative suppliers for the remaining two components.
C.Initiate the response plan for this risk entry based upon the trigger.
D.Work with the supplier to agree on new prices to minimize cost impact.
Solution: D. Work with the supplier to agree on new prices to minimize cost impact.
The project manager should first work with the supplier to agree on new prices to minimize cost impact. This is the most pragmatic and likely solution to the problem. It is important to maintain a good relationship with the supplier, as they will be responsible for delivering the final two components.
The other answer choices are not as relevant or effective. Raising a legal case with the company for breaching the contract should be a last resort, as it could damage the relationship with the supplier and delay the project even further. Approaching alternative suppliers for the remaining two components may take time and be expensive, and there is no guarantee that the new suppliers will be able to deliver the components on time and to the required specifications. Initiating the response plan for this risk entry based on the trigger. This is a good step to take, but it is not the first thing that the project manager should do. The project manager should first try to resolve the issue directly with the supplier.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //10 Determining and Planning Project Risk Responses/ [Item “Project Risk Management- A practical implementation approach”]
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ [3.10 OPTIMIZE RISK RESPONSES]
Question
A project manager works in an organization where the culture encourages virtual teams. New challenges arise periodically in this environment, and the project manager currently is in the early stages of a new agile project.
What should the project manager do to help the team overcome these challenges?
A.Perform a strengths, weaknesses, opportunities, and threats (SWOT) analysis to quickly identify the team’s status and take appropriate action.
B.Place a hold on all activities and gather the team for a meeting to discuss the new challenges identified so they can be immediately addressed.
C.Wait until the next daily scrum meeting to address the challenges so that the entire team knows what is going on and the issues can be discussed.
D.Work with the product owner to determine the best course of action for the team to remove any impediments.
Solution: A. Perform a strengths, weaknesses, opportunities, and threats (SWOT) analysis to quickly identify the team’s status and take appropriate action.
The project manager must first understand the team’s problems and gaps, which a SWOT analysis enables them to do.
The other answer choices are incorrect. There is no need to stop the project, and the project manager should conduct analysis before involving the team. The product owner does not need to be involved, as the challenges described here are internal to the project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1/SWOT Analysis [Item Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaboration Tools.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11.2.2.3 Data Analysis/415 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/72 [Item 4.0 Project Integration Management]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/30/8475 [Item]
Question
A project manager is appointed to design and develop a strategy for a government organization. The project manager recognizes that the project has a limited amount of detailed information to prepare project estimates. However, several other government organizations have already successfully adopted the same strategy.
In this scenario, which type of estimating method should the project manager select?
A.Parametric modeling
B.Analogous estimation
C.Three-point estimating
D.Expert judgment
Solution: B. Analogous estimation
In this scenario, the project manager has limited information about the project, but they know that several other government organizations have already successfully adopted the same strategy. This suggests that there is sufficient historical data available to use analogous estimation. Analogous estimation is a project management technique that uses historical data from similar projects to estimate the cost, time, and resources required for a new project. It is a good choice for projects with limited information, such as the one described in the question.
The other answer choices are incorrect. Parametric modeling is a project management technique that uses mathematical formulas to estimate the cost, time, and resources required for a project. It is not as well-suited for projects with limited information as analogous estimation. Three-point estimating is a project management technique that uses three estimates (i.e. optimistic, pessimistic, and most likely) to estimate the cost, time, and resources required for a project. It is not as well-suited for projects with limited information as analogous estimation. Expert judgment is a project management technique that uses the expertise of experienced professionals to estimate the cost, time, and resources required for a project. It is not as well-suited for projects with limited information as analogous estimation.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//4-Estimating size with story points/n/a [Item]
PMBOK Guide Sixth Edition (2018) PMI/PMI/7/244 [Item]
Question
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.
What should the project manager do next?
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) ///27 [Item Project Management Tool Kit: 100 Tips]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10/362 [Item]
Question
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.
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 a weekly basis is potentially 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, the project manager will still need to identify all stakeholders of this project and each stakeholder’s communication requirements/preferences.
This question and rationale were developed in reference to:
Information Technology Project Management (No Date) //10/415 [Item Table 10-1 Sample stakeholder communications analysis.
Cengage Learning 2014.
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13-Identify Stakeholders/512 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.1 STAKEHOLDER PERFORMANCE DOMAIN]
Question
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.
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.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/235 of 699 [Item Conflict Resolution]
| Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//4/FOCUS ON DOWNWARDS [Item]
Question
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.
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.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4/ [Item Managing Virtual Teams: Getting the most from wikis, blogs, and other collaborative tools by Katherine Brown; Charlene James-Tanny; Brenda Huettner (2010)]
| The Agile Practice Guide (No Date) PMI/PMI/4/46 [Item]
Question
During the final 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.
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 final 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.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/15/Comparing TPM and CPM models [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/1 - Introduction/Section 1.2.6.1 Project Business Case [Item]
Question
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.
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.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//7/n/a [Item]
| O’Reilly Platform (No Date) //2 - Agile Development in Real World/Chapter 2 [Item https://learning.oreilly.com/library/view/agile-development-in/9781484216798/9781484216781_Ch02.xhtml#Sec3
Business Alignment : The portfolio team’s first priority in approving a project is to ensure that it aligns with the business’s goals and objectives defined by upper management. The executives define business strategies to ensure that the organization moves in a sustainable direction within their market segment. Companies that build products that are inconsistent with their marketing segment are soon out of business (unless the company is trying to move to a new market segment). Additionally, portfolio managers want to maximize gain. The project mix affects the value of the portfolio; therefore, the portfolio manager must evaluate different “mixes” to determine the highest value of a portfolio.The portfolio of approved projects is organized to bring the best use of resources (personnel, funds, materials) to the organization’s benefit. Companies make products that satisfy a certain market segment to build profit; even a nonprofit company’s existence depends on attaining positive revenue to sustain itself.]
Question
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.
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.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) //4/35 [Item 4.2.1.1 Servant Leaders facilitate]
| The Agile Practice Guide (No Date) PMI/PMI/4/35 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
Improving Agile Retrospectives: Helping Teams Become More Efficient 1st Edition (No Date) Marc Loeffler//1/Retrospectives [Item]
| The Agile Practice Guide (No Date) PMI/PMI/Anex A.1/ [Item Section 8]
Question
A customer is upset because a critical issue for a project deliverable has not been resolved by the agile team, even though troubleshooting has been running for several weeks. During the daily meetings, the team complains about the technical challenge and their lack of knowledge to resolve the issue.
Which two actions should the project manager take to resolve this situation? (Choose two)
A.Escalate the case to a functional manager to bring a technical expert to the team.
B.Explain the situation to the customer and include an action plan.
C.Keep the team working on the sprint backlog in order to accomplish the next release milestone.
D.Update the issue and risk logs, including the action plan to resolve the issue.
E.Set up a new release date for this deliverable with the product owner.
Solution: A and B. Escalate the case to a functional manager to bring a technical expert to the team. and Explain the situation to the customer and include an action plan.
Considering that the customer is already upset and that the team has not been able to solve the situation, the way to solve this will be to get help from outside the team and explaining the plan to the customer.
The other answer choices are incorrect. Continuing to work without a solution is not the best approach as the issue is still looming; updating the issue and risk logs would have already happened since the beginning of the issue a few weeks ago; unless they know how to solve the issue, they will be unable to forecast an accurate release date.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//10/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/ [Item]
Question
A company is implementing a new computerized system. During project execution, the leader of a department that is critical to project completion raises a concern that the department’s requirements are completely missing from the approved project management plan.
What should the project manager have done to avoid this issue?
A.Managed the expectations of all relevant stakeholders.
B.Sought expert judgment in the project scope design.
C.Involved all relevant stakeholders in the project planning.
D.Developed a change management plan to approve changes.
Solution: C. Involved relevant stakeholders in the project planning
The project manager should involve the relevant stakeholders in the project planning. The leader of the department is concerned that requirements are completely missing from the approved project management plan. The leader of the department is a stakeholder and they should have been included in project planning activities. If the approved project management plan does not include all stakeholder requirements, then the project manager did not adequately involve all relevant stakeholders in the project planning process. Had the leader of the department been involved during the project planning process, the team would have had a clear understanding of their requirements and how to engage them.
The other answer choices are incorrect.
Managing stakeholder expectations is incorrect because the requirements are missing completely. It is reasonable for the department head to expect that the department’s requirements are met and recorded in the approved project management plan.
Developing a change management plan is incorrect because the project manager was not aware of the issue until the leader of the department expressed their concerns.
Seeking expert judgment in the project scope design is incorrect. If the department leader was not included in project planning activities, seeking expert judgment in the project scope design would not resolve the issue of missing requirements.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/ [Item Business Analysis for Practitioners - A Practice Guide]
PMBOK Guide Seventh Edition (2022) ///[3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
Question
In order to determine a new hybrid approach for a project, the project manager decides that an assessment of the organizational culture is needed.
The project manager should consider a balance between which two elements?
A.Exploration and stability
B.Speed and traditional models
C.Flexibility and predictability
D.Disruption and conformity
Solution: C. Flexibility and predictability
Flexibility and predictability are the most important things in the organization’s culture for the project manager to determine the appropriate hybrid approach. When assessing organizational culture to determine a new hybrid approach for a project, the project manager should consider balancing flexibility and predictability.
The other answer choices are incorrect. Exploration and stability may be helpful, but it does not directly address the need for balancing flexibility and predictability. Speed and traditional models may be helpful, but it does not directly address the need for balancing flexibility and predictability. Disruption and conformity may be important factors to consider, but they do not directly address the need for balancing flexibility and predictability.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/311 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6.2.2 ASSESSING CULTURE/6.2.2 ASSESSING CULTURE [Item]
Question
A project is nearing completion and a stakeholder wants to know how the project outcomes will impact the organization. What should the project manager review with the stakeholder?
A.Business case
B.Benefits management plan
C.Project charter
D.Assumption log
Solution: B. Benefits management plan
The project manager should review the benefits management plan with the stakeholder as it is the best document to describe how and when the benefits will be delivered and the outcome’s impact on the organization.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/1.2.6.2/33 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//11.1/Location 11300 [Item]
Question
A company is transitioning from using a predictive approach to a hybrid predictive-agile project implementation. The leadership team is concerned about benefits realization and is closely following up on one of the project iterations with the project manager.
What should the project manager do in this situation?
A.Update the leadership team with a quantifiable value report for each iteration.
B.Demonstrate the business value to the leadership team and get their buy-in.
C.Keep delivering iterations of the solution and show the benefit increments to the leadership team.
D.Wait for the leadership team to share the benefits realization updates for each iteration with management.
Solution: C. Keep delivering iterations of the solution and show the benefit increments to the leadership team.
As the team is transitioning to a hybrid predictive-agile environment, the project team will use new metrics that matter to the management team. Metrics for agile projects often provide a historical track record so project teams can use such data for improved forecasts and decision making. In the agile environment delivering business value is the responsibility of the project team, who will collaboratively produce the benefit incrementally.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//17/235 [Item Producing business value ]
| O’Reilly Platform (No Date) //3/BRM Framework [Item Benefits Realization Management: A Practice Guide]
Question
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 occurring?
A.Identified the project sponsor as a stakeholder at the beginning of the project.
B.Developed and approved the business case jointly with the product owner and the project sponsor.
C.Identified and captured any potential issues in the issue log and monitored them frequently.
D.Created a detailed work breakdown structure (WBS) and implemented systematic tracking.
Solution: B. Developed and approved the business case jointly with the product owner and the project sponsor.
Developing and approving the business case jointly with both the product owner and the project sponsor is a crucial step in project management. It is important for the product owner and the project sponsor to agree on the benefits of the project before it begins so that there is no confusion about who owns those benefits once the project is completed. This promotes transparency and helps prevent disputes later on.
The other options are incorrect they do not address the source of the conflict.
Identifying the project sponsor as a stakeholder at the beginning of the project is not the correct answer because simply identifying the project sponsor as a stakeholder does not ensure that they will agree with the product owner on the benefits of the project.
Identifying and capturing any potential issues in the issue log and monitoring them frequently is not the correct answer because it does not directly address the issue of who owns the benefits of the project.
Creating a detailed work breakdown structure (WBS) and implementing systematic tracking is not the correct answer because it does not directly address the issue of who owns the benefits of the project.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[THE STANDARD FOR PROJECT MANAGEMENT 3.4 FOCUS ON VALUE]
Question
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.
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.
This question and rationale were developed in reference to:
PMBOK Guide Fifth Edition (2013) PM/PMI// [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1/317/318 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7/ [Item Conflict resolution:understanding superior, subordinate and functional conflicts]
Question
During a project team meeting, team members have identified a list of risks that may occur during the project. The project sponsor would like to meet with the project manager to evaluate the importance of each risk. What type of analysis should the project manager perform in preparation for a meeting with the sponsor?
A.Qualitative risk analysis
B.Quantitative risk analysis
C.Monte Carlo risk analysis
D.Expert judgment analysis
Solution: A. Qualitative risk analysis.
Qualitative risk analysis evaluates the importance of each risk in order to categorize and prioritize individual risks for further attention Qualitative risk analysis is the consideration of a range of characteristics such as the probability of occurrence, degree of impact on the objectives, manageability, timing of possible impacts, relationships with other risks, and common causes or effects.
The other options are incorrect because they are not the best way to evaluate the importance of each risk identified by the team.
Quantitative risk analysis is incorrect because it examines the combined effect of identified risks on the desired outcome.
A Monte Carlo risk analysis is a technique that computes or iterates the project cost or project schedule many times using input values, selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates.
Expert judgment may be used for risk analysis, but it is not a primary technique used to evaluate the importance of individual risks. Expert judgment may be subject to biases and may only offer a limited perspective. Therefore, the correct answer is qualitative risk analysis.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/419-420 [Item Perform qualitative risk analysis]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//17/ [Item Risk identification, risk analysis, qualitative and quantitative risk analysis]
Question
The project manager discovers that a stakeholder provides inaccurate status reports to the steering committee. Moreover, the stakeholder does not have accurate information on the project.
What should the project manager do first?
A.Update the communications management plan to ensure that the stakeholder receives the necessary information.
B.Schedule a meeting with the stakeholder to discuss the inaccurate reporting and provide accurate information.
C.Send regular updates to the steering committee to keep them informed about the project.
D.Escalate the issue and request that all reports be preapproved before they are sent to the steering committee.
Solution: B. Schedule a meeting with the stakeholder to discuss the inaccurate reporting and provide accurate information.
By scheduling a meeting with the stakeholder, the project manager can take a proactive approach to addressing the issue of inaccurate reporting. The meeting will provide an opportunity to identify the root cause of the problem, discuss potential solutions, and develop a plan to improve the accuracy of the stakeholder’s reporting. This will help to ensure that the steering committee has the information it needs to make informed decisions and that the project is able to stay on track.
The other answer choices are not as effective.
Update the communications management plan to ensure that the stakeholder receives the necessary information: While this is a good long-term strategy, it will not address the immediate issue of the stakeholder providing inaccurate information. The project manager needs to first determine why the stakeholder is providing inaccurate information and then take steps to correct the situation.
Send regular updates to the steering committee to keep them informed about the project: While this is important, it will not address the issue of the stakeholder providing inaccurate information. The project manager needs to ensure that the stakeholder is providing accurate information, not just that the steering committee is receiving accurate information.
Escalate the issue and request that all reports be preapproved before they are sent to the steering committee: This is an extreme measure that should only be taken if all other options have been exhausted. Preapproving all reports will slow down the communication process and may not prevent the stakeholder from providing inaccurate information.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/10.1.3/377 [Item]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/10.6/ [Item]
Question
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.
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 self-organization and servant leadership to dictate process without any buy-in from the teams doing the work.
Pausing the project is incorrect because it breaks the 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.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//7/7.1 stories and backlog refinement [Item]
| O’Reilly Platform (No Date) //5 / 28. Assisting in cross-organizational communication/Para 4 9Where cross-organizational communication creates…) [Item The Power of the Agile Business Analyst, second edition - 30 surprising ways a business analyst can add value to your Agile development team by Jamie Lynn Cooke Published by IT Governance Publishing, 2018]
Question
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. The project manager wants 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.Arrange for basic hybrid training for team members 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.
Solution: B. Arrange for basic hybrid training for team members and ensure the team performs coordination meetings.
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. By providing training and establishing regular coordination meetings, the project manager can empower the team to adapt to hybrid work and achieve project success.
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.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//3/49 [Item]
| Hybrid Project Management, 1st edition (Sept 2020) Mark Tolbert and Susan Parente/Business Expert Press/Chapter 1/ [Item Section: How Do We Make Hybrid Approaches Work?]
| The Agile Practice Guide (No Date) PMI/PMI/5/53 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/14/480 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10. Key Concepts for Project Communication Management/361 [Item]
Question
A company is developing a new product that needs to implement nonfunctional security requirements. The product owner is concerned about how the team can ensure the implementation of these nonfunctional requirements.
What should the project manager do?
A.Appoint a security expert as part of the team to review the acceptance criteria.
B.Send the security requirements to the security department to be implemented.
C.Discuss the security requirements during the next sprint meeting.
D.Include the security requirements in the definition of done (DoD).
Solution: D. Include the security requirements in the definition of done (DoD).
To ensure compliance with security requirements, the project manager should include the security requirements in the definition of done (DoD). This will help ensure that the team is aware of the security requirements and that they are implemented throughout the project. Additionally, the project manager should consider conducting regular security audits and creating a governance plan to ensure compliance requirements are met and user access is strictly controlled.
The other answer choices are incorrect.
Appointing a security expert as part of the team to review the acceptance criteria is not enough to ensure that the product is compliant with security requirements.
Sending the security requirements to the security department to be implemented hands off responsibility for the security of the product to another team. The development team is responsible for implementing all of the requirements, including the security requirements.
Discussing the security requirements at the next sprint meeting is a good start, but it is not enough to ensure that the security requirements will be met. The project manager needs to develop a plan for implementing and verifying the security requirements.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/53 [Item Agile Foundations: Principles practices and frameworks. ]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item]
Question
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.
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.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//7/175-176 [Item]
| Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//10/187 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.2 PROJECT TEAM CULTURE] [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
An organization using a predictive approach has decided to switch to an agile approach. The organization believes it will deliver more value to its customers and has decided that all projects will adopt the agile approach.
What should the project manager do to ensure benefits realization?
A.Evaluate the realization of benefits during team standup meetings.
B.Align the benefits management plan with the product backlog.
C.Evaluate the benefits management plan at the end of the sprints.
D.Ask the scrum master to provide daily updates about the benefits realization.
Solution: B. Align the benefits management plan with the product backlog.
Aligning the benefits management plan with the product backlog ensures that the project is driven by the most valuable features and objectives that align with organizational goals. The benefits management plan should identify the specific benefits that the project aims to achieve and the product backlog should be prioritized based on those benefits. This will ensure that the team focuses on delivering the most valuable features first and that each sprint contributes to benefits realization.
The other options are incorrect.
Evaluating the realization of benefits during team standup meetings is not enough to ensure benefits realization. The project manager should also track progress against the benefits management plan on a regular basis.
Evaluating the benefits management plan at the end of the sprints is too late to ensure that benefits are being realized. The project manager should monitor progress and make adjustments as needed throughout the project.
Asking the scrum master to provide daily updates about the benefits realization is incorrect because the scrum master is responsible for facilitating the scrum process, not managing benefits realization. The project manager should be responsible for this task.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[THE STANDARD FOR PROJECT MANAGEMENT 3.4 FOCUS ON VALUE]
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[THE STANDARD FOR PROJECT MANAGEMENT 3.5 RECOGNIZE, EVALUATE, AND RESPOND TO SYSTEM INTERACTIONS]
Question
A project manager is managing an integrated project involving both hardware and software development, with a customer-approved Gantt chart and customer involvement expectations. The software development team proposes agile methodologies for development.
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).
Solution: A. Assess the best project methodologies for continued business value.
The project manager should assess the best project methodologies for continued business value. By analyzing these factors and potential hybrid approaches, the project manager can make an informed decision about the best project management methodology for maximizing business value and achieving project success.
The other answer choices are not as effective.
Adopt agile sprints to develop the project within the timeframe: While agile could be beneficial, adopting it solely to meet the timeframe without considering other factors like customer expectations or hardware integration might not be the optimal solution.
Advise the team to strictly follow the customer-approved Gantt chart: While the customer’s approval holds weight, adhering rigidly to the Gantt chart might impede the project’s agility and adaptability to changing needs.
Evaluate customer roles with the project management office (PMO): While involving the PMO could be valuable, it focuses solely on customer roles and not the broader project methodology choice.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Explore Scope/131 [Item]
| O’Reilly Platform (No Date) //11/ [Item Project Management: A Managerial Approach, 8th Edition, Samuel J. Mantel Jr, Jack R. Meredith (2011)]
Question
A project manager is leading a major product development project. The project is currently in the middle of the fifth sprint, and the product release is scheduled for next quarter. The project manager receives unexpected news that the company has just been formally acquired by a major competitor. This competitor already has a similar product in their portfolio.
What immediate action should the project manager take to address the situation effectively?
A.Perform a comparative product analysis to identify similarities between the products.
B.Collaborate with the project manager overseeing the competitor’s product to align project activities.
C.Seek support from the project sponsor and initiate the appropriate change management procedures.
D.Prepare a project termination report and document the lessons learned from the ongoing project.
Solution: C. Seek support from the project sponsor and initiate the appropriate change management procedures.
The project manager should seek support from the project sponsor because the sponsor links the project team with the strategy and big-picture view at the executive level of the organization. Initiating the appropriate change management procedures ensures effective transformation to the new organizational landscape and that adjustments are made with structured processes. Change management procedures can help to minimize disruption and ensure that the transition is successful.
The other options are incorrect because they are not immediate priorities and may not be practical until the project manager has a better understanding of the sponsor’s plans for the project. When manager knows whether the project will be continued, terminated, or merged with the competitor’s product, they can then take action accordingly. The project manager should focus on organizational changes and determining the future of the project.
This question and rationale were developed in reference to:
The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//93 [Stakeholder management planning]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.4.7 CHANGES]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [x2.2 THE SPONSOR ROLE]
Question
During sprint planning, an agile team and product owner identified that the team should be able to finish five user stories. However, during the sprint, the team worked on more than five stories but did not complete any stories at all.
What should the project manager do?
A.Clarify priorities with the team.
B.Create smaller stories in the future.
C.Review the definition of done (DoD).
D.Update the product release plan.
Solution: A. Clarify priorities with the team.
In this situation, the project manager should clarify priorities with the team. Prioritizing stories is important because it helps the team focus on delivering the most valuable features first. The team expected to have the capacity to complete five user stories, but they took on extra stories and failed to complete any stories at all. There is always some risk that user stories may fail to be completed within a sprint, but this situation indicates a misalignment between the team’s understanding of priorities and the true priorities for the sprint.
The other options are incorrect.
Creating smaller stories and updating the release plan may be necessary, but doing so without clarifying priorities does not address nor resolve the root cause of the issue.
Reviewing the DoD does not address the core issue. The DoD is a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. The main issue is the selection and prioritization of user stories rather than a problem with the criteria for completing them.
This question and rationale were developed in reference to:
Succeeding with Agile (No Date) //12/Influencing Self-Organization
The Agile Practice Guide (No Date) PMI/PMI/1.2.6/55 [Item]
Question
For an agile project, some team members have other commitments or responsibilities. The project manager faces the challenge of not having a team that is fully dedicated to the project. How should the project manager ensure good velocity, cycle duration, and on-time iteration completion with a non-dedicated team? (Choose two)
A.Tell team members to log their time to guarantee that they prioritize their time effectively.
B.Request that the product owner and stakeholders provide cross-functional team members.
C.Get buy-in from the product owner and stakeholders for obtaining full-time team members.
D.Revisit the resource log to ensure the most skilled resources are on the project.
E.Deploy additional team members, irrespective of the story points or iterations.
Solution: B and C.
B. Request that the product owner and stakeholders provide cross-functional team members.
C. Get buy-in from the product owner and stakeholders for obtaining full-time team members.
Dedicated team members are highly recommended in agile project development. The project manager should work with the product owner and stakeholders to communicate the importance of cross-functional and full-time team members.
The other answer choices are incorrect.
Telling members to log their time does not guarantee that the team member will prioritize their time effectively.
Revisiting the resource log does not directly address the issue. If skilled resources are not fully dedicated to the project, it can still impact velocity and on-time completion.
Deploying additional team members may not be feasible and could be counterproductive and may increase cycle durations and reduce velocity.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/4/44 and 45 [Item Dedicated team members are a must in Agile project development.]
| The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//62/ [Item The Project Management Tool Kit, Chapter 62]
Question
Critical project equipment is being produced by an overseas vendor. A quality survey revealed noncompliance with some of the project specifications.
What should the project manager do next?
A.Assign project personnel to oversee the vendor’s facility to ensure compliance with the specifications.
B.Review the production contract to determine if the referenced specifications were included.
C.Schedule a workshop with vendor representatives to provide an overview of the project specifications.
D.Schedule regular meetings with the vendor to personally control this situation.
Solution: B. Review the production contract to determine if the referenced specifications were included.
The project manager should review the production contract to determine if the referenced specifications were included. The production contract is the legal agreement between the project manager and the vendor, and it should outline all of the project requirements, including the specifications for the equipment. Checking the contract would be the best starting point because if the specifications were not included in the contract, the vendor could not be held accountable for compliance.
Assigning project personnel to oversee the vendor’s facility is premature without first verifying the contractual obligations.
Scheduling a workshop with vendor representatives doesn’t directly address the noncompliance issue.
Scheduling regular meetings with the vendor does not directly address the issue and would not be the initial step.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.6.2 Contracting]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//19.9/ [Item Contract administration]
Question
A project manager has been assigned to an important project with stakeholders who have different expectations for the project. Some stakeholders also have a high degree of influence on the project.
How should the project manager handle this situation?
A.Control the degree of stakeholder influence to better align with the project objectives.
B.Include the influential stakeholders’ requirements and ensure other stakeholders are aligned with the project goals.
C.Elicit and negotiate stakeholder requirements according to each stakeholder’s influence.
D.Manage the stakeholders carefully and apply stakeholder expectations without impacting the project objectives.
Solution: C. Elicit and negotiate stakeholder requirements according to each stakeholder’s influence
The project manager will first need to understand each stakeholder’s influence and interest in the project thoroughly. Based on these two factors, the project manager can then negotiate and align each stakeholder’s needs with the project goals. Thus, eliciting and negotiating stakeholder requirements according to each stakeholder’s influence is the correct answer.
The other answer choices are incorrect. It is not possible for the project manager to control the degree of stakeholder influence; include influential stakeholder’s requests and make other stakeholders align with the project goals; or be able to manage stakeholder expectations and apply their expectations without accessing each one of the stakeholder’s influence in the project.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//8/ [Item Negotiation]
| O’Reilly Platform (No Date) //4 (Section 4.2 The Nature of Negotiation)/ [Item Book: Project Management: A Managerial Approach, 8th Edition by Jack R. Meredith and Samuel J. Mantel Jr. ]
Question
A project is halfway complete, and despite a good schedule performance index (SPI), the customer has identified several minor issues. Most of the issues could be resolved quickly and easily if the customer could directly communicate with the development team. The project manager agrees, but some team members feel unsure about their ability to adequately engage the customer.
How can the project manager support successful customer engagement?
A.Assess members’ communication styles and provide feedback as needed to mentor the team.
B.Ensure that all project team members understand their specific roles and responsibilities.
C.Assess the project team’s technical skills and provide additional product development training.
D.Update the schedule performance index (SPI) and review all project team communications.
Solution: A. Assess members’ communication styles and provide feedback as needed to mentor the team.
The project manager should assess members’ communication styles and provide feedback as needed to mentor the team for successful customer engagement. This can help to ensure that team members can effectively engage with customers and address any issues that may arise. Providing feedback on communication skills will help the team identify areas where they can improve and help them develop more effective communication strategies for engaging with customers.
The other options are incorrect.
Assessing the team’s technical skills and ensuring that all team members understand their roles and responsibilities is important, but does not address the issue in this situation. There are issues, but there is no evidence that the team is lacking technical skills or understanding. The issues can be addressed quickly and easily if the team can effectively communicate with the customer. The best way to address the apprehension of the team is to mentor the team for successful customer engagement.
Updating the SPI may not be necessary and does not directly relate to the issue of customer engagement proficiency.
This question and rationale were developed in reference to:
Developing Strengths-Based Project Teams (No Date) /Martha Buelt and Connie Plowman/6/Project team members individual strengths-based development [Item]
| O’Reilly Platform (No Date) //4/ [Item Diversity at Work: The Practice of Inclusion]
Question
Team members are transferred from a predictive project to a newly formed agile team. The new team members are expressing dissatisfaction about the additional training they are required to complete in the internal project team chat channel. How should the project manager address this situation?
A.Ignore the complaints and assume that the new team members will adapt over time.
B.Schedule a meeting to discuss the concerns and provide clarity on the training’s importance.
C.Remove the additional training requirement to alleviate team members’ dissatisfaction.
D.Send a memo outlining the mandatory training and consequences for non-compliance.
Solution: B. Schedule a meeting to discuss the concerns and provide clarity on the training’s importance.
Meeting with the team to discuss the issue encourages open communication and addresses the concerns directly. By scheduling a team meeting, the project manager can listen to the team members’ grievances, provide explanations about the training’s importance, and work collaboratively to find a solution. This approach fosters a positive team environment and helps in resolving the issue constructively.
The other options are incorrect.
Ignoring the complaints is incorrect because it suggests that the dissatisfaction will resolve itself over time. This is not a proactive or effective approach to addressing team issues. It can lead to demotivation and reduced team performance.
Removing the training requirement might temporarily alleviate dissatisfaction, but it may compromise the team’s ability to perform effectively in an agile environment. Training is often essential for team readiness, and it’s better to address concerns through communication rather than avoiding necessary training.
Sending a memo with consequences can be seen as authoritarian and may not effectively address the underlying dissatisfaction. It lacks the personal touch and open dialogue necessary to resolve team issues.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//6/ [Item]
PMBOK Guide Seventh Edition (2022) /// [23.6 DEMONSTRATE LEADERSHIP BEHAVIORS]
Question
Regular check-ins with the delivery team reveal low morale and a lack of efficiency. What should the project manager do to address these concerns?
A.Perform a skill assessment.
B.Conduct teambuilding exercises.
C.Remove all project roadblocks.
D.Conduct a satisfaction evaluation.
Solution: D. Conduct a satisfaction evaluation.
Before implementing a solution, the project manager should further assess the problem and the source. There is no indication as to the source of the low morale and lack of efficiency. It could result from conflicts, unachievable expectations, low motivation, etc. Before implementing a strategy to address these issues, the project manager must identify the root cause. A survey can be used to assess the degree of satisfaction and help identify the sources.
The other answer choices are incorrect. A skills assessment should have been performed before the team is formed and is not an effective way of managing this situation.
Team building is incorrect because it may not fully address the situation. Teambuilding exercises may not address the source of the morale and efficiency issues.
Removing roadblocks is incorrect because it is not clear that there are roadblocks in the execution of the project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //11/ [Item Coaching for Breakthrough Success: Proven Techniques for Making Impossible Dreams Possible by Peter Chee; Jack Canfield Published by McGraw-Hill, 2012]
| O’Reilly Platform (No Date) //Building Your Team’s Moral Pride and Spirit; Gene Klann/Chapter 6: Shared Experiences [Item https://learning.oreilly.com/library/view/building-your-teams/1882197860/]
Question
Due to economic implications, a company announces imminent layoffs. A project is nearing delivery, and the team is worried about losing their jobs. Team morale is very low, and the project manager is experiencing increased delivery delays from the team.
What should the project manager do to address team morale?
A.Replace team members who are not delivering optimally to improve overall productivity.
B.Provide regular updates on the layoff situation and discuss its impact on the team and the project.
C.Keep all information about the layoffs confidential to avoid causing further anxiety.
D.Meet with the project team to assure them that they will not be laid off and their jobs are safe.
Solution: B. Provide regular updates on the layoff situation and discuss its impact on the team and the project.
The project manager should address the team’s concerns by being transparent and supportive. Support can be demonstrated by providing encouragement, showing empathy, and engaging in active listening. Even if the team members are not laid off, the way they were treated during a time of high anxiety will continue to impact their morale and motivation. Addressing the situation inappropriately can lead to dissatisfaction, lack of trust, and reduced morale and motivation.
The other opinions are potentially misleading, inappropriate, and unethical.
Replacing team members may not be possible, is irresponsible, and will likely lead to increased anxiety and worsening morale.
Keeping all information about layoffs confidential is not transparent and may lead to mistrust and increased apprehension.
The project manager may not know who will be laid off and should not make assurances that are unfounded.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
| The Agile Practice Guide (No Date) PMI/PMI/Chapter 4 Implementing Agile/35 [Item 4.2.1.1 Servant Leaders Facilitate]
Question
During the execution phase of a project, the project manager is reassigned to another project. A new project manager takes over and quickly realizes that the project is facing issues with the quality and scheduling of some deliverables.
Which of the following should the new project manager do first?
A.Update the project plan to reflect the new schedule and quality requirements.
B.Review the project schedule and focus on delivering the project on time and within budget.
C.Meet with the project team to assess the situation and develop a plan to address the issues.
D.Evaluate the project team’s skills and ask the project sponsor for additional resources.
Solution: C. Meet with the project team to assess the situation and develop a plan to address the issues.
The project team is responsible for the execution of the project and has the most knowledge about the issues that are being faced. By meeting with the team, the new project manager can gain a better understanding of the issues and work with the team to develop a plan to address them.
The project manager should not make any decisions without a clear understanding of the problems. The other options should only be considered after the new project manager has assessed the situation and developed a plan to address the root cause of the issues. Updating the project plan or requesting additional resources may not be necessary. Reviewing the project schedule and focusing on delivering the project on time and within budget does not directly address the issues with the quality and scheduling of some deliverables.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//23.12/ [Item Managing stakeholder relations]
Question
A company is implementing an agile approach for a new project. Which action should the project manager take to ensure they are acting as a servant leader?
A.Keep strict control of the team and their activities.
B.Serve as a backup in case a team member becomes ill.
C.Ensure the team follows all processes as defined without question.
D.Understand the bottlenecks and support the team to remove them.
Solution: D. Understand the bottlenecks and support the team to remove them.
Agile times thrive with servant leadership. Servant leadership is a style of leadership that focuses on understanding and addressing the needs and development of project team members in order to enable the highest possible project team performance. A critical role for the servant leader 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.
The other options are incorrect because they do not align with the principles of servant leadership.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2. Characteristics of Service Leader/ [Item Servant Leadership in Action]
| The Agile Practice Guide (No Date) PMI/PMI/4/33-35 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
A company has hired a project manager to implement an adaptive project framework. The project has made some progress, but the team is frustrated because the client does not provide feedback or participate in defining acceptance criteria.
What could have caused this situation?
A.The development team has no experience in managing an adaptive project.
B.The client plans to implement the project and does not need to participate.
C.The client does not understand the importance of their involvement.
D.The development team has not produced a complete prototype.
Solution: C. The client does not understand the importance of their involvement
The development team needs clear direction from the client regarding project requirements, outcomes, and expectations. In adaptive project environments, the need for ongoing feedback is greater because the project teams are exploring and developing product elements within specific increments. In this case, the client is not engaging in a way that aligns with an adaptive project framework. In an adaptive framework, requirements are often subject to a high level of uncertainty and volatility and are likely to change throughout the project. It is important that clients and development teams exchange information in a dynamic, co-creative process in order to facilitate timely, productive discussions and decision-making that leads to more stakeholder involvement and higher satisfaction.
The other answer choices are incorrect because they do not address the issue of lack of client involvement. Even if the development team is new to adaptive projects, the client still needs to participate. The development team may not need to produce a prototype, but the client still needs to define acceptance criteria.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//12/404 [Item]
| O’Reilly Platform (No Date) //Chapter 4: What are the risks of not having an Agile business analyst?/ [Item The Power of the Agile Business Analyst, second edition - 30 surprising ways a business analyst can add value to your Agile development team]
PMBOK Guide Seventh Edition (2022) ///[2.3 DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN]
Question
A company is creating a new application for its users. The agile team completed the initiating stage and is performing iterations to complete planning and execution. However, a stakeholder wants to change the order of the deliverables to demonstrate new aspects of the app to stakeholders.
How should the project manager address this situation?
A.Include the stakeholder in sprint planning to ensure the right priorities are assigned.
B.Use key performance indicators (KPIs) to verify that the project is progressing on schedule.
C.Ask the stakeholder for a change request and submit it to the change control board (CCB).
D.Explain to the stakeholder that modifying the schedule now will increase the delivery risk.
Solution: A. Include the stakeholder in sprint planning to ensure the right priorities are assigned.
In agile projects, there is an expectation that work will evolve and adapt. Sprint planning allows for evolution and changes based on stakeholder feedback and technological advances. The project manager should include the stakeholder in sprint planning to ensure that the right priorities are assigned and to address the stakeholder’s request for a change in the order of deliverables. This can help to ensure that the project stays on track and that the stakeholder’s concerns are addressed.
The other options are incorrect.
Using KPIs to verify that the project is progressing on schedule does not address the stakeholder’s request.
Asking the stakeholder for a change request and submitting it to the CCB is not the best option because agile projects do not typically adhere to traditional change control processes.
Explaining to the stakeholder that modifying the schedule now will increase the delivery risk may be necessary, but it is important to work with the stakeholder to find a solution that meets their needs while also ensuring that the project stays on track.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8 Agile Planning: Dealing with Reality/ [Item The Agile Samuray]
| The Agile Guide to Business Analysis and Planning, 1st edition (March 2021) Howard Podeswa/Addison-Wesley Professional/3.2.1 Agile Manifesto/ [Item The Agile Guide to Business Analysis and Planning: From Strategic Plan to Continuous Value Delivery]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/42/ [Item]
Question
A colocated project team is facing communication and collaboration issues. Some team members have roles that require them to work different hours, some arriving early, others leaving later. At a recent weekly meeting, several team members were absent.
What is the best way for the project manager to ensure the team can attend all necessary meetings?
A.Encourage team members to work the same hours.
B.Discuss the meeting with the missing team members.
C.Create an information radiator for public display.
D.Schedule team meetings during overlapping core hours.
Solution: D. Schedule team meetings during overlapping core hours.
The project manager should schedule team meetings during overlapping core hours to allow team members to attend and receive the same message. The team is colocated, but some members arrive and leave at different hours, so the best option would be to schedule meetings at a time that works for all team members.
The other answer choices are incorrect. Encouraging team members to work the same hours does not ensure that they will be available for the meeting. It may also be impossible for the team members to change their schedules. Creating an information radiator will provide details, but the focus is at the summary level only and does not help to address the absentees. Discussing the meeting with the missing team members is incorrect because it is redundant, inefficient, and does not address the issue.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//7/117 [Item]
PMBOK Guide Seventh Edition (2022) /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT] [2.2.3 HIGH-PERFORMING PROJECT TEAMS]
Question
During initial project planning, a project manager was informed that a team member had been exclusively allocated to the project. Halfway through the project, the team member was assigned to another project.
What should the project manager do?
A.Discuss the impacts on project delivery with the functional manager and develop an appropriate course of action.
B.Register this as a risk in the risk register and implement the appropriate response.
C.Ensure that team members are cross-trained on all project tasks to increase the potential value of the project outcome.
D.Escalate this issue to the project sponsor to develop an appropriate course of action.
Solution: A. Discuss the impacts on project delivery with the functional manager and develop an appropriate course of action.
The impact of resource reallocation/reassignment should first be discussed with the functional manager. The project manager should meet with the functional manager to discuss the reasoning behind reassigning the team member to another project, the impacts associated with the change, and potential solutions. There is no way of knowing why the team member was transferred or how to proceed. It is possible that the functional manager mistakenly thought that the team member was no longer necessary, or it could be a response to a larger issue. Without a meeting to discuss this, there is no clear way to address the issue.
The other options are incorrect because they are not the most immediate or effective actions.
Adding this issue to the risk register is not an appropriate action at this point and does not resolve the issue.
It may not be possible or necessary to ensure that all team members are cross-trained to work on all project tasks.
Escalating the issue to the project sponsor may not be necessary, so the project manager should first gain a better understanding of the issue before taking action.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//25/357 [Item Address Risk ]
| Mastering Project Human Resource Management (No Date) Harjit Singh/// [Item Section 3 - Developing and managing (executing) stage]
Question
During the testing phase of a technical project, the project manager discovers some issues with the final product and subsequently learns that after negotiations, important product features were excluded from the contract’s scope in an effort to minimize costs for the client.
What should the project manager do to resolve the issue?
A.Escalate the issue to the sponsor to make a decision to redefine the scope and solve the problem.
B.Work with the client to negotiate and ensure the inclusion of the missing crucial features in the project.
C.Continue with the project as planned and register the contract scope issue in the issue log.
D.Review the lessons learned to find a solution for contract negotiation and scope issues.
Solution: B. Work with the client to negotiate and ensure the inclusion of the missing crucial features in the project.
In this case, the project manager has discovered a deficiency in the scope and needs to remedy it, which includes informing the client and negotiating a strategy for the client to deliver the product with the important features. Negotiating with the client to include the missing features is a proactive and collaborative approach to resolving the problem.
The other answer choices are incorrect.
Escalating the issue to the sponsor is not the best course of action at this stage, as the project manager should take a more proactive approach before escalating the issue.
Adding the issue to the issue log and reviewing the lessons learned will not solve the problem. Continuing with the project as planned will likely lead to dissatisfied customers and additional costs down the road.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//13/ [Item The Scoping Process Group]
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
A project team is unexpectedly audited. Several nonconformances were identified during the audit. Which three actions could the project manager have taken to prevent this situation? (Choose three)
A.Monitored conformance and quality standards.
B.Anticipated potential nonconformance items.
C.Asked that the team remain ready for an audit.
D.Ensured that the auditors were experienced.
E.Rejected the unexpected audit request.
Solution: A, B, and C.
A. Monitored conformance and quality standards.
B. Anticipated potential nonconformance items.
C. Asked that the team remain ready for an audit.
Audits are a part of the process. The team is expected to be in compliance and maintain products and deliverables as per project standards. Monitoring conformance and quality standards and asking the team to remain prepared for an audit can help to identify and address any potential nonconformances before they become a problem. The project manager should also try to anticipate potential nonconformances and take steps to mitigate them.
The other answer choices are incorrect. They are outside of the project manager’s authority and influence.
This question and rationale were developed in reference to:
The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//67/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6.3 QUALITY]
Question
An agile project is in the first of six iterations. The team is located globally, so the meetings are in a virtual environment. After the fifth daily meeting, the project manager realizes that not all members are actively participating.
What should the project manager do?
A.Ask the team members why participation is lacking.
B.Engage and guide the team to encourage all members to participate.
C.Ask each team member individually to participate in future meetings.
D.Allow the team to find their own way to fully participate.
Solution: B. Engage and guide the team to encourage all members to participate
The project manager should engage and guide the team to encourage all members to participate. The project manager has to be sure that the environment can accommodate member participation.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 4: Establishing communication and trust/ [Item https://learning.oreilly.com/library/view/agile-software-development/9780133492385/ch04.html]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Agile Guide/46 [Item]
Question
A project manager is working on a global project with team members in several different countries. To manage communications, the project manager plans to hold virtual meetings and on-site visits once a month.
What should the project manager do next while working with this team?
A.Ask the IT manager of each site to manage the technical components of the virtual meetings.
B.Request the team members’ résumés and become familiar with the teams’ experiences.
C.Propose and establish a team charter with the rules and principles to be followed.
D.Request the budget for weekly in-person meetings with the entire team to allow for direct contact.
Solution: C. Propose and establish a team charter with the rules and principles to be followed
The next thing the project manager should do is establish a team charter. The team charter is a document that establishes the team values, agreements, and operating guidelines. The project manager can use this document to solve or avoid problems in the team. Facilitating project team communication, problem-solving, and the process of coming to a consensus may include working with the project team to develop a project team charter and a set of operating guidelines or project team norms.
The other answer choices are incorrect. The team has already been established so their resumes would have already been reviewed; weekly colocation will be more costly and time-consuming than monthly meetups; asking the IT manager to manage technical components will not directly benefit teamwork.
This question and rationale were developed in reference to:
Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools (No Date) /M. Katherine Brown, Brenda Huettner, and Charlene James-Tanny/Chapter 2 Setting Up a Virtual Team [Item Structure, Roles, and Responsibilities]
PMBOK Guide Seventh Edition (2022) /// [2.2.1.3 Common Aspects of Team Development]
Question
A project manager has developed a schedule for a project involving various departments. The project manager met with each team member to develop a work breakdown structure (WBS). However, after the WBS was finalized, the project manager discovers that some tasks are redundant.
What should the project manager have done to avoid this issue?
A.Enlisted subject matter experts (SMEs) to provide scheduling guidance.
B.Organized group sessions for all team members to review the WBS together.
C.Improved the communication channels with all team members.
D.Prepared a task assignment matrix to represent the WBS.
Solution: B. Organized group sessions for all team members to review the WBS together.
All the project planning activities should be discussed during the joint planning sessions. During these sessions, team members will share their approaches and this will minimize activity overlap, and increase awareness among the team members.
The other options are not as effective at avoiding redundant tasks.
Enlisting SMEs, improving communication channels, and/or preparing a task assignment matrix can be part of the solution, but organizing group sessions to review the WBS is a more direct and effective way to pinpoint and avoid redundancy issues.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//5/149 of 699 [Item Planning and conducting Joint Project Planning Sessions]
PMBOK Guide Seventh Edition (2022) /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
An external stakeholder has a significant impact on the project, as they have the ability to approve or reject changes to the project scope, timeline, and budget. What approach should the project manager take with this stakeholder?
A.Communicate with the stakeholder according to the stakeholder engagement and communications management plans.
B.Request feedback from the stakeholder so that the project meets the stakeholder’s expectations and can be delivered as planned.
C.Add the stakeholder to the risk register and quantify the level of impact that the stakeholder could have on the project goals.
D.Inform the stakeholder of the key project benefits and keep them updated on the project’s progress and milestone achievements.
Solution: A. Communicate with the stakeholder according to the stakeholder engagement and communications management plans.
Managing stakeholder engagement helps to ensure that stakeholders clearly understand the project goals, objectives, benefits, and risks for the project, as well as how their contribution will enhance project success.
Effective stakeholder engagement will help to ensure that the stakeholder is kept informed of the project’s progress, has the opportunity to provide feedback, and is able to raise concerns.
The other options are incorrect because they are not as effective or comprehensive.
This question and rationale were developed in reference to:
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/55/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
During execution, the customer submits a change request to maintain the project’s business value, which has been threatened by a recently implemented government regulatory change. The project manager analyzes the change, which will require 50% of the project deliverable to be reworked and will incur additional costs to the customer.
What should the project manager do?
A.Submit the change request to the CCB as the customer will be comfortable absorbing all additional costs.
B.Submit the change request to the CCB and advise the panel to consider rejecting the request due to its impact.
C.Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
D.Submit the change request to show the change as having no impact, then proceed without notifying the CCB.
Solution: C. Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.
The project manager should document and submit the change request to the CCB for review and approval. Since there is a significant cost impact, the cost-impact analysis must be part of the submission.
The other answer choices are incorrect. Whether the customer is absorbing the cost or not is irrelevant to the change request. A change request is to capture the reasons for change, the impact on the project, and other relevant facts. It is not required for the project manager to advise as part of the request. The project manager should follow a code of ethics and must not make up or omit any important information from the CCB.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/68 [Item (Kindle) Project Manager’s Spotlight on Change Management]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.6/113 [Item]
Question
Part of a project has already been delivered as planned and on schedule. However, unclear requirements for some of the remaining requirements may negatively impact the scheduled completion.
How should the project manager approach the issue?
A.Prioritize the most important features and clarify the vague requirements.
B.Initiate a change request for project sponsor approval for a scope change.
C.Record the issue and escalate it to the steering committee for a decision.
D.Acquire additional resources to complete all of the requirements on time.
Solution: A. Prioritize the most important features and clarify the vague requirements.
When facing unclear requirements and the risk of not meeting the original deadline, it’s important to prioritize the most critical or important features or aspects of the project. This approach allows the project manager to meet the original deadline to the greatest extent possible while also delivering the most important features.
The other options are incorrect.
Changing the scope of a project should be considered after other measures have been taken to address the issue.
Escalating the issue to the steering committee should be a last resort when other options have been exhausted.
Acquiring additional resources may not resolve the problem of unclear requirements, and it can also have budget and timeline implications.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) //5/58 [Item 5.3 Troubleshooting Agile Project Challenges]
| The Agile Practice Guide (No Date) PMI/PMI/6.1.1/73 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/Development lifecycles/Loc. 299 [Item]
Question
While gathering requirements for the project scope, the project manager realizes that some of the stakeholder requirements have a conflict.
What should the project manager do to define a clear scope?
A.Assist affected stakeholders in reaching a consensus.
B.Follow the recommendation of the technical consultant.
C.Escalate to the project sponsor to make a decision.
D.Conduct a meeting with the disagreeing parties only.
Solution: A. Assist affected stakeholders in reaching a consensus
The project manager has to be proactive to reach a consensus between the project team and stakeholders. All parties should be involved so that a consensus can be reached. The project manager must use all necessary communication techniques to gather and ensure requirements are clear.
The other options are incorrect. They do not involve all parties to resolve the conflict.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//2/ [Item What is project management? ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3.2.2/527 [Item]
Question
During the course of a project, the team has to address unexpected issues that may impact the schedule and budget. Many of the issues require immediate resolution before other interdependent issues can be addressed. The communication management plan indicates that the client and key internal stakeholders only require monthly reports.
How should the project manager communicate the impact of these issues?
A.Update the project issue log to ensure the communication issues are captured internally.
B.Maintain monthly client and internal stakeholder reports as indicated in the communications management plan.
C.Increase communication with the client and stakeholders as necessary to manage the issues and their impact.
D.Revise the communications management plan and request approval of the revised plan.
Solution: C. Increase communication with the client and stakeholders as necessary to manage the issues and their impact.
Issues impacting cost and schedule should be communicated as soon as they are identified, regardless of the stipulations of the communications plan. The project manager must adjust communications to ensure that the appropriate parties are appraised of the situation and can address the issues as soon as possible. This is especially important in this situation because many of the issues require immediate resolution before other interdependent issues can be addressed.
The other options are incorrect.
Recording the issue with the communications plan internally is not helpful because it does not resolve the issue. Further, if the information is recorded internally, the client will not be appraised of the situation.
Maintaining only monthly communications with the client and internal stakeholders does not address the situation appropriately because the issues need to be resolved immediately. The client and stakeholders should be notified as soon as possible to ensure timely resolution of the issues.
Revising the communications management plan and awaiting approval is incorrect because these issues require immediate attention, so timely communication should be the primary objective. While the communications management plan may ultimately require revision, it may not. Once the issues are resolved, the client and stakeholders may prefer to resume the monthly reporting.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//8/ [Item]
| O’Reilly Platform (No Date) //1/Section 1 [Item Project Communication from Start to Finish, 2019, Geraldine E. Hynes]
PMBOK Guide Seventh Edition (2022) /// [3.9 NAVIGATE COMPLEXITY] [3.11 EMBRACE ADAPTABILITY AND RESILIENCY]
Question
The leadership team of a company asked a project manager for an ad-hoc status update on the latest iteration of a project. The project manager directed the leadership team to the project folder. The leadership team informed the project manager that some information was missing.
What should the project manager have done to avoid this situation?
A.Told the team to review the folder before sharing it and add the missing information.
B.Scheduled a team meeting to discuss the missing information with the leadership team.
C.Inspected the project folder carefully before sharing it with the leadership team.
D.Updated the project folder regularly to ensure project artifacts were always current.
Solution: D. Updated the project folder regularly to ensure project artifacts were always current.
The project manager can minimize the risk of missing information when providing status updates to the leadership team by consistently updating the project folder to ensure that all relevant information is up to date.
The other answer choices are less effective or efficient in preventing missing information.
Asking the team to add missing information before sharing the folder is not a reliable solution, as the team may not always be able to identify missing information.
Scheduling a team meeting to discuss the missing information with the leadership team is reactive and does not directly address the issue of keeping project artifacts up to date.
Inspecting the project folder before sharing it may be helpful, but it is not as effective or efficient as updating the folder in real time.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//26/369 [Item]
PMBOK Guide Seventh Edition (2022) /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
Question
A project manager has been engaged by a managing director to transform the project management office (PMO) from a waterfall structure focused on software development to an agile PMO. The manager of the PMO has been particularly resistant to the change. Upon investigation, the project manager realizes that the manager’s resistance is due to a lack of agile knowledge may make them seem incompetent.
How should the project manager proceed?
A.Ask the managing director to intervene with the PMO manager to explain why this is necessary.
B.Ask the project team to support the transformation regardless of the PMO manager’s negativity.
C.Implement a change management strategy to ensure that the process meets governance requirements.
D.Implement a training program on agile for all staff to ensure there is congruency of learning for everyone.
Solution: D. Implement a training program on agile for all staff to ensure there is congruency of learning for everyone.
Mentoring activities and agile training courses can help people transition to an agile mindset and upgrade their skills. The project manager should proceed by implementing a training program on agile for all staff, including the manager of the PMO, to ensure there is congruency of learning for everyone. Developing the manager’s skills will help to eliminate their fear of seeming incompetent and build their support for the change.
The other answer choices are incorrect because they do not address the lack of skills. The focus is to help staff transition from a waterfall to an agile mindset. It is not good practice to sideline a key stakeholder or defer responsibility by escalating the issue to the managing director.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/8/ [Developing a team development plan]
The Agile Practice Guide (No Date) PMI/PMI/6/82 [Item Developing personnel through training and mentoring.]
Question
After a few iterations, the project manager feels that even though the team is completing the work as planned, the team is not completely comfortable with some of the agile processes followed in the project. When should the project manager talk about this and make adjustments?
A.At the next daily standup meeting.
B.At the lessons learned workshop.
C.At the next retrospective meeting.
D.At the next iteration planning meeting.
Solution: C. At the next retrospective meeting.
Sharing observations and agreeing on adjustments for improvement to the way of working should be done at the retrospective meeting. Retrospective meetings provide an opportunity for the project team to review the way in which it works and to suggest changes to improve processes and efficiency.
At a planning meeting for the next iteration is incorrect because that is not the nature of those meetings. Daily standup meetings are brief collaboration meetings 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.
At a daily standup meeting is incorrect because that is not the nature of those meetings. 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.
At a lessons learned meeting at the end of the project is incorrect because that is not the nature of those meetings. A lessons learned meeting is used to identify and share the knowledge gained during a project with a focus on improving project team performance. This meeting can address situations that could have been handled better in addition to good practices and situations that produced very favorable outcomes. Raising it at the next retrospective meeting is preferred over the final lessons learned meeting since the adjusted behavior will increase value in the remaining iterations of the project.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//2/27 [Item]
| O’Reilly Platform (No Date) //1/ [Item Improving Agile Retrospectives: Helping Teams Become More Efficient, 1/e]
PMBOK Guide Seventh Edition (2022) /// [2.5.1 PROJECT PROCESSES] [4.4.3 MEETINGS AND EVENTS]
Question
A project team, distributed across three different countries, is having a difficult time arranging meetings. The team members are also unclear about the project requirements and are having trouble getting their questions answered.
What should be done to increase project success?
A.Work independently until it is necessary to integrate the work.
B.Review the communications management plan and increase information sharing.
C.Increase the frequency of team meetings to discuss any questions.
D.Bring questions to the functional managers to resolve issues across the team.
Solution: B. Review the communications management plan and increase information sharing.
The project manager should review and improve the communications management plan to improve information sharing.
The other answer choices are incorrect. These options do not increase project success since independent work is not efficient if members are unclear about the requirements; increasing the frequency of meetings is also not likely to help if there is stated difficulty arranging them; and raising questions to functional management may transfer the work to functional managers unnecessarily.
When teams are virtual/distributed, increased documentation helps ensure that requirements are understood by all involved. It can become virtually impossible to get everyone on all the calls, so relying solely on verbal communication limits success.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //5/ [Item Managing Virtual Teams:]
| Succeeding with Agile (No Date) //8/Change how we communicate [Item No page numbers on Oreilly]
Question
An agile team is developing a product with strict budget constraints. The customer is requesting a new independent feature be added to the solution in development. The project manager is concerned that adding the new feature will exceed the budget.
What should the project manager do next?
A.Evaluate the new feature with the customer.
B.Reject adding the new feature.
C.Add the new feature to the product backlog.
D.Reprioritize the product backlog.
Solution: A. Evaluate the new feature with the customer
The project manager should first evaluate the new feature with the customer to determine if it is feasible and meets the customer’s needs within the budget. This approach ensures that the project manager has a clear understanding of the feature’s implications before making a decision. If the new feature is not feasible, the project manager should explain this to the customer and offer alternative solutions. If the new feature is feasible, the project manager can work with the customer to prioritize the feature and determine when it can be implemented. This evaluation allows for an informed decision-making process and ensures that customer needs are considered, which is a fundamental aspect of agile development.
The other options are incorrect.
Rejecting the new feature outright without evaluating it with the customer is incorrect because it is important to communicate with the customer and understand their needs. Agile encourages flexibility and collaboration with stakeholders, including the customer. By rejecting the feature without discussion, the project manager may miss valuable insights and potentially risk customer satisfaction.
Adding the new feature to the product backlog without evaluating it first is incorrect because it assumes that the feature will definitely be implemented, even without considering budget constraints or customer priorities.
Reprioritizing the product backlog is incorrect because the project has a strict budget, and adding the new feature may not be feasible. Blindly reprioritizing the backlog without evaluating the new feature’s value, impact, and alignment with the customer’s needs and budget constraints could lead to poor decision-making and potential budget overruns.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/5.2.3-Backlog refinement/52 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3.3 DEVELOPMENT APPROACHES] [3.4 FOCUS ON VALUE]
Question
The execution of a construction project in a remote area requires team members to live together in corporate dormitories when they are required to be on-site. Several team members approach the project manager to complain about the way one team member behaves after work. They have expressed concerns that the behavior is negatively impacting team morale and cohesion.
What should the project manager do to address this issue?
A.Call a meeting to discuss the problem with the team.
B.Plan a team-building session to discuss the problem.
C.Move the team member in question to a new dormitory.
D.Review the team norms and discuss this with the team.
Solution: D. Review the team norms and discuss this with the team.
Team agreements represent a set of behavioral parameters and working norms established by the project team and upheld through individual and project team commitment. After-work behavior can still affect the team and the project, especially if team members are required to live together in corporate dormitories. Even though the behavior takes place after work hours, it can impact the project if other team members see it as a problem. The project manager can set clear expectations for behavior and collaboration by reviewing and discussing team norms with the entire team, the project manager can set clear expectations for behavior and collaboration.
Calling a meeting to discuss the problem with the team discussing complaints rather than proactively managing behavior
A team-building session is an indirect way to address the problem and may not effectively resolve the situation.
Moving the team member to a new dormitory does not address the core issue and may not resolve the morale and cohesion issues.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT]
| The Agile Practice Guide (No Date) PMI/PMI/5/49 [Item]
Question
In order to reduce procurement time during a bidding process, a project manager decided to contract the additional work to a current contractor. The other bidders are complaining about this decision because they think that the process lacked transparency and fairness.
What should the project manager have done to prevent this?
A.Invited all potential bidders to a meeting.
B.Awarded the contract without negotiation.
C.Followed the company’s bidding procedure.
D.Shared the project objectives with all bidders.
Solution: C. Followed the company’s bidding procedure.
It is very important for the project manager to ensure that there is complete transparency in the bidding process. This is only possible only if the project manager follows the company’s bidding procedure. Following the company’s bidding procedure ensures that the process is fair and consistent and all parties have an equal opportunity.
The other answer choices are incorrect. Inviting all bidders to a meeting or sharing the project objectives with all bidders could perhaps be one of the steps in the bidding process, but this does not address other bidders’ unhappiness. Awarding the contract without negotiation may deviate from the company’s bidding procedure.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Mastering Risk and Procurement in Project Management: A Guide to Planning, Controlling, and Resolving Unexpected Problems, Randal Wilso/chapter 6 - procurement execution strategies [Item Know your suppliers/vendors—The second critical area in procurement is who you purchase things from.
https://learning.oreilly.com/library/view/mastering-risk-and/9780133838534/ch06.html]
| The Agile Practice Guide (No Date) PMI/PMI/ANNEX A1/94 [Item Table A1-2]
Question
On an agile project, a team member has been taking smaller, easier user stories from the backlog, not those with the highest priority. How should this be addressed?
A.Remind the entire project team that the highest priority user stories need to be taken from the backlog first.
B.Instruct the team member to select larger and more challenging user stories in the subsequent iterations.
C.Meet with the team member to understand why they pick easier stories and tailor the workload approach as needed.
D.Retrain the team member on the core technologies used to build the product to address the skill gap.
Solution: C. Meet with the team member to understand why they pick easier stories and tailor the workload approach as needed.
The project manager needs to understand the root cause before taking action. The root cause could be related to workload, skills, or other factors, so the project manager should not take action without first assessing the issue. In agile project management, it’s essential to promote open communication, collaboration, and a deeper understanding of team dynamics to address issues effectively.
The other answer choices are incorrect because they suggest that the project manager should take action without first assessing the issue.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile Foundations - Principles, practices and frameworks: Chapter 9 Individuals and Interactions/ [Item]
| O’Reilly Platform (No Date) //Chapter 2: The power and perils of Agile/ [Item The Power of the Agile Business Analyst, second edition - 30 surprising ways a business analyst can add value to your Agile development team]
Question
A project manager is beginning a new financial software project in a very competitive environment. The regulations for compliance are clear, but the requirements are not clear. The customer stresses that they need results as soon as possible.
Which implementation approach should the project manager choose for this project?
A.Repeating and refining project phases in multiple iterations.
B.Progressing through a linear sequence of stages.
C.Embracing change and focusing on delivering value.
D.Focusing on delivering the project in multiple increments.
Solution: D. Focusing on delivering the project in multiple increments.
Focusing on delivering the project in multiple increments is correct because it delivers value to the customer before the final project release. Incremental delivery ensures that the customer gets usable and valuable functionality early in the project. This aligns with the customer’s desire for quick results and allows for their feedback to be incorporated. Since the requirements are unclear and the environment is competitive, getting feedback from the customer early will reduce rework, promote stakeholder involvement, and provide an early return on investment.
The other options are incorrect because they are not as well-suited for this project.
Repeating and refining project phases in multiple iterations is incorrect because, although this approach allows for early deployment of some functionalities of the project, clarifying requirements with the customer before developing any aspect of the project is more cost effective.
Progressing through a linear sequence of stages is incorrect because it assumes that all requirements can be defined upfront, which is not the case when requirements are unclear. It does not allow for early deployment and the customer will not have an opportunity to clarify requirements until after major development work is done.
Embracing change and focusing on delivering value is a valuable mindset but lacks a specific implementation approach tailored to the challenges of this project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.3.3 DEVELOPMENT APPROACHES]
Question
A developer has completed the deliverable for a feature. The product owner is not sure how to assess the quality of the deliverable.
Considering that the project is using an agile approach, what kind of tool or technique should the product owner use?
A.Expert judgment
B.Decision making
C.Demonstrations/reviews
D.Checklists
Solution: C. Demonstrations/reviews
Demos or reviews is a part of every agile sprint that helps the product owner or customer to gain visibility on the development progress and provide feedback that facilities the team to make appropriate changes early in the project. Hence this option is the correct answer.
Expert judgement, decision making and checklists are techniques that are generally a part of predictive project management approaches and hence is irrelevant in this scenario. As a result, these options are incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 3 Business Practices/ [Item Clean Agile: Back to Basics]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.5/55 [Item Demostration/reviews]
Question
In the middle of a project, the project manager realizes that a specific set of skills is needed to complete project development. Unfortunately, none of the team members possess the necessary skills.
What is the first step the project manager should take to address this issue?
A.Reorganize the project team to include people with the necessary knowledge and skills.
B.Review the timeline and budget to consider training, outsourcing, or other alternatives.
C.Organize adequate training for the project team to close the knowledge gap.
D.Search for alternative ways to achieve project objectives without the required skills.
Solution: B. Review the timeline and budget to consider training, outsourcing, or other alternatives.
Reviewing the timeline and budget to address the knowledge gap will help to ensure that the project stays on track and meets its objectives. This can help prevent delays, cost overruns, and other issues that may arise due to a lack of necessary knowledge and skills. Reviewing the timeline and budget can help determine the best approach for addressing the knowledge gap, whether it be through training, outsourcing, or other alternatives.
The other options are incorrect.
Reorganizing the project team to include people with the necessary knowledge and skills may not be feasible or practical
Searching for a way to achieve project objectives without the required skills may compromise the quality of the project.
Organizing adequate training for the project team should only occur after reviewing the timeline and budget first will help determine the best approach for addressing the knowledge gap.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
The Agile Practice Guide (No Date) PMI /// [4.2.1 SERVANT LEADER RESPONSIBILITIES/37]
Question
In an ongoing project, performance is continuously evaluated to determine benefits. Which two actions should the project manager do at the beginning of the project? (Choose two)
A.Ensure approval of the performance parameters with the stakeholders.
B.Hold regular meetings with all of the stakeholders.
C.Agree on the requirements for measurement tracking.
D.Review the project administration on a regular basis.
E.Simulate and predict the performance parameters for key stakeholders.
Solution: A and C.
A. Ensure approval of the performance parameters with the stakeholders.
C. Agree on the requirements for measurement tracking.
All parties having a stake in the project must agree and sign off on the metrics for measurement of the project performance. The correct answers reinforce this by ensuring approval of the performance parameters with the stakeholders and agreeing on the requirements for measurement tracking. These two actions are important because they ensure that everyone is on the same page about how the project’s performance will be evaluated. This can help to avoid any disagreements or surprises down the road.
The other answer choices are incorrect. They will occur later during the ongoing project execution and they are not essential for evaluating the project’s performance.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.1.1.2/ [Item different agreement types]
| Project Management Essentials, 2nd Edition (No Date) Kathryn N. Wells and Professor Emeritus Timothy J. Kloppenborg//2
Question
During the execution of repair work, the root cause of the damage was discovered to be failures that occurred during the construction phase. The same contractor who performed the construction work is performing the repairs. Because of this, the CEO wants to negotiate with the contractor for a reduced price.
What should the project manager do?
A.Negotiate with the contractor to cancel the repair work and pay compensation for the previous work.
B.Negotiate the repair work with the contractor based on a shared risk-reward relationship.
C.Proceed with the contractor without mentioning the issue since the previous work is already closed.
D.Proceed with the contractor and subtract the amount paid for supervision of the previous work.
Solution: B. Negotiate the repair work with the contractor based on a shared risk-reward relationship.
Since the same contractor performed the construction phase in which the failures have occurred, a collaborative approach is required. The project manager should negotiate the repair work with the contractor based on a shared risk-reward relationship. This means that both parties share in the risks and rewards of the project, and the contractor is incentivized to complete the repairs efficiently and effectively.
The other answer choices are incorrect because they do not benefit this situation, and the repair work cannot be canceled as it does not fall in the original scope. It is important for the project manager to ensure that the repair work is completed effectively and efficiently while also ensuring that the cost is reasonable and fair for both parties.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Project Procurement: A Real-World Guide for Procurement Skills, Ajay Bhargove , PMI/Chapter 6: The Game of Negotiation
https://learning.oreilly.com/library/view/project-procurement-a/9781628254693/chapter06.xhtml]
Agile Practice Guide (2017) PMI /// [6.3 PROCUREMENT AND CONTRACTS]
Question
During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of this approach has been proven in past projects inside the organization.
What should the project manager do first?
A.Confirm team capabilities before introducing adaptive tools and artifacts to the project.
B.Contact the project sponsor and request new team members who are familiar with adaptive projects.
C.Freeze the design stage and look for an external resource to run iterative design at extra cost.
D.Update project documents to include adaptive tools and artifacts and plan the first iterative session.
Solution: A. Confirm team capabilities before introducing adaptive tools and artifacts to the project
The project manager should first confirm team capabilities before introducing adaptive tools and artifacts to the project.
The other answer choices are incorrect because they are not the first steps. Without knowing if the team has capabilities to deal with adaptive tools, the project manager may compromise some aspects of the project without the need to do so. Also, it is part of the project manager responsibilities to guarantee that the team has the necessary training to perform their roles in the project.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//8/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.3.1/318 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/26/ [Item]
Question
A company has decided to utilize a diverse international team that will work virtually. This will be the first time that the team is working together. The project manager is creating a communication plan for the project. What should the project manager do in order to build an effective project communications management plan?
A.Study the impact of cultural differences on communication.
B.Implement a one-way email push communication method.
C.Create a cloud-based resource folder for the project team.
D.Appoint a skilled communications manager for the project.
Solution: A. Study the impact of cultural differences on communication.
Cultural awareness is the first step in understanding the differences between individuals, groups, and organizations and adapting the project’s communication strategy in the context of these differences. The project manager needs to understand the differences between the diverse cultures and communication styles of the team to avoid miscommunications and enhance effective communication. Stakeholders located in remote locations may have different time zones, speak different languages, and have different cultural norms.
The other answer choices are incorrect because they do not address the potential root cause of communication issues.
A push communication method is one-way and inhibits the ability to immediately gauge reaction and assess understanding.
A cloud-based resource may be helpful but does not consider the impact that culture may have on communication.
Appointing a skilled communications manager may not be feasible and the project manager would still have to understand the impact of cultural differences on communication.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [4.2.2 COMMUNICATION MODELS]
PMBOK Guide Sixth Edition (2018) PMI/PMI/10.1.2.6/376 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/27/ [Item]
Question
A software delivery team at a large bank is frustrated by the documentation requirements put in place by the governance department in charge of their change control board (CCB). The project manager approaches the governance department and requests that they work together to reduce the amount of paperwork required from the delivery team, explaining that it slows them down and adds overhead costs.
This is an example of what kind of leadership?
A.Servant leadership
B.Transactional leadership
C.Directive leadership
D.Constructive leadership
Solution: A. Servant leadership
This is an example of servant leadership because the project manager is offering the service of working with the governance board to resolve an issue for the software delivery team. The project manager has the software delivery team’s interest in mind and is willing to work with the governance board to reduce the amount of paperwork.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//6/ [Item Section 6.3.1 Agile lead as ‘servant-leader’]
| The Agile Practice Guide (No Date) PMI/PMI/4/35 [Item]
Question
During project execution, a project manager is informed that some resources will soon be removed from the project. What should the project manager do to address this situation?
A.Schedule a meeting to keep the stakeholders informed.
B.Inform the stakeholders at the next scheduled review meeting.
C.Update the risk register with this risk to project resources.
D.Request resource leveling.
Solution: D. Request resource leveling.
Resource leveling is the process of adjusting the project schedule to ensure that resources are available when needed and that resource utilization is optimized. When resources are removed from a project, resource leveling can help the project manager identify alternative resources or adjust the project schedule to minimize the impact on the project. By requesting resource leveling, the project manager can proactively address the situation and ensure that the project stays on track and aligned with the organization’s goals.
The other answer choices are not as relevant or effective. Scheduling a meeting or waiting until the next scheduled review meeting to inform stakeholders may not be necessary and could delay the project or cause confusion. Updating the risk register may be premature without more information and does not directly address the issue of resource availability.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//8/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//362 [Item]
Question
A virtual team is midway through a sprint of a complex task and is ahead of schedule. During the daily standup, a new team member interrupts and asks everyone to describe what they worked on prior to the current sprint.
How should the project manager handle this situation?
A.Thank the new team member for their interest and direct them to the project documentation.
B.Explain to the new team member that the daily standup is not the best time for this discussion.
C.Request the new team member leave the meeting for interrupting the daily standup.
D.Ask all team members to list their completed tasks prior to the current sprint.
Solution: B. Explain to the new team member that the daily standup is not the best time for this discussion.
To ensure that the daily standup is productive and efficient, the project manager should be polite and understanding and explain to the new team member that the daily standup is not the best time for this discussion. After the meeting, the project manager can later schedule a time to discuss the new team member’s role, all prior work, and help the new team member get up to speed on the project.
The other answer choices are incorrect. Thanking the new team member and directing them to the project documentation is not helpful if they are not familiar with the documentation. Requesting the new team member leave the meeting for interrupting the daily standup is too harsh and could damage the team morale. Asking all team members to list their completed tasks prior to the current sprint would take up valuable time during the daily standup.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology//68 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//54 [Item]
Question
A project manager is working on an internal project and notes that the visions and goals of other department leaders are not clear. This creates confusion and ambiguity within the project team, and it is becoming difficult to distinguish between the wish list and scope items.
Which document should the project manager review to clarify this situation?
A.Project Charter
B.Communications Management Plan
C.Risk Register
D.Stakeholder Engagement Plan
Solution: A. Project Charter
The project manager should review the project charter. The project is likely to fail if the documented vision and goal are not clear either by team members or stakeholders. The reason the project exists is because it was signed off by the project sponsor and it has been in line with business strategies.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//2.9/ [Item]
Question
A project manager is preparing for an organization-wide software system replacement project that will have a significant impact on business operations. It is crucial to provide training to ensure that everyone within the organization can effectively use the new software system, but training resources are limited. What is the most effective action the project manager should take to ensure successful training for all organization members?
A.Incorporate a detailed training and coaching component as a project deliverable.
B.Determine the specific needs and requirements of different user functions.
C.Recruit additional trainers to ensure adequate training coverage throughout the organization.
D.Prioritize training efforts by identifying which features are most essential.
Solution: A. Incorporate a detailed training and coaching component as a project deliverable.
Incorporating a comprehensive training and coaching component into the project’s scope directly addresses the need for training despite limited training resources and is a strategic approach to ensuring everyone can use the new software system effectively. This means that training is not an afterthought, but an integral part of the project plan. By including training and coaching as project deliverables, the project manager ensures that it is a well-defined and prioritized aspect of the project. The new software system is the output of the project, but the system itself does not enable the productivity outcome that is intended. In this case, adding a new deliverable of training and coaching on the use of the software can enable a better productivity outcome. If the project’s output fails to enable higher productivity, stakeholders may feel that the project has failed.
While the other options are not the most effective actions for the project manager to take.
Determining the specific needs and requirements of different user functions is an important step in the training process, but it is not the most effective standalone action because it doesn’t ensure that training will be delivered effectively.
Recruiting additional trainers can be resource-intensive and may not be the most efficient solution, especially if resources are already limited. Additionally, there is no evidence that the organization would need additional trainers beyond the initial introduction of the new system.
Prioritizing training efforts based on essential features does not provide a solution for how training will be delivered effectively; it only addresses what to prioritize in training.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Mini Cases/Case 1 [Item Project Stakeholder Management
by Pernille Eskerod; Anna Lund Jepsen]
PMBOK Guide Seventh Edition (2022) /// [2.3.6 ALIGNING OF DELIVERY CADENCE, DEVELOPMENT APPROACH, AND LIFE CYCLE] [3.4 FOCUS ON VALUE]
Question
A company is transitioning from a predictive to an agile project management approach. The project manager has noticed that team members have valuable ideas on how to improve productivity.
How can the project manager leverage these ideas?
A.Make use of project retrospective sessions for discussions and learning.
B.Use iteration planning to discuss and adopt new ways of working.
C.Develop and share guidelines for team training and mentoring.
D.Engage with the product owner to facilitate fast-racking of the transition.
Solution: A. Make use of project retrospective sessions for discussions and learning.
Project retrospective sessions are a key tool for continuous improvement in agile project management. They provide an opportunity for the team to reflect on the previous sprint, identify areas for improvement, and develop a plan to address those areas in the next sprint. In this case, the project manager can use the retrospectives to collect ideas from the team on how to improve productivity in the new agile environment. The project manager can then work with the team to develop and implement a plan to implement these ideas.
The other answer choices are not as relevant or effective. Iteration planning is not the best forum for discussing and adopting new ways of working; it is meant for planning for the work to be completed in the upcoming iteration. Developing and sharing guidelines for team training and mentoring is not the best way to leverage the team’s ideas in the immediate term. The product owner is responsible for prioritizing the product backlog and ensuring that the team is working on the most important requirements. It is not the product owner’s responsibility to facilitate the transition to agile. Also, fast-tracking the transition does not guarantee the team members have learned how best to work in the new agile environment.
This question and rationale were developed in reference to:
PMBOK 7th Edition (page 127, 180)
Agile Approaches on Large Projects in Large Organizations (No Date) Brian Hobbs and Yvan Petit/// [Item Section 4. The transition from traditional methods to agile methods:]
| The Agile Practice Guide (No Date) PMI/PMI/6/72 to 82 [Item Some of the challenges associated with agile change management and how do we circumvent them ]
Question
During the last five daily standups, one team member on a hybrid (predictive-agile) project has been vague about what they have accomplished and what they are planning to accomplish.
What should the project manager do?
A.Meet with the team member to ensure that they have a clear understanding of what is expected of them.
B.Review the issue in the next retrospective meeting and determine what corrective action should be implemented.
C.Raise the issue of task accountability with the team and stakeholders at the next iteration review meeting.
D.Facilitate a meeting with the entire team and stakeholders to review the risks and impediments faced by the project.
Solution: A. Meet with the team member to ensure that they have a clear understanding of what is expected of them.
In this case, the team member has been consistently vague, so the project manager needs to address this issue directly with the team member. Meeting with the team member can help clarify expectations, enforce the importance of clear communication, and expose any obstacles or challenges the team member might be facing. The meeting can also be an opportunity for the project manager to provide coaching and support to the team member.
The other options are incorrect because they are not the most appropriate and effective approaches.
Waiting until the retrospective allows the issue to continue for too long and it could get worse. It is important to address this issue early on before it becomes a major problem for the team and the project. Direct communication at an early stage is essential in agile methodologies.
Raising the issue in a meeting with the team and stakeholders might seem confrontational and could create an uncomfortable environment. It is important to keep a safe environment where the team member does not feel singled out or embarrassed. Direct communication with the team member involved is a better approach.
Reviewing the risks and impediments faced by the project is incorrect because this issue isn’t necessarily about risks faced by the project but rather about an individual team member’s engagement and accountability.
This question and rationale were developed in reference to:
| O’Reilly Platform (No Date) //Chapter 3 - Teams over tasks/subsection Insist on Accountability [Item Jim Highsmith (2009) Agile Project Management: Creating Innovative Products, 2e.]
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS]
Question
The project manager of a software development project for a financial institution realizes that team members are unusually delayed on their assigned tasks. The project manager has not experienced this before on previous, similar projects. After further investigation, the project manager determined that the delays were linked to the recent resignation of an experienced team member.
What should the project manager have done to avoid this situation?
A.Ensured there was a well-defined path to promotion.
B.Provided continuous guidance to project team members.
C.Identified competency risks and developed a mitigation plan.
D.Scheduled periodic training for all project team members.
Solution: C. Identified competency risks and developed a mitigation plan.
The project manager can better prepare for circumstances like team members leaving by identifying risks in advance and having a mitigation plan prepared. This is a proactive approach to ensuring that the impact of a team member’s departure is minimized.
The other options are incorrect.
A well-defined path to promotion is not directly related to the risk posed by the resignation of an experienced team member.
Providing continuous guidance is not enough to mitigate the risk of losing a key team member.
Periodic training may not be enough to ensure that team members have the necessary competencies to take on the responsibilities of a departing team member.
These options may be included in the mitigation plan, but the project manager must first identify the competency risks and develop a plan to mitigate them.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/Making it work [Item Practical Project risk management, 2nd edition ]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN] [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
During a project review meeting, an end user reports that the personal computers supplied for testing are experiencing performance degradation.
Which three immediate actions should the project manager take to address this issue?
A.Record the issue in the issue log.
B.Change the project scope.
C.Assign ownership for the issue.
D.Buy new personal computers.
E.Implement a resolution of the issue.
Solution: A, C, and E.
A. Record the issue in the issue log.
C. Assign ownership for the issue.
E. Implement a resolution of the issue.
The project manager should update the issue log with information on the performance degradation issues, assign ownership, and take steps to resolve the issue. Recording the issue in the issue log creates a formal record of the problem, including its description, impact, and potential causes. Assigning ownership ensures accountability and clarifies who is responsible for addressing and resolving the issue. Implementing a resolution involves taking steps to address, resolve, and prevent the recurrence of the issue.
The other options are incorrect because they are not the immediate response to a performance issue.
Changing the project scope may not be necessary and would require a formal change request to be approved.
Buying new personal computers may not be feasible and should only be considered if it is deemed necessary or the existing ones cannot be fixed.
This question and rationale were developed in reference to:
The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//33/ [Item Issue Management]
PMBOK Guide Seventh Edition (2022) /// [2.6.3 QUALITY] [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
The development of a final project schedule is delayed due to the inability to negotiate an agreement with one of the vendors needed for successful project delivery.
What should the project manager do?
A.Circulate meeting minutes and discuss the agreed and outstanding clauses with the project team and customer.
B.Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary.
C.Meet with the project sponsor and seek their support in replacing the vendor due to the inability to negotiate an agreement.
D.Communicate the project needs and influence the vendor to accept the terms as soon as possible for successful project delivery.
Solution: B. Meet with the vendor to discuss a path forward and identify an alternative vendor if necessary.
It is in the best interest of the project to come to terms with the vendor; if not able to do so, the project manager should look for alternative vendors.
The other answer choices are incorrect.
Circulating the meeting minutes does not address or resolve the issue.
Meeting with the project sponsor and seeking their support in replacing the vendor is premature. It may be necessary in extreme cases, but it’s typically a last resort.
Trying to pressure the vendor does not guarantee a timely or satisfactory resolution.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/78 [Item 4.1.1 DEVELOP PROJECT CHARTER: INPUTS
4.1.1.2 AGREEMENTS] [4.2.2 DEVELOP PROJECT MANAGEMENT PLAN: TOOLS AND TECHNIQUES
4.2.2.4 MEETINGS]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/Chapter 41/ [Item Negotiating Contracts]
Question
The government of a country intends to construct a multibillion-dollar railway across three major cities and hires a contractor to oversee construction. The project’s design will be finalized within a few months of signing the contract, but the government has time constraints and expects the project to be completed within 24 months. The project manager wants to ensure a balanced distribution of risk between the government and the contractor.
Which two techniques should be considered during the development of the project management plan? (Choose two)
A.Fixed-price increments
B.Not-to-exceed time
C.Early cancellation option
D.Dynamic scope option
E.Graduated time and materials
Solution: A and E.
A. Fixed-price increments
E. Graduated time and materials
Fixed-price increments and graduated time and materials can help to ensure that both parties are sharing the risk equally and can help mitigate any potential issues that may arise during the project. Fixed-price increments allow for the project to be broken down into smaller, more manageable pieces, with payment being made upon completion of each increment. This helps to ensure that both parties are sharing the risk equally. Graduated time and materials is a pricing model that allows for the project to be completed within a certain timeframe, with the cost of materials and labor increasing as the project progresses. This helps to ensure that both parties are sharing the risk equally, as any delays or unforeseen circumstances will result in increased costs for both parties.
The other answer choices are not as effective in sharing risk.
Not-to-exceed time sets a maximum amount of time for a project to be completed.
An early cancellation option is a clause that allows for the cancellation of a project before it is completed.
A dynamic scope option allows for changes to the project scope during the project lifecycle, to ensure that the project meets the needs of the stakeholders.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/5/ [Item Types of Contracts]
The Agile Practice Guide (No Date) PMI/PMI/6. ORGANIZATIONAL CONSIDERATIONS FOR PROJECT AGILITY/77
Question
A project team is in sprint thirteen of a fourteen-sprint project. The project team placed a game-changing feature on the backlog for the next release. The product owner is informed that a competitor is launching a new product with a feature that closely resembles the feature placed on the backlog. The product owner is demanding this game-changing feature be incorporated in the current release.
What should the project manager do?
A.Organize a review meeting with the development team to get an understanding of the extent of work required.
B.Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact.
C.Perform the required assessments and raise a change request with the Change Control Board (CCB).
D.Inform the product owner that this game-changing feature will be added to the next release of the product.
Solution: B. Meet with the product owner and relevant stakeholders to discuss the change and analyze the impact.
The product owner is demanding a significant change late in the project that can have a substantial impact on scope, schedule, and resources. The project manager should meet with the product owner and relevant stakeholders to discuss the change, analyze the impact, and develop a plan for moving forward. It’s crucial to involve key stakeholders in such decisions as they can provide insights into the project’s strategic goals and priorities. This collaborative approach is at the heart of agile methodologies.
The other options are incorrect because they do not involve all of the key stakeholders or do not consider all of the factors that must be evaluated.
Organizing a review meeting with the development team should not be the immediate next step. The key decision-makers in the project should be involved first to discuss the feasibility and impact of this major change.
Raising a change request to the Change Control Board (CCB) is incorrect because agile projects don’t typically have a formal CCB, and decisions are made collaboratively with the product owner, team, and stakeholders.
Telling the product owner that the feature can’t be included without discussing and analyzing the change and its impact first is not the correct approach. In agile, change is embraced even late in the project to maximize customer value. Deciding whether to defer the change to the next release should be a collective decision made after analyzing the impacts.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/4/173 [Item]
| O’Reilly Platform (No Date) /// [Item Agile Practice Guide, 2017, page 7]
PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES] [2.6.2.3 Moving Targets of Completion]
Question
An organization is adopting an agile approach to fulfill its customer’s requirements. Prior to that, the organization worked with specialized resources and project managers who were assigned to the project for a fixed amount of time.
What should the organization change to better adopt the agile approach for resource planning?
A.The product owner should request specialists to be assigned to the team only when they are required.
B.The team should consist of generalists and specialists capable of adapting to changing requirements.
C.The agile team should decide on which customer requirements will be developed and delivered.
D.Customer involvement should be reduced in order to avoid disruptions and confusion.
Solution: B. The team should consist of generalists and specialists capable of adapting to changing requirements.
An agile team is intended to work together and constantly improve. The organization should ensure that the agile team has an agreed mix of generalists and specialists for the duration of the project. This aligns with the agile philosophy of cross-functional teams and adaptability to evolving needs.
The other answer choices are incorrect and do not align with the principles of agile development.
Requesting for specialists only when required is inefficient and can lead to disruptions and delays.
Customer involvement is important in agile, as it helps to ensure that the team is developing the right features and meeting the customer’s needs.
This question and rationale were developed in reference to:
The Agile Practice Guide (2017) PMI/PMI/4.3.1/40 [Item]
Question
A new program manager checks the status of a project. The forecast shows the project is slightly behind schedule. However, in reporting, the project manager stated that the project is on track. The program manager asks the project manager to explain the discrepancy. The project manager explains that the forecast discrepancy is due to a new estimation technique.
What should the project manager have done to avoid this discrepancy?
A.Asked the program manager to use the old forecasting technique
B.Educated the program manager on the new forecasting technique
C.Aligned the project artifacts with the new estimation technique and provided them to the program manager
D.Ensured that the program manager has the necessary knowledge to understand estimation techniques
Solution: C. Aligned the project artifacts with the new estimation technique and provided them to the program manager
In this case, the project manager used a new forecasting technique but did not update the basis of forecasting. Thus the discrepancy between the project manager’s and the new program manager’s understanding of the forecast. The project manager should have aligned the project artifacts with the new estimation technique and provided them to the program manager. This would have ensured that the program manager had access to the updated project artifacts reflecting the new estimation technique. This would have provided accurate and consistent information for the program manager to assess the project’s status.
The other answer choices are incorrect. Reverting to the old forecasting technique, educating the program manager on the new forecasting technique, and ensuring the program manager’s knowledge may not address the discrepancy caused by the use of a new estimation technique.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//13/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4/89 [Item The project artifacts ( in this case, the basis of estimate) should be kept up-to-date and accessible to all stakeholders]
Question
A project team member suddenly approaches the project manager and asks to resign from the project. The team member is upset because of poor treatment and consistent complaints from the technical leader. The team member explains that they are no longer willing to tolerate this treatment from the technical leader. The project manager has never had quality issues with the team member.
How should the project manager handle this situation?
A.Allow the team member to resign and replace them since there are additional resources available.
B.Discuss the situation with the team member to determine why the technical leader is treating them poorly.
C.Talk to the technical leader to determine how the team member is poorly performing.
D.Speak with the team member and technical leader to analyze the conflict and resolve it through mediation.
Solution: D. Speak with the team member and technical leader to analyze the conflict and resolve it through mediation.
The project manager should mediate between the technical leader and team member to ensure conflict resolution and collaboration. It is important to discuss with both parties to analyze and truly understand the issues they are facing.
The other answer choices are incorrect. They propose a one-sided approach to conflict resolution, and allowing the team member to resign without assessing the issue with the technical leader may result in future issues between the technical leader and other team members.
This question and rationale were developed in reference to:
How to Manage Conflict in the Organization, 2nd Edition (No Date) Gregg L Carter//1. Conflict in organizations/ [Item Collaborating]
Mastering Project Human Resource Management (No Date) Harjit Singh//3.7/ [Item Team Conflict Management]
Question
A project manager oversees an agile project with an experienced project team. The project manager does not typically attend the daily stand-up meetings, but they sit in on them from time to time. After attending one particular meeting, the project manager noticed that the meeting was not productive.
What should the project manager do to improve the situation?
A.Analyze the dynamics of these meetings, remove impediments, and provide feedback.
B.Ask the team to send meeting minutes to the project manager after each daily meeting.
C.Start attending daily meetings to promote a better collaboration effort with the team.
D.Delegate the responsibility to the product owner to facilitate future daily review meetings.
Solution: A. Analyze the dynamics of these meetings, remove impediments, and provide feedback.
Agile teams run their own standups. They use standups to microcommit to each other, uncover problems, and ensure that work flows smoothly through the team. Agile times thrive with servant leadership. The project manager should act as a servant leader by analyzing the dynamics of the daily stand-up meetings, removing impediments, and providing feedback, to help the team improve the productivity of their meetings.
The other answer choices are incorrect because the project manager should first try to understand why the daily stand-up meetings are not productive. It might undermine the team’s autonomy and self-organization if the project manager starts attending daily meetings without first understanding the root causes of the problem. In agile teams, the project manager encourages team members to facilitate the standup instead of themselves to ensure that it does not turn into a status meeting and is used as a time for the team to self-organize and make commitments to each other.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8/ [Item Book title: Agile Foundation - Principles, practices and frameworks common agile practices]
The Agile Practice Guide (2017) /// [5.2.4 DAILY STANDUPS]
Question
During a status meeting, a team member alerts the project manager that the delivery timeline for a component prototype is unattainable due to the unanticipated complexity of the requirements. After confirming the impending delay, the project manager must take action to address the situation.
How should the project manager address this issue? (Choose two)
A.Identify the extent to which the complexity will impact the rest of the project.
B.Delegate prototype development to a more experienced team member.
C.Allocate additional funding to the development budget to expedite delivery.
D.Assign additional resources to prototype development and proceed as planned.
E.Prioritize the requirements and concentrate on the most important ones.
Solution: A and E.
A. Identify the extent to which the complexity will impact the rest of the project.
E. Prioritize the requirements and concentrate on the most important ones.
Though complexity cannot be controlled, project teams can modify their activities to address impacts that occur as a result of complexity. In this scenario, the project manager should work to identify the impact of the complexity on the overall project and prioritize the requirements that the team can deliver. Additional impacts can cause serious implications down the road, so the project manager should assess the impacts of this issue. Prototypes are designed to obtain early feedback on the expected product before actually building it, so the project manager should prioritize the most important features in order to deliver the prototype.
The issue is that the timeline is unattainable due to complexity, so delegating development activities, assigning additional resources, or
The other options are incorrect.
Delegating prototype development to a more experienced team member, assigning additional resources, or allocating additional funding to the development budget may not be possible and may not address the root cause of the issue.
This question and rationale were developed in reference to:
Identifying and Managing Project Risk (No Date) Tom Kendrick//6/ [Item]
PMBOK Guide Seventh Edition (2022) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN]
| The Agile Practice Guide (No Date) PMI/PMI/3.1.9/28 [Item]
Question
During a project closing review meeting, the project manager notes that a software development task took longer to complete than was planned. Which action should the project manager take for continuous project improvement?
A.Update the performance data in the lessons learned register.
B.Update the risk register so the problem will not happen in the future.
C.Update the problem in the issue log and distribute it to the project team.
D.Update the communications management plan with details of the problem.
Solution: A. Update the performance data in the lessons learned register.
The project is at the project closing phase, so the issue is documented in the lesson learned register for continuous project improvement.
The other options are only employed in execution, not during closing.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8/Control Process [Item The Project Management Tool Kit: 100 Tips and Techniques for getting the job done right]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7.3.4/128 [Item]
Question
A project manager is delivering a complex project for a client who has their own project manager. The client’s project manager is the sole decision maker for the project but is not the delegated financial authority. For every financial decision, the client’s project manager must seek approval from a higher authority. This additional step has caused significant impacts on resource management, cost, and time of project delivery.
How can the project manager resolve this problem?
A.Raise this problem in the quarterly project status report.
B.Add the problem to the lessons learned report.
C.Escalate the problem to the project steering committee.
D.Discuss the problem with the client’s project manager.
Solution: C. Escalate the problem to the project steering committee
The steering committee is an advisory body that is made up of senior stakeholders and experts that provide guidance on a lot of different issues that could face companies and projects such as budgets, new endeavors, company policy, marketing strategies, and project management concerns. An authority issue should only be resolved by the steering committee. In this case, the project team cannot resolve this issue on their own, so the problem should be escalated.
In this case, the client’s project manager is not the delegated financial authority. The client’s project manager must seek approval from a higher authority for all financial decisions, which has caused significant impacts on resource management, cost, and time of project delivery. Addressing the issue with the client’s project manager would not address the core issue as the client’s project manager does not have the financial authority, which is causing the issue, so it must be escalated. Adding the problem to the lessons learned report is incorrect because it does not proactively address the issue. Waiting to review the issue at the next quarterly meeting/status report is inappropriate due to the significance of the impacts. The next meeting/status report may be months away and this issue is already causing significant impacts and should be addressed as soon as possible to prevent further issues.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/2.4/42 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4.6 Conflict Resolution Modes/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3 FUNCTIONS ASSOCIATED WITH PROJECTS] [4.4.3 MEETINGS AND EVENTS]
Question
A group of agile team members have just completed in-person training for a number of critical and complex organizational processes. The next day, several team members voiced concerns and said they were having trouble remembering what they learned. Another training session is available next week, but the team is already behind schedule on some critical tasks, and the training takes a full workday.
What should the project manager do to address this concern?
A.Ask team members to partner with one another to share the information they learned.
B.Create an information radiator with the key takeaways from the training.
C.Invite team members to reattend the training if they need a refresher.
D.Refer team members to training review notes to find the information they need.
Solution: B. Create an information radiator with the key takeaways from the training.
Creating an information radiator with the key takeaways from the training is the most effective and time-sensitive solution. Information radiators, also known as big visible charts (BVCs), are visible, physical displays that provide information, enabling timely knowledge sharing. They are posted where people can easily see the information, allowing everyone to review key information at a glance and reinforcing learning. An information radiator provides a more visible and easily accessible solution, which is often preferred in agile contexts.
The other options are incorrect because they are not the most reliable or efficient ways to address the team’s concerns given the time constraints.
Asking the team to partner with one another and share information may not be efficient and could lead to inconsistent information sharing and does not address the problem of information recall. The information each team member retained could be incomplete, incorrect, or misinterpreted.
Reattending the training is not an optimal solution when the team is already behind schedule and can’t afford to spend another full workday on training. This would further delay the completion of critical tasks and could negatively impact the project.
While creating review notes might be helpful, an information radiator is a better solution in this agile environment. The main reason is that information radiators are always visible, making it easy for team members to quickly refer to the information when needed. Review notes might not be as readily accessible or visible.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7.3.2 Information Radiators]
Question
During a progress meeting, the project team learns that an identified risk materialized. The project manager decides to execute the risk response plan, but the contingency reserve does not cover the total budget for that plan.
What should the project manager do?
A.Ask the project sponsor to apply the management reserve to cover the remaining cost of the response.
B.Ask the project sponsor to provide an additional budget to compensate for the cost overage.
C.Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.
D.Use the contingency reserve and assess options to reduce the budget to cover the remaining work.
Solution: C. Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.
The implementation of a risk response plan necessitates a change in the current project management plan. Issuing a change request is the appropriate action to request the necessary budget, address rescheduling, and incorporate new activities into the scope.
The management reserve is typically reserved for unidentified risks. Since the risk has already been identified, the management reserve cannot be used to cover the cost of the risk response plan.
Asking the project sponsor for an additional budget would require a change request.
If the contingency reserve is not sufficient to cover the cost of the risk response plan, then the project manager should issue a change request to ask for additional funding.
This question and rationale were developed in reference to:
Business Ethics, 4th Ed, A Stakeholder and Issues Management Approach (2009) Joseph W. Weiss/// [Item project issue]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//17/ [Item 17.11 - Plan risk response 17.12 - Monitor and control risks]
PMBOK Guide Seventh Edition (2022) /// [2.8.5 RISK]
Question
An organizational transformation project has two workstreams running in parallel between corporate headquarters and an overseas office. Before kick-off, the project manager is scheduled to meet the overseas office leader.
What should the focus of the meeting be?
A.Informing the overseas office leader of the project’s strategic value, key deliverables, and their expected involvement.
B.Reaching an agreement on the choice of procurement strategies to be employed by the overseas office.
C.Assisting the overseas office leader in communicating with the corporate headquarters staff about the project.
D.Identifying and assigning a subject matter expert (SME) to represent the project at the overseas office.
Solution: A. Informing the overseas office leader of the project’s strategic value, key deliverables, and their expected involvement.
Since the meeting is scheduled before the project kickoff, it is important to set expectations with all parties involved by informing the overseas office leader about the project’s strategic value, key deliverables, and expected involvement. This will help to ensure that the overseas office leader is fully informed and prepared to contribute and that everyone is on the same page and working towards the same goals.
The other answer choices may occur after the project has been kicked off.
This question and rationale were developed in reference to:
The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/55/135 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT]
Question
In the middle of a release, the project manager is replaced. Feedback provided by the team to the new project manager hinted at team friction caused by the previous project manager’s constant demands for rapid delivery.
What approach should the new project manager adopt to quickly establish credibility with the team?
A.Do what the team needs to be done, maintain the action log, and provide feedback.
B.Help the team succeed with excellent service, on-time commitments, and an adequate budget.
C.Assess the culture of the team, and observe and interact with them.
D.Have the team explain what is needed, create tasks, and report progress on those tasks.
Solution: C. Assess the culture of the team, and observe and interact with them
To quickly establish credibility, it is important that the new project manager first observe and understand how the team works and how to best serve them.
The other answer choices are incorrect. Helping the team succeed with excellent service, on-time commitments, and making sure that there is an adequate budget to cover the project scope is part of the project manager’s role and is implicit and these actions will not help the project manager to quickly establish credibility with the team which is the primary objective. Going by the team’s needs and wants and creating tasks and reports will not serve the primary objective. The team members may have conflicting views, wants, and needs. Ultimately, it is important to observe the team to identify where impactful changes can be made and to ensure that any changes are aligned with the culture of the organization and best support the intended outcome.
This question and rationale were developed in reference to:
Agile Coaching (No Date) Rachel Davies//3 Master Yourself/38-54 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6/75 [Item]
Question
During a retrospective meeting, some team members expressed that they strongly disagree with how the product owner and scrum master handled some issues related to the scope of the last cycle.
What should the project manager do first?
A.Review the backlog with the product owner to ensure the scope is appropriate.
B.Collect all available information from the team and address the problem.
C.Schedule a meeting with the specific team members to discuss the issue.
D.Discuss the team’s concerns with the product owner and the scrum master.
Solution: B. Collect all available information from the team and address the problem.
Project managers realize that conflicts are inevitable, but that good procedures or techniques can help resolve them. Once a conflict occurs, the project manager must first collect all available information from the team, study and address the problem, develop a situational approach or methodology, and set the appropriate atmosphere or climate.
The other answer choices are incorrect because they are not the first thing the project manager should do. The project manager needs to first understand the root cause of the conflict before they can start to develop a solution. It is important to include the entire team and make sure that everyone involved in the conflict feels comfortable and respected. The project manager is key in establishing and maintaining a safe, respectful, nonjudgmental environment that allows the project team to communicate openly.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7/7.5 [Item]
Question
A project manager has been assigned to a project that is currently late and over budget. The project uses a predictive approach integrated with agile iterations for the most critical part of the scope. During the project assessment, the project manager notices that the team is afraid of making mistakes and is seeking individual recognition, while lacking accountability.
How should the project manager improve productivity?
A.Develop a performance management plan for each project team member and share the performance results with the team.
B.Enable collaboration, create common goals, and celebrate group achievements, while providing group rewards.
C.Reinforce and communicate the next milestone, following individual performance and execution on a detailed level.
D.Request approval to replace a few team members so the project team can understand the importance of meeting goals.
Solution: B. Enable collaboration, create common goals, and celebrate group achievements, while providing group rewards
The project manager needs to create a collaborative environment that focuses on common goals and group rewards, and moving away from working in silos.
The other answer choices are incorrect. Developing a performance management plan for each project team member and sharing the performance results with the team or creating milestones at an individual level will only deteriorate the working relationship among the team members. Replacing a few team members may not improve the team morale or productivity unless the team is focused on common goals and working together as a team and focusing on group achievements.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.4.4.2/62 [Item]
| Project Management: A Managerial Approach, 8th Edition (No Date) Jack R. Meredith and Samuel J. Mantel Jr.//3.1 Project Management and Project Manager/ [Item]
Question
A project manager is working on a new healthcare management application. One of the team members will be leaving the organization and a new team member is taking over their tasks. The new team member is concerned that several parts of the new application cannot be tested yet, despite sign-off by the outgoing team member. How should the project manager address this situation?
A.Trust the sign-off from the outgoing team member and proceed with the project as planned.
B.Conduct a thorough review of the untested parts of the application before proceeding.
C.Inform the new team member that testing will happen in a later phase of the project.
D.Ensure that the outgoing team member creates a knowledge transfer document for the new team member.
Solution: D. Ensure that the outgoing team member creates a knowledge transfer document for the new team member.
Ensuring that the outgoing team member creates a knowledge transfer document is the most comprehensive and reliable way to ensure that the new team member has all the information they need to understand and test the untested parts of the application. By doing this, the project manager ensures that the new team member has all the necessary information to understand the current state of the project and can make informed decisions about whether further testing or review is needed. It also helps mitigate risks associated with relying solely on the sign-off from the outgoing team member without a proper handover of knowledge.
The other options are incorrect because they are not as reliable.
Trusting the sign-off from the outgoing team member is a risky option, as it could lead to problems if the untested parts of the application are not working properly.
Conducting a thorough review of the untested parts of the application before proceeding could delay the project.
Informing the new team member that testing will happen in a later phase of the project is not an acceptable option, as it would put the project at risk.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.8 LEARNING THROUGHOUT THE PROJECT]
Question
During project implementation, a stakeholder is questioning the purpose of the project and wants to pause the project to assess a new process that may affect the final deliverable.
What is one of the first things the project manager should do?
A.Use a power/interest grid to determine the stakeholder’s influence on the execution of the project.
B.Consult with the project sponsor to determine the next steps and the potential new process.
C.Postpone any changes to a future project in order to fulfill the deliverables in the current project.
D.Revisit the acceptance criteria with the stakeholder to ensure the quality level is appropriate.
Solution: A. Use a power/interest grid to determine the stakeholder’s ability to influence the planning or execution of the project.
An impact/influence grid supports a grouping of stakeholders according to their level of authority (power), level of concern about the project’s outcomes (interest), ability to influence the outcomes of the project (influence), or ability to cause changes to the project’s planning or execution. Once the project manager has a better understanding of the stakeholder’s power and interest, they can then develop a strategy for addressing their concerns.
The other options are incorrect because they should not be the first thing the project manager does in response to this situation. The other options should only come after assessing the stakeholder’s influence and concerns.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/12/422 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
A project manager is preparing to start a project and notices that the project team is having difficulties communicating and collaborating. The team has never worked together before. The project manager wants to understand each individual’s behavior and tailor the leadership style to create a more effective team environment.
Which tools or techniques should the project manager use in this situation? (Choose two)
A.Personality assessments
B.Weekly teleconferences
C.One-on-one coaching
D.Technical assessments
E.Cultural assessments
Solution: A and C.
A. Personality assessments
C. One-on-one coaching
The project manager needs to establish a culture and environment that enables a group of diverse individuals to evolve into a high-performing project team. This includes recognizing the activities needed to foster project team development and encouraging leadership behaviors from all project team members. One-to-one coaching and personality assessments are the two vital techniques that the project manager should use in this scenario.
The other answer choices are not as effective for understanding their behavioral styles and understanding individual needs.
Assessing technical skills and holding weekly teleconferences won’t help to understand and tailor communication requirements. A cultural assessment may not be necessary unless the team is specifically composed of members from diverse cultural backgrounds.
This question and rationale were developed in reference to:
Agile Coaching (No Date) Rachel Davies//5/72 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A team is transitioning from a predictive to an agile approach. Which two obstacles are the team most likely to encounter? (Choose two)
A.Management provides freedom for the team to decide.
B.Management continues to control the processes of delivery.
C.Management would like the team to learn and adapt.
D.Management support is lacking for team empowerment.
E.Management expects the team to keep their performance level.
Solution: B and D.
B. Management continues to control the processes of delivery.
D. Management support is lacking for team empowerment.
During the transformation from a predictive to an agile approach, the common impediments the team will face are the lack of empowerment and the management style of controlling the process of delivery. A significant part of any Agile transformation is enabling an organization to move away from a command and control culture to an environment that is more focused on collaboration and cultivation. Transitioning from predictive development approaches to adaptive approaches and then to using agile methods is more than just stating that the organization will now be agile. It entails shifting the mindset starting at the executive level throughout the organization. Organizational policies, ways of working, reporting structure, and attitude should all be aligned. Some agile approaches entail iterations that are 1 to 2 weeks in duration with a demonstration of the accomplishments at the end of each iteration. The project team is very engaged with the planning for each iteration. The project team will determine the scope they can achieve based on a prioritized backlog, estimate the work involved, and work collaboratively throughout the iteration to develop the scope.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//3 AGILE AND THE BUSINESS/3.2.1]
| The Agile Practice Guide (No Date) PMI/PMI/4/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.3.4.3 Organization] [2.3.3 DEVELOPMENT APPROACHES]
Question
A key member of a project team publicly declares that another team member has been speaking negatively about them. The team member threatens to quit their job if the project manager does not take immediate action to address the conflict.
What should the project manager do first?
A.Call a team meeting because the project is in jeopardy without the key team member.
B.Meet with the accused team member to understand their point of view.
C.Schedule a meeting in the future to allow the issue to diffuse over time.
D.Decide to remove one of the two members of the team to address the conflict.
Solution: B. Meet with the accused team member to understand their point of view
The project manager should meet with the accused team member to understand more about the situation first before attempting to start resolving this conflict.
The other answer choices are incorrect. Calling a team meeting is not effective as the other team members are not involved in the conflict between the two members; the option to remove one of the members will jeopardize the work delivery without resolving the conflict; and scheduling a meeting in the future does not address the current issue and conflicts should be addressed immediately.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//349 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4/ [Item Managing conflicts in projects]
Question
A project team has complete access to all project-related data, including visual data and information like the Gantt chart, prioritization matrix, story map, and other inputs. However, a project team member repeatedly requests more granular details on a work package than the Gantt chart indicates. The Gantt chart is confirmed to be comprehensive and current, and the other project team members feel that the current Gantt chart is sufficiently detailed.
What should a project manager do to address this situation?
A.Create a new communication channel with granular updates.
B.Ensure that the team member understands the granular information retrieval process.
C.Remind the project team member that the Gantt chart was the agreed format.
D.Continue to ignore the project team members’ requests.
Solution: B. Ensure that the team member understands the granular information retrieval process.
Visual data and information are artifacts that organize and present data and information in a visual format, such as charts, graphs, matrices, and diagrams. Visualizing data makes it easier to absorb data and turn it into information. Visualization artifacts are often produced after data have been collected and analyzed. A Gantt chart is a bar chart that provides schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.
The project manager should ensure that the team member understands how to retrieve the granular update from the data as the member can self-serve. The team member should be empowered to get the level of information that they are authorized to get.
The other answer choices are incorrect. Since it is only the specific project team member who wishes for more granular updates, creating a whole new communication channel for an individual may be a waste of resources. Ignoring the requests or reminding them that the team had agreed on the current reporting format of the Gantt chart would not address the situation. It may worsen the conflict with the team member who has an expectation gap not met.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.4.5.1/65 [Item Leadership styles]
| The Agile Practice Guide (No Date) PMI/PMI//34 [Item]
PMBOK Guide Seventh Edition (2022) /// [4.6.6 VISUAL DATA AND INFORMATION]
Question
A newly launched product prototype is receiving a number of customer complaints. To reduce negative feedback, the team comes up with an action plan. At the end of the quarter, however, the project manager found there was no significant reduction in complaints.
What should the project manager do next?
A.Identify the key performers on the team and recognize them appropriately.
B.Identify the team members who lack the required skills and train them.
C.Revisit and reevaluate the project’s key performance indicators (KPIs).
D.Report the status to the executive management team and seek help.
Solution: C. Revisit and reevaluate the project’s key performance indicators (KPIs).
In an agile project, the project manager should revisit and reevaluate KPIs frequently to check the effectiveness of the action plan. This is an important agile practice, as it allows the team to quickly identify and address any issues that may be preventing them from achieving their goals. This will help to ensure that the team is aligned on the goals and objectives of the project and that they are empowered to take action to resolve the issue of customer complaints.
The other answer choices are incorrect because they do not effectively address the issue of customer complaints.
Recognizing the key performers on the team does not directly address the problem of customer complaints.
Identifying the team members who lack the required skills doesn’t immediately address the issue of customer complaints. While skills development is important, there is no indication that the team members lack skills.
Reporting to management may be necessary if the team is unable to resolve the issue on its own, but it should be a last resort. Agile teams are encouraged to take ownership of their projects and problem-solving.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 3rd Edition/Chapter 1 - The Great KPI Misunderstanding [Item Section - Seven Characteristics of KPIs]
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
A project manager has a new project. The work breakdown structure (WBS) and sequence of activities have been defined, but the team has difficulty estimating the duration of each activity.
Which approach should the project manager take to ensure the estimates are reliable?
A.Ask each team member to estimate the duration of each activity.
B.Consider the project schedule constraints and estimate the activities accordingly.
C.Access performance records of similar, past projects and use them as a reference.
D.Consult other project managers for the duration estimate of each activity.
Solution: C. Access performance records of similar, past projects and use them as a reference
Making all your members estimate each activity will not be effective unless all your members are expert. It will not be a reliable approach to do bottom-up estimation as well. The best approach is to check with the PMO records of past similar projects and use them as reference.
PMBoK Sixth Edition in Chapter 5 and 6 states: “5.4.3.1 SCOPE BASELINE
The scope baseline is the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan
WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work.
WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Most of the information included in the WBS dictionary is created by other processes and added to this document at a later stage
6.4 ESTIMATE ACTIVITY DURATIONS
Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete. This process is performed throughout the project
The Estimate Activity Durations process requires an estimation of the amount of work effort required to complete the activity and the amount of available resources estimated to complete the activity
6.4.2.4 THREE-POINT ESTIMATING
The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk”
For the given answer options the correct response, therefore, is: “Access performance records of similar, past projects and use them as a reference”
The Distractors correctly worded and are accepted
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/6/200 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5 and 6/ [Item Scope Baseline, Estimate Activity Durations and Three Point Estimating]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/10/2173 [Item]
Question
A stakeholder complains that a product component is not easy to use. What should be the immediate next step for the project manager?
A.Check if the component meets the design and performance specifications.
B.Collaborate with the stakeholder to confirm the acceptance criteria for the product.
C.Ask a user experience expert to meet with the stakeholder and explain the component design.
D.Raise a change request according to the stakeholder’s requirement concerns.
Solution: A. Check if the component meets the design and performance specifications.
The immediate next step for the project manager is to check if the component meets the design and performance specifications. It is important that the project manager discovers the root cause of the problem before moving forward. This will help the project manager determine if the issue is with the component or a user experience issue.
The other answer options should not be the next immediate step. Without knowing the root cause of the issue, the project manager can not confidently discern how to address it.
Clarifying the product acceptance criteria or asking a user experience expert to explain the component design to the stakeholder may not resolve the issue depending on the findings during the initial investigation.
Raising a change request may be necessary if the component does not meet the design and performance specifications, but is a premature action at this point.
This question and rationale were developed in reference to:
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//20/ [Item Quality Management]
| Quality Management for Projects and Programs (1991) Lewis R. Ireland/PMI// [Item]
Question
A project manager is assigned to take over an ongoing project. During the quality review, the team discovered that 40% of the deliverables have defects and require rework, with an expected worsening trend.
What should the project manager’s first step be?
A.Evaluate the cost of the rework.
B.Review the quality management plan.
C.Review the user stories.
D.Perform a root cause analysis.
Solution: D. Perform a root cause analysis.
The first step should be to perform a root cause analysis since the defects identified are expected to increase over time. A root cause analysis is used to determine the underlying cause of variance, defect, or risk. This would allow the project manager to identify the root causes of the defects in the deliverables. The project manager can use the findings of the root cause analysis to identify and implement corrective actions to prevent similar defects from occurring in the future.
The other answer choices should not be done until the root cause analysis has been completed. The project manager must have a comprehensive understanding of the root cause of the issue before taking corrective action.
This question and rationale were developed in reference to:
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//20.9 The Seven Quality Control Tools/location 27178 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
A project team member informs the project manager that all items are complete and the team is ready to move on to the next iteration. The project manager reviews the iteration board and notices incomplete items. The iteration ends today, and the missed items will not be completed on time.
What should the project manager have done to ensure that all of the iteration backlog items were completed on time?
A.Validated iteration backlog items using the definition of done (DoD).
B.Scheduled longer delivery timelines for project iteration cycles.
C.Requested that the team reports progress during daily standups.
D.Asked team members to demo their work as soon as it was ready.
Solution: A. Validated the iteration backlog items using the definition of done (DoD).
Validating the iteration backlog items using the definition of done (DoD) is the best way to ensure that all of the iteration backlog items are completed on time. A DoD checklist lists all the criteria that are required for a deliverable to be considered ready for customer use. The team should regularly validate the iteration backlog items using the DoD established previously to avoid delays before the iteration ends. Before considering the iteration complete, the project manager should seek to confirm that all criteria are met.
The other options are incorrect.
Scheduling longer delivery timelines may not be feasible or practical, and asking the team to demo their work may not address the issue of incomplete items.
Asking the team to report daily progress should be part of the process, but does not remove the need to validate the backlog items using the DoD. The team believes that they have completed all of the necessary items, suggesting that there is a disconnect between the DoD and the team’s belief that all work has been completed.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Using Tools, Templates, and Processes to scope a project/104 [Item]
| O’Reilly Platform (No Date) ///133 [Item The Age of agile.Stephen DenningPage 133 Continuously Monitor Progress]
Question
A project manager has just taken over an ongoing project from another project manager. During a review of the project management plan, the new project manager realizes that the cost variance and schedule variance are largely negative. Several reported issues have not been resolved, vendors have not been paid for work done, and risk mitigation is quickly depleting the budget.
Which two actions should the original project manager have taken to avoid this situation? (Choose two)
A.Outlined the project’s assumptions and documented them in the project charter.
B.Added a substantial contingency reserve budget to the project charter.
C.Identified high-level risks and risk responses in the project planning phase.
D.Identified appropriate and comprehensive project handoff procedures.
E.Ensured that the project governance controls were approved and implemented.
Solution: A and C.
A. Outlined the project’s assumptions and documented them in the project charter.
C. Identified high-level risks and risk responses in the project planning phase.
The original project manager should have outlined and documented the project’s assumptions in the project charter and identified high-level risks and responses in the project planning phase to avoid the situation described. Clear assumptions in the project charter can help ensure that all stakeholders have a common understanding of the project scope, objectives, and assumptions. Identifying high-level risks and responses in the project planning phase can help to ensure that potential risks are identified and addressed before they become issues.
The other answer choices are not as effective in avoiding this situation.
Adding a contingency budget to the project charter may help to mitigate risks, but it does not address the root cause of the issues.
Identifying project handoff procedures and ensuring that project governance controls were approved and implemented are important, but they may not have prevented the negative cost variance and schedule variance.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
| Project Risk Management: A Practical Implementation Approach (No Date) Michael M. Bissonette//Chapter 6 and 7/ [Item]
Question
During a daily standup, some team members realized they were not all prioritizing the requirements in the same way. This could impact the current iteration’s goals.
What should the project manager do to resolve this issue?
A.Schedule an iteration review session and update backlog priorities.
B.Meet with the team and product owner to clarify priorities.
C.Ask the project sponsor to redefine the prioritized values.
D.Define priorities based on the urgency of requirements and risks.
Solution: B. Meet with the team and product owner to clarify priorities.
The project manager should organize a meeting with the team and the product owner to clarify and prioritize requirements. Agile techniques are valuable for focusing on and resolving competing priorities through direct interaction with the product owner. This will help the team better understand the value of requirements added to the product in each iteration and optimize the flow of value.
The other options are incorrect because they are not the most effective way to resolve the issue of team members not prioritizing requirements in the same way.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //9/ [Item https://learning.oreilly.com/library/view/large-scale-scrum-more/9780133813142/ch09.html#ch09]
| The Agile Practice Guide (No Date) //4/39 [Item 4.3 Team Composition]
| The Agile Practice Guide (No Date) //Introduction/2 [Item Introduction]
| The Agile Practice Guide (No Date) PMI/PMI/5/ [Item Section 5.2.3 -Backlog Refinement]
Question
A project team is creating a stakeholder engagement assessment matrix to govern stakeholder management activities during project execution. The team learns that a key stakeholder is aware of the project, but is unsupportive of the outcome.
What type of stakeholder is this?
A.Resistant
B.Leading
C.Neutral
D.Supportive
Solution: A. Resistant
The key stakeholder is aware of the project but is unsupportive of the work or outcomes of the project, which makes them a resistant stakeholder. These stakeholders will be unsupportive of the work or outcomes of the project. The project manager can use the stakeholder engagement matrix to quickly assess stakeholders, prioritize focus, and develop a plan to address and improve those relationships.
The other answers are incorrect.
Stakeholders can be classified based on their level of engagement, such as unaware, resistant, neutral, supportive, or leading.
Unaware - Unaware of the project and its potential impacts.
Resistant - Aware of the project and potential impacts but resistant to any changes that may occur as a result of the work or the outcomes of the project. These stakeholders will be unsupportive of the work of the outcomes of the project.
Neutral - Aware of the project but neither supportive nor unsupportive.
Supportive - Aware of the project and potential impacts and supportive of the work and its outcomes.
Leading - Aware of the project and potential impacts and actively engaged in ensuring that the project is a success.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Project Stakeholder Management - Ch 4/METHODS FOR STAKEHOLDER ANALYSIS [Item]
Process Groups: A Practice Guide (2022) PMI /// [6.1.0 MANAGE STAKEHOLDER ENGAGMENT]
Question
The night before a standup meeting, a project manager realizes that they will be unable to attend the daily standup meeting in person but will join via phone. The project manager sent an email to the project team letting them know. One of the team members is upset that, despite having the longest commute, they are expected to attend the meeting in person.
How should the project manager address this situation?
A.Amend the current attendance policy to allow all team members to attend standup meetings remotely.
B.Rotate the location of the standup meetings to ensure that everyone has an equal opportunity to attend in person.
C.Review the guidelines for meeting attendance including when remote attendance is allowed and under what circumstances.
D.Communicate the reasons for attending standup meetings in person and the benefits of doing so.
Solution: C. Review the guidelines for meeting attendance including when remote attendance is allowed and under what circumstances.
By reviewing guidelines and expectations, the project manager can address the team member’s concerns and ensure that everyone feels valued and included in the project. This will help ensure that everyone is aware of the expectations and guidelines for attending meetings, and can help prevent misunderstandings or hurt feelings.
The other options are incorrect.
Amending the attendance policy to allow all team members to attend standup meetings remotely or rotating the location of meetings may not be feasible or practical, and may not address the underlying issue.
Communicating the reasons for attending standup meetings in person may help team members understand the importance of attending in person but it should be done by reviewing meeting guidelines and expectations.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//22/ [Item Essential Scrum, Chapter 22, Teams should have established ground rules]
The Agile Practice Guide (No Date) PMI/PMI//35 [Item ‘“…a facilitator encourages collaboration through interactive meetings, informal dialog, and knowledge sharing. Servant leaders do this by becoming impartial bridge-builders and coaches, rather than by making decisions for which others should be responsible.”]
Question
A project manager is beginning a new project and is starting to form the project team. The project manager has not worked with anyone from this team previously, and most of the team members do not know each other, and some are located in different countries.
Which two actions should the project manager take to help the team work more closely together? (Choose two)
A.Identify the cultural differences and potential conflict areas to mitigate these going forward.
B.Allocate a budget for the team members to temporarily relocate for the duration of the project.
C.Arrange virtual team building sessions that allow team members to get to know each other.
D.Select team members who have previously worked together to be allocated to the project.
E.Identify experienced team members to provide mentoring for the less experienced team members.
Solution: A and C.
A. Identify the cultural differences and potential conflict areas to mitigate these going forward.
C. Arrange virtual team building sessions that allow team members to get to know each other.
Cultural differences can potentially lead to misunderstandings and conflict. The project manager should identify cultural differences and potential conflict areas to ensure that issues do not arise. Virtual team building sessions can help build trust, cohesion, and shared understanding.
The other answer choices are less effective for helping a new team work more closely together.
Allocating a budget for team members to relocate temporarily may not be feasible and is not guaranteed to help the team work well together, especially if cultural differences are not addressed.
Selecting team members who have previously worked together may not be possible or ethical and may limit diversity in the team.
Having experienced team members to provide mentoring does not guarantee a more cohesive and effective team, especially for a new project. Building relationships and trust should be a primary focus in the early stages.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//7/111 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.5 TAILORING LEADERSHIP STYLES]
Question
A project manager is leading a team of software engineers in developing a new mobile app. The team consistently meets deadlines but the quality of their work has been declining. The project manager suspects this may be due to a lack of training. How should the project manager address this situation?
A.Organize a team-building workshop to improve collaboration and team morale.
B.Hire new team members with more experience to compensate for the performance decline.
C.Conduct a skills gap analysis to identify specific training needs and provide targeted training.
D.Implement a strict performance evaluation system to motivate team members to improve their performance.
Solution: C. Conduct a skills gap analysis to identify specific training needs and provide targeted training.
This approach allows for a data-driven response to identify and address the root causes of the issue, likely related to training or skill deficiencies. By conducting a skills gap analysis, the project manager can identify the specific training needs of each team member and develop a targeted training plan to address them. This will help to ensure that the team members have the skills and knowledge they need to produce high-quality work.
The other options are incorrect because they are not the most effective ways to address the situation.
Organizing a team-building workshop may be valuable for team dynamics, but it might not directly address the core issue of declining work quality, which the project manager suspects is due to a lack of training.
Hiring a new team member assumes that the current team is incapable of improvement and doesn’t initially address the potential lack of training as the root cause.
While performance evaluation can be beneficial, implementing a strict system may not be the best initial response. If the team members are not meeting performance expectations because they lack training, then implementing a strict performance evaluation system will not be effective.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
A project manager is overseeing a procurement project for a company that has a dedicated procurement management team that handles all contracts. The quarterly report identifies six contracts that do not align with the company’s objectives.
What will be the most suitable action for the project manager to take?
A.Keep the six contracts despite their misalignment.
B.Suggest terminating all contracts that are misaligned.
C.Ask the project sponsor to revise the contracts.
D.Request that the customer revise the contracts.
Solution: B. Suggest terminating all six contracts that do not align with the company objectives.
The project manager should recommend terminating all six contracts that do not align with the company’s objectives. Keeping these contracts could lead to wasted resources and potentially harm the company’s overall goals.
The other options are incorrect.
Keeping all six contracts ignores the misalignment with the company’s objectives.
The procurement management team handles all contracts, so it would be inappropriate to ask the client or the sponsor to revise contracts. The decision to revise contracts is the responsibility of the procurement management team. Revisions may not be possible or guarantee alignment.
This question and rationale were developed in reference to:
Information Technology Project Management (No Date) //12/497 [Item]
| Manage Vendor and Contractor Performance (2008) Gerard M. Mill/Auerbach Publications// [Item non performing contracts management]
Question
A project manager was recently assigned to an investigation project. Due to the complexity of the project, the project manager is unsure if any regulation applies.
How should the project manager determine which regulations apply to the project?
A.Consult with a manager who has a higher level of authority for this decision.
B.Contact the project management office (PMO) manager as they are in charge of determining the regulations required for agile projects.
C.Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any regulations are applicable.
D.Request a signed letter from the client to confirm if any regulations apply to any project deliverables.
Solution: C. Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any regulations are applicable
The best option is to consult the experts available (SMEs), your resources, and any related stakeholders with expertise on the topic (Expert Judgement).
The other answer choices are incorrect. PMO just provides guidance on the methodology to be used and not if any regulation needs to be applied. The high-level manager and the client may not be well informed of necessary regulations.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 1. 1/20 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2/48 [Item]
Question
During the first few days of executing a six-week project, an impediment is discovered by the project team. The project manager worked with the team to develop and implement a strategy to resolve the issue. Afterward, the project manager discovers that, as a result, the project can now be completed in only three weeks.
What should the project manager do?
A.Work with stakeholders to determine the best course of action.
B.Change the project scope to include additional deliverables.
C.Maintain the original six-week timeline and milestone schedule.
D.Reallocate the team to other projects to maximize efficiency.
Solution: A. Work with stakeholders to determine the best course of action.
It is important to maintain alignment between the project and stakeholders. The project manager should be transparent about this new discovery by informing stakeholders and working with them to determine the best way to proceed. This will provide stakeholders with the information they need to make decisions and determine the best course of action.
The other options are incorrect.
Changing the project scope or reallocating the team may introduce risks and should only be considered after discussing the situation with stakeholders.
Maintaining the original schedule fails to acknowledge the potential benefits of the schedule reduction and may be a waste of resources.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
A member of a development project team informs the project manager that the operating system is not going to be installed on time due to a late upgrade by the supplier. What should the project manager do first?
A.Determine the impact of the situation.
B.Modify the schedule to reflect the situation.
C.Inform the stakeholders about the problem.
D.Have the project team brainstorm a solution.
Solution: A. Determine the impact of the situation
The project manager must quantify an impact in order to understand the adjustments needed in the project in terms of schedule, budget, and/or resources. Only after the impact is assessed can the project manager implement the appropriate responses to maintain optimal performance.
The other answers may occur after this appraisal exercise.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.4/60 [Item]
| Project Risk Management: A Practical Implementation Approach (No Date) Michael M. Bissonette//4: Classical Project Risk Mgmt Practices/ [Item Planning Risk Mgmt]
Question
A project is facing a one-month delay, and the project manager realizes that a change request is necessary. The change control board (CCB) will review the change request at their next meeting, which is in two weeks. However, if the implementation of this change is delayed by two weeks, upcoming supply chain disruptions will cause a two-month delay to the project schedule.
What should the project manager do?
A.Implement the change immediately to avoid the upcoming supply chain disruptions and the two-month delay.
B.Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions.
C.Meet with the sponsor and ask them to contact the CCB and request their immediate approval.
D.Request that the CEO approve and implement the change to avoid the potential two-month delay.
Solution: B. Revise the change request to incorporate the additional two-month delay due to upcoming supply chain disruptions.
The project manager should acknowledge the existing delay and recognize the potential for a two-month delay due to supply chain disruptions. This will ensure that the CCB has all of the necessary information to make an informed decision about the change request. This is essential for effective project management, as it ensures that all stakeholders are aware of and prepared for the extended timeline. The project manager should communicate the revised change request to all relevant stakeholders to ensure that everyone is aware of the delay and its impact on the project.
The other options are incorrect because the project manager should follow the established change management process and ensure that the change request accurately reflects the current situation.
Immediately implementing the change is incorrect because the project manager does not have the authority to implement changes without approval from the CCB. Rushing the change without proper planning and review could lead to unforeseen issues.
Asking the sponsor to contact the CCB and request their approval is incorrect because the project manager is responsible for following the change management process.
Asking the CEO to approve and implement the change is incorrect because the project manager should follow the established change management process, which may not involve the CEO. Additionally, it is generally not advisable to escalate a change request to the CEO without first trying to get approval from the CCB.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/ [Item Mastering Project Time Management, Cost Control, and Quality Management: Proven Methods for Controlling the Three Elements that Define Project Deliverables
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A project manager works in a matrix organization. Following a reorganization, several key project resources are reassigned to another project. The project no longer has the resources needed to successfully deliver the project.
What should the project manager do?
A.Refuse to release the newly reassigned resources.
B.Review the communications management plan.
C.Review resource allocation and utilization plans.
D.Review resource needs with the functional manager.
Solution: D. Review resource needs with the functional manager.
In a matrix environment, the project resources are typically shared between multiple projects. The project manager should review the project’s resource needs with the functional manager because the resources report to their functional managers. The project manager should explain the impact of reassigning the resources and work with the functional manager to minimize the impact of the resource reassignment.
The other answer choices are incorrect.
Refusing to release the reassigned resources is not feasible and is beyond the project manager’s authority.
Reviewing the communications management plan is not relevant to the situation.
Reviewing resource allocation and utilization plans does not address the current resource shortage.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //101 Project Management Problems and How to Solve Them by Tom Kendrick/Chapter: PROBLEM 86
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A dispersed project team just finished a sprint with complex tasks ahead of schedule. During the retrospective, a new member of the team interrupts and asks everyone to explain their roles and what they are planning on working on for the next sprint.
What should the project manager do?
A.Address the situation immediately and answer the new team member directly.
B.Inform the team members that this would be best handled in another meeting.
C.Ask each team member to explain their role and what they will work on for the next sprint.
D.Set up one-on-one meetings with each team member and the new team member.
Solution: B. Inform the team member that this would be best handled in another meeting.
The project manager should politely tell the new team member that a retrospective meeting is not the best time to discuss the roles of other team members. This helps maintain the effectiveness and efficiency of the retrospective meeting and ensures that the team’s time is used wisely. Retrospective meetings provide an opportunity for the project team to review their work and results and suggest changes to improve processes and efficiency.
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. The project manager should provide time for the new team member to understand the team dynamics and provide them with the information they need without disrupting the flow of the retrospective.
Addressing the question immediately or asking each team member to explain their roles in the retrospective meeting may lead to an extended off-topic conversation and potentially side-track the retrospective, making it less effective.
A one-on-one meeting with each team member would be time-consuming and inefficient.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology//68 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//52 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.1 PROJECT PROCESSES] [4.4.3 MEETINGS AND EVENTS]
Question
A project has a budgeted cost of $120,000. According to the schedule, 15% of the project should have been completed after one month. After a month, only 12% of the project has actually been completed.
What is the scheduled performance index (SPI)?
A.0.6
B.0.8
C.0.9
D.1.25
Solution: B. 0.8
The planned value is: $120,000 * 15% = $18,000.
The earned value is: $120,000 * 12% = $14,400.
The SPI is equal to the earned value divided by the planned value: SPI = EV / PV = $14,400 / $18,000 = 0.8.
This means that for every estimated hour of work, the project team is only completing 0.8 hours or 48 minutes.
Since the SPI is less than 1 then the project is running behind schedule. If the ratio has a value higher than 1 this indicates the project is progressing well against the schedule. If the SPI is 1, then the project is progressing exactly as planned.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//CHAPTER 9 How to Execute a TPM Project/
| PMBOK Guide Sixth Edition (2018) PMI/PMI/7.4.2.2/267 [Item Schedule Performance Index (SPI). A measure of schedule efficiency expressed as the ratio of earned value to planned value.]
Question
A large transformation project has moved its project management office (PMO) to a virtual environment. There have been performance issues with the PMO team regarding the daily tasks they perform, which are now affecting the project.
Which three actions should the project manager take to improve the performance of the PMO team? (Choose three)
A.Nurture confidence among the PMO team members by providing them with the required training on project management tools.
B.Hire a new senior manager for the virtual teams to improve collaboration between departments.
C.Suggest that management dissolves the virtual team or moves the PMO to a colocated area.
D.Build a collaborative environment by having regular connections among the PMO team members.
E.Provide access to communication tools to help the virtual teams connect better with the stakeholders.
Solution: A, D and E. Nurture confidence among the PMO team members by providing them with the required training on project management tools, Build a collaborative environment by having regular connections among the PMO team members and Provide access to communication tools to help the virtual teams connect better with the stakeholders
The project manager is interested in improving the performance of the virtual PMO team. Providing the team with training that nurtures their confidence, building a collaborative environment through regular connections among the team members and providing access to communication tools towards better team connection will help towards achieving this.
The other answer choices are incorrect. Dissolving the virtual team however does not help improve the PMO in its current environment and hiring a senior manager to improve collaboration between departments does not address issues of performance within the PMO virtual team.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/311 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//8.10/Table 8.8 [Item]
Question
An organization makes an acquisition of a similar product halfway through the development cycle of a potential product. This might create an overlap in the product portfolio.
What should the project manager do next?
A.Assess the feasibility and viability of the project with the product owner.
B.Continue to develop the product for the benefit of the organization.
C.Discuss the potential impact of the acquisition with team members.
D.Halt the project until a clear path emerges for the product roadmap.
Solution: A. Assess the feasibility and viability of the project with the product owner.
The project manager should assess the impact of the new acquisition and determine the next steps with the product owner. This would ensure that expectations are aligned.
The other answer choices are incorrect. Continuing with the product development or halting the work is not reasonable, since the action may result in a waste of effort or time if the organization’s intentions are not aligned. Discussing the potential impact is valid, but is not the next step. The discussion should be with the product owner first. The team members may join the discussion later for the impact analysis.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //5/ [Item Book: The Power of the Agile Business Analyst, 2nd Edition]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.5/ [Item]
Question
A project manager is concerned about delivering the planned business value because the product owner is not engaged. What should the project manager do to address the concern?
A.Review and update the communications management plan.
B.Review and update the stakeholder engagement plan.
C.Review and update the resource management plan.
D.Review and update the risk management plan.
Solution: B. Review and update the stakeholder engagement plan.
The amount and effectiveness of stakeholder engagement should be monitored throughout the project. A disengaged product owner can cause negative impacts and diminish the probability of achieving intended outcomes. The project manager should review the stakeholder engagement plan and assess whether the current engagement strategy is effective or if it needs to be adjusted. Once the project manager has reviewed the stakeholder engagement plan, they can determine the root cause of the issue and make adjustments to increase engagement.
The other options are incorrect. The communications management, resource management, and risk management plans are not as effective in addressing the issue of disengagement.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
| The Agile Practice Guide (No Date) PMI/PMI/6.6.3 - An Agile PMO is multidisciplinary/82 [Item]
Question
In preparation for a meeting with the CEO of an organization, a project manager asks a team member to prepare a monthly report for the CEO. The CEO provided a specific format for these reports at the start of the project. The day before the meeting, the project manager reviews the report and discovers that it is not formatted as specified by the CEO.
What should the project manager have done to avoid this situation?
A.Asked for the report from the team member earlier to ensure it was in the requested format.
B.Requested that the CEO provide more detailed format requirements for creating monthly status reports.
C.Used interactive communication to confirm that the team member acknowledges the specified format.
D.Modified the communications management plan to include the new report format requirements.
Solution: C. Used interactive communication to confirm that the team member acknowledges the specified format.
Effective communication fosters awareness of the ideas of others, assimilation of other perspectives, and collective shaping of a shared solution. The project manager should have confirmed that the information being communicated was clear and complete and was correctly interpreted. Using interactive communication allows for a two-way exchange of information and helps to ensure that the team member fully understands and acknowledges the specified format.
The other answer choices do not directly address the issue of ensuring the report is in the correct format.
In this case, the CEO has already provided a specific format for the reports at the start of the project, and the requirements and format preferences should have been solidified at that time.
Asking for the report earlier doesn’t directly address the root cause of the problem, which is the misunderstanding of the specified format.
Modifying the communication plan is not necessary at this point as there is no indication that the format requirements have changed since creating the communications plan at the start of the project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT] [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project manager has been hired to lead a multinational enterprise program with a geographically distributed team. The team members are located in different countries and have varying opinions about status reporting. Some prefer detailed reports, while others prefer them to be brief. Some team members want to send daily status reports, while others want to send weekly status reports.
How should the project manager resolve the issue?
A.Ask the team to adhere to the communications management plan.
B.Escalate the reporting issue to the project sponsor for guidance.
C.Request that the team resolve the issue amongst themselves.
D.Change the existing template for status reporting to accommodate.
Solution: A. Ask the team to adhere to the communications management plan.
The communication management plan describes how, when, and by whom information about the project will be administered and disseminated. Adhering to the established communications management plan ensures consistency in status reporting across the geographically distributed team.
The other options are incorrect.
Escalating the issue is inappropriate at this stage and should be a last resort.
Asking the team to resolve the issue themselves will not be effective as the team is currently unable to reach a consensus.
Changing the existing template could lead to inconsistencies and confusion in reporting. Changing the template may not be effective since the team cannot reach a consensus as is.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item From Kindle: Managing Cultural Differences: Global Leadership for the 21st Century]
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT]
Question
A five-year highway construction project is in its third year of execution when the project manager receives a complaint from a local community group. The group is upset because they noticed that the path of the highway changed and now runs closer to their homes. This conflict has disrupted construction and put the project in danger.
What should the project manager have done to avoid this issue?
A.Created a contingency plan to mitigate the impact of community opposition.
B.Established an internal review board to integrate quality assurance activities.
C.Held community meetings to keep stakeholders informed of progress and changes.
D.Ensured that the project planning was confidential and well-documented.
Solution: C. Held community meetings to keep stakeholders informed of progress and changes.
Open and transparent planning that engages internal and external stakeholders is vital. The project manager should have held community meetings to keep stakeholders informed of progress and changes to avoid the conflict that arose due to the change in the path of the highway. By holding community meetings, the project manager can address the concerns of the local community group and keep them informed of any changes or progress in the project. This can help to build trust and maintain a positive relationship with stakeholders.
The other options are incorrect.
Creating a contingency plan to mitigate the impact of community opposition is not a proactive measure to avoid conflicts with stakeholders.
Establishing an internal review board to integrate quality assurance activities and ensuring that the project planning was confidential and well-documented are not directly related to addressing the community’s concerns. Confidentiality may lead to mistrust and misunderstanding among stakeholders. Quality assurance is important in construction projects, but it does not address the specific issue of the community’s grievances.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//3/73 of 699 [Item the process of identifying who are the project stakeholders is part of project communication management. ]
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//2/ [Item Stakeholders and Organizational Value-Stakeholder Engagement- Implications for Successful Stakeholder Engagement in Projects]
Question
A new agile team is forming and the project manager notices that the team is struggling in many areas. The team is experiencing both the inability to meet iteration commitments and team member conflicts.
What should the project manager do next?
A.Involve management to help resolve the conflicts.
B.Inform management that commitments will not be met.
C.Raise the issues in the retrospective and propose solutions.
D.Coach the team both as a whole and individually.
Solution: D. Coach the team both as a whole and individually
The project manager should coach the team both as a whole and individually because coaching helps the team’s performance get better, in a series of steps.
The other answer choices are incorrect. Involving management is not going to help the team to meet the iteration commitment not resolve the conflicts. Informing management that commitments will not be met is not the best choice because as a project manager it is required to inform the management about missing the commitment, but in agile teams, coaching is the best thing to do instead of directly informing to the management. Raising the issues is not the best choice as waiting until the retrospective is too late.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//5/78 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/38 [Item 4.2.3 Project Manager use Servant Leadership]
Question
As part of the project sprint review, stakeholders appear uninformed and are unable to agree on how to move the project forward. What should the project manager do first to ensure stakeholders are able to approve the project deliverables?
A.Check the communications management plan.
B.Perform a systemic stakeholder analysis.
C.Include the stakeholders in daily standup meetings.
D.Colocate the team to guarantee better teamwork.
Solution: A. Review the communications management plan
The stakeholders appear uninformed, indicating that their needs are not being met or are not fully understood. The project manager should review the project communication plan first to determine why the needs of the stakeholders are not being met. Since the communication plan is developed at the beginning of the project and is based on the needs of the stakeholders, during the course of the project it would be important to first review the plan to ensure it is sound and adjust as needed.
Colocating the team may not be feasible and does not address the communication gap.
Including the stakeholders in daily meetings is not the correct choice because the stakeholders may not be able to attend the meetings, it may not be necessary, and does not resolve the core issues at hand.
Performing another stakeholder analysis may be necessary, but the project manager would not know that until they first review the communications plan.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8/ [Item Agile Foundations - Principles, practices and frameworks by Peter Measey Published by BCS Learning & Development Limited, 2015]
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [2.1.1 STAKEHOLDER ENGAGEMENT]
Question
A team member with sufficient experience and knowledge informs the project manager about a conflict with another team member and asks for advice and assistance. The project manager schedules a meeting to discuss the conflict with the team members involved.
What should the project manager do during the meeting to resolve the conflict?
A.Determine a resolution together.
B.Mandate the solution unilaterally.
C.Separate the team members.
D.Identify who instigated the issue.
Solution: A. Determine a resolution together.
The project manager should meet with the team members to discuss the conflict before it escalates and work with them to determine a favorable outcome. Damage incurred from conflict can be repaired by looking for resolutions and alternatives together. It can also create more constructive relationships. This moves the conflict into more of a problem-solving space where people can work together to resolve the conflict.
The other options are not as effective in addressing the conflict because they don’t involve the team members in the decision-making process.
Mandating a solution is not collaborative and may not result in an effective resolution.
Separating the team members should only be considered as a last resort.
Identifying who instigated the issue is inappropriate and the focus should be on resolving the situation, not casting blame.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS]
Question
During a multidisciplinary project, a project manager learns that there are many conflicts about design among team members from different disciplines. What should the project manager do to ensure the smooth delivery of the project?
A.Identify the matter as a risk and check available budget reserves.
B.Ensure that the project sponsor is aware of the current situation.
C.Escalate to functional managers and seek resolution.
D.Facilitate team discussions to achieve the desired results.
Solution: D. Facilitate team discussions to achieve the desired results
The project manager must be proactive and facilitate the resolution of any conflict within the multi-disciplinary project team. The project manager should work to achieve a consistent view of the project vision and its expected results, and use this to bridge any differences and bring the team together. A common goal that everyone understands and considers meaningful is essential to a smoothly working team.
The other answer choices are incorrect. Identifying the matter as a risk or notifying the sponsor does not solve the problem; escalating the matter to functional managers is not correct, as it is the project manager’s responsibility to facilitate problem-solving among team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13/505 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/26/ [Item Work to achieve a consistent view of the project vision and its expected results…]
Question
An experienced project manager is mentoring a new project manager assigned to their first project. As the new project manager prepares for the project, they are overwhelmed by the number of stakeholders identified by the team.
What should the experienced project manager tell the new project manager to do next?
A.Perform a stakeholder analysis to determine the relative importance.
B.Categorize key stakeholders using a workbook register.
C.Update the communications management plan with stakeholder preferences.
D.Prioritize stakeholders based on the stakeholder register.
Solution: A. Perform a stakeholder analysis to determine the relative importance.
Once stakeholders are identified, the project manager and the project team should seek to understand and analyze stakeholders. The new project manager should analyze aspects of each stakeholder’s position on and perspective of the project. Stakeholder analysis involves systematically gathering and analyzing quantitative and qualitative information about stakeholders to determine whose interests should be taken into account throughout the project.
The other options are incorrect because they should come after performing a stakeholder analysis. Categorizing key stakeholders, updating the communications management plan, and prioritizing based on a register, all rely on the foundational insights gained through stakeholder analysis and should follow this initial analysis.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4/Not available [Item Fundamentals of Project Management (5th Edition)]
PMBOK Guide Seventh Edition (2022) /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
Question
During a software development project, the team realized that several features failed to comply with quality requirements. After receiving instructions to fix the issues, one team member becomes frustrated, claiming that unclear requirements are causing the issues. Other team members argue that negligent testing is the real cause of these issues. The testers blame poor coding quality.
What should the project manager do?
A.Support the project team in a retrospective to identify the root cause of the quality issues.
B.Remove the most frustrated resource from the team as the confusion is impacting team motivation.
C.Perform a quality review in each stage of the development life cycle to identify quality issues.
D.Discuss the issue with the management team to identify possible solutions to improve quality.
Solution: A. Support the project team in a retrospective to identify the root cause of the quality issues.
The project team is initially responsible for conflict resolution, but the project manager can facilitate it when required. Retrospective meetings provide an opportunity for the project team to review how they work and to suggest changes to improve processes and efficiency. Retrospectives can be used to identify threats to performance, and project team cohesion, and to seek improvements. Facilitation helps the project team create consensus around solutions, resolve conflicts, and make decisions.
The other answer choices do not promote the same level of collaboration and problem-solving within the team and may not address the underlying issues effectively.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.1 PROJECT PROCESSES] [2.3.3 FACILITATE AND SUPPORT]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/21/ [Item Creative Problem Solving; Training 5 is Delphi Technique ]
Question
A newly hired project manager is assigned to a school construction project. The school serves students from surrounding neighborhoods and must be completely energy efficient. The project manager must provide a final report.
How can the project manager determine whether the planned business value was delivered?
A.Inspect the approved technical specifications to confirm that they match the final product deliverables.
B.Consult with the team and confirm that the customer was satisfied with the construction of the school.
C.Review the project charter and business case to determine if the deliverables achieved the intended benefits.
D.Demonstrate that the school construction project was delivered on schedule and within budget.
Solution: C. Review the project charter and business case to determine if the deliverables achieved the intended benefits.
Prior to the final closeout, the project charter and the business case should be reviewed to determine if the deliverables achieved the intended benefits and value. The project charter and business case outline the goals and objectives of the project, including the intended benefits. By reviewing these documents, the project manager can determine if the deliverables achieved the intended benefits and therefore if the planned business value was delivered.
The other answer options are not as effective.
Inspecting the technical specifications only confirms that the final product matches the approved specifications, but it does not necessarily ensure that the intended benefits are achieved.
Consulting with the team and confirming customer satisfaction only provides subjective feedback and does not necessarily measure the project’s success in delivering business value.
Demonstrating that the project was delivered on schedule and within budget does not necessarily demonstrate that the intended benefits were achieved.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//8/306 of 699
PMBOK Guide – Seventh Edition (2021) PMI /// [2.3.8 MEASURING OUTCOMES]
Question
A customer has rejected an interim project deliverable. What should the project manager do?
A.Review the reason for the rejection, and check the deliverable against its acceptance criteria.
B.Analyze the customer requirements, and rework the deliverable to an acceptable quality.
C.Create a deliverable improvement plan, and implement it for the remainder of the project.
D.Document the rejection of the deliverable in the Lessons Learned log, and review it with the project delivery team.
Solution: A. Review the reason for the rejection, and check the deliverable against its acceptance criteria
The reason for customer rejection needs to be established and verified, whether valid or not. This can be done by reviewing the acceptance criteria of the deliverable.
The other answer choices are incorrect. Reworking the deliverable, creating an improvement plan, and adding a Lessons Learned entry are premature, as the customer rejection must be investigated first.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5/ [Item Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the probability of final product, service, or result acceptance by validating each deliverable. This process is performed periodically throughout the project as needed.]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/11/(Kindle) [Item]
Question
As agreed at the start of a predictive project, all outgoing information should be shared beforehand with the project manager. During the project, one of the team leaders communicated directly with the sponsor, bypassing the project manager. As a result, unfiltered information was conveyed to the sponsor, and important information from the team was not being shared with the project manager.
What should the project manager do next?
A.Remind the team leader to always inform the project manager before providing information to stakeholders.
B.Talk to the team leader to find out if they have any personal issues with the project manager.
C.Modify the team’s agreements to obtain project manager approval prior to sending out any communication.
D.Talk to the sponsor to find out what the team leader has shared with the sponsor directly.
Solution: A. Remind the team leader to always inform the project manager before providing information to stakeholders.
The project team’s ground rules, which state that the project manager should receive all communication, had been agreed upon beforehand, so the best action for the project manager to take is to personally remind the team member who violated a ground rule. Effective and efficient engagement and communication include determining how, when, how often, and under what circumstances stakeholders want to be—and should be—engaged.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //10/ [Item The Unwritten Rules of Managing Up by Dana Brownlee Chapter 10, section “Develop Team Ground Rules”]
PMBOK Guide Seventh Edition (2022) /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
Question
At the beginning of a project, the project manager meets the product owner and the business analyst to work on a requirements-gathering process to create the list of requirements, features, and product backlog. Which elements should be considered to ensure all user stories are well-written and sized correctly to allow for smooth agile project delivery? (Choose two)
A.Independent, negotiable, and estimatable
B.Unique, applicable, and replicable
C.Subdivisible, suitable, and considerable
D.Concise, detailed, and executable
E.Valuable, small, and testable
Solution: A and E.
A. Independent, negotiable, and estimatable
E. Valuable, small, and testable
In order to create good user stories, start by remembering to INVEST in good user stories. INVEST is an acronym that encompasses the following concepts which make up a good user story:
Independent - stories should be as independent as possible.
Negotiable - a story is not a contract. A story is an invitation to a conversation.
Valuable - if a story does not have discernable value it should not be done.
Estimatable - a story has to be able to be estimated or sized so it can be properly prioritized.
Small - stories should be small chunks of work (eg. two-week iterations average 3-4 days of work)
Testable - every story needs to be testable in order to be “done”.
This question and rationale were developed in reference to:
Agile Project Management: Creating Innovative Products, 2nd Edition (No Date) Jim Highsmith//7/ [Item The Speculate Phase - Speculating on Product and Project]
| User Stories Applied (No Date) Mike Cohn//2/641 [Item]
Question
While reviewing progress in the middle of an iteration, the scrum master points out a major risk due to a user story dependency.
What should the project manager do next?
A.Update the product backlog.
B.Update the project charter.
C.Update the risk register.
D.Update the issue log.
Solution: C. Update the risk register.
The project manager should update the risk register next, upon learning about the major risk.
The other answer choices are incorrect. Updating the product backlog is not the best option because it does not address the immediate risk. Updating the project charter is not the best option because the project charter is a high-level document that does not typically include details about risks. Updating the issue log should not be done before the project manager has updated the risk register.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//13 MANAGERS/238 [Item TABLE 13.3
https://learning.oreilly.com/library/view/Essential+Scrum:+A+Practical+Guide+to+the+Most+Popular+Agile+Process/9780321700407/ch13.html#page_238]
| O’Reilly Platform (No Date) //Chapter 24 : Daily Standup/ [Item https://learning.oreilly.com/library/view/great-big-agile/9781484242063/html/470826_1_En_24_Chapter.xhtml Topic : Desired Behaviors — 5c]
Question
A developer is expressing concerns about the time spent on daily standups, updating stories, creating tasks, and reviewing dependencies between stories instead of developing code. Other team members support the comment.
What should a servant leader do next?
A.Ask for suggestions on how to manage their time more effectively.
B.Reduce the interactions among team members to increase development time.
C.Explain the definition of an information radiator to the project team.
D.Acknowledge the developer’s frustration and emphasize the benefit of each activity.
Solution: D. Acknowledge the developer’s frustration and emphasize the benefit of each activity.
A key role of a servant leader is to coach the team in agile practices and highlight the benefits of each activity and agile ceremony and how they can help the team complete their tasks faster. This can lead to increased motivation and productivity, as the team sees how their work contributes to the overall success of the project.
The other answer choices are incorrect. A servant leader encourages the team to interact to find effective solutions that can reduce the development time. The scrum master is the master of all Scrum practices and asking the team for suggestions is inappropriate. Explaining the definition of an information radiator is not relevant in the present scenario.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4/ [Item Book Agile Project Management for business transformation Success ]
| O’Reilly Platform (No Date) //chapter 4(retrospective facilitator)/ [Item https://learning.oreilly.com/library/view/improving-agile-retrospectives/9780134678368/ch04.xhtml#ch04]
Question
The project manager needs to survey the necessary parties to reach a consensus and build a common vision for the project. To achieve better results, who should be engaged in the development of a common vision strategy?
A.The client and the delivery team
B.The delivery team and the project sponsor
C.The project team and the stakeholders
D.The project owner and the client
Solution: C. The project team and the stakeholders
The project manager should engage the project team and the stakeholders when developing a common vision strategy because the team members must carry out the tasks that impact the stakeholders. The project manager must balance the conflicting and competing goals of the project stakeholders in order to achieve consensus. In this context, consensus means that the relevant stakeholders support the project decisions and actions taken by the team members.
Also, involving stakeholders during initiation creates a shared understanding of success criteria. It also increases the likelihood of accepting the deliverables of the project.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//13/203 [Item]
| O’Reilly Platform (No Date) //Research Approach/ [Item Rethink! Project Stakeholder Management]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3.3.2/ [Item 3.3.2 THE PROJECT]
Question
A project manager is working on a deployment project to replace some equipment that will soon become obsolete. A review of the schedule and cost has revealed that a 5-month delay is likely.
How should the project manager address risks from the delay?
A.Analyze the business impact in order to reprioritize the deliverables.
B.Request to negotiate with the vendors for a longer support period.
C.Ask to order new equipment immediately so there will be no support issue.
D.Acknowledge these constraints and take them into account when planning.
Solution: A. Analyze the business impact in order to reprioritize the deliverables
The correct answer is to analyze the business impact in order to reprioritize the deliverables.
In order to address the risks related to the delay, they must first be analyzed. An analysis must be done to determine the impact of the risks in order to plan appropriate responses. The project manager must evaluate the importance of each risk in order to categorize and prioritize individual risks for further attention. The other answer choices are incorrect because they are reactionary and do not fully address risks from the delay. They also do not address the impact that the risks may have on the project, the organization, or previously identified risks.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/5/Project Risk Management [Item]
| The Agile Practice Guide (No Date) PMI/PMI//13 [Item]
Question
A project manager notices that a critical team member has lost interest in the project. The team member’s lack of interest has led to decreased productivity.
How should the project manager address this issue?
A.Escalate this issue to the human resources (HR) manager.
B.Replace the team member with a more interested team member.
C.Schedule a meeting with the team member to identify the cause.
D.Increase the team member’s salary and bonus opportunities.
Solution: C. Schedule a meeting with the team member to identify the cause.
It is important for the project manager to address disinterest among team members as soon as possible to prevent it from impacting the project’s success. The project manager should schedule a meeting with the team member to identify and discuss the cause of their disinterest in the project. This will help the project manager understand the root cause of the issue and develop a plan to address it.
The other answer choices are incorrect because they suggest the project manager take action without assessing the situation first. There are many reasons why team members may lose interest in a project. The project manager cannot effectively address the underlying issues and re-engage the team member without first identifying the source of demotivation.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5.3 MAINTAINING PROJECT TEAM FOCUS] [2.2.4 LEADERSHIP SKILLS]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4/ [Item]
Question
After the transition and completion of a large equipment installation project, the project manager receives a request from the customer to add some operational cost to the project budget for team-building activities. The project was completed under budget, project contingency reserves were not spent, and the team-building activities will ensure the operational team’s optimal performance.
What should the project manager do?
A.Reject the request and close the project financials.
B.Perform the integrated change control process.
C.Approve the expenditure to ensure customer satisfaction.
D.Document the request in the lessons learned repository.
Solution: A. Reject the request and close the project financials.
The request should be declined as the project had been completed already and transitioned to the customer. Even if the project is in the close out phase the request should still be declined as the contingency reserves are not to be used for operational items and any other items that are not related to the project’s success. Financials should be closed and the budget released to the organization for other business opportunities.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //11.3 Cost Control Technique/ [Item Mastering Project Time Management, Cost Control and Quality Management ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/7.4 - Control Cost/ [Item Project cost control includes: https://learning.oreilly.com/library/view/a-guide-to/9781628253900/part_1-7.xhtml]
Question
The project manager of an agile project notices that many stakeholders are skipping iteration planning and review meetings. Some stakeholders admit that they do not see the value of the meetings and prefer not to participate. The project is in danger of falling behind schedule due to the lack of stakeholder participation.
What should the project manager do first to address this issue?
A.Review and update the communications management plan.
B.Identify gaps and mentor stakeholders on the iterative approach.
C.Record the iteration review and share it with stakeholders.
D.Build a RACI matrix and develop a training plan for stakeholders.
Solution: B. Identify gaps and mentor stakeholders on the iterative approach.
The stakeholders admit that they do not see the value of attending the meetings, which indicates that they do not have a comprehensive understanding of the iterative approach and the importance of attending iteration planning and review meetings. The project manager should identify the gaps in understanding and address those gaps through mentoring. The project is in danger of falling behind schedule, so the project manager must take a proactive approach to encourage active participation and improve the effectiveness of the project.
The other answer choices don’t directly address the immediate issue of stakeholders’ lack of participation which is impeding the project’s progress.
Updating the communications management plan, recording and sharing iteration reviews, building a RACI matrix, and developing a training plan may be good long-term solutions, but it is not the best way to address the immediate issue.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//2-7/122 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.1.1 STAKEHOLDER ENGAGEMENT] [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project manager realizes that an email intended for a specific team member has been mistakenly sent to the entire global project team. This email contains critical feedback regarding a recent incident. What should the project manager do next?
A.Ignore the mistake and assume that team members will understand the situation.
B.Acknowledge the mistake and apologize for any unintended consequences.
C.Request that the unintended email recipients delete the message without reading it.
D.Send a private message to the team member apologizing for the critical feedback.
Solution: B. Acknowledge the mistake and apologize for any unintended consequences.
The project manager should take responsibility for the mistake, acknowledge it to the global project team, and apologize for any unintended consequences. Openly addressing the error helps maintain transparency and trust within the team. Effective leaders seek to be role models in areas of honesty, integrity, and ethical conduct. Effective leaders focus on being transparent, behave unselfishly, and are able to ask for help. Effective leaders understand that project team members scrutinize and emulate the values, ethics, and behaviors that leaders exhibit. Therefore, leaders have an additional responsibility to demonstrate expected behaviors through their actions.
The other options are incorrect.
Ignoring the mistake is not a responsible approach because it can lead to confusion and misunderstanding among the team members. Addressing the issue promptly is essential.
Requesting that unintended email recipients delete the message without reading it may not be effective, as once the email is sent, you can’t control what others do with it. It’s better to take responsibility and communicate openly about the mistake.
Sending a private message to the team member apologizing for the critical feedback is a good step to take in addition to acknowledging and apologizing for the mistake, but should not be the only action the project manager takes.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [23.6 DEMONSTRATE LEADERSHIP BEHAVIORS]
Question
A construction company is implementing a new strategic project with a fixed budget. While monitoring the project, it was discovered that the overall project cost was increasing. The project manager learns that this is because the team is using more materials than detailed in the original scope. The cause of this discrepancy is that two of the team members are new to the organization and have not been reporting the acquisition of new materials.
What should the project manager have done to prevent this situation?
A.Documented the risk of a materials cost deviation in the project’s risk matrix.
B.Provided training on the material acquisition process and reporting requirements.
C.Created a contingency reserve to cover cost overages associated with materials.
D.Avoided the inclusion of new engineers on a strategic project with a fixed budget.
Solution: B. Provided training on the material acquisition process and reporting requirements.
To prevent the team from using more materials than detailed in the original scope, the project manager should have provided training on the material acquisition process and reporting requirements. This would ensure that all team members understand the process for acquiring new materials and help prevent discrepancies or issues with the project’s budget. In this situation, the problem is that the new team members are not reporting material acquisitions, indicating that they lack sufficient awareness and understanding of the proper procedures.
The other answer choices are incorrect.
Documenting the risk of a materials cost deviation and creating a contingency reserve are good ideas in general, but do not prevent this situation from occurring.
Avoiding the inclusion of new engineers is not a practical solution, as new team members can bring valuable skills and perspectives to the project.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
| Project Managers Portable HandBook, 3rd Ed (No Date) //2/60 [Item 2.1.9 Roles of the Project Manager.]
Question
During product demonstration, a stakeholder suggests that the product does not meet expectations. What artifact should the project manager use to assess the stakeholder’s suggestion?
A.Minimum viable product (MVP) description
B.Definition of done (DoD)
C.Definition of ready (DoR)
D.Acceptance criteria on the user story
Solution: D. Acceptance criteria on the user story
The project manager should use the acceptance criteria on the user story to assess the stakeholder’s suggestion. The acceptance criteria are the specific requirements that must be met for the product to be considered complete and acceptable to the stakeholder. They are typically defined in the user story, which is a short description of a feature or functionality that the product must have.
The other answers are incorrect. The definition of done (DoD) and definition of ready (DoR) are also important artifacts, but they are more general in nature. The DoD defines the criteria that must be met for the product to be considered “done,” while the DoR defines the criteria that must be met for the product to be considered “ready” to be worked on. The MVP description is not as relevant to this situation, as it is typically used to define the minimum set of features that must be included in the product in order to be considered viable
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) //4/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/2. Definitions/151 [Item]
Question
An oil refinery project is in the middle of the execution phase. The project team found that the project is delayed because of an environmental regulation change, procurement delays, and a change in government. However, the project deliverable is still urgently needed.
What should the project manager do next?
A.Terminate the project immediately, avoid further loss through more expenditure, and absorb the current loss.
B.Review the impact of the changes, comply with the new regulations, and then propose a realistic plan.
C.Make the necessary arrangements for the procurement materials, and continue the project as planned.
D.Stop the project and negotiate with the new government to pay the invoices for work done up to that point.
Solution: B. Review the impact of the changes, comply with the new regulations, and then propose a realistic plan.
Any regulatory requirements or changes to requirements must be reviewed and aligned with the new regulations. By reviewing the impact of the changes, complying with the new regulations, and proposing a realistic plan, the project manager can increase the chances of success and minimize the impact of the delays.
The other options are too risky, drastic, or premature.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/Identifying project scope risk [Item Identifying and Managing Project Risks 3rded]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/276 [Item]
Question
A project manager is experiencing issues with the functional manager of a project team member. The functional manager has given the team member another assignment and has told the team member that the previous project should be a lower priority.
What should the project manager do?
A.Escalate the issue to senior management.
B.Communicate the importance of the project to the team.
C.Refer the functional manager to the project charter.
D.Request additional resources for your project.
Solution: A. Escalate the issue to senior management.
The best way for a project manager to address an issue with a functional manager who is giving a team member a lower-priority assignment is to escalate the issue to senior management. This is the most direct and effective way to resolve the issue and ensure that the project team member has the time and resources they need to complete their project tasks.
The other answer choices are not as effective. Communicating the importance of the project to the team is important, but it is unlikely to resolve the issue with the functional manager. Referring the functional manager to the project charter may help to clarify the project’s priorities, but it is unlikely to change the functional manager’s behavior. Requesting additional resources for your project may be necessary, but it is important to address the issue with the functional manager first. By escalating the issue to senior management, the project manager can help to ensure that the project team member has the support they need to complete their project tasks.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021)
| Project Management: The Managerial Process (No Date) //4.3/Chartering [Item]
Question
A key project sponsor requires monthly progress reports and assigns a contact person to communicate with the project manager. Soon after, the contact person begins to request weekly reports and demands that they contain extra details. Despite delivering these frequent and highly detailed reports, the project manager finds out that the sponsor is complaining of non-receipt of the monthly progress reports.
How should the project manager address this situation?
A.Compile all previous reports, summarize them, and send the summary directly to the project sponsor.
B.Schedule a meeting with the project sponsor and contact person to address the communication gaps.
C.Explain the content and frequency of progress reporting to the contact person and the project sponsor.
D.Provide the project sponsor with full access to the company’s project management dashboard.
Solution: B. Schedule a meeting with the project sponsor and contact person to address the communication gaps.
The information needs of the project sponsor are not being met, and that must be addressed. Stakeholder engagement entails working collaboratively with stakeholders to resolve issues, prioritize, problem-solve, and make decisions. The project manager should analyze the needs of the project sponsor, but this cannot be done without the presence of the contact person. The project manager should discuss the issue with both parties to remove the communication gap and clarify how often status reports are to be delivered and what they should contain.
The other options are incorrect because they do not solve the issue at hand.
Summarizing past reports and sending them directly to the sponsor is inappropriate. This action does not address the communication gap and does not include the contact person.
Explaining the content and frequency of progress reporting does not consider the stakeholder’s needs and does not resolve the issue of the communication gap.
Providing full access to the project management dashboard is inappropriate because the stakeholder may not have the time or expertise to extract the information they require.
This question and rationale were developed in reference to
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [2.1.1 STAKEHOLDER ENGAGEMENT]
| Project Managers Portable HandBook, 3rd Ed (No Date) //9.2/ [Item]
Question
A hybrid project is using an iterative design process for product development. However, there are separate teams for design and execution, which is causing concerns.
What should the project manager do to address these concerns?
A.Establish a centralized repository for project documentation and product validation.
B.Request that the design team be made responsible for project execution as well.
C.Communicate to the project management office (PMO) that a hybrid approach is too risky.
D.Enhance team skills by providing training on an adaptive project management framework.
Solution: A. Establish a centralized repository for project documentation and product validation.
The project manager should establish a centralized repository for project documentation and product validation to address concerns caused by separate teams for design and execution. This will allow for knowledge transfer and foster a collaborative working environment.
The other options are incorrect.
Requesting that one team be responsible for both development and execution may not be feasible and may not improve the chances of success.
Enhancing team skills by providing training on an adaptive project management framework may not be necessary if the teams are already skilled in working with hybrid methods. There is no indication that the teams are not skilled or experienced in working with hybrid methods.
Telling the PMO that a hybrid approach is too risky is unfounded and is not an effective or practical way to address this situation.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Section 2. 7/115 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
During a final inspection of a new product, the project team discovers a significant defect in one of the key deliverables. This defect poses a security risk to the client, who expects to start using the deliverable in two weeks.
What should the project manager do?
A.Conduct a quality investigation and initiate corrective action.
B.Use the contingency reserve to cover the cost of the defect.
C.Meet with the client to explain the cause of the defect.
D.Send the client a letter apologizing for the inconvenience.
Solution: A. Conduct a quality investigation and initiate corrective action.
The most appropriate approach is to assess the situation to identify the root cause of the defect and take corrective action. In this case, key deliverables fail to reach quality standards, pose a security risk to the client, and were discovered late in the product lifecycle, so the initial response should be to assess and resolve the issue quickly. In doing so, the project manager prioritizes the client’s interests, safety, and project success.
The other options are incorrect because they are less effective and should not be the project manager’s first step.
Using the contingency reserve is premature because the project manager should not determine a response strategy without first understanding the root cause of the defect.
Holding a meeting with the client should come after the issue has been investigated and corrective actions have been taken.
Sending a letter of apology to the client is premature and addressing the issue should be the immediate action.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Managing Project Quality by Joseph A. Petrick and Timothy J. Kloppenborg/Chapter 1 [Item
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
A project manager is working on a virtual project with a global team for the first time and encounters an issue with stakeholder participation in team meetings. Some stakeholders do not participate, others complain about scheduling, and others do not acknowledge meeting invitations.
What should the project manager do to address these issues and ensure smoother meetings?
A.Allow the stakeholders to participate in asynchronous meetings using written communication.
B.Inform the project sponsor of the situation and ask for support in enforcing meeting attendance.
C.Review the organizational culture and structure to properly coordinate meetings.
D.Reschedule meetings for different times and dates according to time zones.
Solution: C. Review the organizational culture and structure to properly coordinate meetings.
The project manager should review the organizational culture and structure to properly coordinate the meetings and avoid team discomfort and rejection during work. By conducting a review, the project manager can better understand the needs and expectations of the stakeholders and develop a meeting schedule and format that is more likely to work for everyone.
Asynchronous meetings do not address or solve issues related to stakeholder engagement, scheduling complaints, or unacknowledged invitations.
Asking the sponsor to help enforce meeting attendance should be a last resort and should only be considered if the project manager tries to address the issues and is not successful.
Rescheduling meetings for different times and dates according to time zones does not guarantee stakeholder attendance and can be disruptive and time-consuming.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT] [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project manager has just received news that a new regulation has been adopted and the expectation is that the project will be delivered compliant with this new regulation. This was previously documented as a risk item with a low probability and a moderate impact.
What should the project manager do first?
A.Revisit the risk register and update the rating and response.
B.Update the issue log and apply corrective action.
C.Revise the project management plan.
D.Initiate a change request for the updated regulation.
Solution: A. Revisit the risk register and update the rating and response
The project manager should first revisit the risk register and update the rating and response for the risk of the new regulation. The probability of the risk has now increased to 100%, as the regulation has been adopted. The impact of the risk may also have increased, as the project is now required to be compliant with the regulation.
The other answer choices are not as relevant or effective. Updating the issue log and applying corrective action is not the first thing that the project manager should do. The project manager should first update the risk register to reflect the new information. Revising the project management plan may be necessary if the new regulation requires significant changes to the project scope. However, the project manager should first update the risk register to assess the impact of the new regulation on the project. Initiating a change request for the updated regulation may be necessary if the new regulation requires significant changes to the project scope. However, the project manager should first update the risk register to assess the impact of the new regulation on the project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition PMI/185 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/14/Risk management in practice [Item]
Question
Although a project is performing within its time, scope, and budget constraints, the project manager learns that the project sponsor is unhappy with its progress.
What should the project manager have done to avoid this situation?
A.Conducted frequent reviews and assessments to identify and address any potential risks.
B.Aligned project objectives with the expectations and requirements of the project sponsor.
C.Communicated regularly with the project sponsor to provide updates and address any concerns.
D.Implemented strict control measures to ensure that project milestones and deliverables are met.
Solution: C. Communicated regularly with the project sponsor to provide updates and address any concerns.
The project manager must communicate with the project sponsor effectively. The sponsor provides resources and support for the project and is accountable for enabling success. Without regular communication, the project manager can not ensure that the sponsor is sufficiently informed and engaged. In this case, the sponsor is unhappy despite the project’s performance, so the source of the dissatisfaction is not known. If there was open and ample communication between the project manager and the sponsor, the project manager would have known that the sponsor was unhappy and could have addressed the disconnect between expectations and reality. Communication is the most important factor in engaging with stakeholders effectively.
The other options are incorrect because they do not address the core concern here, which is the unhappiness of the sponsor.
Conducting frequent reviews to identify and address any potential issues or risks does not address the source of the sponsor’s dissatisfaction. The project is performing well and there is no evidence to suggest that the project team is not sufficiently identifying and addressing risks.
Aligning project objectives with the sponsor’s expectations is important, but is incorrect because it requires effective communication. Without effective communication, there is no way to achieve or maintain alignment.
Implementing strict control measures is incorrect because it does not address the sponsor’s unhappiness.
This question and rationale were developed in reference to:
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//10.6/ [Item Stakeholder relations management]
PMBOK Guide Seventh Edition (2022) ///[2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT]
Question
A new project has a team divided between onsite and offshore locations. The project manager observed a rising conflict between the two parts of the team during project initiation.
What should the project manager do first?
A.Communicate the project scope to all team members.
B.Organize a face-to-face meeting during project kick-off.
C.Identify this conflict in the risk register log.
D.Record this conflict in the project issue log.
Solution: C. Identify this conflict in the risk register log.
The best way for a project manager to address a rising conflict between onsite and offshore team members is to identify this conflict in the risk register log. This will help the project manager to track the conflict and to develop mitigation strategies.
The other answer choices are also important, but they are not as effective in addressing the underlying conflict. By identifying the conflict in the risk register log, the project manager can develop a plan to mitigate the risk and ensure that the project is successful.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 8: teams/ [Item Kindle book: Managing culture difference Meeting with virtual teams section ]
| PMBOK Guide 7th edition (2021)
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//7/ [Item 7.4- Management of conflicts 7.5 - Conflict resolution modes]
Question
A company is expanding its product manufacturing to a new country. The date the company will start operating is set and broadly communicated, but the project team is not sure if there is enough time to get all the product features implemented.
What should the project manager do to ensure there is enough time to implement the critical features on the committed date?
A.Add resources to the project team, as this will increase the velocity and enable the team to deliver more value.
B.Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities.
C.Cut operations documentation because this can be completed after product delivery and operation starts.
D.Escalate the concern to the executive level and request a new and feasible project due date.
Solution: B. Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities.
This is a risk issue relating to scope and time. The project manager should work with the project team to evaluate the effort/size required to get the MVP features and functionality completed. This will provide the input for the next steps.
The other options are not as effective at ensuring that the critical features are implemented on the committed date.
Adding resources may not be feasible, is not guaranteed to solve the issue, and could introduce its own complexities.
Cutting operations documentation will lead to insufficient documentation.
Escalating the concern to the executive level should be a last resort.
This question and rationale were developed in reference to:
Agile Project Management: Creating Innovative Products, 2nd Edition (No Date) Jim Highsmith//8/ [Item Advanced Release Planning - Value Point Analysis]
| O’Reilly Platform (No Date) /// [Item https://learning.oreilly.com/library/view/agile-practice-guide/9781628253993/chapter05.xhtml]
Question
The research and development team is planning to build a new facility that will focus on improving existing products the organization has developed. It will be a multi-year initiative.
What should the project manager do first?
A.Develop a scope management plan that will focus on the expected objectives of the initiative.
B.Develop a business case document that covers the return on investment (ROI) of the initiative.
C.Develop a resource management plan to cover resources and contingency planning.
D.Develop a communications management plan to address stakeholder needs.
Solution: A. Develop a scope management plan that will focus on the expected objectives of the initiative.
The first step in planning for any project is to develop a scope management plan. This plan will define the project’s goals, objectives, and deliverables. It will also identify the project’s boundaries and constraints.
The other answer choices are important, but they are not the first step that the project manager should take. The business case document is important for justifying the project and securing funding, but it is not the first step in the planning process. The resource management plan is important for ensuring that the project has the resources it needs to be successful, but it is not the first step in the planning process. The communications management plan is important for keeping stakeholders informed of the project’s progress and managing their expectations, but it is not the first step in the planning process. By developing a scope management plan first, the project manager can ensure that the project is well-defined and that everyone involved in the project has a clear understanding of its goals and objectives.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition PMI/171, 240[Item]
| Project Management: The Managerial Process (No Date) //7/ [Item]
Question
In an environment subject to various elements of ambiguity and change, what should an agile project manager do to keep track of artifacts? (Choose two)
A.Update the artifacts frequently and quickly in a transparent fashion.
B.Define which technology to use in the project management plan.
C.Define which technology to use in the communications management plan.
D.Increase the use of social computing tools.
E.Use historical information from previous projects as a template.
Solution: A and D.
A. Update the artifacts frequently and quickly in a transparent fashion.
D. Increase the use of social computing tools.
The two best practices for an agile project manager to keep track of artifacts in an environment subject to various elements of ambiguity and change are updating the artifacts frequently and quickly in a transparent fashion and increasing the use of social computing tools. Updating the artifacts frequently and quickly in a transparent fashion will help to ensure that the artifacts are always up-to-date and that everyone involved in the project has access to the latest information. Increasing the use of social computing tools can help facilitate communication and collaboration among team members, which is essential for keeping track of artifacts in a changing environment.
The other answer choices are not as relevant or effective. Defining which technology to use in the project management plan is only important if the project is using a specific technology to manage artifacts. For example, if the project is using a project management software tool, then it is important to define which tool to use and how to use it. However, this is not a best practice for keeping track of artifacts in a changing environment. Defining which technology to use in the communications management plan is only important if the project is using a specific technology to communicate with team members. For example, if the project is using a team communication tool, such as Slack or Microsoft Teams, then it is important to define which tool to use and how to use it. However, this is not a best practice for keeping track of artifacts in a changing environment. Using historical information from previous projects as a template can be helpful for getting started, but it is important to keep in mind that every project is different. The artifacts that are needed for one project may not be the same as the artifacts that are needed for another project. It is also important to be flexible and adaptable, as the artifacts may need to be changed as the project progresses.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Effective Project Management, 8th Edition/ [Item Chapter 15]
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ [4.2.2 COMMUNICATION MODELS]
Question
A project manager is leading a complex software development project. The project team cannot agree on which process to use when solving a specific problem.
What approach should the project manager take to help bring the team to consensus?
A.Exert expert authority and define the path forward for the team.
B.Update the responsible, accountable, consult, and inform (RACI) matrix and assign the work to a different team.
C.Assign a new team lead who has experience in solving similar software development problems.
D.Facilitate a meeting and encourage team members to come up with potential solutions.
Solution: D. Facilitate a meeting and encourage team members to come up with potential solutions
The best option is to facilitate a meeting with the team to work out the solution. A collaborative approach not only inspires creative problem solving but also fosters team member engagement and participation.
The other options are less than ideal as they do not promote team work.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/8.2.2.7/295 [Item]
| Project Management: The Managerial Process (No Date) //11 - Managing Project Teams/394 [Item Facilitating Group Decision Making]
Question
An extremely talented and results-oriented team member is suddenly struggling with a personal problem. Due to this, there is a change in the team member’s behavior, and it starts to affect the project deliverables as well as the morale of other team members.
What should the project manager do?
A.Assign the team member to an activity that will not substantially impact deliverables.
B.Approach the team member privately and work together to develop a plan to address the issue.
C.Add the team member’s problem to the project issue log and inform all key stakeholders.
D.Ask the human resources (HR) manager to handle the issue and continue working as planned.
Solution: B. Approach the team member privately and work together to develop a plan to address the issue.
When a team member is struggling with a personal problem that is affecting their behavior and the project deliverables, the project manager should approach the team member privately and work together to develop a plan to address the issue. This approach shows concern for the team member’s well-being and allows for a collaborative solution to be developed. It is important for the project manager to balance the needs of the individual team member with the needs of the project and the team as a whole. By addressing the issue in a compassionate and proactive manner, the project manager can help to maintain team morale and ensure that the project stays on track.
The other options are incorrect.
Assigning the team member to an activity or adding the team member’s problem to the project issue log does not address the root cause of the issue and could potentially make the situation worse.
Asking the HR manager to handle the issue may be necessary at some point, but the project manager should first attempt to communicate with the team member and handle the situation with empathy.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item Leadership: The Power of Emotional Intelligence by Daniel Goleman Published by More Than Sound, 2011 Chapter: Leadership Styles]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project manager was recently assigned to an information technology project. The project is in the initiation stage, and the team found a compatibility issue in the technical infrastructure used by the vendor and the organization.
What initial step should the project manager take to address this issue effectively?
A.Examine if there is an alternate solution.
B.Escalate the issue to the technical infrastructure team.
C.Check the lessons learned database.
D.Consult the project sponsor about the issue.
Solution: C. Check the lessons learned database
Lessons learned register must be used to retrieve information from previous projects to help other projects during initiation. The project manager needs to check if this compatibility issue happened before in other projects within the organization.
The other answer choices are incorrect.
Examining if there is an alternate solution should be the next step if the project manager does not find this issue in the lessons learned. The lessons learned database may have information regarding alternate solutions, what has been considered, what has been tried in the past, and other information that could provide insight and potentially save time by avoiding solutions that have already been disqualified.
Escalating the issue to the technical infrastructure team is incorrect because the project manager cannot escalate any issue before assessing it first.
Consulting the project sponsor about the issue is incorrect because the project manager should not consult the project sponsor for technical issues as a first option, even if the project sponsor has technical expertise.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/104 [Item]
| Project Management: The Managerial Process (No Date) //14/511 [Item]
Question
During the planning phase of a project, the project manager is having trouble identifying stakeholders. Without input from the correct stakeholders, getting user feedback will be challenging.
What should the project manager do?
A.Review the stakeholder engagement plan.
B.Inform the project sponsors.
C.Refer to the project charter to identify stakeholders.
D.Review the project scope document.
Solution: C. Refer to the project charter to identify stakeholders.
During the planning phase of a project, the project manager should refer to the project charter to identify stakeholders. The project charter typically includes information about the project’s purpose, objectives, and stakeholders. By reviewing the project charter, the project manager can identify the stakeholders who are critical to the success of the project and ensure that they are included in the stakeholder engagement plan.
Reviewing the stakeholder engagement plan, informing the project sponsors, and reviewing the project scope document may also be helpful, but referring to the project charter is the most direct and effective way to identify stakeholders.
The stakeholder engagement plan is typically not created until stakeholders are identified and analyzed.
Informing project sponsors is not a comprehensive or efficient approach.
Reviewing the scope document may not be as comprehensive as the project charter and is typically not used to identify stakeholders.
This question and rationale were developed in reference to:
PMBOK 5th Ed. (7/5/1905) PMI/PMI// [Item]
PMBOK Guide Seventh Edition (2022) PMI /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
| Project management: A Systems Approach to Planning, Scheduling, and Controlling (2013) Harold Kerzner/John Wiley/10/480 [Item]
Question
A client has contracted a company to manage a large project in an agile environment with many subcontractors. The client is giving direct orders to the subcontractors, rather than to the contractor’s project manager. This has created conflict within the team.
What should the project manager do to prevent this situation from occurring again?
A.Keep the team informed about client expectations.
B.Invite the client to the team planning meeting.
C.Tell the team to avoid conflicts with the client.
D.Ask the client not to give direct orders to the subcontractors.
Solution: D. Ask the client not to give direct orders to the subcontractors.
The best way for a project manager to prevent a client from giving direct orders to subcontractors on an agile project with many subcontractors is to ask the client not to do so. This is the most direct and effective way to address the problem.
The other answer choices are not as effective. Keeping the team informed about client expectations is important, but it will not prevent the client from giving direct orders to subcontractors. Inviting the client to the team planning meeting can help to improve communication between the client and the project team, but it will not prevent the client from giving direct orders to subcontractors. Telling the team to avoid conflicts with the client is not a realistic expectation, and it will not prevent the client from giving direct orders to subcontractors. By asking the client not to give direct orders to subcontractors, the project manager can help to create a more harmonious and productive working environment for the project team.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/234-236 [Item]
| Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//11/205 [Item]
Question
A project manager is assigned to a new project with a team that the project manager knows well and has worked with a number of projects. The team’s average velocity is eight points per sprint. Another team has some time between projects and assists the team with sizing stories. The table below shows the estimated story points for each of the new features that will be built. The business wants to confirm a delivery date as soon as possible.
Feature
Points
1
24
2
13
3
8
4
21
5
13
Which two actions should the project manager take? (Choose two)
A.Explain to the business that the team will need ten sprints to deliver the features.
B.Inform the business that the team that will be doing the work needs to estimate the feature sizes.
C.Set up a meeting between both project teams to understand how their estimation of story sizes works.
D.Explain to the team that the sizing was already done and they will need to deliver the project in 10 sprints.
E.Discuss the business request with the team and determine a solution to plan for a five-sprint schedule.
Solution: B and C.
B. Inform the business that the team that will be doing the work needs to estimate the feature sizes.
C. Set up a meeting between both project teams to understand how their estimation of story sizes works.
The number of story points a team can complete in a given time is unique to the team. Story point estimating involves project team members assigning abstract, but relative, points of effort required to implement a user story. It tells the project team about the difficulty of the story considering the complexity, risks, and effort involved. Each team’s capacity is different so it is important that both teams are aligned on estimation techniques. Teams consider their story size, so they do not try to commit to more stories than there is team capacity to complete. The product owner will refine the stories based on what stories are remaining.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//7.3.2/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/66 [Item Each team has its own capacity. When a team uses story points, be aware that the number of story points a team can
complete in a given time is unique to that team.]
Question
An adaptative project team is globally distributed and the team members speak different primary languages. Daily meetings are conducted virtually in a common language. The project manager is made aware that there are some communication issues. Differences in pronunciation, accent, and vocabulary make it extremely difficult for some members to understand each other.
What should the project manager tailor to improve the daily meeting and avoid misunderstanding?
A.Use the call to verbally summarize the work status as reported by the team members.
B.Use an electronic task board to give a visual representation of work status and progress.
C.Ask for a change in the project’s budget to provide access to a translation service.
D.Ask all team members to report on work completed, upcoming work, and blockers.
Solution: B. Use an electronic task board to give a visual summary of the work progress.
To improve the daily meeting and avoid misunderstandings, the project manager should use an electronic task board to give a visual summary of the work progress for each member. Visual displays with graphics can help the team absorb and make sense of information. This will help to ensure that everyone is on the same page and has a clear understanding of what is being discussed. The key is to promote clear and effective communication among team members despite differences in language and culture.
The other answer choices are incorrect. Verbally summarizing work or reporting work status does not address the issues with comprehension and understanding. Translation services may not be feasible or comprehensive and can introduce further information distortion and delays.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//20/356 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7.3 PRESENTING INFORMATION]
Question
While working on a long project with many changes, a project manager is informed by a team member that some users are uncomfortable with certain product functionalities released in the previous iteration.
Which action should the project manager take?
A.Ensure that the team assignments are clear.
B.Obtain stakeholder feedback and team insights.
C.Communicate the changes to the team.
D.Update the change log and issue log.
Solution: B. Obtain stakeholder feedback and team insights.
Obtaining stakeholder feedback and team insights on each release is part of an iterative approach to development, thus the project manager should do so. This enables alignment among stakeholder needs, expectations, and project objectives.
The other answer choices are incorrect because they do not result in a change to the project and clarifying team assignments does not address the issue at hand.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //12 - Agile coach skills/ [Item Book title: Coaching agile teams: a companion for scrum masters, agile coaches and project managers in transition ]
| The Agile Practice Guide (No Date) PMI/PMI/3/21 [Item 3.1.2]
Question
A firm is currently facing a cost overrun and needs liquidity to overcome the financial crisis. A critical project is underway and is expected to bring a reasonable monetary return for the firm, yet, the project is over budget. Senior management needs to assess the project’s alignment with organizational objectives and requests that the project manager provide a report on the matter.
What should the project manager do to prepare a report for management?
A.Examine and evaluate documents to gain insights and extract meaningful information.
B.Compare actual results to planned ones by analyzing the differences between actual performance and budgeted values.
C.Identify and analyze patterns, tendencies, or changes in data over a specific period of time.
D.Assess the economic feasibility of the project, by comparing the costs with the benefits expected by senior management.
Solution: B. Compare actual results to planned ones by analyzing the differences between actual performance and budgeted values.
The project manager should compare the actual results of the project to the planned ones by analyzing the differences between actual performance and budgeted values. Comparing actual results to planned ones allows the project manager to assess the project’s financial performance and understand where it deviates from the budgeted values. Once the project manager has identified the specific areas where the project is over budget and the root causes of these overruns, they can develop recommendations for addressing these problems and getting the project back on track.
The other options are incorrect because they are not the most directly relevant actions to take when cost overruns and organizational alignment are the primary concerns.
Examining and evaluating documents lacks specificity in addressing the financial crisis and the need to assess the project’s alignment with organizational objectives.
Identifying and analyzing patterns may help identify broader trends in the project’s performance, but it is not the most directly relevant action.
Assessing the economic feasibility of the project focuses more on the overall economic viability of the project rather than the immediate concerns of cost overruns and organizational alignment.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//14.17/ [Item]
Question
A project manager realizes that some newly hired team members have not been as productive as expected. The project has a very rigid timeline, and the lower-than-expected productivity issue is putting the project at risk.
What should the project manager do to address this issue?
A.Provide additional training to the new team members.
B.Conduct job shadowing within the project team.
C.Institute project milestone completion incentives.
D.Notify the team that productivity must improve.
Solution: B. Conduct job shadowing within the project team.
The project manager should conduct job shadowing within the project team to help the newly hired team members become more productive. Conducting job shadowing activities will help the new team members learn from experienced team members and get up to speed on the project quickly. Job shadowing can help ensure that knowledge is shared by connecting the people who need the knowledge with people who have the knowledge.
The other options are incorrect.
Providing additional training is not the best option in this scenario. The project manager needs to address the issue quickly, and additional training can take time to develop and implement. The team may not require additional training, they may just have trouble adjusting to the new environment, procedures, and team dynamic. Training is important, but the project is at risk and must adhere to a rigid timeline, therefore an immediate and practical response is necessary.
Instituting project milestone completion incentives does not directly address the issue of low productivity and offers no proactive solutions.
Notifying the team that productivity must improve does not take any steps to rectify the productivity issue.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/18/ [Item]
Question
A project can gain downstream marketing benefits if additional equipment is included in the project scope. However, this equipment is still in an early development phase and will not be ready to meet the project timelines. A member of the project steering committee is in favor of its inclusion.
How should the project manager proceed?
A.Prepare a scope change request to include the additional equipment because it is beneficial to the marketing team.
B.Provide a clear rationale for its exclusion based on the business case and its impact on the project timelines.
C.Conduct a survey among steering committee members to assess their individual project requirements for a consensus decision.
D.Request the project sponsor to escalate the issue to the steering committee member to avoid delaying project approval.
Solution: C. Conduct a survey among steering committee members to assess their individual project requirements for a consensus decision.
The project manager should proceed by conducting a survey among steering committee members to assess their individual project requirements for a consensus decision. The steering committee is there to provide direction and support for the project team and make decisions outside the project team’s authority. Since the project is overseen by a steering committee, it is necessary to have a consensus of the committee before proceeding. By surveying the steering committee the project manager can also identify potential conflicts, address concerns, and identify potential impacts associated with introducing the new equipment.
The other answer choices are incorrect. Consensus has not been achieved therefore preparing a scope change request, providing a clear rationale for its exclusion, or escalating to the project sponsor is not appropriate at this time.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //34/81 [Item The Project Management Toolkit: 100 Tips and Techniques for Getting the Job Done Right]
PMBOK Guide Seventh Edition (2022) /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
Question
A project manager has received quotes from two vendors for the same parts. Vendor A has informed the project manager that they fulfilled a similar order two months ago at a price that was 2% under the original planned cost. Vendor B has a history of on-time delivery but has announced a price increase.
How should the project manager evaluate this situation?
A.Review the agreements and procurement documentation for Vendor B to force them to keep the original pricing.
B.Evaluate the contract clauses to reduce the orders from Vendor B, and buy them from Vendor A to improve project indicators.
C.Use the metrics from Vendor A to request better pricing from Vendor B, keeping both providers as a risk mitigation strategy.
D.Review the work performance information of both vendors against their contracts to find the preferred supplier.
Solution: D. Review the work performance information of both vendors against their contracts to find the preferred supplier
To evaluate the situation, the project manager should review the work performance information of both vendors against their contracts to find the preferred supplier. If the project manager decides to go for an alternative source, they must first review the vendors’ past performance. The project manager should not make a decision based solely on price. They should consider a variety of factors. By reviewing the work performance information of both vendors, the project manager can gain a better understanding of their strengths and weaknesses.
The other answer choices are incorrect. It is unlikely that the project manager will be able to force Vendor B to keep the original pricing. Vendor B is within their rights to increase their prices. Reducing the orders from Vendor B may not be possible, depending on the terms of the contract. Additionally, this may damage the relationship with Vendor B. Lastly, Vendor B may not be willing to match Vendor A’s pricing. Additionally, relying on a single vendor can be risky.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/12.3.3.2/499 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//19.3/ [Item Location 25697]
Question
A project team is working on a complex technology project. A competitor introduces a product with a new feature, forcing the team to make changes to keep their product from becoming obsolete. The software that the team was using was outdated and could not accommodate the development of the new feature and must be replaced with new-to-market software. The team is excited, but they do not have experience working with the new software.
What should the project manager do to address this knowledge gap?
A.Train the team to use the new software.
B.Hire new team members with software knowledge.
C.Ignore the technological advancements.
D.Discuss the new product features with the competitor.
Solution: A. Train the team to use the new software.
The project manager should provide training for the team to learn how to use the new software effectively. It is important to make sure project team members understand and can fulfill their roles and responsibilities. This includes identifying gaps in knowledge and skills as well as strategies to address those gaps through training. In this case, the software is outdated and must be replaced, so training should be provided to ensure that the team has the knowledge necessary for this and future projects.
Hiring new team members is incorrect for several reasons. Because the software is new to the market, it may be difficult to hire people with extensive experience. Hiring new resources can be time-consuming and there may not be any budget available. Hiring new resources also takes away the opportunity for the current team to learn and advance.
Ignoring technological advancement is not the appropriate way to address this situation.
Discussing the new product with the competitor is not appropriate and does not address the knowledge gap.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.3.4 PERFORM WORK AND CONTRIBUTE INSIGHTS] [2.5.8.1 Knowledge Management] [2.2.1.3 Common Aspects of Team Development]
Question
A project manager is required to obtain approval for project requirements before proceeding to the delivery stage. During the project’s execution, the project manager realizes that the initial estimates were unrealistic and the project will take much longer to complete. The project manager will have to obtain approval for more realistic project requirements.
What should the project manager do to mitigate the problem and keep the project on track while waiting for approval?
A.Reprioritize project deliverables to enable phased delivery in increments.
B.Divide the project team into distinct units focusing on different components.
C.Survey the project team to see if anyone can work overtime to meet the deadline.
D.Update the schedule baseline so that it is based on realistic estimates.
Solution: A. Reprioritize project deliverables to enable phased delivery in increments.
Breaking down and reprioritizing project deliverables allows the project to continue progressing while waiting for approval on more realistic requirements. Reprioritizing project deliverables allows the project manager to identify critical components and deliver tangible results, even if the overall timeline needs adjustment. This allows the team to focus on delivering high-priority features first, then gradually adding components or features based on updated, more realistic estimates.
The other options are less suitable for ensuring successful project delivery.
Dividing the team into separate units may not help to keep the project on track and may have an adverse effect and could complicate communication, coordination, knowledge transfer, and dependencies that could hamper productivity.
Relying on team members working overtime is not a sustainable solution and may lead to burnout, decreased productivity, and potential quality issues.
Updating the schedule based on more realistic estimates focuses on planning but doesn’t provide a strategy for mitigating the impact of unrealistic initial estimates while keeping the project on track. The project manager will have to obtain approval for more realistic project requirements before updating the schedule.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.4 PLANNING PERFORMANCE DOMAIN] [2.5.7 MONITORING NEW WORK AND CHANGES]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/Development lifecycles/Loc 322 [Item]
Question
A stakeholder on an agile project has attended the sprint demo where the team shows the minimum viable product (MVP) as defined by the product owner. During the session, the stakeholder complains that there were no release notes or technical product guides provided.
Which two actions should the project manager take? (Choose 2)
A.Explain that technical product guides are not part of the agile process.
B.Tell the stakeholder to contact the product owner for documentation.
C.Clarify the stakeholder’s need for release notes and technical product guides.
D.Acknowledge the stakeholder’s concerns over missing documentation.
E.Provide the release notes and technical product guides as soon as possible.
Solution: D and E.
D. Acknowledge the stakeholder’s concerns over missing documentation.
E. Provide the release notes and technical product guides as soon as possible.
The project manager should acknowledge the stakeholder’s concerns over missing documentation and provide the release notes and technical product guides as soon as possible. By taking these two actions, the project manager can help to address the stakeholder’s concerns and ensure that they have the information they need to use the MVP effectively.
The other answer choices are incorrect. Explaining that technical product guides are not part of the agile process is not helpful to the stakeholder. The stakeholder is still concerned about the lack of documentation, and the project manager should address their concerns. Telling the stakeholder to contact the product owner for documentation is incorrect because the project manager is responsible for providing the stakeholder with the documentation. Clarifying the stakeholder’s need for release notes and technical product guides is incorrect because the stakeholder is right to be concerned about the lack of release notes and technical product guides.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//11.1/ [Item 11.1 BUSINESS PEOPLE AND DEVELOPERS MUST WORK TOGETHER]
| The Agile Practice Guide (No Date) PMI/PMI/2/8 [Item We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.]
Question
In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed for the project in a few weeks.
What should the project manager do?
A.Conduct a brainstorming meeting.
B.Employ the nominal group technique.
C.Conduct a release plan meeting.
D.Use prototypes to refine the design.
Solution: C. Conduct a release plan meeting.
Release planning meetings identify a high-level plan for releasing or transitioning a product, deliverable, or increment of value. The project manager should conduct a release plan meeting to discuss the upcoming release and create a plan for delivering it. This would allow them to re-prioritize the work to deliver the two modules first.
Conducting a brainstorming meeting, employing the nominal group technique, or using prototypes, can be valuable tools in different contexts but do not directly address the client’s immediate request to reprioritize and plan for the delivery of specific modules within a short timeframe.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//13/133 [Item The Release Plan]
| O’Reilly Platform (No Date) //7/ [Item Lean-Agile Software Development - Guy Beaver]
PMBOK Guide Seventh Edition (2022) /// [2.4.2 PLANNING VARIABLES]
Question
Some of the project’s materials have been ordered from overseas. The supplier notifies the project team that the materials will not reach the site on time due to a customs clearance delay that will affect the critical path.
What should the project manager do first?
A.Ask the logistics team to arrange an expedited clearance.
B.Revisit the risk register and implement the respective risk response.
C.Identify the root cause of the delay and add it to the bid documents.
D.Ensure the suppliers cover any additional costs due to the delay.
Solution: B. Revisit the risk register and implement the respective risk response
The project manager should first revisit the risk register since corrective action has been identified at the beginning of the project. Information in a risk register can include the person responsible for managing the risk, probability, impact, risk score, planned risk responses, and other information used to get a high-level understanding of individual risks.
The other options are incorrect because the project manager should first review the risk register to determine the appropriate course of action.
Asking the logistics team to arrange expedited clearance is incorrect because it may not be possible and customs regulations are controlled by regional or governmental bodies.
Identifying the root cause of the issue is incorrect because the basic cause is known in this case. This option is also incorrect because bid documents are used to request proposals from prospective suppliers and the supplier has already been chosen.
It may not be possible to ensure that the suppliers cover additional costs, agreements like that are typically determined when entering a contract with a supplier.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //11/Responding to issues [Item Identifying and Managing Project Risk 3rd ed]
PMBOK Guide Seventh Edition (2022) /// [3.10 OPTIMIZE RISK RESPONSES]
Question
The tables show the requirements for an agile project with the anticipated return on investment (ROI) and identified project risks, along with the analysis details.
Item
Priority
ROI ($)
Requirement 1
1
10,000
Requirement 2
1
8,000
Requirement 3
1
25,000
Risk
Risk Impact ($)
Risk Probability
Risk 1
5,000
75%
Risk 2
4,000
50%
Risk 3
20,000
45%
What should the priority order be in the risk-adjusted product backlog?
A.Requirement 3, Requirement 1, Requirement 2, Risk 3
B.Risk 3, Risk 1, Risk 2, Requirement 3, Requirement 1, Requirement 2
C.Requirement 3, Risk 3, Requirement 1, Requirement 2, Risk 2
D.Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2
Solution: D. Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2
The expected monetary value (EMV) after risk analysis is:
EMV = P*I
Risk 1 = 3750
Risk 2 = 2000
Risk 3 = 9000
The requirements based on the return on investment (ROI) are:
Requirement 1 = 10,000
Requirement 2 = 8,000
Requirement 3 = 25,000
Prioritizing based on monetary value, the order of risk-adjusted backlog becomes:
Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile for Project Managers - Ch 10/Agile Risk Management [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/435 [Item]
Question
During project execution, a key stakeholder is replaced with a new team member who has approval authority. The new member states that the project deliverables are not aligned with the design and does not approve them. However, a few weeks later the project manager learns that the new team member had not been informed of changes during execution.
What should the project manager have done to avoid this miscommunication?
A.Organized a meeting with the sponsor before the execution began.
B.Updated the stakeholder register to include the new team member.
C.Asked the previous stakeholder to hold a meeting with the new team member before leaving.
D.Updated the project charter during the execution phase to include all the changes.
Solution: B. Updated the stakeholder register to include the new team member.
The project manager should have updated the stakeholder register to include the new team member. This would have ensured that the project manager was aware of all of the stakeholders on the project and that they were communicating with the new team member on a regular basis.
The other answer choices are not as effective or relevant. Organizing a meeting with the sponsor before the execution begins is a good practice, but it is not enough to avoid the miscommunication that occurred in this situation.
Asking the previous stakeholder to hold a meeting with the new team member before leaving is a good practice, but it is not always possible. For example, if the previous stakeholder left the company suddenly, then there may not have been time to hold a meeting. Updating the project charter during the execution phase to include all the changes. The project charter is a document that authorizes the project and defines its scope, goals, objectives, and success criteria; it is not typically updated during the execution phase.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices, and frameworks (No Date) Peter Measey//13/ [Item]
| PMBOK Guide Seventh Edition (2022) PMI/PMI/ 10. Project Communication Management/ [2.5.4 - Project Communications and Engagement; Table 2-7. Checking outcomes - Project Work Performance Domain
4.6.3 - PLANS; Table 4-3. Mapping of Artifacts likely to be used in each performance domain]
Question
A customer is performing a weekly visit to a project site to inspect the final stage of product development. The quality manager alerts the project manager that the customer has been very unprofessional and reprimanded the team members during previous weekly visits.
What should the project manager do to address this incident?
A.Draft a letter complaining about the behavior of the customer inspector.
B.Allow the week to pass by, then send a complaint to the customer.
C.Discuss the matter with the project manager’s senior management team.
D.Understand the situation by speaking with the team members and the customer.
Solution: D. Understand the situation by speaking with the team members and the customer
The project manager should attempt to resolve the conflict by defining the problem, collecting facts, analyzing the situation, and selecting the most appropriate course of action.
The other answer choices are incorrect because they are reactions to an issue that may not be fully understood without the input of the team and the client.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.5.2.1/348 [Item]
| Project Managers Portable HandBook, 3rd Ed (No Date) //5.4.6/ [Item 5.4.6 - Conflict resolution modes - Problem solving]
Question
After emailing a recent project status report, the project manager learns that a number of recipients are no longer involved with the project. The project manager needs to verify the distribution list for future status reports.
What should the project manager do?
A.Review and update the communications management plan.
B.Review and update the schedule management plan.
C.Review and update the responsibility assignment matrix.
D.Review and update the resource management plan.
Solution: A. Review and update the communications management plan.
The communications management plan is the document that identifies the stakeholders who need to receive project status reports. Therefore, it is the first document that the project manager should review and update to ensure that the distribution list is accurate.
The other answer choices are not as relevant or effective. The schedule management plan does not identify the stakeholders who need to receive project status reports; the responsibility assignment matrix identifies the individuals who are responsible for each task on the project, but it does not identify the stakeholders who need to receive project status reports; and the resource management plan identifies the resources that are needed to complete the project, but it does not identify the stakeholders who need to receive project status reports.
This question and rationale were developed in reference to:
Information Technology Project Management (No Date) //10/416 [Item]
| PMBOK Guide 7th Edition (page 10-12, 31-33)
Question
A project manager is working on a project to modernize a bank’s information technology (IT) infrastructure. The project manager recently received approval of the project’s change management plan from the project sponsor. The project sponsor now requests that the project manager implement a new piece of technology in the solution.
What should the project manager do next?
A.Add the new technology as a risk in the risk register.
B.Submit a change request to the change control board (CCB).
C.Update the schedule and cost baselines with the new technology.
D.Request the project sponsor to procure the new technology.
Solution: B. Submit a change request to the change control board (CCB)
When there’s a proposed change to a project, such as implementing a new piece of technology, the change should be formally documented, evaluated, and approved or rejected through a change control process. The project manager should submit a change request to the CCB, which will then decide whether to approve or reject the change based on its impact on project objectives.
The other options are incorrect because they do not align with the standard project management practice of addressing scope changes through a formal change control process.
Adding the new technology to the risk register is incorrect because it is not the immediate action to take when the project sponsor requests to implement a new piece of technology.
Before updating any baselines, the proposed change should go through the change control process. The project manager would only update the appropriate project management plan components if the change is approved.
Taking steps to procure the new technology should not be the immediate next step. The change request needs to be submitted and approved before any action is taken toward implementing the new technology.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//4/ [Item 4.6 Perform integrated change control]
Question
During project closure, the team considers that the final sprint retrospective is not necessary because there are no remaining sprints. What could be a possible helpful outcome of holding this sprint retrospective?
A.Improvement in velocity if the same team is formed in the future
B.Promotion opportunities for the team members
C.Information that could be useful for future projects
D.Tips for adapting to working together if that happens in the near future
Solution: C. Information that could be useful for future projects
Even though there are no remaining sprints, holding a final sprint retrospective can still provide valuable insights and lessons learned for future projects. It allows the team to reflect on their overall performance, identify areas of improvement, and capture knowledge that can be applied in similar projects or for continuous improvement. The retrospective helps to foster a culture of learning and provides an opportunity for the team to celebrate their successes and address any remaining issues or challenges.
The other answers are incorrect. Velocity improvement for the same team in the future is not the most relevant outcome of a final sprint retrospective. The purpose of a sprint retrospective is not directly related to individual team members’ promotion opportunities. Tips for adapting to future teamwork situations are not the main objective of a final sprint retrospective.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //9 - Releases and Project Retrospectives/ [Item Book: Agile Retrospectives by Esther Derby, Diana Larsen, and Ken Schwaber]
| O’Reilly Platform (No Date) //chapter 22(agile reflection)/ [Item https://learning.oreilly.com/library/view/being-agile-in/9781292083735/html/chapter-022.html]
Question
During a kick-off meeting with the project sponsor and various project members, it became clear that it was not necessary for some participants to be present. In addition, one required expert was not aware of the meeting and was not present at the meeting.
What should the project manager have done to prevent this from happening?
A.Established a fixed communication platform to provide updates on the project to all stakeholders.
B.Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project.
C.Developed the project charter including the roles and responsibilities of all the stakeholders.
D.Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.
Solution: B. Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project
Managing stakeholder engagement is the correct answer choice because it brings awareness to stakeholders so they know when their participation is required or optional.
The other answer choices are incorrect because they do not address the engagement of the stakeholders, which would have prevented the unawareness of the required stakeholder’s attendance.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //9. Managing Stakeholder Engagement/ [Item Mastering Project Human Resource Management: Effectively Organize and communicate with all project stakeholders]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3/523 [Item]
Question
A new project manager joins an organization that has never had formal project management processes. Some team members refuse to participate in basic tasks such as taking ownership of action items at meetings.
What should the project manager do?
A.Set up a private meeting with the specific team members to discuss the benefits of project management.
B.Create an internal document outlining the benefits of project management for all team members.
C.Explore the benefits of project management with executives of the organization.
D.Host a meeting with the team focused on collaborative problem-solving to develop an approach to accomplishing project tasks.
Solution: D. Host a meeting with the team focused on collaborative problem-solving to develop an approach to accomplishing project tasks
The project manager should use collaborative problem-solving to allow for input from all team members without involving executive mandates, which allows for more buy-in from the team to accomplish the tasks.
The other answer choices are incorrect. Setting up a meeting with individual project team members does not provide the opportunity for team buy-in; creating an internal document does not ensure buy-in from team members or create a team culture that the team is part of the problem-solving process; exploring the benefits of project management process with executives is a top-down approach and is not the first approach a project manager would take to achieve buy-in.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.4/ [Item Interpersonal and team skills.]
| The Agile Practice Guide (No Date) PMI/PMI//123 [Item “Consider education/training for executives. Consider explaining agile in terms of lean thinking: short cycles, small batch sizes, frequent reviews, and retrospectives with small improvements”]
Question
Project team members inform their project manager of a challenge they are facing. This challenge will likely impact project timelines.
What should the project manager do next?
A.Determine if the team’s challenges impact the critical path.
B.Initiate a change request to extend the project timeline.
C.Work with the team to assess the impact on the overall project.
D.Escalate to the project sponsor for proper resolution.
Solution: C. Work with the team to assess the impact on the overall project.
The project manager should consider the impact of the challenge and work with the team members to understand and evaluate the impact on the overall project. When any new issue or change request occurs, it is necessary to first understand if it impacts the project and then initiate a change control procedure as needed.
The other answer choices are incorrect.
Determining the impact on the critical path should come after understanding the challenge.
Initiating a change request or escalating to the sponsor without proper evaluation can lead to premature and potentially unnecessary actions.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices, and frameworks (No Date) Peter Measey//6/ [Item]
Coaching Agile Teams (00/00/0000) Lyssa Adkins//6
Question
A project manager is assigned to a new project. The requirements are still evolving, but there is a need to deliver business value quickly.
What approach should the project manager take in this situation?
A.Develop mitigation strategies to address the risks of evolving requirements.
B.Use a product backlog and complete the highest priority requirements first.
C.Ensure scope changes are documented in the requirements traceability matrix.
D.Develop a feature burndown chart and show progress on requirements.
Solution: B. Use a product backlog and complete the highest priority requirements first
The project manager should select an iterative and incremental (Agile or hybrid) approach to manage evolving requirements.
They can use a product backlog to complete the highest priority requirements and ensure that business value is delivered early and frequently.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//15/location 11928 in Kindle [Item]
| O’Reilly Platform (No Date) //7/ [Item The Professional Product Owner: Leveraging Scrum as a Competitive Advantage]
Question
During a standup meeting, the project manager discovers that one of the software developers is struggling to complete work because they lack experience with automation testing, potentially affecting the sprint goal. A quality assurance engineer on the team has automation testing experience but is busy preparing a presentation for new employees.
What action would increase the chances of achieving the sprint goal?
A.Reassign the automation work to the engineer as soon as the presentation is finished.
B.Immediately train the software developer on automation testing and then proceed with testing.
C.Ask the quality assurance engineer to assist the software developer as soon as possible.
D.Reschedule the automation testing for when the quality assurance engineer is available.
Solution: C. Ask the quality assurance engineer to assist the software developer as soon as possible.
Asking the quality assurance engineer to assist the software developer as soon as possible can increase the chances of the sprint goal being achieved. To address this issue efficiently, it’s crucial to provide timely assistance. By asking the quality assurance engineer to assist the software developer, the team can leverage the engineer’s expertise in automation testing, leading to more efficient problem-solving and task completion.
The other answer choices are incorrect in this context.
Reassigning the work or rescheduling the automation testing may introduce delays or may cause possible resentment from the original developer feeling their responsibility is taken away. Training can be valuable but it takes time and may not guarantee immediate proficiency for complex tasks like automation testing. This could jeopardize the sprint goal. When there is time, the project manager should seek to provide the team members with training and development opportunities to help fill the knowledge gap.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//11/Development Team [Item Development Team]
| The Agile Practice Guide (No Date) PMI/PMI/6/79 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
The project scope statement is approved by the project sponsor. The team members would like to modify the work breakdown structure (WBS) without changing the scope and send a request to the project manager.
What should the project manager do with this request?
A.Determine which changes to implement and inform the team.
B.Refuse the request and escalate it to the project sponsor.
C.Tell the team that they cannot modify the established WBS.
D.Discuss it with the team and make a decision by consensus.
Solution: D. Discuss it with the team and make a decision by consensus.
The project manager should discuss the request to modify the WBS with the team and empower them by working together to reach a consensus and make decisions. The team should feel trusted, supported, and encouraged to own and develop its working environment and make decisions. Engaging the project team to find and implement improvements shows trust in their skills and suggestions. Project team members who feel empowered to make decisions about the way they work perform better.
The other answer choices are incorrect.
Determining which changes to implement or telling the team that the WBS cannot be changed are unilateral decisions and exclude the team. Unilateral decision making can demotivate people who feel their views and concerns were not considered.
Refusing the request and escalating it is a non-collaborative and dismissive approach. Escalating the request to the sponsor may not be necessary.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//7/ [Item]
O’Reilly Platform (No Date) /// [Item Team Empowerment: 20 Ways to Get There by Glenn Parker Published by HRD Press, 2009 Chapter : Authority Assessment]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.4 LEADERSHIP SKILLS][2.2 TEAM PERFORMANCE DOMAIN]
Question
An experienced project manager joins an ongoing project and wants to estimate the amount of time required to tackle several complex tasks. The team uses a kanban board but is open to new approaches. The project manager suggests using story points.
What is the first thing the team should do before implementing this new approach?
A.Calculate the story points only for new backlog items.
B.Estimate the story points required for the entire task board.
C.Convert all work in progress (WIP) items to story points.
D.Measure and track story points over several sprints.
Solution: C. Convert all work in progress (WIP) items to story points.
The first thing the team should do before adopting the new approach of using story points is to convert all work in progress limits to story points. A WIP item is any task or activity that is currently being worked on by a team or individual. WIP items can be converted to story points in order to help the team better understand the scale used to quantify effort. By converting WIP items to story points, the team can estimate how many story points they can complete in a sprint and determine how many sprints it will take to complete all work.
The other options are incorrect.
Calculating story points only for new backlog items does not account for the work that is already in progress.
Calculating story points required for the entire task board would include completed work and does not focus on the work that is currently in progress.
Measuring story points over several sprints is not the first thing the team should do before adopting the new approach of using story points.
This question and rationale were developed in reference to:
Lean-Agile Software Development (No Date) /Alan Shalloway, Guy Beaver and James R. Trott/8/Visual Controls and Information Radiators for Enterprise Teams [Item]
The Agile Practice Guide (No Date) PMI/PMI// [5.4 MEASUREMENTS IN AGILE PROJECTS]
Question
An agile project manager is overseeing a Kanban project and wants to assess task completion roadblocks for an upcoming major milestone. What should the project manager do?
A.Create a performance metric using the work in progress limit.
B.Ask a trusted team member about the issues the team is facing.
C.Review the blocked items with the team during standup meetings.
D.Host a stakeholder meeting to discuss task completion roadblocks.
Solution: C. Review the blocked items with the team during standup meetings.
A kanban board shows work in progress to help identify bottlenecks and overcommitments, thereby allowing the team to optimize the workflow. The project manager should engage with the team during standup meetings to review progress and highlight any obstacles encountered or anticipated. Daily standup meetings are helpful in identifying blockers and impediments that could become threats if they continue to delay progress.
The other answer choices are incorrect because they are not as effective.
Creating a performance metric using the WIP limit will not reveal specific roadblocks or their underlying causes.
Asking an individual team member may not identify all potential roadblocks and excludes input from the rest of the team.
Meeting with stakeholders is less effective than reviewing blocked items with the team. Fact-finding should begin with the team before involving more stakeholders.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI//Preface [A3.4 KANBAN METHOD] [5.2.4 DAILY STANDUPS]
Question
A project manager has been assigned to an existing agile team and is preparing for an upcoming project. The last project that the team worked on was so successful that a senior stakeholder requested that the team use the same governance structure for the new project.
What should the project manager do next?
A.Consult with the project management office (PMO) to gain their insight on governance for the project.
B.Collaborate with the team and the senior stakeholder to discuss tailoring the existing governance.
C.Inform senior management that the same project governance can be used for the new project.
D.Request that the senior stakeholder discuss all governance-related concerns with the product owner.
Solution: B. Collaborate with the team and the senior stakeholder to discuss tailoring the existing governance.
The project manager should collaborate with the project team and the senior stakeholder to discuss tailoring the existing governance. This will help ensure that the governance is tailored to the specific needs of the new project while still incorporating successful elements from the previous project. Tailoring involves the analysis, design, and deliberate modification of project governance to make it more suitable for the given environment and the work at hand. Collaboration with the senior stakeholder and the project team is important to ensure that the governance structure is appropriate and effective.
The other options are incorrect.
Meeting with the PMO might be helpful, but it may be premature to seek their insight before discussing it with the team and senior stakeholder.
Informing senior management that the same project governance can be used for the new project may not be appropriate as the new project may have unique aspects that require a tailored governance structure.
Requesting that the senior stakeholder discuss all governance-related concerns with the product owner is not an effective approach as the project manager should be involved in the governance discussions.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/ [Item Project Governance: The Essentials]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//1.13/1980 [Item “Every Project can have different governance…”]
Question
A project manager conducted an analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. Several key stakeholders missed the analysis session and their input was not included in the analysis.
What is the main consequence of stakeholders missing the analysis session?
A.Formal approval of project change requests is delayed.
B.Stakeholder dissatisfaction with key project deliverables.
C.Conflict in subsequent phases of the project may result.
D.Inconsistent input on benefits from key stakeholders.
Solution: D. Inconsistent input on benefits from key stakeholders.
Project teams and stakeholders establish measures of progress and success, and performance is compared to plans. Quality management processes and practices help produce deliverables and outcomes that meet project objectives and align with the expectations, uses, and acceptance criteria expressed by the organization and relevant stakeholders. If all stakeholders are not present there will be inconsistent input on benefits. It may result in ambiguity and a misalignment between the project goals and the expectations of key stakeholders.
The other options are incorrect because they are not the main consequence. There may not be a change request that needs approval, conflict may not arise, and stakeholders may not become dissatisfied. These options may be additional impacts, but the main impact would be inconsistent input on benefits from key stakeholders.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//4.4/ [Item Establishing Meaningful Client Involvement]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (2013) Harold Kerzner/John Wiley & Sons / Eleventh Edition/16.1/ [Item]
Question
While closing a project, the client finds some defects in the deliverable. What should the project manager do next?
A.Review the output against the acceptance criteria.
B.Extend the project until all deliverables are accepted.
C.Persuade the client to accept the output as is.
D.Pay the penalty for the defective item.
Solution: A. Review the output against the acceptance criteria
Reviewing the output against acceptance criteria is the appropriate next action as this will confirm why the defect wasn’t raised earlier during the monitoring and controlling phase.
Extending the project without approval is not the appropriate next action as it would delay the project timeline.
Persuading the client to accept the output as is may compromise the quality of the project and is not appropriate.
Paying the penalty for the defective item is not appropriate unless that clause is documented in contract with the client.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7/121 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//2.14/ [Item]
