Exam Questions 2 Flashcards
Question
A project manager is working on a project charter and discovers that two key stakeholders are transferring to other departments and replacements have not been identified yet.
What should the project manager do next?
A.Put the project on hold until the replacements are identified.
B.Involve senior management to resolve the challenge.
C.Obtain support from the project sponsor to continue the project.
D.Perform an impact analysis of the possible delays.
Solution: D. Perform an impact analysis of the possible delays.
The project manager should perform an impact analysis of the possible delays. This will help them understand the potential impact of the stakeholders leaving and identify any risks associated with the changes. Based on the impact analysis, the project manager can determine the best course of action and communicate the findings to the appropriate parties.
The other options are incorrect.
Putting the project on hold or obtaining support from the project sponsor to continue the project may not be necessary or feasible and could cause delays and impact the project.
Involving senior management should only be done after performing an impact analysis to ensure that senior management is aware of the potential risks and impacts.
This question and rationale were developed in reference to:
Process Groups: A Practice Guide (2022) PMI /// [INPUTS AND OUTPUTS]
| Project Managers Portable HandBook, 3rd Ed (No Date) //7/281 [Item 7.1.5 Sequence of Planning Actions]
Question
A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed three years ago. What should the project manager do to create a reliable cost estimate?
A.Identify the critical parameters and generate an estimate based on the variation of the parameters.
B.Take the original estimate and multiply it by a factor determined by the company’s standard for every year.
C.Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
D.Use a commodity exchange for material cost and labor rates for the cost variation and compute a new estimate.
Solution: C. Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
Using the actual cost of the previous project as a reference is the best choice as a bottom-up estimating method and is the most reliable. Bottom-up estimating is generally more accurate because it starts at the bottom with the detailed costs of all specific components of each work activity and progressively forms the sum of all costs used in estimating the overall project budget. Bottom-up estimating would be the logical step after a project deliverable has been broken into its smallest components or work activities and detailed information has been gathered regarding the requirements of each work activity. Further, as there is historical data available the reliability increases multi-fold.
The other options are incorrect because they are less accurate than bottom-up estimating.
Generating an estimate based on the variation of the parameters or using a commodity exchange for cost variations are parametric estimating methods and even though they can be relatively better compared to analogous estimating, they do not provide reliable estimates.
Taking the original estimate and multiplying it by a factor determined by the company’s standard for every year will be inaccurate if similar projects are not truly comparable to the new project or if the costs of similar projects have changed significantly over time.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //9/ [Item Title: Mastering Project Time Management, Cost Control, and Quality Management: Proven Methods for Controlling the Three Elements that Define Project Deliverables, Part II - Project cost management, Chapter 9 - Estimate project costs, Topic: Top-down and Bottom-up estimating]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/7.2/ [Item Estimate cost.]
Question
A project team realizes that the product’s architecture will not support the growing number of users.
What should the project manager do?
A.Assign a team member to execute performance testing and ensure the product’s performance is acceptable.
B.Hire external experts to assess the product architecture and come up with a resolution plan.
C.Engage with the product owner on the new development and prioritize the solution on the product backlog.
D.Negotiate with the stakeholders to slow down product development until a viable solution is available.
Solution: C. Engage with the product owner on the new development and prioritize the solution on the product backlog.
The first step for the project manager will be to share this vital information with the product owner, so that business stakeholders may be invited to share their thoughts and value considerations made, then the product backlog can be reprioritized to reflect this. This sequence allows for company, team, and business stakeholder concerns to be adequately addressed.
The other answer choices are incorrect. Performance testing happens concurrently during development or at the end of the iteration/release and will not solve the identified gap but only highlight it down the road. Hiring external experts may be premature and may not be approved/available in the budget. Negotiating with the stakeholders to slow down product development until a viable solution is available may not be the best option for the company.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition (page 76 , 185, retrospectives page 127, 180)
| The Agile Practice Guide (No Date) PMI/PMI/Anex A1/ [Item Section 8 Project Quality Management]
Question
Halfway through implementation, the project co-sponsor, who is contributing a significant amount of capital to the project, informs the project team of an additional feature to the project deliverable.
What should the project manager do?
A.Assess the impact of the new requirement and update the risk register.
B.Complete the current project as planned and update it later with the new requirements.
C.Collect the co-sponsor’s requirements and perform the integrated change control process.
D.Convince the co-sponsor to maintain the current scope and complete the project as planned.
Solution: C. Collect the co-sponsor’s requirements and perform the integrated change control process.
The co-sponsor is a key stakeholder in the project and their requirements should be prioritized. The project manager should collect the requirements and perform the integrated change control process.
The other answer choices are incorrect. Updating the risk register happens after the change has been approved; completing the current project without the client’s approval or convincing the client that their requirements are not worthwhile negatively impacts project success.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysock
The Standard for Project Management (2021) /// [3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
Question
An agile project team has not completed the tasks within the current iteration. During a meeting, the project sponsor gives the team a final date for task completion.
How should the project manager proceed?
A.Request that a functional manager becomes a team lead to ensure processes are followed.
B.Appoint a team leader to take responsibility for the team’s iteration planning and completion.
C.Advise the project sponsor that the team is responsible for managing work within iterations.
D.Advise the team to comply with the new schedule provided by the project sponsor.
Solution: C. Advise the project sponsor that the team is responsible for managing work within iterations.
Advising the project sponsor that the team is responsible for managing work within iterations is correct because, when taking an agile approach, the team takes responsibility for its work and process.
Requesting that a functional manager become a team lead is incorrect. With agile, a cross-functional team is empowered to make decisions and the scrum master facilitates. A functional manager becoming a team lead does not come into play.
Appointing a team leader to take responsibility for the team’s iteration planning is incorrect. With agile, the concept of team lead does not come into play and iteration planning is the responsibility of the scrum team.
Advising the team to comply with the new schedule provided by the project sponsor is incorrect. Agile teams complete planning based on the prioritized backlog and story sizing estimate. Based on the team’s velocity and available capacity the team will decide how many stories they can take up and will not go by the schedule provided by the sponsor.
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/Define Boundaries
| O’Reilly Platform (No Date) //Create Your Successful Agile Project by Johanna Rothman Published by Pragmatic Bookshelf, 2017/Chapter Four
Question
During project execution, the project sponsor decides to replace a subject matter expert (SME) on the project.
What should the project manager do?
A.Negotiate with the project sponsor to retain the SME on the project.
B.Ensure there is sufficient knowledge transfer between the SME and their replacement.
C.Indicate to the new SME that the project knowledge base has all needed information.
D.Meet with the project sponsor to explain the conflicts among the project team.
Solution: B. Ensure there is sufficient knowledge transfer between the SME and their replacement
The project manager should ensure sufficient knowledge transfer between the SME and their replacement. Knowledge transfer is required when there is a change of SMEs. The question explains that the SME is being replaced, so the best option in this situation would be to ensure sufficient knowledge transfer between the original SME and the replacement.
The other answer choices are incorrect. Relying only on a knowledge base might not be sufficient to transfer all the SME’s project knowledge; meeting with the project sponsor may not always be the right option as it depends on the sponsor’s reason for replacement. Regardless of the reason for replacement, the project manager should ensure sufficient knowledge transfer between the two team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/2.5/70
| Project Managers Portable HandBook, 3rd Ed (No Date) //4/130 [Item 4.2.6]
Question
A customer reviewed a product and requested additional features that were not in the requirements documentation. The work-in-progress (WIP) limits have already been optimized for the teams working on different work components.
How should the project manager begin to resolve the customer requirements?
A.Build the product according to the previously agreed customer requirements.
B.Discuss the feasibility and impact of the new features with the product owner.
C.Breakdown work on additional features with existing component teams.
D.Release increments of the additional features for customer validation.
Solution: B. Discuss the feasibility and impact of the new features with the product owner.
The product owner is responsible for maximizing the product’s value and is accountable for the end product. The project manager should discuss the feasibility and the impact of the new features with the product owner and work with them to manage expectations around adding scope, the implications to the budget, and the availability of project team members. As a result, new work can be thoroughly assessed, prioritized, and added to the product backlog as necessary.
The other answer choices are incorrect.
Building according to the previously agreed upon customer requirements ignores the customer’s request and does not align with agile practices.
The project manager should not begin breaking work down or releasing increments of the additional features for customer validation without discussing the changes with the project sponsor.
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//6/112 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6/86 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
During a one-year project, a team delivered everything as requested and defined by the product owner and met all of the sprint goals. The project was on track regarding schedule, scope, and budget. A few months after the project release, the product satisfaction surveys show that the customer’s level of satisfaction is surprisingly low.
What should the project manager do to prevent this situation in the future?
A.Hold a kick-off meeting at the beginning of the project.
B.Improve application of test automation techniques.
C.Increase project management office (PMO) involvement.
D.Conduct periodic reviews with customer involvement.
Solution: D. Conduct periodic reviews with customer involvement
The project manager should conduct periodic reviews with the customer. During the whole project, there was no real user involvement and input on the product being created. Although the team was performing well, they were not creating the ‘right’ product to satisfy customers.
The other answer choices are incorrect. Holding a kick-off meeting at beginning of project is not sufficient; and increasing PMO involvement and test automation do not address customer satisfaction issue.
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//21/ [Item]
Question
A project manager is leading a new implementation project with a global project team. As team members are in different geographical locations and time zones, the project manager has to decide on the most effective team engagement strategy.
What is the first action the project manager should take?
A.Develop a communications management plan.
B.Set up daily conference calls to track work.
C.Ask all team members to utilize an online task board.
D.Ask team members to align their work schedules.
Solution: A. Develop a communications management plan.
As the team members are in different geographical locations and time zones, it is very important that the project manager develops an effective engagement strategy first. As a result, a review of team communication requirements is needed. This is done in the communication management plan.
The other answer choices are incorrect. Setting up daily conference calls or asking the team members to align their work schedules may not be possible as the team is geographically distributed. Online task boards may provide updates on the tasks, but primarily, there is always a need for engaging with stakeholders to keep the communication happening between team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Ten/367 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/46 [Item]
Question
A product development project has run into design issues. As a result, the team has decided to change the approach of the product design phase from a predictive to an iterative approach.
What should the project manager do to ensure a smooth transition between approaches?
A.Schedule a workshop with the team to plan the upcoming iterations.
B.Work with the team to establish a team site and product artifacts.
C.Meet with the product manager to analyze upcoming user stories.
D.Work with the product manager to define the number of iterations.
Solution: A. Schedule a workshop with the team to plan the upcoming iterations.
It is very important that the team understands the advantages of moving to an iterative approach from the existing predictive approach. Scheduling a workshop with the team to plan the upcoming iterations is the best way to ensure a smooth transition between approaches.
All other options do not help with the transition between approaches. The activities are appropriate but not at this time of transition.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //11/166 [Item Book: Choose your WoW]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item Table 5.1]
Question
One day before starting a task, the technical lead proposed a new implementation approach that could reduce the schedule by one week. However, if the approach does not work, the task will be delayed by three days.
What should the project manager do next?
A.Initiate a change request to reduce the schedule by one week.
B.Tell the technical lead that the new approach is not feasible.
C.Refer to the network diagram to determine the float for this task.
D.Communicate the possible three-day delay to the sponsor.
Solution: C. Refer to the network diagram to determine the float for this task.
The project manager should refer to the network diagram to determine the float for this task. This allows the project manager to assess the flexibility in the schedule and make an informed decision. Float is the amount of time that a task can be delayed without delaying the entire project. By determining the float for this task, the project manager can determine if there is enough time to test the new implementation approach without delaying the project. If there is enough float, the project manager can allow the technical lead to proceed with the new approach.
The other options are incorrect.
Initiating a change request to reduce the schedule is premature and assumes that the new implementation approach is feasible and beneficial.
Communicating the possible three-day delay to the sponsor or telling the technical lead that the new approach is not feasible are not the best options because the project manager needs to determine if there is enough float to test the new implementation approach without delaying the project.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7.2 WHAT TO MEASURE]
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//Project Activity Sequencing/ [Item Float/slack calculation]
Question
The project teams are having difficulties coordinating their tasks due to several constraints and dependencies. The project management office (PMO) suggests a monthly project report be distributed to stakeholders. However, the customer is concerned about not knowing the progress and what is holding up the project.
What three solutions can the project manager use to resolve this situation? (Choose three)
A.Add a daily meeting to review project status and impediments.
B.Share missing performance information in the monthly status meeting.
C.Add a daily or weekly project status report that includes dependencies.
D.Adapt a project status report to include missing information.
E.Ask vendors to provide a monthly status report for the customer.
Solution: A, C, and D.
A. Add a daily meeting to review project status and impediments.
C. Add a daily or weekly project status report that includes dependencies.
D. Adapt a project status report to include missing information.
These are the three best choices because with this information the customer will have visibility on the project progress and what are the blockers holding the progress. Customers should not wait for a month to receive updates, it will be better to have more frequent communications with customers and team, as well as adapting the standard PMO report to the requirements of the current stakeholders.
The other options do not directly address the need for more frequent and detailed communication to keep the customer informed about the project’s progress and issues.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//6/ [Item]
Question
During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not follow the plan. They performed tasks by personal preference, without communicating with the project manager. The senior team member is an expert and a critical resource for the project.
How should the project manager address this?
A.Discuss this with the resource personally, then update the resource management plan if necessary.
B.Discuss this with the functional manager, then update the resource management plan if necessary.
C.Discuss this with the functional manager, then update the team charter if necessary.
D.Discuss this with the resource personally, then update the team charter if necessary.
Solution: D. Discuss this with the resource personally, then update the team charter if necessary
To solve this issue, the first thing the project manager should do is talk to the resource instead of the functional manager to understand the reason and try to solve the problem before escalating.
If the senior team member has a suggestion that is a better option for the project, then update the team charter if required. A team charter is a document that establishes team values, agreements, and operating guidelines.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.3.2/319 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/17 Models for project management/ [Item]
Question
A new project manager is assigned to an ongoing agile project. The project is now starting its second 4-week iteration cycle. The project manager finds there are significant differences of opinion within the project team, leading to major setbacks for the project.
What should the project manager do in order to help overcome differences and bring the project back on track?
A.Promote conversation among team members in upcoming review meetings to help solve the problem.
B.Schedule a team out activity to allow people to know each other better and feel comfortable talking.
C.Allow the team to self-organize before the next iteration to solve the problem.
D.Reach out to their functional managers so they can talk to the team members and solve the problem.
Solution: A. Promote conversation among team members in upcoming review meetings to help solve the problem
Conflict is an inevitable consequence of team interaction. The project manager should take a proactive approach to resolve this conflict. Servant leaders promote collaboration and conversation within the team and between teams.
The other answer choices are incorrect because they do not fully address the problem and suggest a project manager is not proactively involved in conflict resolution and promoting cohesion. The project manager needs to ensure that they work with the team to promote understanding, facilitate conflict resolution, and address the issues to address the project setbacks.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Fostering Collaboration/Fostering a Team-Oriented Culture at John Hancock [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/35 [Item 4.2.1.1 SERVANT LEADERS FACILITATE]
Question
A project manager has been assigned to a new project with multiple high-level stakeholders. Each stakeholder has provided their expectations for the project, and the project manager realizes some expectations conflict.
What should the project manager do?
A.Facilitate a meeting to address and resolve conflicting expectations.
B.Prioritize the expectations of stakeholders with the highest authority.
C.Update the stakeholder register with the stakeholders’ expectations.
D.Create a project hierarchy to manage the stakeholders’ expectations.
Solution: A. Facilitate a meeting to address and resolve conflicting expectations.
How conflict is handled can either lead to more conflict or to better decision making and stronger solutions. When there is conflict over priorities, neutral facilitation helps more than detailed recommendations. The project manager should work collaboratively with stakeholders to discuss their requirements, manage expectations, resolve issues, problem solve, and make decisions.
The other options are incorrect.
Prioritizing the expectations of stakeholders with the highest level of authority is not the best option at this stage. The project manager should seek to understand and resolve the conflict first. Prioritizing based on relative authority may ultimately be the solution, but ignoring the conflicting expectations can lead to future confusion, dissension, conflict, or misunderstandings. Further, prioritization may not solve the issue because the conflict may be between stakeholders with the same level of authority.
Updating the stakeholder register or creating a project hierarchy does not resolve the conflicting expectations and conflict over priorities.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Project Management Essentials, 2nd Edition
Kathryn Wells and Timothy J. Kloppenborg]
PMBOK Guide Seventh Edition (2022) ///[3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS] [3.6 DEMONSTRATE LEADERSHIP BEHAVIORS]
Question
Discussions during weekly project team meetings are frequently dominated by a senior team member who has a tendency to talk over other team members and openly criticize their point of view. This is causing demoralization of the other team members and resulting in lack of engagement during the meetings.
What should the project manager do to address this issue?
A.Remove the senior team member from the weekly meeting.
B.Organize a team-building activity that encourages finding solutions together.
C.Enforce the existing ground rules for team behavior.
D.Escalate the behavior of the senior team member to the functional manager.
Solution: C. Enforce the existing ground rules for team behavior.
Ground rules, if they exist, are not being followed during the team meetings resulting in the problems described in the stem. The project manager must therefore act to establish them and ensure they are adhered to.
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 People must feel it is safe to express their opinions without fear of retribution. Teams should have established ground rules, or a working agreement, which make it clear that expressing opinions and airing dirty laundry are safe things to do. It is helpful for the ground rules to make clear that the focus is on the organizational system and process, not the individuals, thus making it safe to explore what went wrong.]
| Managing Cultural Differences: Global Leadership Strategies for the 21st (0-Jan-00) Phillip R Harris, Robert T Moran, Sarah V Moran//8/244 (Kindle) [Item “Improving performance through team culture”]
Question
A project manager notices that team members are not interacting with each other and believes that the lack of interaction is negatively impacting project performance. The project manager attempts to increase team interaction by hosting an after-work event, but only a few team members attend.
What should the project manager do?
A.Send a team survey to collect ideas for after-work activities from team members.
B.Continue to invite team members to events and improve morale incrementally.
C.Provide periodic incentives and bonuses to the highest-performing team members.
D.Confidentially poll the team to identify the root cause of the lack of interaction.
Solution: D. Confidentially poll the team to identify the root cause of the lack of interaction.
The project manager should confidentially poll the team to identify the cause of the lack of interaction in order to gather honest input on the core issues and discrepancies. This will help the project manager understand the root cause of the issue and take appropriate action to address it. By ensuring confidentiality, team members will feel more comfortable sharing their thoughts and concerns, which can help the project manager identify the root cause of the lack of interaction and take appropriate action to address it.
The other options are not as effective in addressing the root cause of the lack of interaction.
Sending a team survey to collect ideas for after-work activities and continuing to invite team members to events ignore the underlying issues causing the lack of interaction.
Providing incentives and bonuses does not address the root cause of the lack of interaction and may create resentment and increase the lack of interaction between team members.
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//22/300 [Item continually invest in team members ]
Developing Strengths-Based Project Teams (No Date) /Martha Buelt and Connie Plowman/6/Project team members individual strengths-based development [Item]
Question
A project manager is managing several interconnected projects. Some of these projects rely on specific deliverables from other projects. To avoid bottlenecks and facilitate project success, the project manager must assess the consolidated project plans for dependencies.
What is the most appropriate action for the project manager to take in this situation?
A.Identify and document all inter-project dependencies.
B.Adjust project timelines to remove dependencies.
C.Eliminate all potential inter-project dependencies.
D.Ensure that all projects can proceed independently.
Solution: A. Identify and document all inter-project dependencies.
It is important that the project manager identifies all inter-project dependencies. Identifying and documenting these inter-project dependencies ensures a clear understanding of which deliverables impact other projects, facilitates effective planning and inter-project communication, and ensures that dependency-related risks are identified and planned for.
The other answer choices are incorrect because they are not effective ways of handling inter-project dependencies.
Adjusting timelines is not an appropriate response because there is no guarantee that adjusting the timeline is feasible or would positively impact inter-project dependency.
Eliminating all potential inter-project dependencies is incorrect because it may not be achievable or practical in this situation.
It may not be possible to ensure that all projects can proceed independently and that course of action may negatively impact 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//7/117 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.4.2 PLANNING VARIABLES] [2.6.2 DELIVERABLES ]
Question
A project is underway with team members from two different countries and there are complaints from both sides. The team members from Country A believe that team members from Country B are too slow to respond and often have scheduled days off. The team members from Country B believe in a good work/life balance and think more consideration is needed before making decisions.
What should the project manager do?
A.Reevaluate the team charter with team members.
B.Revisit the communications management plan.
C.Remind team members to consider cultural differences.
D.Investigate the root cause of misunderstandings.
Solution: A. Reevaluate the team charter with team members.
The project team charter records the project team values, agreements, and operating guidelines, and establishes clear expectations regarding acceptable behavior by project team members. By revisiting and possibly revising the charter, the project manager can work with the team to clarify expectations and address issues related to work/life balance and decision-making processes. Meeting with the team to reevaluate the team charter is the most comprehensive and effective way to address the issue.
Revisiting the communications management plan may not be necessary as it may not be the cause of the issue.
Investigating the root cause of the misunderstandings and reminding team members to consider cultural differences are both important and can be considered when reevaluating the team charter. On their own, these options might not directly address the underlying issues or provide a clear framework for resolving them.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project manager is in the execution phase of a project. A newly identified stakeholder continuously bypasses the project manager to get feedback from the project sponsor directly, thus escalating pressure and frustration for all members of the team.
What should the project manager do next?
A.Call a project meeting of all stakeholders to discuss the matter and develop a suitable action plan.
B.Email the communications management plan to the stakeholder and point out that they agreed to the plan.
C.Meet the project sponsor and confirm that the project manager must be the single point of contact.
D.Meet with the stakeholder to understand their needs and update the communication management plan.
Solution: D. Meet with the stakeholder to understand their needs and update the communication management plan.
An abundance of ad hoc communication requests may indicate that the communication planning does not meet stakeholder needs. The stakeholder’s actions are causing frustration, so further stakeholder engagement is necessary to ensure stakeholder information requirements are met. Meeting with the newly identified stakeholder can help the project team effectively respond to changing circumstances and create shared understanding and alignment.
The other options are incorrect because they do not directly address or resolve the issue at hand. Meeting with the stakeholders or calling a project meeting does not directly address the issue and may not be feasible. Confirming that the project manager must be the single point of contact is incorrect because it may not be necessary. The issue was introduced with the addition of a newly identified stakeholder, indicating that they are not familiar with the communications management plan. This may also mean that the team did not update the communications management plan once the new stakeholder was identified.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) ///[2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/10/480 [Item]
Question
A risk was identified at the beginning of an agile project and a mitigation plan was established. The risk event occurs but the impact is much higher than anticipated and the originally planned response will be ineffective. The project team developed a more effective response, but it is drastically different from the original mitigation plan and must be implemented as soon as possible.
What should the project manager do?
A.Implement only the initial response as outlined in the risk management plan.
B.Update the risk management plan and implement the newly created response.
C.Defer risk response until the next progress meeting to inform stakeholders.
D.Implement a contingency response and inform the stakeholders afterward.
Solution: B. Update the risk management plan and implement the newly created response.
It is in the project’s best interest to act quickly to mitigate the risk effectively and update the risk management plan accordingly. In agile project management, it’s important to be adaptive and flexible. When a risk event’s impact is much higher than anticipated, the agile approach is to adapt and modify the risk management plan accordingly. Updating the risk management plan will ensure that stakeholders are aware of the changes and the reasoning behind them.
The other answer choices are incorrect.
Implementing the original response will be ineffective due to the increased impact.
Deferring the risk response can lead to further complications and project delays.
Implementing a contingency response without stakeholder awareness can lead to confusion and mistrust.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Agile Practice Guide (2017) PMI [2.4 UNCERTAINTY, RISK, AND LICE CYCLE SELECTION]
Question
The first iteration of an agile project consists of a minimum viable product (MVP) that is now successfully completed. The team members are eager to hand the product over to the customer.
How should the product be confirmed as ready for customer use?
A.The scrum master determines that all requirements are satisfied.
B.The project team agrees the MVP meets the definition of done (DoD).
C.The senior manager and customer approve and accept the product.
D.The product owner decides that the MVP passes all required quality tests.
Solution: B. The team agrees the product increment meets the definition of done (DoD).
The definition of done (DoD) is a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. In an agile context, the decision of when an MVP meets the DoD and can be released to the customer is typically made by the agile team. The team works together to ensure that the MVP meets the DoD and is ready for release to the customer. This decision is based on the team’s assessment of whether the MVP meets the acceptance criteria and is of sufficient quality to be released. This helps to prevent misunderstandings and ensures that everyone is working towards the same goal.
The other options are incorrect.
The scrum master determining that all requirements are satisfied is important, but the decision is ultimately based on the assessment of the entire team.
The senior manager and customer approving and accepting the product is not a direct indicator of whether the product is ready for customer use.
The product owner’s agreement that the MVP passed quality testing is important, but quality testing is only one part of a broader range of criteria and the entire project team should be involved.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4/ [Item https://learning.oreilly.com/library/view/project-management-jumpstart/9781119472223/c04.xhtml]
| The Agile Practice Guide (No Date) PMI/PMI/Glossary/151 [Item A team’s checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.]
Question
During sign-off for a strategic project that resulted in additional costs, a project manager was unable to justify the additional expense in relation to the business value realized with the successful implementation. What should the project manager have done to avoid this situation?
A.Presented an evaluation of the potential benefits identified in the initial business case as enough to justify additional expense costs.
B.Measured and tracked the project benefits identified in the business case throughout the project life cycle.
C.Performed a reassessment of the current state of the organization after project implementation to show the benefits realized.
D.Shared nonfinancial or intangible benefits such as customer satisfaction and good reputation as indicators for showing the value realized.
Solution: B. Measured and tracked the project benefits identified in the business case throughout the project life cycle.
It is not enough to evaluate the potential benefits of the project in the business case in the beginning; you have to measure and track the benefits throughout the life cycle. The PMO can chart the benefits realization management (BRM) process, provide benefit mapping templates, and educate project teams as well.
The other answer choices are incorrect. The scenarios are evolving; there is an initial benefit plan, but as the project evolves, unforeseen changes will be revealed by measuring and tracking the benefits identified in the business case throughout the project life cycle.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//29 [Item]
| The DNA of Strategy Execution (No Date) Jack Duggal/// [Item]
Question
A project manager has just taken over an ongoing project. The previous project manager resigned from the organization. During a review of the project documentation, the project manager realizes there are major deviations in the procurement process used by the previous project manager to engage service providers currently working on the project.
What should the project manager do next?
A.Call the previous project manager to understand the rationale for the abnormal procurement process.
B.Contact the service providers to discuss the deviation and demand that they resolve the issue.
C.Report the service providers and the previous project manager to the ethics committee of the organization.
D.Flag the abnormal procurement process as a critical issue for the attention of senior management.
Solution: D. Flag the abnormal procurement process as a critical issue for the attention of senior management.
The project manager should bring this issue to the attention of senior management because there are major process deviations that could have significant impacts. Organizations usually have rigorous policies and procedures associated with procurements. The discrepancy could have serious legal or regulatory consequences that must be addressed immediately. Before taking action the project manager should first notify senior management and allow them to determine an appropriate course of action.
Calling the previous project manager is not the best option because it does not address the core issue. Understanding the reasoning may be helpful, but the previous project manager no longer works for the organization and it may not be appropriate to contact them. Further, the previous project manager should have documented changes or deviations from the procurement management plan.
Contacting the service provider may be helpful, but it does not resolve the issue and could potentially disrupt progress or negatively impact the business relationship.
Reporting the service provider and previous project manager to the ethics committee is not appropriate at this time and should only occur with there is evidence of ethical violations or misconduct.
This question and rationale were developed in reference to:
How to Manage Complex Programs (No Date) Tom Kendrick//Chapter 5/ [Item A good escalation process generally begins with submission of problem information to the program management team (or PMO). Such information may be part of normal project or program status collection, but for urgent situations, flags may be raised sooner than this.]
| The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//31/ [Item CONTROL PROCESS 31 Issue Management]
PMBOK Guide Seventh Edition (2022) ///[2.5.6 WORKING WITH PROCUREMENTS]
Question
A project manager for a building project has been informed that a required permit from the local government has not yet been obtained. Applying for the permit will delay project delivery by 21 days at a cost of US$40,000. The fine for not having the permit in place is US$1,900 a day.
What should the project manager do?
A.Apply for the permit and delay project delivery by 21 days.
B.Ignore the permit requirement and continue with the project.
C.Attempt to negotiate with the local government for a pardon.
D.Allocate the fine amount as an additional project expense.
Solution: A. Apply for the permit and delay project delivery by 21 days.
Obtaining the required permit is essential to comply with local regulations and avoid potential legal issues and fines. While it will delay the project, it is the responsible and ethical course of action, as it ensures legal compliance and minimizes the risk of costly fines in the long run.
The other options are incorrect because are not appropriate in this scenario.
Ignoring the permit requirements is incorrect because it is not a responsible or ethical decision for a project manager. The project manager could be fined heavily and have the project shut down. There could also be substantial legal ramifications.
Attempting to negotiate with the local government is incorrect because it may not be feasible. It’s unclear whether the local government would grant a pardon, and pursuing this option might waste valuable time.
Allocating the fine amount as an additional project expense suggests budgeting for fines, which is neither ethical nor cost-effective. The fines could add up to a significant amount of money, and the project manager would still have to deal with the risk of being fined and having the project shut down.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//14/ [Item]
PMBOK Guide Seventh Edition (2022) /// [3.5 RECOGNIZE, EVALUATE, AND RESPOND TO SYSTEM INTERACTIONS]
Question
During a standup, a team member falsely reports the completion of a story which is a dependency for other stories. When the team begins to work on related stories, they are unable to continue with development because the initial story is not finished.
What should the project manager do first?
A.Review the sprint planning with the whole team to understand story interdependencies.
B.Speak to the team member who falsely reported the completion of the story.
C.Tell the product owner to review the acceptance criteria before pushing it into the sprint backlog.
D.Ask the team to explain their interpretation of the definition of done (DoD) at the end of the sprint.
Solution: B. Speak to the team member who falsely reported the completion of the story.
The most important thing for the project manager to do first is to privately speak to the team member who falsely reported the completion of the story. This will allow the project manager to understand the team member’s perspective and to address the situation in a timely and effective manner.
The other answer choices are important steps that the project manager should take, but they should not be done before speaking to the team member privately. By addressing the situation directly with the team member, the project manager can help resolve the issue quickly and prevent it from happening again.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item The Agile Developer’s Handbook - Additional story card elements]
| The Agile Practice Guide (No Date) PMI/PMI/5/56 [Item 5.2.7 EXECUTION PRACTICES THAT HELP TEAMS DELIVER VALUE
Acceptance Test-Driven Development (ATDD).
In ATDD, the entire team gets together and discusses the acceptance criteria for a work product. Then the team creates the tests, which allows the team to write just enough code and automated tests to meet the criteria. For non-software projects, consider how to test the work as the team completes chunks of value.]
Question
A company is working on a hybrid project in which the deliverables have quality issues at the end of one of the sprints. Which action should the project manager take?
A.Review the definition of done (DoD).
B.Look for a clear set of working agreements.
C.Apply value stream mapping.
D.Use a plan-driven approach.
Solution: A. Review the definition of done (DoD).
The definition of done (DoD) is a set of criteria that must be met before a deliverable is considered complete. By reviewing the DoD, the project manager can identify the specific quality issues that need to be addressed and develop a plan to fix them. This will help to ensure that the deliverables meet the project’s quality standards.
The other answer choices are not as relevant or effective. Working agreements are important for setting expectations and managing conflict, but they are not directly related to addressing quality issues. Value stream mapping is a tool for identifying and eliminating waste in a process. It is not specifically designed to address quality issues. A plan-driven approach is a project management methodology that emphasizes planning and control. It is not as flexible as a hybrid approach, which may be needed to address quality issues.
This question and rationale were developed in reference to:
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//14.4/Quality Control Results [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/40 [Item 5.1]
Question
A project manager is overseeing a project aimed at providing customers with real-time shipment tracking capabilities. The project team has encountered ongoing disputes primarily revolving around differing interpretations of how user stories contribute to the project’s success. Some team members believe the user stories should prioritize speed, while others emphasize accuracy as the top priority.
What should the project manager do to address the team members’ disagreements over user stories?
A.Ask the product manager to meet with the team and clarify the requirements of the user stories.
B.Schedule a meeting with the business sponsor to obtain clarification regarding the user stories.
C.Consistently revisit the project charter together with the team members to ensure alignment.
D.Verify that the user stories align with overall business objectives and project goals.
Solution: D. Verify that the user stories align with overall business objectives and align with the project goals.
When team members are arguing over user stories, it is important to ensure that everyone is aligned on the business values and capabilities that the stories are intended to deliver. This can be done by validating the business values and capabilities mapped to the stories.
The other options are incorrect because they are less effective in addressing the core issue.
Asking the product manager to clarify the requirements or scheduling a meeting with the business sponsor to obtain clarification may help in some capacity, but it is important to have a shared understanding of how the user stories align with the overall business objectives and project goals in order to resolve disagreements. Consistently revisiting the project charter is not likely to resolve disagreements over user stories unless the user stories are not aligned with the project charter.
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//13/201 [Item Develop Common vision. ]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.5.3 MAINTAINING PROJECT TEAM FOCUS]
Question
A multi-year project is underway when a key resource announces that they are retiring. The project manager is concerned about the impact on the project and has identified that several critical tasks will be affected.
What should the project manager do?
A.Require the remaining team members to work additional hours to complete the impacted tasks.
B.Advise the stakeholders that the resource’s tasks will not be completed on time.
C.Collaborate with the resource manager to identify and train an appropriate replacement.
D.Encourage the retiring team member to postpone retirement to avoid disrupting the project.
Solution: C. Work with the resource manager to identify and train a replacement for the retiring resource.
The project manager should work with the resource manager to identify and train a replacement for the key resource. This may involve recruiting and hiring a new team member or cross-training an existing team member. Proactively identifying and training a replacement will help to ensure that the project can continue on schedule and minimize the impact of the key resource’s retirement.
The other options are incorrect.
Advising stakeholders that the key resource’s tasks will not be completed on time is premature and may create uncertainty and confusion.
Requiring team members to work additional hours or encouraging the retiring team member to postpone retirement is not ethical and not a practical solution.
This question and rationale were developed in reference to:
Project Management Essentials, 2nd Edition (No Date) Kathryn N. Wells and Professor Emeritus Timothy J. Kloppenborg//Chapter 3/
The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/62/Implement
Question
A project manager is assigned to a long-term project with a duration of three years. Which approach should the project manager take to address near-term activities, while long-term work is planned at a high level and detailed later?
A.Focus on acquiring a team and deliver as soon as possible.
B.Engage the sponsor in the validation and prioritization processes.
C.Perform workshops with the client for delivery dates.
D.Validate the requirements and perform rolling wave planning.
Solution: D. Validate the requirements and perform rolling wave planning.
As we progress through the items on our road-map, the feedback we gather as we begin to validate our ideas at each step will inform what we need to do in the future. With a Rolling Wave Plan, we should have regular checkpoints to incorporate new information and adjust our plan accordingly.
The other answer choices are incorrect. They do not address the need for the progressive elaboration required in a long-term project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Managing Technology-Based Projects: Tools, Techniques, People and Business Processes by Hans J. Thamhain/Glossary [Item Rolling wave planning Progressive planning, providing more detail for near-term activities, while long-term work is planned at a high level and detailed later.]
| O’Reilly Platform (No Date) //Using Rolling Wave Planning for adaptive delivery/ [Item Book: The Agile Developer’s Handbook]
Question
A project manager is leading a project to implement a process improvement software system that was developed in-house. However, the adoption across the organization was less than 50% due to a misalignment with core processes.
Which three of the following actions should the project manager have performed to realize the project benefits?
A.Conducted a full needs assessment in the design phase.
B.Launched the pilot in a core business unit and collected feedback.
C.Ensured wider stakeholder engagement to gain greater buy-in.
D.Instructed the marketing team to collect feedback from customers.
E.Developed a clear change management plan that included training.
Solution: A, B, and C.
Conducted a full needs assessment in the design phase.
Launched the pilot in a core business unit and collected feedback.
Ensured wider stakeholder engagement to gain greater buy-in.
Conducting a full needs assessment in the design phase would have helped the project manager to identify the specific needs of the organization and ensure that the software system was designed to meet those needs.
Launching the pilot in a core business unit and collecting feedback would have allowed the project manager to test the software system with a real-world user group and get feedback on how to improve it.
Ensuring wider stakeholder engagement to gain greater buy-in would have helped to ensure that all stakeholders were aware of the project and its benefits and were committed to its success.
The other two options are not as essential to address the specific problems highlighted in this scenario.
Instructing the marketing team to collect feedback from customers would have been helpful, but it is not essential for realizing the project benefits.
Developing a clear change management plan that included training would have been helpful, but it is not as important as ensuring that the software system is aligned with the organization’s core processes and that there is widespread support for the project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Benefits Realization Management: A Practice Guide by Project Management Institute/Chapter 2: BRM AND ORGANIZATIONAL CONTEXT [Item 2.2.1 CONNECTING BUSINESS STRATEGY TO BRM]
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
In the middle of an iteration for the development of a project deliverable, a team member suggests a new method of doing the work. The method may require several days of work to implement, but it may help the team work more efficiently. How should the project manager respond to the suggestion?
A.Immediately implement the suggested change to improve team efficiency without consulting the team.
B.Reject the suggestion as it provides no value to the customer and is not aligned with the project’s goals.
C.Document the idea for future consideration but continue with the current iteration without making any changes.
D.Acknowledge the suggestion and assess the new method and the potential impact on team efficiency.
Solution: D. Acknowledge the suggestion and assess the new method and the potential impact on team efficiency.
Acknowledging the team member’s suggestion shows respect for their input and encourages a collaborative atmosphere. Assessing the new method and its potential impact on team efficiency ensures that decisions are made with a clear understanding of the implications and allows for informed decision-making. Once the project manager has assessed the new method, they can make a decision about whether or not to implement it.
The other options are incorrect.
Immediately implementing the change without proper evaluation and team input can lead to disruptions and unintended consequences.
Rejecting the suggestion without first assessing it can stifle innovation and ignores the possibility of increasing team productivity.
Documenting the idea for future consideration is incorrect because if the change could lead to significant efficiency improvements, it’s worth assessing it in the current context rather than postponing it indefinitely.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //5/ [Item Agile foundations - principles practices and frameworks]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.2 TEAM PERFORMANCE DOMAIN]
Question
A chief technology officer (CTO) is enthusiastic about an organization’s recent adoption of servant leadership practices. The CTO requests that all project managers apply servant leadership practices, but seems to be unsure of the practical applications.
Which statement below best represents how the project manager should respond to the CTO’s request?
A.Explain that servant leadership can be adapted and applied to any project situation.
B.Remind the CTO that servant leadership is more suited for projects using agile methods.
C.Clarify that servant leadership practices typically focus on the client’s preferences.
D.Affirm that servant leadership only works for projects with substantial resources.
Solution: A. Explain that servant leadership can be adapted and applied to any project situation.
Servant leadership is the practice of leading the team by focusing on understanding and addressing the needs and development of team members to enable the highest possible team performance. While some approaches may rely on servant leadership more than others, servant leadership principles can be applied to any situation.
The other options are incorrect because servant leadership is not an exclusively agile practice, focuses on serving and supporting team members, and can be applied to projects of any size or budget.
This question and rationale were developed in reference to:
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//5/ [Item 5.6]
PMBOK Guide Seventh Edition (2022) /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
A pilot project is underway using an agile approach to development. The project is delivering the planned increments on time, but top management is concerned because they do not see the value that the project is adding.
How should the project manager communicate the value of the project to top management?
A.Include top management in all future sprint reviews to address their concerns in real time.
B.Send top management weekly status reports and invite them to retrospectives.
C.Demonstrate how the project’s objectives align with the organization’s strategic goals.
D.Customize progress reports to address top management’s requirements.
Solution: C. Demonstrate how the project’s objectives align with the organization’s strategic goals.
Demonstrating alignment with strategic goals is the most effective way to communicate the value of the project to top management. This will help top management to better understand the value of the project and to be more supportive of it.
The other answer choices are incorrect. Including top management in sprint reviews may not be possible and is not the most effective way to convey the project’s value. Retrospectives are focused on process improvement, and status and progress reports provide information on project progress, but they may not clearly demonstrate the project’s strategic value.
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//19 Accelerate value delivered/259 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6.1 DELIVERY OF VALUE]
Question
A delivery team member is complaining about the workload and the number of top priorities they are handling. Another team member is complaining that they cannot do their own work due to the lack of progress from the first team member. They are both frustrated and the dispute is negatively impacting productivity and morale.
What should the project manager do to improve team performance and resolve the underlying dispute?
A.Find common ground to show them that they agree on workload issues.
B.Recognize that emotions are part of this issue and address them first.
C.Initiate conflict resolution techniques to identify which of them is to blame.
D.Employ stakeholder engagement mechanisms and escalate the situation.
Solution: B. Recognize that emotions are part of this issue and address them first.
The project manager must recognize that emotions are part of the issue and address them first. The project manager should listen to both team members and acknowledge their concerns. Recognizing and addressing emotions can help build trust and create a more positive working environment.
The other options are incorrect.
Finding common ground to show them that they agree on the workload issue assumes that they agree and does not address the emotional aspect of the conflict.
Initiating conflict resolution techniques can be helpful, but assigning blame is counterproductive in conflict management.
Employing stakeholder engagement mechanisms and escalating the situation may not be necessary and is premature at this stage.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins/// [Item To coach, one must be in sync with the emotions of a team and have complete resonance with their problems and opinions. The art of listening becomes particularly important]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A large-scale project has been consistently progressing. However, the team is experiencing difficulties in completing some complex stories and maintaining velocity. The project manager discovers that inefficient collaboration has led to misunderstandings and frustrations.
What should the project manager do to enhance the team’s performance?
A.Focus on servant leadership.
B.Perform a root cause analysis.
C.Seek insight from a mentor.
D.Improve team communications.
Solution: D. Improve team communications.
The project manager should focus on improving team communications to enhance the team’s performance. This can help the team to better understand each other’s roles and responsibilities, identify and resolve issues more effectively, and maintain a higher level of productivity. Agile teams should use stand-ups to micro-commit to each other, uncover problems, and ensure the work flows smoothly through the team.
The other options are not going to help improve the team’s performance
Focusing on servant leadership is helpful, but this alone does not help enhance the team’s performance.
Performing a root cause analysis may not be necessary since the project manager discovered that inefficient collaboration is causing difficulties, misunderstandings, and frustrations. The project manager should seek to address the situation quickly to ensure that the team does not fall behind.
Seeking insight from an experienced mentor may be helpful, but is not the most direct way to enhance the team’s performance.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //essential scrum - chapter 2 - Scrum framework/ [Item]
The Agile Practice Guide (No Date) PMI/PMI/5/53 [Item Agile teams use stand-ups to micro-commit to each other, uncover problems, and ensure the work flows smoothly through the team.]
Question
At the beginning of an agile project, the project manager is developing the project charter with the team. They are unable to agree on the team values.
What should the project manager discuss with the team to address the conflict?
A.Sustainable pace
B.Definition of done (DoD)
C.Respecting the timebox
D.Project ceremonies
Solution: A. Sustainable pace
Team values, such as sustainable pace and core hours
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//8/ [Item Sustainable pace is one of the practices that was introduced into Agile by eXtreme Programming (XP) (see Section 14.1). eXtreme Programming advocates frequent ‘releases’ in short development cycles. This is intended to improve productivity and introduce checkpoints at which new customer requirements can be adopted.]
| The Agile Practice Guide (No Date) PMI/PMI/5 IMPLEMENTING AGILE: DELIVERING IN AN AGILE ENVIRONMENT/50 [Item]
Question
A project manager is working with remote team members who are acting independently. What should the project manager do to promote collaboration among team members?
A.Include the team members in all emails regarding the project.
B.Call team members individually to collect information and provide updates weekly.
C.Promote regular meetings using video conferencing.
D.Ask each team member to fill out a task log for daily updates.
Solution: C. Promote regular meetings using video conferencing.
The best option is to encourage regular meetings where all parties can connect and develop a sense of collaboration. The other options are not the most efficient way to operate and may not promote collaboration.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Logistics/ [Item Managing Virtual Teams]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10.2/365 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4.3.6/46 [Item]
Question
A midsize project has the objective of developing an innovative product with changing requirements. Several team members are unavailable for two weeks per month during the duration of the project. The project manager realizes that the cost of quality increases substantially during those periods. However, the team velocity is stable.
What should the project manager do to address this issue?
A.Add resources to the team.
B.Expand the testing effort.
C.Provide cross-training.
D.Increase the sprint duration.
Solution: C. Provide cross-training.
As the resources will be away often for the duration of the project, and team velocity is stable, it indicates a gap in the skills and capabilities of the team, that could be solved with cross-training to increase output quality. Increasing the team’s adaptability ensures that they can cover for each other when some team members are unavailable. Project teams that are able to adapt the way they work to the environment and the situation are more effective.
The other options may not be feasible and do not effectively address the issues.
Adding resources to the team may not be possible and does not address the increasing cost of quality.
Expanding the testing effort does not address the issue of resource unavailability and the increasing cost of quality.
Increasing the sprint duration could delay the project and activities are more costly to modify as the life cycle progresses
PMBOK Guide Seventh Edition (2022) /// [2.2.3 HIGH-PERFORMING PROJECT TEAMS]
| The Agile Practice Guide (No Date) PMI/PMI/4-Implementing Agile: Creating an Agile environment/45 - 47, 55 [Item]
Question
A project manager is assigned to a mobile application development project. The project manager realizes that an agile approach is better suited for the project, but most of the team is not experienced in agile approaches.
What should the project manager do next if the organization is open to using an agile approach?
A.Request that the project be reassigned to a project team with agile experience.
B.Ask to replace the team members who have never used agile approaches.
C.Arrange training on agile principles and mindset for the existing project team.
D.Use a predictive approach since the project team is already familiar with that approach.
Solution: C. Arrange training on agile principles and mindset for the existing project team.
The project manager should train the team on agile principles to ensure that they can transition to the new approach effectively. If the organization is open to switching to an agile framework, arranging training on agile principles for the existing team can help them gain the necessary skills and knowledge to effectively use agile approaches on the project.
The other options are incorrect.
Requesting that the project be assigned to an agile project team or replacing team members may not be feasible or practical.
Using a predictive approach may not be the best option as the project manager has identified that an agile approach is better suited for the project.
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 [4.2.1 SERVANT LEADERSHIP RESPONSIBILITIES]
Question
During a product acceptance test for a software project, the project sponsor tells the project manager that the software will only pass if the theme color is changed from red to blue. The project manager reviewed the planning documents and confirmed that the theme color should be red. The sponsor insists that the color be changed to blue.
What should the project manager do next?
A.Suggest that the project sponsor submit a formal change request to change the requirement for the theme.
B.Tell the project sponsor to accept the theme because the contract clearly states it should be red.
C.Agree with the project sponsor and change the theme color as requested to avoid potential conflict.
D.Request that procurement change the theme color to blue to align with the project sponsor’s expectations.
Solution: A. Suggest that the project sponsor submit a formal change request to change the requirement for the theme.
The project manager should follow established procedures and suggest that the sponsor submit a change request. The color change will likely have widespread impacts that must be identified and analyzed. A formal change request is important in this situation because it will document any changes to the agreed parameters of the project, such as scope, requirements, schedule, cost, or quality. It will ensure that any changes are approved by all key stakeholders before they become part of the project. It will also assess the impact of any change on the project and its stakeholders, estimate the cost of any change, and manage the change process effectively and efficiently, avoiding delays and disputes.
The other options are incorrect.
Telling the sponsor to accept the theme color is inappropriate because it does not acknowledge the sponsor’s request and is beyond the project manager’s authority.
Blindly making changes to avoid conflict, or requesting that procurement change the color, are not acceptable responses to the sponsor’s request. The color change may not be feasible and may substantially impact the resources, schedule, and budget, and those impacts must be identified, understood, and accepted by stakeholders.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/10/ [Item]
PMBOK Guide Seventh Edition (2022) ///[2.6.2 DELIVERABLES] [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A project manager realizes that the team needs training on a specific technology that is required in the project. What should the project manager do to mitigate this risk?
A.Assess the team’s knowledge of the technology and look for recommended training options.
B.Contract with an expert provider to do the piece of work that uses that specific technology.
C.Create an item in the risk log and notify the sponsor.
D.Fix any training gaps as they arise during the project.
Solution: A. Assess the team’s knowledge of the technology and look for recommended training options.
The project manager should assess the team’s knowledge of the technology and look for recommended training options to mitigate the risk of not having the necessary skills for the project. This may include conducting an audit of the team’s knowledge and skills, identifying any gaps, and then looking for appropriate training options to fill those gaps. It is important for the project manager to take proactive steps to ensure the team has the necessary skills to successfully complete the project.
The other answer choices are incorrect.
Contracting an expert provider may not be feasible and does not ensure the team can effectively use the technology.
Creating an item in the risk log identifies the risk but doesn’t actively address it.
Fixing the training gaps as they arise during the project is not proactive and could have unforeseen negative impacts that could jeopardize the project.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh//6/ [Item Improving project team skills and competencies By comparing the wanted (target) skills and competencies with current (baseline) skills and competencies By offering training and development opportunities to fill the skills and competencies gaps]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
In the planning stage of an upgrade project, a project manager benchmarked other recent projects that use the same technology. The project manager discovered that longer-than-planned outages occurred in most cases due to frequent maintenance activities.
What will be the project manager’s next step?
A.Benchmark projects using other technologies to establish a more objective baseline.
B.Compare other similar technologies and recommend the implementation of another technology.
C.Create a risk item in the risk register and incorporate the thresholds according to the benchmarks.
D.Discuss the probable downtime with the sponsor and obtain approval for outages.
Solution: C. Create a risk item in the risk register and incorporate the thresholds according to the benchmarks.
The project manager should create a risk item in the risk register and incorporate the thresholds according to the benchmarks. Risk register updates are the most critical; the other actions listed are less useful for risk mitigation.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//17/190 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11 - Section 11.2.3 -Risk Register/417 [Item]
| Practice Standard for Project Risk Management (2009) Project Management Institute/Project Management Institute// [Item project risk analysis]
Question
A new project manager has taken over an ongoing project. Progress reports show that the project is within the allocated budget and schedule. However, a key supplier has indicated that they will not be able to supply critical materials as scheduled.
What should the project manager do first to address this situation?
A.Submit a change request to the change control board (CCB).
B.Review the performance against the project baseline.
C.Initiate legal action against the defaulting supplier.
D.Immediately terminate the contract with the supplier.
Solution: B. Review the performance against the project baseline.
Integrated scope, schedule, and cost baselines are used for comparison to manage, measure, and control project execution. The project manager should first review these baselines and identify the specific tasks that will be impacted by the delay. This assessment provides the necessary information to make informed decisions about how to address the situation effectively.
The other answer choices should only be considered after a proper assessment of the situation.
A change request should not be raised until the project manager has a better understanding of the impact of the supplier delay and the changes needed to address the situation.
Initiating legal action or terminating the contract with the supplier are significant steps and should only be considered when all other attempts to resolve the issue have failed.
This question and rationale were developed in reference to:
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//11.29/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN] [4.6.5 BASELINES]
Question
In a review meeting, a project manager detects a misunderstanding about one critical deliverable.
What should the project manager do first?
A.Ask the team members to clarify the deliverable.
B.Ask the customer to clarify the deliverable.
C.Ask the product owner to clarify the deliverable.
D.Ask the sponsor to clarify the deliverable.
Solution: A. Ask the team members to clarify the deliverable.
The team members are the ones who will be working on the deliverable, so they are the best people to clarify it. The project manager should facilitate a discussion between the team members to ensure they all have a shared understanding of the deliverable.
The other answer choices are incorrect. If the team members are unable to reach a consensus, the project manager can escalate the issue to the customer or product owner, but it is not the first step. The team members should have the opportunity to discuss the issue and resolve it themselves. Asking the sponsor to clarify the deliverable should be a last resort, as the sponsor may not have the time or expertise to resolve the issue.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) /190-193 [Section 4: Models, Methods and Artifacts, 4.6.7 Reports]
Question
At an agile project meeting, a team member gives an update on the status of their important task. A new team member interrupts them when they hear their task mentioned and gives a status update before the first team member has finished their update.
What should the project manager do?
A.Privately talk to the two team members after the meeting.
B.Tell the new team member that they are acting unprofessionally.
C.Pause to discuss appropriate meeting protocol with the team.
D.Ask the new team member to wait until their teammate finishes.
Solution: D. Ask the new team member to wait until their teammate finishes.
The project manager should politely tell the new team member that they will have an opportunity to provide a status update after the first team member is finished. This helps maintain the effectiveness and efficiency of the meeting and ensures that the team’s time is used wisely. It is important to be respectful of everyone’s time and contributions.
The other answer choices are incorrect.
Privately talking to both team members after the meeting may not be necessary and the project manager should address the interruption promptly. It is important to be respectful of everyone’s time and contributions.
Telling the new team members that they are being unprofessional may embarrass the new team member and create an uncomfortable environment. The project manager should avoid the potential for negatively impacting the meeting dynamic.
Pausing to discuss appropriate meeting protocol with the entire team may not be necessary and is not an effective use of the project team’s time.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices, and frameworks (No Date) Peter Measey//6/ [Item Common agile roles.]
PMBOK Guide Seventh Edition (2022) /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
An agile project manager based in country A is working with a development team and business analyst in country B, and a quality assurance team in country C. During the second sprint, it becomes apparent that all of the test cases have failed. The agile facilitator ascertains that the business analyst changed the acceptance criteria of the stories and only communicated these changes to their local team.
What should the agile project manager implement going forward to prevent this from recurring?
A.Password protection on the user stories
B.Signed change control documentation
C.Automated change notifications from the user story tool
D.Backlog grooming
Solution: D. Backlog grooming
Backlog grooming is a regular session where backlog items are discussed, reviewed, and prioritized by product managers, product owners, and the rest of the team. The primary goal of backlog grooming is to keep the backlog up-to-date and ensure that backlog items are prepared for upcoming sprints. This will help with preventing uncommunicated actions and changes.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Great Big Agile/Performance Circle: Providing; 3 [Item https://learning.oreilly.com/library/view/great-big-agile/9781484242063/html/470826_1_En_3_Chapter.xhtml
The Providing performance circle (Figure 3-1) describes the actions, roles, and outcomes related to providing an agile infrastructure. The organic nature of agile adoption has led some to believe that the leader has little responsibility to provide an infrastructure, but this has proven to be unrealistic at scale. The infrastructure might be different than what leaders have experienced thus far, but it is required nonetheless. ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/333 [Item]
Question
A key deadline is approaching specialized team member has suddenly received news that they must leave the office for two weeks. They have approximately three workdays until they leave and they will be unavailable through any communication channels.
What should the agile project manager do?
A.Adjust the project plan and timeline to accommodate the absence.
B.Identify critical tasks and dependencies that may be affected.
C.Introduce a replacement resource for the leaving team member.
D.Ask the team member to quickly complete as much as they can.
Solution: B. Identify critical tasks and dependencies that may be affected.
The project manager should identify critical tasks and dependencies that may be affected by the team member’s absence. This will help them to make informed decisions and adjust accordingly. Identifying critical tasks and dependencies also helps in reducing project risk.
The other options are incorrect because they should only be considered after identifying critical tasks and dependencies.
Identifying the critical tasks and dependencies helps to determine if adjusting the project plan and timeline accordingly or introducing a replacement resource is necessary.
Asking the team member to quickly complete as much as they can does not address the impact of the team member’s absence. The team member may not be able to work any faster than they already are.
This question and rationale were developed in reference to:
Agile for Everybody (No Date) //Chapter 5/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI//42 [ItemAgile team members work to develop such characteristics due to intense collaboration and self-organization to swarm and get work done quickly, which requires them to routinely help each other.”]
Question
A project team using a hybrid approach is producing both predictive and incremental deliverables simultaneously. The communications management plan states that written communications are preferred over other types. Problems arise daily regarding the incremental tasks; however, the email backlog is becoming increasingly and unnecessarily complex.
What should the project manager do?
A.Adopt face-to-face conversations during sprints.
B.Adopt judicial communications during sprints.
C.Adopt disruptive communications during sprints.
D.Adopt formal conversations during sprints.
Solution: A. Adopt face-to-face conversations during sprints.
One of the principles of Agile is to prioritize “face-to-face conversations”.
The other answer choices are incorrect. Although the project has a waterfall component and the Communications plan states written communications are preferred, in what concerns to the Agile part, the PM as a servant leader must eliminate organizational hurdles and unnecessary complexity, at least to the Agile portion.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//8.2/ [Item Face-to-Face communication]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//10.2.2.6/ [Item See the page where it says “Typical communications styles include:”]
Question
In a hybrid project, the need for customer involvement throughout the project is not understood by the customer. As a consequence, rework is beyond acceptable levels.
What should the project manager do to address this issue?
A.Submit a change request to obtain the required involvement from the customer.
B.Add this customer issue to the backlog for prioritization and review.
C.Meet with the customer to highlight the importance of their engagement for project success.
D.Instruct senior management to make the customer work closely with the team.
Solution: C. Meet with the customer to highlight the importance of their engagement for project success.
The first action would be to directly engage the customer to gain commitment for their involvement, which is key for success of a hybrid project. Such involvement does not require a change request, and it is premature to approach senior management. Adding the issue to the backlog does not solve the problem.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7 - Working with stakeholders and roles/ [Item Book:Agile and business analysis: Practical guidance for IT professionals By Linda Girvan; Debra Paul]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//95 [Item Projects experiencing a high degree of change require active engagement and participation with project stakeholders. To facilitate timely, productive discussion and decision making, adaptive teams engage with stakeholders directly rather than going through layers of management. Often the client, user, and developer exchange information in a dynamic co-creative process that leads to more stakeholder involvement and higher satisfaction. Regular interactions with the stakeholder community throughout the project mitigate risk, build trust, and support adjustments earlier in the project cycle, thus reducing costs and increasing the likelihood of success for the project. ]
Question
An events company is planning a new event for a client that holds biannual conferences. The project is being managed by a new project manager who has reviewed the lessons learned log from the last event and is concerned that a past issue may reoccur.
How should the project manager proceed?
A.Identify the root cause and consult with stakeholders.
B.Handle the issue if it arises during the event planning.
C.Recommend rescheduling the upcoming conference.
D.Implement the same strategies used in the last event.
Solution: A. Identify the root cause and consult with stakeholders.
The project manager should identify the root cause of the past issue and consult with stakeholders, including the client and team members, to gather their perspectives and insights on the issue and potential solutions. Based on the findings, the project manager should develop a risk management plan that outlines how the team will identify, assess, and respond to potential risks related to the issue. By taking these steps, the project manager can proactively address the potential issue and minimize its impact on the project.
The other options are incorrect.
Waiting for the issue to arise before taking action is not proactive and the lack of planning could have significant negative impacts.
Rescheduling the event does not necessarily remove the risk and may not be possible or necessary.
Implementing the same strategies is reactionary and does nothing to prevent or avoid potential issues.
This question and rationale were developed in reference to:
The Standard for Project Management (2021) PMI /// [3.7 TAILOR BASED ON CONTEXT]
Question
A project manager is managing a project for a successful startup. The startup has shown exponential growth with multiple benefits to the team members, including flexible work hours and a work-from-home policy. During the last retrospective, one of the team members noted that the team velocity improved when the team was physically gathered in the project room.
What should the project manager do?
A.Gather feedback and analyze the impact of physical location on team velocity.
B.Refine the backlog to improve team velocity and maintain current policies.
C.Share the idea with senior management and suggest updating company policies.
D.Update the resource management plan and team charter to promote colocation.
Solution: A. Gather feedback and analyze the impact of physical location on team velocity.
The project manager should gather feedback and analyze the impact of location on team velocity to better understand the team’s needs and preferences and make informed decisions about how to optimize team productivity. It is important for the project manager to seek validation, ensure alignment, and identify potential impacts in order to make a well-informed decision.
Other options that do not involve a holistic understanding of the situation may not be effective in optimizing team productivity.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
| The Agile Practice Guide (No Date) PMI/PMI/5.1 CHARTER THE PROJECT AND THE TEAM/50
Question
An organization has a policy requiring all project managers to conduct a standardized audit of another project manager’s project once a month. After an audit review, team members complained that the auditor was not fairly reviewing their deliverables. The project manager reviewed the audit results and agreed with the findings.
What should the project manager do to address this situation?
A.Request that mandatory audits be conducted less frequently.
B.Use status meetings to review deliverables instead of formal audits.
C.Explain that audits are conducted based on standardized measures.
D.Report the project manager who conducted the unfair audit.
Solution: C. Explain that audits are conducted based on standardized measures.
The audit process is standardized and the project manager agrees with the findings of the auditor indicating that there is not an unfair bias. The project manager should explain to the team members that audits are conducted based on standardized measures and ensure that the audit process is transparent and effective. The project manager should meet with the team to answer questions and clarify that the audits are standardized and the process is designed to be objective and not based on personal opinions. The project manager should also outline the specific criteria used in audits, ensuring everyone understands the expectations.
The other options are incorrect.
Requesting less frequent audits goes against organizational policies and doesn’t address the root cause of the team’s concerns.
Using status meetings instead of audits will not provide the same level of structured assessment and does not adhere to organizational policies.
Reporting the auditor is unfounded and could create a culture of suspicion and distrust.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A remote project team consists of members from two countries. One of the teams is expecting to have three days off to celebrate a national holiday. The project manager tells the team that they must work during the holiday to achieve a key deliverable of the current iteration. The team is disgruntled and does not understand why they have to work if it is a national holiday.
What should the project manager have clearly defined and communicated at the beginning of the project to avoid this?
A.Team agreements
B.Milestones
C.Individual roles
D.Team hierarchy
Solution: A. Team agreements
Team agreements represent a set of behavioral parameters and working norms established by the project team and upheld through individual and project team commitment. Team agreements can include norms around holidays and time off, as well as other expectations for how the team will work together. By establishing team agreements, the project manager can set expectations and avoid misunderstandings. This can help ensure that everyone is on the same page and working towards the same goals.
The other answer choices do not directly address the issue of holidays and time off. In this scenario, the issue is that the team was unaware that they must work on the scheduled holiday, indicating an insufficient understanding of team agreements.
Milestones are checkpoints that ensure that the project is on track and do not specifically address established norms and expectations.
Understanding individual roles and overall team hierarchy is important but does not directly address the issue of conflicting expectations.
This question and rationale were developed in reference to:
The Standard for Project Management (2021) PMI /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT]
| The Agile Practice Guide (No Date) PMI/PMI/5.1 CHARTER THE PROJECT AND THE TEAM/50 [Item]
Question
A senior team member was very influential and played a crucial role in past projects. In this new project, the senior member no longer plays a crucial role and is demotivated.
What should the project manager do to address this situation?
A.Arrange a team meeting to discuss ways of increasing motivation.
B.Provide incentives to increase motivation.
C.Ask the functional manager to speak with the team member.
D.Arrange a one-on-one meeting with the team member.
Solution: D. Arrange a one-on-one meeting with the team member.
Feedback sessions are usually the best option to assess team members’ concerns and build a relationship to increase motivation.
The project manager performs communication roles with team members. The project manager often uses soft skills like interpersonal skills and the ability to manage people within informal networks. These informal networks that project managers develop, maintain, and nurture are more important than formal org structures. Informal networks include the use of established relationships with individuals such as subject matter experts and influential leaders.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8/Intangible Rewards and Recognition [Item Results Without Authority: Controlling a Project When the Team Doesn’t Report to You. Chapter 8. Intangible Rewards and Recognition ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3/3.1 [Item]
Question
A new project manager takes over a construction project. Upon reviewing the project management plan, the project manager realizes that the health and safety requirements have not been adequately addressed. The project manager has serious concerns and wants to address this inadequacy.
What is the primary concern in this situation?
A.Failing to address health and safety issues could damage the client’s trust and reputation.
B.The project must comply with all legal and regulatory requirements and responsibilities.
C.The project timeline may be jeopardized by implementing additional safety measures.
D.The project manager knows that it is crucial to meet the established performance metrics.
Solution: B. The project must comply with all legal and regulatory requirements and responsibilities.
The immediate concern in this scenario is regulatory compliance and the ethical responsibility for worker safety. Legal and regulatory compliance is important because it helps to ensure that a project is completed safely, efficiently, and effectively. Compliance helps to ensure that a project is completed safely, efficiently, and effectively, and can help to mitigate risks and ensure that the project meets its objectives. Health and safety management is a critical aspect of construction project management, and inadequate attention to it can lead to serious consequences. The project manager should take immediate action to address this inadequacy and ensure that the project’s health and safety policies, objectives, and responsibilities are determined and implemented.
The other answer choices are incorrect because they should not be the primary concerns.
Client relations, performance metrics, and timeline constraints are factors, but they are secondary concerns compared to compliance and ensuring the well-being of everyone on the project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //ENVIRONMENTAL HEALTH AND SAFETY (EHS) AUDITING 9.1 INTRODUCTION/Chapter 19
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
A construction project has progressed for about 18 months, and the schedule performance index (SPI) is 0.68. The project manager intends to complete the project as planned without additional cost.
What should the project manager do to complete the project on time?
A.Crash the schedule.
B.Fast track the schedule.
C.Reduce the project scope.
D.Reduce the project quality.
Solution: B. Fast track the schedule.
Fast tracking provides opportunity to recover without any additional cost, but it might add some risks to be considered in the project.
The other answer choices are incorrect. Crashing the schedule will incur additional cost; changes to project scope and quality must go through the change management process.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/6.3.2.2/191 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner/// [Item Myths and Realities of Schedule compression]
Question
A project manager works for a company involved in complex turnkey projects. During a team assessment, the project manager finds that overall performance is negatively impacted because the team has trouble adjusting to ffrequent changes in project requirements and status.
What should the project manager do to ensure the team is better equipped to adjust to change?
A.Request that the sponsor communicate directly with the project team.
B.Communicate with stakeholders regularly to avoid frequent changes.
C.Provide one-on-one guidance to each team member on a consistent basis.
D.Establish clear and consistent communication channels and protocols.
Solution: D. Establish clear and consistent communication channels and protocols.
The project manager should establish clear and consistent communication channels and protocols to ensure the team is better equipped to adjust to changes. By doing so, the project manager can ensure that team members are informed of changes in project requirements and status updates in a timely and effective manner, which will help the team to better adjust to changes and improve overall performance. This will help avoid confusion and misunderstandings and ensure everyone is on the same page.
The other options are less effective and do not address the root cause.
It may not be possible to avoid changes, even if there is regular communication with stakeholders.
Providing one-on-one guidance or having the sponsor communicate with the team directly does not address the root cause of the team’s performance issues. The project manager is responsible for understanding and addressing the needs and development of project team members in order to enable the highest possible project team performance.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //CHANGE MANAGEMENT: HOW EFFECTIVE TEAMS IMPROVE THEIR PERFORMANCE/5 [
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN] [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
During a kick-off meeting, the sponsor informs the project team that they can not attend any meetings for the first half of the project. The sponsor would like to assign a replacement.
What should the project manager do?
A.Request that the replacement holds substantial influence and decision-making authority.
B.Set up a meeting with the replacement sponsor as soon as possible to discuss the upcoming agenda.
C.Request the full attention of the sponsor and escalate this issue to the project management office (PMO).
D.Analyze the impact of the change and work with the sponsor to identify a suitable replacement.
Solution: D. Analyze the impact of the change and work with the sponsor to identify a suitable replacement.
The project manager should analyze the impact of the change and work with the sponsor to identify a suitable replacement who can attend project meetings and provide the necessary support. The project manager must also assess the potential consequences of the sponsor’s absence, such as delays, communication gaps, reduced engagement, etc. This is the most comprehensive and proactive approach to addressing the situation while maintaining effective communication and collaboration. It is important for the project manager to maintain open communication with the sponsor and the replacement to ensure that the project is on track and any issues are addressed in a timely manner.
The other options are not the most comprehensive and proactive ways to address the situation.
A replacement with substantial influence and decision-making authority may be helpful, but simply requesting these characteristics ignores other characteristics that may be necessary for the role. This option also relies on the sponsor to choose the replacement with little input or insight from the project team. It is also important that the project manager analyze the impact of the change in order to identify potential impacts to the project.
Meeting with the replacement sponsor is a good idea once the replacement is identified, but limiting the meeting to discussing the agenda is not comprehensive enough. This option is not proactive and implies that the project manager ignores the potential impacts and simply waits until a replacement is selected. This could negatively impact the project in many ways.
Requesting the full attention of the sponsor is not the most appropriate approach and may not be feasible. Escalation might be premature and unnecessary.
This question and rationale were developed in reference to:
The Standard for Project Management (2021) PMI /// [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN]
Question
A project manager is working on a new project. Two key project resources have a disagreement regarding a requirement. The project manager wants to understand both points of view, but one resource is not willing to meet with the project manager.
What should the project manager do?
A.Escalate the issue to the project sponsor.
B.Accept the position of the senior project resource.
C.Review the organizational process assets (OPAs).
D.Refer to the team’s ground rules and project vision.
Solution: D. Refer to the team’s ground rules and project vision.
The project manager must obtain an agreement on how the team should proceed, and this can be found in the established ground rules. They must also obtain consensus and use this information to resolve conflicts in alignment with the project vision.
The other answer choices are incorrect. Escalating the issue without first trying to resolve it is not good practice; accepting the position of the senior project resource is not good conflict resolution; the OPAs are higher-level and do not necessarily address specific team resolutions.
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//13/207 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//349 [Item]
Question
A project manager is not sure if the team has the critical skills needed to implement a key feature of an upcoming deliverable. In order to mitigate the risk of sprint failure, what should the project manager do?
A.Ask for support from the sponsor to replace the low performers with new team members with a specific skill set.
B.Negotiate with the stakeholder to postpone this key feature to a later release while figuring out a better alternative.
C.Identify the potential skill gap and propose a strategy to address the gaps with training, mentoring, or coaching.
D.Embrace the risk, accept the sprint failure, and try to motivate the team toward better performance in the future.
Solution: C. Identify the potential skill gap and propose a strategy to address the gaps with training, mentoring, or coaching.
The role of the project manager as a servant leader is to create high-performing teams. Servant leaders place emphasis on developing project team members to their highest potential by focusing on addressing issues and gaps. It is important to make sure project team members understand and fulfill their roles and responsibilities. Mitigation strategies can include identifying gaps in knowledge and skills as well as strategies to address those gaps through training, mentoring, or coaching.
The other options are incorrect because they do not mitigate the risk. Embracing the risk is not proactive and the impact could be substantial and may even cause project failure. Postponing the key feature does not address the issue appropriately and could negatively impact the project. Asking to replace low-performing team members is not the best option because it could be disruptive and the project manager should focus on developing the skill sets of the existing team members. Also, the project manager is not sure if the project team has a critical skill, so they should first identify the gap, and then propose a strategy to address the gaps.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8.5/ [Item https://learning.oreilly.com/library/view/agile-foundations-/9781780172545/21_ch08.xhtml]
| The Agile Practice Guide (No Date) PMI/PMI/4.3.1/39 [Item]
The Agile Practice Guide (No Date) PMI/PMI/4.2 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.2.1.2 Distributed Management and Leadership]
Question
A project manager in the execution phase of a project discovers several stakeholders identified at project initiation are no longer involved. These removed stakeholders are frustrated with unnecessary communication and express concern that the remaining stakeholders may not be receiving all of the information they require.
What should the project manager have done to prevent this situation?
A.Identified and documented all stakeholder requirements at the start of the project.
B.Reported all project information to every stakeholder throughout the project lifecycle.
C.Updated the stakeholder engagement plan through the change control process.
D.Relied on existing stakeholders to inform the project manager about missing stakeholders.
Solution: C. Updated stakeholder engagement plan through the change control process.
The stakeholder engagement plan identifies the strategies and actions required to promote the productive involvement of stakeholders in decision making and execution. The existing plan should have been monitored and updated when stakeholders were removed from the project. These changes can cause negative impacts on scope, quality, schedule, budget, and stakeholder satisfaction. The change control process will ensure that any changes to stakeholders are managed and stakeholder engagement plan is updated accordingly.
The other options are incorrect because they do not resolve the issue. Stakeholder requirements should have been identified at the beginning of the project, but stakeholders were removed from the project, so changes must be made to reflect that. Reporting all aspects of the project to every stakeholder is incorrect because stakeholder engagement should consider the needs and involvement of each stakeholder, especially when stakeholders are removed from the project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1.1./ [Item Mastering Project Human Resource Management: effectively organize and Communicate with all Project Stakeholders.]
PMBOK Guide Seventh Edition (2022) ///[2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDE
Question
A team is working on a new product development project using a hybrid approach. After the fourth sprint, they learn that the exchange rate for imported goods will increase significantly.
What should the project manager do in order to make sure the final product gets launched on time and as defined?
A.Work with the stakeholders to develop incremental budgeting approaches.
B.Reduce the product’s specifications to use less imported material.
C.Spend the extra money and plan to compensate for it in the next sprint.
D.Review the backlog to see the impact of a budget increase.
Solution: A. Work with the stakeholders to develop incremental budgeting approaches.
Work with internal stakeholders to develop flexible budgeting approaches that provide sufficient rigor to satisfy key business requirements but recognize the project team will need autonomy over funds to explore solutions that will emerge from working with customers.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//17. Combining Buffers/ [Item https://learning.oreilly.com/library/view/agile-estimating-and/9780137126347/ch17.html#ch17]
| The Agile Practice Guide (No Date) PMI/PMI/4.2.1.3/36 [Item]
Question
A senior stakeholder was invited to a sprint review meeting and asked a project team member to describe the final product that the project will deliver. The team member was unable to respond and deferred the question to a more senior member of the team.
What should have been done differently in this situation?
A.The team member should have advised the stakeholder to ask the scrum master.
B.The team member should have advised the stakeholder to ask the product owner.
C.The stakeholder should have held their questions until the next sprint review meeting.
D.The stakeholder should have directed their questions to the project manager.
Solution: B. The team member should have advised the stakeholder to ask the product owner.
The product owner is responsible for the product and can describe the final product that the project will deliver to the senior stakeholder. The product owner is responsible for maximizing the value of the product and is accountable for the end product and is the best person to describe the final product that the project will deliver. The stakeholder should discuss with the product owner after the meeting for accurate details.
The other answer choices are incorrect. The Scrum master and project manager may be involved in scope definition or management, but the product owner has overall responsibility. Deferring the questions to the next sprint review may delay the project and does not address the question.
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//Part II Chapter 10/Scrum Master [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/33 [Item IMPLEMENTING AGILE: CREATING AN AGILE ENVIRONMENT]
Question
A scrum team is using a hybrid approach with 2-week sprints. The minimum viable product (MVP) release is at the end of the current sprint, and the team has completed the must have and should have features; however, some of the other priority features are still in development. The project manager is preparing the monthly report for the steering committee.
What should the project manager recommend?
A.Reschedule the MVP release review until all the agreed-on features have been completed.
B.Update the project management plan to include in the release only the features completed.
C.Complete the sprint review and release the MVP with the completed features.
D.Estimate the effort required and submit a change request to add more resources to the team.
Solution: C. Complete the sprint review and release the MVP with the completed features.
The goal of an MVP is to release a product with the core features that are needed to validate the product concept and get feedback from users. The team has completed the must and should features, which are the most important features for the MVP. Must and Should requirements refer to the MoSCoW (Must Have, Should Have, Could Have, Won’t Have this time) practice of prioritizing requirements. If all the “must have” and “should have” requirements are met, the other requirements are not mandatory. Releasing the MVP with the completed features will allow the team to get feedback from users on the core features and make necessary adjustments before developing the other priority features.
The other options are incorrect.
Rescheduling the MVP release is incorrect because this could delay the release of the MVP and prevent the team from getting feedback from users on the core features.
Updating the project management plan is incorrect because this would not be consistent with the goal of an MVP, which is to release a product with the core features.
Estimating the effort required and submitting a change request may be necessary in some cases, but it is not the best solution in this case, since the team has already completed the most important features. It also assumes that adding more resources will accelerate completion, which may not always be the case.
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 2.3 DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN]
Question
A project manager working in a matrix organization is managing a project that is scheduled to be completed in one month. At today’s project meeting, the project manager was informed that errors encountered in the software code are steadily increasing. During discussions with the development team lead, the project manager is told that this is normal when trying to stay on schedule. The development team is pressing to move on so a deadline is not missed, but the project manager is concerned.
What should the project manager do?
A.Update the work breakdown structure (WBS) and extend the durations in the project schedule to allow more development time.
B.Direct the team to continue development to avoid missing the deadline, noting that the risk has been mitigated.
C.Examine the quality metrics to determine if the project is complying with the documented quality requirements.
D.Submit a change request through the change control process to extend the deadline, allowing more time for development.
Solution: C. Examine the quality metrics to determine if the project is complying with the documented quality requirements.
Examine the quality: A Quality metric describes a project or product attribute & how the Control Quality process will verify compliance. The PM checks the metrics to see if the increase in, or the number of errors, is out of compliance. Until the check is done, it is not known if the increase is out compliance.
The other answer choices are incorrect.
Continue development: The project manager may press the team to continue, but until the quality metric is checked, it may result in non-compliance.
Update the WBS: The WBS would only be changed if there was to be a change in scope and there is no indication of that being the case. The schedule would have to be changed if there was an indication that additional time is needed and only after the change is approved
Submit change request: The project manager should not submit a change request until there is something to change. At this stage there is no indication that additional time is needed to warrant such a request.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/8.1.3.2/286 [Item PMBOK – 8.1.3.2 Quality Metrics page 286]
Question
A project is in the planning phase and requires tremendous time and effort for data collection and analysis. The project sponsor asks the project manager to skip a planned focus group discussion and brainstorming sessions in an effort to accelerate the process.
What should the project manager do next?
A.Report the issue to the project steering committee.
B.Acknowledge the project sponsor’s request and skip the sessions.
C.Tell the project sponsor that skipping the sessions will jeopardize the project.
D.Meet with the project sponsor to understand the reasons for the time constraints.
Solution: D. Meet with the project sponsor to understand the reasons for the time constraints.
By meeting with the project sponsor and discussing the issue, the project manager can ensure that the project is completed on time and within budget, while also meeting the needs of all stakeholders.
The other answer choices are incorrect. Reporting the issue to the project steering committee should not be done before the project manager has met with the project sponsor to understand the situation and discuss alternative solutions.
Acknowledging the project sponsor’s request and skipping the sessions is not a good option because it does not take into account the importance of the focus group discussion and brainstorming sessions. By skipping these activities, the project manager risks compromising the quality of the project outcomes. Telling the project sponsor that skipping the sessions will jeopardize the project may be too drastic and shouldn’t be done until the project manager understands the project sponsor’s perspective and why they are asking to skip the planned activities.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/ [Item As an alternative, consider quantifiable statements about the impact your project will have on efficiency and effectiveness, error rates, reduced turnaround time to service a client request, reduced cost of providing the service, quality, or improved client satisfaction. Management deals in deliverables, so always try to express your success criteria in quantitative terms.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5. Project Scope Management/5.1 [Item A data analysis technique that can be used for this process includes but is not limited to alternatives analysis. Various ways of collecting requirements, elaborating the project and product scope, creating the product, validating the scope, and controlling the scope are evaluated.]
Question
During a hybrid project, a project manager reviews the project team’s performance and realizes that the team’s velocity is not fast enough to meet the next review gate goal. What should the project manager do?
A.Prioritize the contents of the backlog and remove some stories.
B.Increase the sprint duration to allow the team more time.
C.Use the standup meeting to assess impediments and problems.
D.Create a change request to modify the review gate goals.
Solution: C. Use the standup meeting to assess impediments and problems.
The project is being executed in a hybrid environment, and it is important for the project manager to effectively apply agile techniques. A standup is a brief collaboration meeting during which the project team reviews its progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated. In this scenario, the project manager is concerned about the team’s velocity and should use the standup meeting to identify the specific issues and collaborate with the team to resolve them.
The other answer choices are incorrect. The project manager does not prioritize the backlog, the product owner does. Increasing sprint duration is not an appropriate or advisable solution and could lead to long-term planning issues. Creating a change request is also not a viable solution in this case.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//8.3 DAILY STAND-UPS/ [Item https://learning.oreilly.com/library/view/agile-foundations-/9781780172545/21_ch08.xhtml]
| The Agile Practice Guide (No Date) PMI/PMI/5. IMPLEMENTING AGILE: DELIVERING IN AN AGILE ENVIRONMENT/5.2.4 [Item Teams use standups to microcommit to each other, uncover problems, and ensure the work flows smoothly through the team]
Question
A project manager is handling multiple projects in five different countries and is issued a new directive on workplace attire and office arrangements. This has been met with resistance in three countries, resulting in a series of misunderstandings, resentment, and potential legal issues.
What should the project manager have done to better handle this situation?
A.Asked senior management for clarity and exceptions before issuing a general directive to all countries.
B.Evaluated the cultural and personal traits in the various countries before issuing a general directive.
C.Determined the socioeconomic status of the team members before issuing a widespread directive.
D.Obtained a list of personal preferences from the team members before issuing a broad directive.
Solution: B. Evaluated the cultural norms and values of the various countries before issuing a general directive.
Cultural norms and values vary widely across different countries and regions, and what may be considered appropriate attire in one culture may be seen as inappropriate or even offensive in another. Evaluating the cultural norms and values of the various countries before issuing a general directive would have helped the project manager to better understand the potential impact of the directive on each country and to tailor it accordingly. It’s important for project managers to be aware of cultural differences and to take them into account when managing projects in different countries. By taking cultural differences into account, project managers can create a more inclusive and respectful work environment that values diversity and promotes collaboration.
The other options are incorrect.
Asking senior management for clarity and exceptions, determining the socioeconomic status of the team members, and obtaining a list of personal preferences from the team members before issuing a broad directive may also be helpful in certain situations, but in this case, evaluating cultural norms and values would have been the most appropriate approach.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //9/Successful leadership across cultures [Item Title: Successful cross-cultural management ]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
The sponsor for a multimillion-dollar project has just called the project manager for a crisis meeting. The client submitted a formal request to drastically compress the schedule in order to meet a legal deadline.
What should the project manager do to prepare for the meeting?
A.Initiate procedures to fast-track the project.
B.Implement the required changes to the project schedule.
C.Analyze tools to crash the project activities.
D.Prepare a change impact assessment report for review.
Solution: D. Prepare a change impact assessment report for review.
The project manager should prepare a change impact assessment report for review in order to address the client’s request to drastically compress the schedule. This report should outline the potential impacts of the proposed changes on the project’s scope, schedule, budget, and resources, as well as any potential risks and mitigation strategies. By preparing this report, the project manager can provide the sponsor and other stakeholders with a clear understanding of the implications of the proposed changes and help them make informed decisions about how to proceed.
The other answer choices are incorrect. Initiating procedures to fast-track and/or implementing the required changes should only occur after the meeting has taken place. After the change impact assessment report is prepared, the project manager can analyze tools to crash the project activities.
This question and rationale were developed in reference to:
Fundamentals of Project Management, 5th Edition (No Date) Joseph Heagney//Chapter 11
Managing Change in Organizations: A Practice Guide (2013) PMI /// [4.3.3.1 Change Impact Assessment]
Question
A company is kicking off a new hybrid project to be in compliance with government regulations. The team has established a velocity of 50 story points per iteration. Every iteration lasts 1 week. The sponsor wants to know when the project will be done if there are 1,500 story points remaining.
A.30 weeks
B.15 weeks
C.4 weeks
D.1 week
Solution: A. 30 weeks
There are 1,500 story points remaining, velocity = 50 points per iteration.
# of iterations remaining = 1,500/ 50 = 30. Every iteration lasts 1 week, then the team will need 30 weeks to complete the project.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and fram… (No Date) Peter Meas…//Glossary (No Date) /// [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/61 (No Date) //5/61 [Item As an example, if the team averages 50 story points per iteration, and the team estimates there are about another 500 points remaining, the team estimates it has about 10 iterations remaining. As the product owner refines the stories remaining and as the team refines its estimates, the project estimate could go up or down, but the team can provide an estimate.]
Question
A project manager has just taken over a 5-year project that is at the midpoint. At the steering committee meeting, the CEO asked if the project was on track to deliver the target of a 40% increase in production. The project manager responded that since they only worked on the project for one month, they did not know the status of the project.
What should the project manager have done to avoid this situation?
A.Reviewed the last status report to understand the project status.
B.Validated the project status with the lead developer.
C.Reviewed the last project status with the project sponsor.
D.Checked the project schedule to understand the project status.
Solution: C. Reviewed the last project status with the project sponsor.
When a new project manager takes over an ongoing project, one of the first steps is to review the project’s history and current status with the project sponsor. The project sponsor is typically the individual with the most significant stake in the project’s success and is responsible for oversight. By discussing the project’s status with the sponsor, the new project manager can gain critical insights into the project’s progress, goals, and expectations. This ensures that they have a clear understanding of the project’s status, objectives, and any specific targets such as the 40% increase in production mentioned in the question.
The other options are not as accurate.
Reviewing the last status report would only give the project manager a snapshot of the project’s status at that point in time. It would not be enough to answer the CEO’s question about the project’s overall status.
Validating the project status with the lead developer is valuable for technical details but may not give a comprehensive view of the project’s overall status and alignment with high-level objectives.
Checking the project schedule would not be enough, as it would not take into account factors such as the project’s budget and scope, and may not provide the strategic insights needed to address the CEO’s question about the 40% production increase target.
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/61/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
During week two of a two-week sprint, one of the core team members has an emergency and is unable to work on the project for the rest of the sprint.
What should the project manager do first?
A.Request that the product manager increase the project timeline.
B.Identify tasks that can be reassigned to other team members.
C.Extend the sprint to offset the loss of the core team member.
D.Get additional resources from other teams to complete the sprint.
Solution: B. Identify tasks that can be reassigned to other team members.
The first step for the project manager in this situation should be to identify tasks that can be reassigned to other team members. This will help ensure that the project can continue to move forward without delay. It’s important for the project manager to remain flexible and adaptable in the face of unexpected challenges. By communicating clearly with the team and stakeholders and making adjustments as needed, the project can still be completed successfully.
The other options are incorrect.
If reassignment is not possible, then the project manager may need to adjust the project timeline and deliverables accordingly.
Getting additional resources may not be necessary or possible.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8- Agile planning: Dealing with reality/ [Item The Agile Samurai]
PMI, First edition (29-10-2021) Robert K. Wysocki/Wiley/11/ [Item Sprint Planning Meeting]
Question
An agile team is doing an excellent job of focusing on high-priority items and completing them in less time than required. Which key performance indicator (KPI) would best demonstrate this information to the project manager?
A.The number of defects or missed requirements identified by the product owner.
B.The number of action items coming out of the end-of-iteration retrospective.
C.The number of user stories from the backlog that are completed per iteration.
D.The team consistently remains within the kanban board work in process limits.
Solution: C. The number of user stories from the backlog that are completed per iteration.
The KPI that should demonstrate this information to the project manager is the number of user stories from the backlog completed per iteration. This KPI shows how many high-priority items the team is completing in a given iteration, which can help the project manager track progress and identify areas for improvement. By focusing on completing user stories from the backlog, the team can ensure that they are delivering value to the customer and meeting project goals.
The other options are not the most relevant KPIs to indicate that the team is focusing on high-priority items and completing them in less time than required.
The number of defects or missed requirements identified by the product owner focuses on the quality of deliverables.
The number of action items after a retrospective demonstrates the team’s ability to identify and address problems.
Remaining within work in process limits shows the team’s ability to manage their workflow and avoid bottlenecks.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//2.2 Delivery Environments/ [Item]
O’Reilly Platform (No Date) //Agile Foundations - Principles, practices and frameworks: Chapter 14 Major Agile Frameworks/ [Item]
Question
A stakeholder has suggested using an off-the-shelf, open-source product to speed up development. The team has analyzed the product and found it feasible and desirable, but it needs to be piloted and requires additional user skills.
What should the project manager do?
A.Initiate a formal change request.
B.Request training for the project team.
C.Review the cost management plan.
D.Consult the product manager.
Solution: A. Initiate a formal change request.
Initiating a formal change request is correct because using an off-the-shelf, open-source product would require a change to the project plan. By initiating a formal change request, the project manager can ensure that the proposed change is carefully considered and that all stakeholders are aware of the potential impact. This will help to minimize disruption to the project and ensure that the change is implemented successfully.
The other options are incorrect because the project manager should not make any changes to the project plan without first initiating a change request.
Reviewing the cost management plan and/or requesting training for the project team may be necessary, but it should not be done until the change request has been approved.
Consulting the product manager may be useful for gathering information, but it is not a substitute for the formal change request process, which ensures that changes are managed systematically and transparently within the project.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A project manager received a complaint that the project team did not respond correctly to a client’s request. However, the project manager understands that the team has received multiple out-of-scope requests from the client.
Which action should the project manager take?
A.Encourage the team members to ask the “five whys” during their communications with the client.
B.Ask the client to better explain the requests and issues they shared with the team.
C.Review the scope with the client so that additional requests can be documented and processed as change requests.
D.Request to be included in all future communications between the project team members and the client.
Solution: C. Review the scope with the client so that additional requests can be documented and processed as change requests.
By reviewing the scope with the client, the project manager can ensure that the project scope is clear and that all requests are processed correctly. This will help to avoid future complaints from the client and ensure that the project is successful.
The other answer choices are incorrect. Encouraging the team members to ask the “five whys” during their communications and asking the client to better explain the request does not solve this issue and the project manager needs to take the lead in resolving the issue with the client. Also, the project manager can still resolve the issue with the client even if they are not included in all communications.
This question and rationale were developed in reference to:
O’Reilly Platform, 2nd edition (No Date) Peter Scisco//The Active Listening Skillset/ [Item Active Listening: Improve Your Ability to Listen and Lead, Second Edition, 2nd Edition]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10/372 [Item]
Question
A gas pipeline construction project was planned for completion in 36 months. After 24 months, the project was suspended by the local government authorities, citing a breach of social impact procedures.
What should the project manager have done to avoid this?
A.Developed a contingency plan in case of suspension by the local government.
B.Reviewed local regulations and procedures and planned for them accordingly.
C.Requested additional resources to expedite the construction after the suspension.
D.Established a regular communication channel with the local government.
Solution: B. Reviewed local regulations and procedures and planned for them accordingly.
Regulations imposed by a governmental body should be reviewed and considered when planning for a project. This includes applicable regulations and procedures that have government-mandated compliance. The project manager could have avoided project suspension if they had evaluated the social impact procedures and planned accordingly prior to starting the project.
The other options are incorrect.
Developing a contingency reserve, requesting additional resources, or establishing a regular communication channel with the local government does not ensure that the project will be compliant and does not address the root cause of the suspension.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//6/ [Item Outwards Stakeholders]
PMBOK Guide Seventh Edition (2022) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
A company in the financial industry is kicking off a new hybrid project to be in compliance with new government regulations. The team has established a reliable velocity of 65 story points per iteration. Every iteration lasts 2 weeks. The sponsor wants to know when the project will be done if there are 1,040 story points remaining.
How many months will it take to complete the project?
A.2 months
B.4 months
C.8 months
D.16 months
Solution: C. 8 months
There are 1040 story points remaining, velocity = 65 points per iteration. # of iterations remaining = 1040 / 65 = 16. Every iteration lasts 2 weeks, then the team will need 8 months to complete the project.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//Glossary/ [Item Glossary - terms]
| The Agile Practice Guide (No Date) PMI/PMI/5/61 [Item As an example, if the team averages 50 story points per iteration, and the team estimates there are about another 500 points remaining, the team estimates it has about 10 iterations remaining. As the product owner refines the stories remaining and as the team refines its estimates, the project estimate could go up or down, but the team can provide an estimate.]
Question
A project manager in a manufacturing company was notified of a failure of the delivered machinery during the initial tests. The machine failed to comply with standard design specifications, resulting in malfunctions and safety concerns.
What should the project manager do first to address the issue?
A.Review the initial testing procedure and execution.
B.Assess the environmental and individual factors.
C.Evaluate the technical documentation of the machine.
D.Check the communications between the stakeholders.
Solution: A. Review the initial testing procedure and execution.
The project manager should first review the initial testing procedure and execution to identify any potential issues or gaps in the process that may have led to the failure of the machinery. This will help to determine the root cause of the problem and develop a plan to address it. It is important for the project manager to work closely with the testing team and other stakeholders to gather all relevant information and ensure that the testing process is thorough and effective. Once the root cause is identified, the project manager can then develop a plan to address the issue and prevent similar problems from occurring in the future.
The other options are incorrect.
Assessing environmental and individual factors, evaluating technical documentation, and checking communications with stakeholders are useful activities, but should be conducted after reviewing the testing procedure to ensure a focused and systematic approach to addressing the issue. Reviewing the testing procedure and execution should be prioritized in order to rule out any procedural issues or to pinpoint potential discrepancies or errors.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/ [Item Human Factors in the Chemical and Process Industries By Janette Edmonds and The Keil The Keil Centre]
The Standard for Project Management (2021) PMI /// [3.8 BUILD QUALITY INTO PROCESSES AND DELIVERABLES]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
In a project where a third-party provider is implementing a custom solution, the project manager must ensure that the local team will have the capacity to support the solution.
What should the project manager do to ensure that the local team can support the solution?
A.Delegate the responsibility of supporting the custom solution to the third-party provider.
B.Conduct comprehensive training sessions for the local team on the new solution.
C.Reduce the responsibilities of the local team to minimize the need for support.
D.Hire additional personnel to provide ongoing support for the local team.
Solution: B. Conduct comprehensive training sessions for the local team on the new solution.
It is important to make sure project team members understand and fulfill their roles and responsibilities by identifying gaps in knowledge and skills and developing strategies to address those gaps through training. Training the local team on the new solution will ensure that they have the capacity to support it and are not dependent on outside resources. This will ensure that the local team has the skills and knowledge they need to support the custom solution in the long term.
The other options are incorrect.
Delegating responsibility to a third-party provider is not a comprehensive solution and makes the local team dependent on a third-party vendor, which can lead to a number of issues down the road.
Reducing the responsibilities of the local team is not an effective solution as it limits their capabilities and could cause future complications.
Hiring additional personnel may not be feasible and there is no guarantee that the additional personnel will have the capacity to support the solution.
This question and rationale were developed in reference to:
The Standard for Project Management (2021) /// [3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE] [3.4 FOCUS ON VALUE]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./7.1/280 [Item]
Question
The opening of a new overseas office faces potential delays as the required permit has not yet been issued by the local government. The project team met to evaluate the appropriate course of action as outlined in the risk register. After a thorough assessment, the team decided to postpone the opening to another date.
Which document should the project manager use to update the project management plan?
A.Risk management plan
B.Risk report
C.Risk register
D.Lessons learned register
Solution: C. Risk register
In this scenario, the team identified a risk related to the delay in obtaining the necessary permit, which was already included in the risk register. The team assessed the response to take, which was to postpone the opening to another date. Therefore, the project manager should update the risk register to reflect the new status of the risk and update the project management plan accordingly.
The other options are incorrect.
The risk management plan describes how risk management activities will be structured and performed.
A risk report summarizes information on individual project risks and the level of overall project risk.
A lessons learned register records knowledge gained during a project but is not intended for documenting real-time risk management decisions.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.8.5 RISK] [4.6 COMMONLY USED ARTIFACTS]
Project Managers Portable HandBook, 3rd Ed (No Date) //7.5.9/ [Item Risk Control Responsibility]
Question
An ongoing project has a high degree of change. In order to evaluate how the IT security team will influence the performance of the project, what should the project manager do?
A.Update the stakeholder engagement assessment matrix.
B.Analyze corporate political and power structures.
C.Create a project communications management plan.
D.Manage stakeholders’ expectations.
Solution: D. Manage stakeholders’ expectations.
In a project with a high degree of change and uncertainty, it is important to keep stakeholders informed of the potential impact of the new IT security team. This includes understanding the team’s goals and objectives, communicating their impact on the project schedule, budget, and scope, and working with them to develop a plan to mitigate any risks.
The other answer choices are not as relevant or effective. The stakeholder engagement assessment matrix can be helpful for identifying and managing stakeholders, but it is not specifically designed to assess the impact of the new IT security team. Analyzing corporate political and power structures can be helpful for understanding the project environment and identifying potential risks, but it is not specifically designed to assess the impact of the new IT security team. Creating a project communications management plan is important for communicating with all stakeholders, but it is not specifically designed to assess the impact of the new IT security team.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Project Stakeholder Engagement, Pernille Eskerod; Anna Lund Jepsen/Chapter 4, METHODS FOR STAKEHOLDER ANALYSIS
| PMBOK Guide 7th Edition pages 10-12, 31-33
Question
A new project involving team members from two countries has just begun. Due to a time difference, one site finishes work an hour after the other site starts for the day.
What should the project manager do to promote communication between the two sites?
A.Praise the team members who are available after hours.
B.Schedule online meetings during the overlapping hours.
C.Ask the team members to adhere to uniform working hours.
D.Draft a team charter to establish a decision-making method.
Solution: B. Schedule online meetings during the overlapping hours.
To promote communication between the two sites, the project manager should schedule online meetings during the overlapping hours. This will ensure that team members from both sites can participate in the meetings and communicate effectively. This can help to avoid misunderstandings and delays, and ultimately lead to a successful project outcome.
The other options are incorrect.
Praising team members who are available after hours can lead to burnout, resentment, and low morale.
Asking team members to adhere to uniform working hours may not be feasible or realistic.
Drafting a team charter to establish a decision-making method is a good idea, but does not directly promote communication between the two teams.
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/13/99 [Item Teamwork Process ]
Question
A company in a heavily regulated industry is planning to release a new product not previously available in the market. The CEO has asked the project manager to propose a way to ensure that competitors in the industry do not enter the market of this product before this company.
Which project delivery approach should the project manager use?
A.Use a predictive approach as the company has previous experience with it.
B.Include adequate resources in the budget to fast track the project.
C.Implement iterations early in the product development processes, and schedule predictive tasks to be performed just before the rollout phase.
D.Request an agile coach be included on the agile team to increase the speed of the releases.
Solution: C. Implement iterations early in the product development processes, and schedule predictive tasks to be performed just before the rollout phase.
This approach will allow the company to get the product to market quickly, while still ensuring that it meets all regulatory requirements. By using iterations, the company can get feedback from stakeholders early and often, which will help to identify and address any problems before they become major issues. By implementing iterations early in the product development process, the company can get the product to market quickly, while still ensuring that it meets all regulatory requirements. This is the best way to ensure that the company is first to market with this new product.
The other answer choices are incorrect. Using a predictive approach is not the best way to ensure that the company gets to market first. Including adequate resources in the budget to fast-track the project is not a guarantee that the company will be first to market. Requesting an agile coach be included on the agile team to increase the speed of the releases is a good idea, but it is not enough to ensure that the company gets to market first.
This question and rationale were developed in reference to:
Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum (No Date) //Chapter 12. Multisite/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/3.1.6/26 [Item]
Question
During the execution phase of a project, a new director joined the management team and introduced a mandatory compliance requirement impacting all project tasks.
What should the project manager do first?
A.Notify the team of the new requirement and proceed with the project as planned.
B.Update the project schedule and budget to reflect the demands of the new requirement.
C.Review the new requirement and assess the impact on project tasks and deliverables.
D.Update the risk register to reflect the potential risks associated with the new requirement.
Solution: C. Review the new requirement and assess the impact on project tasks and deliverables.
The project manager should first review the new compliance requirement and assess its impact on project tasks and deliverables. This will help the project manager understand the changes that need to be made to ensure compliance and make effective decisions and plans.
The other options are incorrect.
It is important to evaluate the impact before making any decisions or updates to the project schedule, budget, or risk register. Proceeding with the project without a thorough evaluation could lead to negative consequences and project failure.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN] [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A team is working on a new project and the sponsor refuses to approve a budget increase needed for the current iteration. What should the project manager do to address this situation?
A.Submit a change request to get formal approval for a budget increase.
B.Work with the stakeholders to develop flexible budgeting approaches.
C.Explain to the sponsor the risk of not having the budget approval.
D.Spend the extra money and plan to compensate in the next sprint.
Solution: B. Work with the stakeholders to develop flexible budgeting approaches.
The project sponsor refused to approve the budget, so the project manager should work with the stakeholders to develop flexible budgeting approaches for this iteration. This allows the project manager to explore budgeting strategies to accommodate specific project needs without requiring a budget increase.
Submitting a change request is incorrect because it may not be feasible or effective because the sponsor has already decided not to approve the budget increase.
Explaining the risk of denying the increase may or may not be helpful, but it does not provide a solution to the problem. The increase could have been denied for any number of reasons and the sponsor may already be aware of the risks. The best course of action is to address concerns and explore resolutions.
Spending extra money is irresponsible and may have serious negative impacts on future iterations.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //14/ [Item SAFe 4.0: Applying and Scaling the Agile Framework]
| The Agile Practice Guide (No Date) PMI/PMI/4.2.1.3/36 [Item]
Question
During the project kick-off meeting, the project manager announces that a hybrid approach will be used to deliver the project. Many of the team members raise a concern because they are used to working on predictive projects.
What should the project manager do?
A.Escalate the issue to the project sponsor to ensure the team is aligned with the project delivery approach.
B.Engage the project management office (PMO) since they identify the approach to delivering projects.
C.Educate the team members on agile and the benefits associated with the use of agile principles.
D.Change to a predictive approach to be aligned with the skills of the team members.
Solution: C. Educate the team members on agile and the benefits associated with the use of agile principles.
Before changing the delivery approach the project manager needs to work with the team to ensure an understanding of the benefits of agile
Escalating to the sponsor or PMO or changing to the predictive approach are not the first steps a project manager would take in this situation
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices (No Date) /Published by BCS Learning & Development Limited, 2015/Part 2.6 - Common Agile Roles/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI//37 [Item]
Question
Due to the complex nature of a predictive project, an organization decides to use an agile approach for a project phase. A team member does not really understand the agile approach and keeps allocating tasks to the rest of the team members. After a while, the team is not able to adjust by itself and conflicts arise, delaying the deliverables.
What should the project manager do?
A.Replace the team member with someone who has agile experience.
B.Wait until the team is finally able to solve the conflict by itself and reorganize.
C.Reaffirm the principles and roles of agile to create structures that the team can use.
D.Take control of the sprint backlog and assign tasks to the team members.
Solution: C. Reaffirm the principles and roles of agile to create structures that the team can use.
The project manager should reaffirm the principles and roles of agile to create structures that the team can use. When agile values and ground rules are understood and applied,
The other answer choices are incorrect. The project manager should try to adjust behaviors and align on values, roles and responsibilities before considering replacing a team member. Waiting for the team is wrong because some time already passed and the team is still on the same page and some delays are occurring. The project manager does not own the backlog and most likely does not understands all user stories and tasks.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//Chapter 9. Coach as Conflict Navigator/WHAT SHOULD YOU DO ABOUT IT? Use Structures [Item Use Structures
One step up on the power curve of response modes entails using the “bones” of agile to navigate conflict. The bones are those principles, values, or roles that help the team understand how to get the best from using agile.
https://learning.oreilly.com/library/view/coaching-agile-teams/9780321660350/ch09.html]
| The Agile Practice Guide (No Date) PMI/PMI/4.3.2 Agile Roles/ [Item Table 4-2. Agile Team Roles]
Question
An information technology (IT) project manager was assigned a new team for a software development project in an agile environment. The project manager estimates that the project will take a certain number of days based on past experience in another organization.
How should the project manager validate this assumption and properly plan and manage the project schedule?
A.Conduct a survey in the organization and generate data to validate claims.
B.Estimate based on sprint review meetings and stakeholder input.
C.Study previous sprint planning meetings and the organization’s project culture.
D.Ask the team members to estimate the number of story points and observe team velocity.
Solution: D. Ask the team members to estimate the number of story points and observe team velocity.
When a new team starts working, it is best they estimate with story points and as they make progress through the user stories of a project, their velocity becomes apparent over the first few iterations. The beauty of a points-based approach to estimating is that planning errors are self-correcting because of the application of velocity.
The other answer choices are incorrect. They are not consistent with the agile approach of estimating story point velocity and completion time. They also do not address the synergy within the new team.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//Chapter 4 – Estimating with Story points/ [Item Velocity Corrects Estimation Errors Fortunately, as a team begins making progress through the user stories of a project, their velocity becomes apparent over the first few iterations. The beauty of a points-based approach to estimating is that planning errors are self-correcting because of the application of velocity. Suppose a team estimates a project to include 200 points of work. They initially believe they will be able to complete twenty-five points per iteration, which means they will finish in eight iterations. However, once the project begins, their observed velocity is only twenty. Without re-estimating any work they will have correctly identified that the project will take ten iterations rather than eight.]
| The Agile Practice Guide (No Date) PMI/PMI//66-67 [Item]
Question
At the end of the first phase of a stadium expansion project, the project manager realizes they will be running behind schedule for the next project phase. The delay is due to new safety requirements that must be adhered to. Stakeholders are frustrated that they were not aware of the potential safety requirement changes.
What should you have done to avoid this situation and ensure that stakeholders are aware of potential disruptions?
A.Increase the project’s contingency reserve to accommodate unforeseen safety-related issues.
B.Hold regular communication meetings with the site supervisor to stay updated on safety requirements.
C.Implement a proactive risk assessment process during project initiation to identify potential safety-related delays.
D.Request additional resources and personnel to address safety concerns as they arise.
Solution: C. Implement a proactive risk assessment process during project initiation to identify potential safety-related delays.
A proactive risk assessment process is the best way to identify potential safety-related delays before they happen. The risk assessment process should be a collaborative effort between the project manager, the project team, and the stakeholders. This process involves identifying all of the potential risks associated with the project and evaluating their likelihood and impact. The project manager should communicate the risk assessment findings to stakeholders so that they are aware of all the potential risks. By identifying and assessing potential safety-related delays early on, the project manager can avoid being caught off guard and running behind schedule.
The other options are incorrect because they are not as effective in preventing safety-related delays and do not address stakeholder awareness.
Increasing the project’s contingency reserve is a good way to mitigate the impact of unforeseen safety-related issues, but it does not prevent them from happening in the first place.
Holding regular communication meetings with the site supervisor is important for staying updated on safety requirements, but it is not enough to identify all potential safety-related delays.
Requesting additional resources and personnel to address safety concerns as they arise can help mitigate the impact of delays, but it does not prevent them from happening or communicating them to stakeholders.
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//15/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8.5 RISK] [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
Question
A project manager is developing a project management plan. The project duration is set for three months due to regulatory compliance and dependency on senior staff.
Which two project objectives should be defined well enough to be included in the project management plan? (Choose two)
A.Improve the processes and reduce rework by keeping senior staff turnover to a minimum level.
B.Develop detailed process maps to align operational activities with the new software system.
C.Enhance the development process by redesigning new templates for the design documentation.
D.Reduce the company’s environmental footprint by using detailed recycling guidelines for all employees.
E.Identify training needs and create a development plan to complete the delivery in three months.
Solution: A and C.
Improve the processes and reduce rework by keeping senior staff turnover to a minimum level.
Enhance the development process by redesigning new templates for the design documentation.
Improving the process and reducing rework addresses the potential risk of senior staff turnover, which could impact project continuity and quality. This aligns with the project’s constraints (e.g., regulatory compliance and dependency on senior staff) and supports the goal of completing the project successfully within the fixed three-month duration.
Enhancing the development process focuses on improvement through the redesign of templates for design documentation. This directly contributes to achieving the project’s goals within the regulatory compliance and resource constraints. The project manager seeks to make the process more efficient and effective, which is crucial for timely project delivery.
The other options are incorrect because they are not the most suitable choices.
While developing detailed process maps is a valuable activity, it is not explicitly tied to the project’s constraints (e.g., the fixed three-month duration).
Reducing the company’s environmental footprint is not explicitly tied to the project’s constraints (e.g., the fixed three-month duration). While it could be a valuable component of the project, it may not be as critical.
Identifying training needs and creating a development plan to complete the delivery in three months does not address the unique constraints mentioned in the scenario (regulatory compliance and senior staff dependency). It is also somewhat vague regarding how it directly contributes to the project’s success within the three-month timeline.
This question and rationale were developed in reference to:
PPMBOK® Guide Seventh Edition (2022) PMI/PMI//[A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
A new project manager is hired to replace a project manager who was recently transferred to another project. The team members tell the new project manager that the project is behind schedule due to delays in document approvals from the customer.
What should the project manager do first?
A.Meet with the customer to discuss the delays and negotiate a new deadline.
B.Talk to the previous project manager to understand the situation better.
C.Reach out to the customer and request expedited document approvals.
D.Assess the impact of the delays on the project schedule and budget.
Solution: B. Talk to the previous project manager to understand the situation better.
By talking to the previous project manager, the new project manager can get a firsthand account of the situation from someone who was already involved in the project. The previous project manager can provide insights into the root cause of the delays, the steps that have already been taken to address them, and the options that are available to the new project manager.
The other answer choices are incorrect. Meeting with the customer to discuss the delays, negotiating a new deadline, or requesting expedited document approvals may be necessary, but should not be done before the new project manager has talked to the previous project manager and understands the situation better. Assessing the impact of the delays on the project schedule and budget is important, but it should be done after the new project manager has talked to the previous project manager.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/ [Item Title: Mastering Project Time Management, Cost Control, and Quality Management: Proven Methods for Controlling the Three Elements that Define Project Deliverables Part 1: Project time management: Section 2. Project activity requirements Sub-section: Information accuracy]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5 MONITORING AND CONTROLLING PROCESS GROUP/613 [Item]
Question
During a standup meeting, some of the team members strongly disagreed about how tasks were distributed. They feel tired and frustrated because task distribution has been a frequent complaint throughout the project.
What should the project manager do?
A.Review the project management plan to determine how to manage this situation.
B.Discuss with other project managers if they had to address similar complaints.
C.Organize a team-building workshop to improve collaboration and communication.
D.Work with the team to develop a plan for addressing the task distribution concerns.
Solution: D. Work with the team to develop a plan for addressing the task distribution concerns.
The project manager should work with the team to develop a plan for addressing the task distribution concerns. It’s important for the project manager to address the team’s concerns and work towards a solution that is fair and equitable for all team members. Doing so will help to resolve the issue, improve team morale, and promote a more productive and successful project.
The other options are incorrect.
Reviewing the project management plan may provide insight into the general guidelines for managing task distribution, but it does not address the specific concerns raised by the team.
Discussing the issue with other project managers may be beneficial to the project manager, but does not resolve the issue.
Organizing a team-building workshop does not address the frustration with task distribution. The dissatisfaction stems from feeling unfairly burdened by the workload, there is no evidence that there is an issue with communication or collaboration between the team members.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
| Succeeding with Agile (No Date) //6/ [Item Overcoming Resistance ]
Question
A project manager has just been assigned a new project team and needs to assign tasks for an upcoming project quickly and effectively. To ensure that tasks are assigned to the right resources, what approach should you take?
A.Distribute the tasks evenly because the team should all have equal skill sets.
B.Allocate the most complex tasks to the more senior members of the project team.
C.Evaluate the background, experience, and capabilities of the team, then assign tasks.
D.Assign experienced team members to assist team members who lack experience.
Solution: C. Evaluate the background, experience, and capabilities of the team, then assign tasks.
Evaluating the background, experience, and capabilities of the team before assigning tasks is the most effective way to ensure that the right tasks are assigned to the right resources. The project manager should consider the unique skills and strengths of each team member and leverage them to achieve better outcomes and an efficient use of time and resources.
Distributing tasks evenly is not realistic because it assumes that every team member has the same skill set which is improbable.
Allocating the most complex tasks to the more experienced team members does not guarantee that they have the skills necessary to complete the tasks and ignores the capabilities of the rest of the team.
Assigning experienced team members to inexperienced team members
may not be feasible.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/WHO IS ON YOUR TEAM [Item Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaboration Tools]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//4/location 5088 [Item]
Question
The construction of a building is well-defined through plans and written specifications. The service is to be delivered in two years in a high-inflation environment. What contract type should the project manager use?
A.Cost plus incentive fee (CPIF) contract
B.Firm fixed price (FFP) contract
C.Fixed price with economic price adjustment (FPEPA) contract
D.Time and materials (T&M) contract
Solution: C. Fixed price with economic price adjustment (FPEPA) contract
The project manager should use the Fixed price with economic price adjustments (FPEPA) contract. 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 question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1.3.2/ [Item A Real-World Guide for Procurement Skill]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/12.1.1.6/471 [Item]
Question
A project is delivering incremental business value to a customer. The success criteria for the project is a 20% increase in market share for the customer.
When should the project be considered a success?
A.When the sprint reviews demonstrate that each iteration delivers a 20% increase in market share.
B.After the project documentation is completed and the project team has been assigned to other projects.
C.At the conclusion of project execution, as part of the project closure report approval process.
D.When 75% of the project has been completed and the Earned Value Management (EVM) diagram indicates that the value is on track.
Solution: C. At the conclusion of project execution, as part of the project closure report approval process.
The success criteria for the project is a 20% increase in market share for the customer. This is a business metric, and it can only be accurately measured at the completion of the project. The project should only be considered a success when the final product or service has been delivered and the customer has achieved a 20% increase in market share. This will be determined at the conclusion of project execution, as part of the project closure report approval process.
The other options are incorrect because they all measure the project’s success based on intermediate metrics, such as the results of sprint reviews or the Earned Value Management (EVM) diagram.
Sprint reviews only measure the incremental business value delivered in each iteration. They do not measure the final business value delivered by the project.
Project documentation is not a reliable indicator of project success. The documentation can be completed even if the project does not achieve its goals.
An Earned Value Management (EVM) diagram is a tool for tracking project progress. This option suggests determining success based on reaching a specific percentage of project completion and EVM metrics, which may not directly correlate with the achievement of a 20% increase in market share. Success should be measured against the defined criteria, not arbitrary project completion thresholds.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
A project manager is responsible for a 12-month waterfall project to create a new product. The project is nine months into execution when the customer suggests using a new technology becomes available that would reduce the project costs by 10%.
What should the project manager do?
A.Update the configuration management plan to include the new technology as part of the design.
B.Continue working as planned since the new technology was not part of the project management plan.
C.Create a change request to evaluate the feasibility and impact of using the new technology.
D.Ask the development team to implement all remaining components with the new technology.
Solution: C. Create a change request to evaluate the feasibility and impact of using the new technology.
It’s essential to acknowledge the customer’s suggestion and evaluate the potential impact of the new technology in a structured manner. Creating a change request allows for a structured evaluation of how the new technology would affect the project. This process ensures that decisions are made based on a clear understanding of the potential impacts.
The other options are incorrect because they do not acknowledge the customer’s suggestion and the potential impact of the new technology.
Updating the configuration management plan assumes that the new technology is feasible and the change will be approved.
Continuing work as planned overlooks the importance of formally evaluating the new technology’s feasibility and impact.
Immediately implementing the new technology lacks transparency and could lead to unexpected issues, cost overruns, or schedule delays.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki///43 [Item]
PMBOK Guide Seventh Edition (2022) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
A new product was accepted by the customer, but after two weeks the project manager received a complaint from the customer saying that the product’s functionality requirements were not met.
What should the project manager do first?
A.Escalate the issue to the project sponsor.
B.Review the scope validation process.
C.Schedule an inspection of the product.
D.Validate the scope with the customer.
Solution: B. Review the scope validation process.
The scope validation process is intended to confirm that a product meets the needs of the customer and other identified stakeholders. The customer reviews the criteria required to be met before they accept the deliverable. If the customer is complaining that the product functionality requirements were not met, it suggests that there are issues with the scope validation process. The project manager should review the scope validation process to identify the root cause of the discrepancy and ways to address it.
The other options are incorrect.
Validating the scope with the customer occurs before they accept the product, so it should have been done already.
Inspecting the production may be necessary in the future, but it is too early to determine if it is needed.
Escalating the issue to the project sponsor should only be done after the project manager determines the root cause of the problem.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.6.2 DELIVERABLES]
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//Introduction/Quality Management
Question
A business manager and product owner are requesting a more flexible way to incorporate changes into the product backlog. They want to reduce go-to-market time in order to react to a competitor’s release strategy.
What should the project manager do?
A.Coach the product owner to prioritize product backlog items in accordance with business goals.
B.Review the assumption log and the project management plan to identify potential changes.
C.Establish a comprehensive change control process and select a change control board (CCB).
D.Authorize all key stakeholders to make modifications in order to deliver the product faster.
Solution: A. Coach the product owner to prioritize product backlog items in accordance with business goals.
The prioritization of the backlog items is the responsibility of the product owner. In markets where competitors are releasing new products frequently, the features planned for a new release may be updated in response. A competitor’s release strategy can trigger a change in direction that requires the product owner to reprioritize the product backlog.
The other options are incorrect.
Reviewing the assumption log and the project management plan does not directly address the request to reduce go-to-market time.
Establishing a comprehensive change control process may not be necessary depending on the opportunity for change and the designated development approach.
Authorizing stakeholders to make modifications can lead to uncontrolled changes that might not align with the project’s objectives or the business goals.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN] [2.4.9 ALIGNMENT]
The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done (No Date) Stephen Denning//Changing the organizational culture/174 [Item]
Question
A senior team member is having challenges with a new project team member. The senior team member asks the project manager for advice on how to handle the new team member.
What should the project manager do?
A.Check the team member’s performance and responsibility assignment matrix to assess the conflict.
B.Instruct the senior team member to confront the new team member at the next daily standup meeting.
C.Coach the senior team member on conflict resolution models and how they can be applied to this situation.
D.Ask for a one-on-one meeting with the new team member and tell them to avoid the senior team member.
Solution: C. Coach the senior team member on conflict resolution models and how they can be applied to this situation.
The project manager should work with the senior team member to determine the best conflict resolution strategy and coach them on how to carry out the resolution. This empowers the senior team member to address the conflict effectively and encourages open communication and conflict resolution within the team.
The other options are incorrect.
There is no indication that the conflict pertains to the new team member’s performance. Checking the team member’s performance will not resolve the conflict and does not provide any guidance for the senior team member.
Inctrusting the senior team member to confront the new team member at the next standup meeting could make the new team member feel attacked which could be counterproductive and potentially lead to further issues within the team.
Telling the new team member to avoid the senior team member is inappropriate, does not resolve the conflict, and will negatively impact the team.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4/4.6 [Item How To Manage Conflict in the Organization, Second Edition. Chapter 4. Section 4.6]
PMBOK Guide Seventh Edition (2022) ///[2.2.4.4 Interpersonal Skills] /// [4.2.7.1 Conflict Model]
Question
A project manager has developed a project management plan based on agile methodologies in an effort to deliver the product quickly. However, the project is complex and the requirements are unclear, putting the schedule at risk.
What should the project manager do to get the project back on track?
A.Rebaseline the schedule to accept additional expectations and potential delays.
B.Review the product backlog with the product owner and team to resolve the status.
C.Increase the number of standup meetings and implement daily status updates.
D.Adjust the plan to employ more iterative and incremental life cycle features.
Solution: B. Review the product backlog with the team to resolve the status.
Reviewing the product backlog with the product owner and team to resolve the status is correct because poorly understood or unclear requirements mean the backlog may be prioritized incorrectly causing delays. Some features may need to be split or other realigned. Having the product owner is key as they have approval for the backlog and influence business stakeholders if needed. The team on the other hand has the insight needed and the project manager can facilitate the right outcome.
The other answer choices are incorrect. Rebaselining the schedule to accept additional expectations and potential delays is incorrect because the root cause is not the schedule; it is rather a symptom of poor requirements and misaligned features. Increasing the number of standup meetings and implementing daily status updates is incorrect because this does not address the root cause of the issue as standups only look at progress and impediments within a 24-hour period, or the last standup if the interval is more. Adjusting the plan to employ more iterative and incremental life cycle features is incorrect because adjusting a plan to more iterative and incremental may only result in the same mistakes being made over and over at a higher frequency if the root cause is not addressed.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition is page 76, 185
| The Agile Practice Guide (No Date) PMI/PMI/2/7-13 [Item]
Question
A project manager is tasked with addressing the product owner’s concerns about the delivery of the minimum viable product (MVP) in sprint four. Which of the following metrics should the project manager use?
A.Scheduled Performance Index (SPI)
B.Schedule Cost Index (SCI)
C.Burndown Rate
D.Qualitative Risk Analysis
Solution: C. Burndown Rate
To address the product owner’s concern about the MVP delivery, the project manager should focus on the burndown rate and its alignment with the remaining work required for the MVP. The burndown rate is a key agile metric used to track the progress of work in a sprint or iteration. It shows how much work is remaining in the sprint backlog, helping the project manager monitor whether the team is on track to complete the planned work by the end of the sprint. If the burndown rate is steep and approaching zero, it indicates that the team is making good progress and is likely to meet the sprint goals, which would alleviate the product owner’s concerns about MVP delivery.
The other options are incorrect because they do not specifically address the product owner’s concerns about the MVP delivery.
A Scheduled Performance Index (SPI) measures how well the project is meeting its scheduled goals. However, it does not specifically address the product owner’s concerns about the MVP delivery. SPI focuses on the overall project schedule, not the progress of a single sprint.
A Schedule Cost Index (SCI) measures how well the project is meeting its budget goals. However, it also does not specifically address the product owner’s concerns about the MVP delivery. SCI assesses cost performance at the project level, not at the sprint level.
Qualitative Risk Analysis is a process for identifying and assessing risks to the project. However, it is not a metric that can be used to track progress towards the MVP delivery.
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 2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
A project manager has identified that a task on the critical path is behind schedule. The project manager thinks that additional resources will help, but higher management declined a request for the additional funding necessary to add resources. The project manager must work with the approved resources and budget.
What would be the best-suited practice for the project manager to address this situation?
A.Resource leveling
B.Crashing
C.Fast tracking
D.What-if scenario analysis
Solution: C. Fast tracking
Fast tracking allows the project manager to work within the approved resources and budget while also addressing the schedule delay on the critical path. Fast tracking is a schedule compression method in which activities or tasks that are normally done in sequence are performed in parallel. Fast tracking can help the project manager complete the critical path task as quickly as possible without using additional resources.
The other options are not effective when additional resources are not available.
Resource leveling is a resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources. With resource leveling, start and finish dates are adjusted, which is not possible in this situation.
Crashing is a method used to shorten the schedule duration but requires additional resources, which are not available.
A what-if scenario analysis evaluates scenarios to predict their effect on project objectives. It’s a broader analytical approach and would not be as helpful in this scenario.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki///176 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
A project manager is assembling a team with a mix of new and experienced team members. The project manager finds out that there are issues with team cohesion. The experienced team members believe new team members lack the technical skills required to perform the necessary work and expect that they will have to compensate for their inexperience.
What should the project manager do?
A.Offer bonuses or other incentives to experienced team members to mentor the new team members.
B.Analyze the skills of all team members, identify gaps, and develop plans to address them.
C.Reassign new team members to projects that better align with their skills and experience.
D.Explain that professional project team members are expected to resolve issues without intervention.
Solution: B. Analyze the skills of all team members, identify gaps, and develop plans to address them.
Analyzing the skills of all team members, irrespective of experience, will help to understand their individual strengths and weaknesses and identify areas where additional training or support is needed. Experience does not inherently ensure proficiency. The project manager should evaluate the competencies of all team members and address them with training, coaching, and mentoring. This fosters a collaborative environment and provides all team members with an equal opportunity for growth and enhancement. A collaborative project team environment can foster the free exchange of information and individual knowledge and increase shared learning and individual development. A collaborative project team environment enables everyone to contribute their best efforts to deliver the desired outcomes for an organization.
The other options are incorrect.
Offering bonuses or other incentives to experienced team members who mentor new team members ignores the skills of the newer team members and may create tension within the team.
Reassigning new team members is not appropriate and dismisses the new team members without cause.
Explaining that professional project teams are expected to resolve issues without intervention neglects the project manager’s responsibility to support their team and to help them resolve any issues that may arise.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item Collaboration: Individuals working together by Ryn Daniels; Jennifer Davis Published by O’Reilly Media, Inc., 2018 GOALS]
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN] [4.2.6 PROJECT TEAM DEVELOPMENT MODELS]
Question
A key resource approaches the project manager after the kick-off meeting and expresses concern that they will be unable to deliver their assigned tasks due to other priorities.
What should the project manager do?
A.Schedule a team meeting to assess and manage priorities.
B.Document the lack of availability as a risk in the risk register.
C.Escalate this issue to the project sponsor for executive support.
D.Update the project management plan accordingly to reflect a potential delay.
Solution: A. Schedule a team meeting to manage priorities
Scheduling a team meeting to assess and manage priorities is correct because it allows the team to have a clear understanding of all individual and team priorities and commitments, and hence work on resource capacity, leveling, and smoothing. It also allows the key resource the possibility to share their challenges and possibly get help while still retained on the team, especially if their skill sets are very much needed.
The other answer choices are incorrect. Simply documenting the lack of availability as a risk in the risk register is incorrect and will not solve the issue; a root-cause solution is best in this case. Escalating this issue to the project sponsor for executive support is incorrect because the project manager should first discuss this within the team and find solutions and not immediately escalate to the sponsor. Updating the project management plan accordingly to reflect a potential delay is incorrect because updating the plan will not resolve the resource unavailability.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6.1/ [Item Project Management a managerial approach]
| PMBOK Guide 7th Edition (184)
| Wiley, 8th edition (2021) Jack R. Meredith, Samuel J. Mantel Jr./Wiley/1/ [Item Project Management Resources]
Question
A highly skilled subject matter expert (SME) is engaged in a government project where approximately 30% of the deliverables will follow an agile approach. The project manager invites the SME to join the agile team to contribute to these iterations. The SME is reluctant because they think that working on a team is demotivating and slows them down, and they want to achieve the highest-quality output possible.
What should the project manager do to address the SME’s concerns and encourage them to join the agile team?
A.Recommend that the SME develop emotional intelligence by integrating with the team.
B.Explain that teamwork fosters continuous improvement and early feedback loops.
C.Request that the SME conduct the retrospective meetings as an objective observer.
D.Ask the sponsor to meet with the SME and help improve their attitude towards teamwork.
Solution: B. Explain that teamwork fosters continuous improvement and early feedback loops.
The project manager should explain that teamwork fosters continuous improvement and early feedback loops, which ultimately leads to higher-quality output. Agile teamwork provides high-quality outputs by focusing on collaboration, adaptability, and continuous improvement to deliver high-quality results. Additionally, the project manager should consider providing training and support, assigning tasks that align with the SME’s strengths, and providing feedback to help the SME stay motivated and engaged. By working closely with the SME, the project manager can ensure that they are motivated and aligned with the agile team structure and overall project goals.
The other options do not directly address the SME’s specific concerns about speed and quality.
Recommending that the SME develop more emotional intelligence does not address the SME’s concerns and assumes that the SME lacks emotional intelligence, which may not be the case.
Requesting that the SME conduct the retrospective meetings ignores the SME’s concerns and places them in a position they may not be comfortable with.
Asking the sponsor to meet with the SME should only occur if the project manager cannot resolve the issue themselves.
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/ [Item Developing Teams ]
Agile Practice Guide (2017) PMI /// [4. IMPLEMENTING AGILE: CREATING AN AGILE ENVIRONMENT]
Question
A project manager used to work on predictive projects and now has started working on a project using a hybrid approach. What should the project manager do to enable the teams to focus on their mission?
A.Implement a Scrum method.
B.Adopt servant leadership.
C.Apply lean methods.
D.Innovate with new processes.
Solution: B. Adopt servant leadership.
Servant leadership is the practice of leading the team by focusing on understanding and addressing the needs and development of team members to enable the highest possible team performance.
The other options may not directly address the transition from predictive to hybrid methods and creating an environment where the team can focus on their mission.
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//27/382 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
During product development, two functional departments indicate that they are short on resources and cannot build and deliver all the products on time.
What should the project manager do to address this concern?
A.Escalate the issue to the sponsor and request confirmation of the project scope.
B.Ask the functional manager to hire additional resources to meet the requirements.
C.Request team members work extra hours to meet the commercial needs.
D.Analyze the critical path to deliver the minimum viable product (MVP).
Solution: D. Analyze the critical path to deliver the minimum viable product (MVP).
A concept that projects can use when constrained is the Minimum Viable Product (mvp), which is a scope management paradigm. When scope is too large and time/budgets are limited, we identify the MVP to deliver an acceptable outcome.
The PM should have already confirmed the project scope with the sponsor, secured appropriate resources, and allocated sufficient hours.
This question and rationale were developed in reference to:
O’Reilly (May 2018) Mangalam Nandakumar/Packt Publishing/5/ [Item Link: https://learning.oreilly.com/library/view/lean-product-management/9781788831178/ch06s03.html]
| O’Reilly Platform (No Date) //2/Challenges to Effective Project Management [Item Effective Project Management: Traditional, Agile, Extreme, 7th Edition. Chapter 2. Section Challenges to Effective Project Management]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3/3.4.3 [Item Section 3.4.3 The Role of the Project manager]
Question
A project manager is working on launching a minimum viable product (MVP) for a new-to-market product. The team has successfully progressed to the third iteration out of a planned total of six. During the upcoming iteration planning meeting, the customer notifies the team that a competitor intends to beat them to market and release a similar product in the next quarter.
How should the project manager address this competitive challenge?
A.Acknowledge the issue and include comprehensive details in the project’s next status report.
B.Increase the size of the team to expedite product delivery and launch the product before the competitor.
C.Meet with the customer to discuss reducing the project backlog to help accelerate product delivery.
D.Work with the team to prioritize core features and redefine the MVP to beat the competitor to the market.
Solution: D. Work with the team to prioritize core features and redefine the MVP in order to beat the competitor to the market.
When faced with a competitive challenge, the project manager should collaborate with the project team to redefine the MVP in order to beat the competitor to the market. This may involve identifying and prioritizing the key features that differentiate the product from the competitor’s product and focusing on delivering those features in the next iteration. The project manager should also consider ways to accelerate the development process, such as reducing the scope of the MVP or increasing the team’s capacity. By working closely with the project team and the customer, the project manager can ensure that the product is delivered on time and meets the customer’s needs.
The other options are incorrect because they are not as effective or strategic in addressing the competitive challenge.
Acknowledge the issue and including comprehensive details in the project’s next status report is important, but it does not take any proactive steps to address the issue. It’s important to do more than just Acknowledge the issue, action is needed to address the competitive challenge effectively.
Increasing the team’s capacity may not always be feasible or the most appropriate solution.
Rapidly expanding the team can lead to inefficiencies and quality concerns. Additionally, it doesn’t address the need for strategic adjustments to the project’s scope.
Meeting with the customer to discuss the possibility of reducing the project backlog might not be enough to ensure timely delivery in a highly competitive market. This option doesn’t directly address the need to focus on essential features and redefine the MVP, which is critical in this scenario.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/3 LIFE CYCLE SELECTION/3.1.3 CHARACTERISTICS OF INCREMENTAL LIFE CYCLES
PMBOK Guide Seventh Edition (2022) /// [2.4.2 PLANNING VARIABLES]
Question
During project execution, a customer asks to replace a piece of planned hardware with one that has more features and a lower price.
What should the project manager do first?
A.Evaluate the new features to ensure they align with the customer’s business needs.
B.Incorporate the hardware immediately as it will reduce the overall project cost.
C.Meet with the team to plan the implementation of the new hardware as requested.
D.Seek approval from the procurement manager and develop a prototype.
Solution: A. Evaluate the new features to ensure they align with the customer’s business needs.
Scope changes can add to uncertainty; therefore, any change requests should be evaluated. By evaluating the new features first, the project manager can make an informed decision about whether or not to approve the change. Implementing a change without proper evaluation can lead to unintended consequences, risks, and conflicts. It’s important to ensure that the new hardware aligns with the project’s goals before making any changes.
The other options are incorrect because they ignore the potential impact of the change.
Incorporating the hardware immediately could lead to problems if the new hardware is not compatible with the existing system or introduces substantial risks and overages. Even if the hardware is cheaper, there may be unforeseen costs associated with the switch.
Meeting with the team to plan the implementation of the new hardware is premature and should only occur if the changes are approved.
Seeking approval from the procurement manager and creating a prototype may be necessary, but it should be done after the project manager has evaluated the new features and determined that they are feasible and beneficial.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1/ [Item https://learning.oreilly.com/library/view/mastering-project-time/9780133840339/app01.html]
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
An agile team is receiving multiple unplanned requests for product enhancements in an iteration. This impediment is causing the team to miss scheduled tasks.
How should the project manager address this?
A.Tell the team to increase their efforts to accommodate the requests.
B.Ask the product owner to include requested enhancements in the current iteration.
C.Request that the project team reprioritizes all of the committed activities.
D.Ask the product owner to add the enhancement requests to the product backlog.
Solution: D. Ask the product owner to add the enhancement requests to the product backlog.
Unplanned requests for product enhancements are a common challenge in agile development. In agile projects, the backlog is progressively elaborated and reprioritized to identify the work that can be accomplished in an upcoming iteration. Unplanned requests for enhancements should be properly evaluated and prioritized by the product owner. This ensures that the team can focus on the committed work for the current iteration and reduces the risk of missing scheduled tasks.
The other options are incorrect.
Telling the team to increase their efforts would be asking them to take on too much work, which could lead to burnout, low morale, and frustration.
Asking the product owner to include the requests in the current iteration does not align with agile principles and would disrupt the team’s ability to meet the current iteration’s objectives.
Requesting that the team reprioritize all committed activities would be disruptive and could introduce the risk of missing scheduled tasks.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6.3.2/ [Item Agile Foundations - Principles, practices and frameworks - By Peter Measey]
The Agile Practice Guide (No Date) PMI/PMI/Chapter 5/52 [Item 5.2.2 BACKLOG PREPARATION] [5.2.3 BACKLOG REFINEMENT]
Question
Halfway through a year-long project, a hardware supplier sends a project manager notice of an intent to increase prices due to fluctuating rates of exchange. The project manager is unsure of their negotiating authority.
Which document should the project manager reference?
A.Risk register
B.Procurement management plan
C.Project charter
D.Communication strategy
Solution: B. Procurement management plan
The procurement management plan is a component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization. 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. Organizations usually have rigorous policies and procedures associated with procurements. The policies identify who has the authority to enter into a contract, the limits of authority, and the processes and procedures that should be followed. Prior to conducting a procurement, the project manager and technically qualified project team members work with contracting professionals to develop the request for proposals (RFP), statement of work (SOW), terms and conditions, and other necessary documents.
The other options are incorrect because they will not typically provide specific guidance on negotiating authority.
This question and rationale were developed in reference to:
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/3/822 [Item location 822]
PMBOK Guide Seventh Edition (2022) ///[2.5.6 WORKING WITH PROCUREMENTS]
Question
A project manager is leading a project that follows the company’s predictive approach. The project manager discovers that the project is behind schedule and over budget because a key stakeholder has been submitting an unusually high number of change requests.
What should the project manager do to help the company achieve its desired project outcomes?
A.Review the risk management plan to determine a mitigation plan.
B.Use the contingency reserve to implement a fast-track activity.
C.Review the change control process and implement improvements.
D.Escalate the problem with the stakeholder to the project sponsor.
Solution: C. Review the change control process and implement improvements.
The project manager should assess the current change control process to determine why the stakeholder’s change requests are causing the project to fall behind schedule and go over budget. Implementing improvements to the change control process can help manage and streamline the changes more effectively. This may involve streamlining the process, adding new steps, or updating the criteria for approving or denying change requests.
The other options are incorrect because they are less effective in addressing the core issue of excessive change requests.
Reviewing the risk management plan may help to identify potential risks to the project, but it is unlikely to help reduce the number of change requests.
Using the contingency reserve is incorrect because contingency reserves are used to address known risks that can be anticipated, not scope creep. Fast-tracking activities do not address the root cause of the issue, which is the excessive change requests.
Escalating the problem to the sponsor is incorrect because escalation should be a last resort if other attempts to address the problem directly have failed.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.4.7 CHANGES]
Question
An agile project team has been successfully releasing updated deliverables each sprint that consistently provide an increased value to users. However, the project is running over the initially allocated budget, and there are still many items in the project backlog. Stakeholders have expressed increasing concerns, and the project manager needs to decide on the best course of action to address the situation and manage stakeholder expectations.
What should the project manager do?
A.Measure user satisfaction and present the results to the steering committee.
B.Remove the deliverables from the backlog that were not part of the project charter.
C.Request additional budget based on an updated estimation of the remaining backlog items.
D.Emphasize the expectation that the committed work must be finished on time.
Solution: A. Measure user satisfaction and present the results to the steering committee.
The project manager should measure user satisfaction and present the results to the steering committee. This will help to demonstrate the value that the project is delivering to users, even if it is running over budget and has items in the backlog. It is important for the project manager to communicate the progress and value of the project to stakeholders in order to maintain their support and ensure that the project can continue. This approach also aligns with the agile process, which emphasizes delivering value to users in an iterative and incremental manner. By measuring user satisfaction, the project manager can also identify areas for improvement and adjust the backlog accordingly. This can help to ensure that the project is delivering the most value to users with the available resources.
The other options are incorrect.
Removing deliverables from the backlog contradicts the agile principle of iterating and adjusting based on feedback loops and may diminish value delivery.
Requesting additional budget without analysis is premature and may not be necessary.
Emphasizing the commitment to finishing work on time does not consider the value being delivered and is not aligned with the agile mindset.
This question and rationale were developed in reference to:
Lean-Agile Software Development (No Date) /Alan Shalloway, Guy Beaver and James R. Trott/2/Add Value to the Business Quickly > Lower Risk
| The Agile Practice Guide (2017) PMI/PMI/5.4.1/ [AGILE TEAMS MEASURE RESULTS]
Question
During a design workshop for a new robot, the engineers ask the project manager about safety and environmental protocols for its operating procedures.
What should the project manager do?
A.Hire a specialized engineer to support the design team.
B.Provide the team with the organizational process assets and the project charter.
C.Look into lessons learned documentation for similar projects.
D.Run a benchmark with similar plants to capture their compliance constraints.
Solution: B. Provide the team with the organizational process assets and the project charter.
Organizational process assets include the plans, processes, policies, procedures, and knowledge bases specific to and used by the organization. The project manager should provide the team with the organizational process assets and the project charter to address the safety and environmental protocols for the new robot’s operating procedures. This will ensure that the team has access to the necessary information and guidelines to ensure compliance with safety and environmental regulations.
The other options are incorrect.
Hiring a specialized engineer may not be necessary or feasible. The required information should be available in the organizational process assets and the project charter.
Reviewing lessons learned documentation for similar projects may not be helpful. The robot is new, and past projects may not offer relevant or applicable insights.
Running a benchmark with similar plants may not be necessary, is time-consuming, and requires additional resources. Benchmarking could be a supplementary step after addressing immediate concerns with the organizational process assets.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Chapter 3. ENTERPRISE CAPACITY/73
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
During a project schedule review meeting, the project team identified that one of the critical path activities has slipped due to external dependencies. The project schedule is now at risk.
What should the project manager prioritize as the initial response to address the issue?
A.Issue a change request and meet with the customer.
B.Rebaseline the schedule and notify the project sponsor.
C.Update the documentation and identify corrective actions.
D.Notify the customer and request that the timeline be extended.
Solution: C. Update the documentation and identify corrective actions.
The first step for the project manager in this situation should be to update the documentation and identify corrective actions. It is important to update project documents as soon as issues are discovered. This allows for a detailed analysis of the situation and helps ensure that all team members and stakeholders have access to the most up-to-date information and can make informed decisions.
The other options are incorrect.
Involving customers or making significant changes to the project baseline should only be considered after the project manager assesses and documents the issue and takes steps to address it. A proactive and internal approach is essential before considering external communications or major adjustments to the project plan.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3.3.3 Compare and Address Any Deviations/ [Item Practice Standard for Scheduling]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
An agile team is planning for a 2-week iteration. In the middle of the last few iterations, the product owner made changes and reprioritized features, affecting the team’s deliverables.
What should the project manager do first?
A.Escalate the issue to senior management and request that the product owner take action.
B.Inform the team to ignore the changes requested by the product owner during the iteration.
C.Explain the implications of making changes during an iteration to the product owner.
D.Request the product owner make changes as needed since an agile approach responds to change.
Solution: C. Explain the implications of making changes during an iteration to the product owner.
The first step that the project manager should take is to explain the implications of making changes during an iteration to the product owner. This is because the product owner may not be aware of the impact that making changes during an iteration can have on the team’s deliverables and the overall project schedule. The project manager should explain that making changes during an iteration can lead to scope creep, delays, and decreased quality.
The other answer choices are not as effective. Escalating the issue to senior management and requesting that the product owner take action should be a last resort. It is important for the project manager to try to resolve the issue directly with the product owner first. Informing the team to ignore the changes requested by the product owner during the iteration is not a good solution, as it can lead to conflict between the project manager, the product owner, and the team. Requesting the product owner to make changes as needed since an agile approach responds to change may lead to too many changes during an iteration can lead to the problems mentioned above, such as scope creep, delays, and decreased quality.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 179 [Section 4: Models, Methods and Artifacts, 4.4.3]
Question
A project sponsor is increasingly anxious about the value returned from the investment made in a project and wants to ensure that the original dates are met.
What should the project manager do to convince the sponsor that the project is on track?
A.Emphasize the value delivered at the phase gate.
B.Increase the number of project status reports.
C.Present past forecasts and current performance.
D.Invite the project sponsor to daily project meetings.
Solution: C. Present past forecasts and current performance.
Reviewing and presenting past forecasts and current performance demonstrates if previous forecasts reflect the present accurately. Comparing the actual performance to the planned performance and evaluating business documents will show the likelihood of achieving the intended value from the project.
The other options are not as effective.
Emphasizing the value delivered at the phase gate may not be enough to convince the sponsor that the project is on track and may not address their concerns in a timely manner if the reviews are held infrequently.
Increasing the number of project status reports or inviting the sponsor to daily project meetings may not be practical and does not directly address the sponsor’s specific concerns.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.7.8 CHECKING RESULTS]
Question
During the daily standup meeting, one of the team members informs the team that a user story that was initially part of the sprint planning has become invalid due to a recently announced policy change. What should the project manager do in response to this situation?
A.Close the user story related to the policy change and explain that it is no longer valid.
B.Remove the user story from the current sprint and schedule it for the next sprint.
C.Notify the stakeholders that user stories committed for a sprint cannot be modified.
D.Remove the user story from the sprint and ask the team to expedite the completion of the current sprint.
Solution: A. Close the user story related to the policy change and explain that it is no longer valid.
Closing the user story related to the policy change is the most appropriate response because it is the most efficient and effective way to deal with an invalid user story. It is important to keep the sprint backlog as up-to-date as possible, and closing the user story will ensure that it is not worked on by the team. The project manager should also provide an explanation to the team and stakeholders about why the user story was closed.
The other options are incorrect because they either do not directly address the situation or do not provide a comprehensive solution to handle the invalid user story.
Removing the user story from the current sprint and scheduling it for the next sprint is not the best response because it will delay the delivery of the user story. The policy change may not be permanent, and the user story may still be needed in the future. It is better to close the user story and keep it in the backlog until the policy change is finalized.
Reaching out to the stakeholders and notifying them that user stories committed for a sprint cannot be modified is not the best response because it is not realistic. User stories are often modified during the course of a sprint, especially if there are changes to the requirements. It is better to close the user story and explain the reason to the stakeholders.
Removing the user story from the sprint and collaborating with the team to expedite the completion of the current sprint is not the best response because it does not address the issue of the invalid user story. The project manager should focus on closing the user story and keeping the sprint backlog up-to-date.
This question and rationale were developed in reference to:
Patton, Jeff, and Peter Economy. 2014. User Story Mapping: Discover the Whole Story, Build the Right Product. Sebastopol: O’Reilly Media.
PMBOK Guide Seventh Edition (2022) /// [2.4.2 PLANNING VARIABLES]
Question
A project manager has been working on an internal project for the organization’s project management office (PMO). The project was initially sponsored by a PMO leader who has since been replaced. The new leader does not see much value in the project.
What should the project manager do?
A.Organize a second project kick-off meeting with the new PMO leader and the project team.
B.Use the previous data to obtain sponsorship from the new PMO leader because the project was effective.
C.Use the benefits that the project manager has been tracking throughout the project to prove the project’s value.
D.Continue the project as planned because it has already been approved and is in progress.
Solution: C. Use the benefits that the project manager has been tracking throughout the project to prove the project’s value.
The project manager should use the benefits that they have been tracking throughout the project to prove the project’s value to the new PMO leader. It is important to demonstrate the value of the project and how it aligns with the organization’s goals. The project manager should also be open to feedback and suggestions from the new PMO leader and work collaboratively to ensure the project’s success. It may also be helpful to set up a meeting with the new PMO leader and the project team to discuss the project’s progress and address any concerns.
The other options are incorrect.
Organizing a second kickoff meeting may not be sufficient to address the concerns of the new PMO leader.
Using previous data does not address specific concerns about the current or future value of the project and does not demonstrate ongoing benefits.
Continuing work without addressing the new PMO leader’s concerns may lead to issues in the future and does nothing to secure support and buy-in.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
| The DNA of Strategy Execution (No Date) Jack Duggal//4/Evaluating Results, Value, and Impact [Item]
Question
A project is currently in progress. The project manager has been notified of a new process that may be helpful if it is incorporated into the project.
What should the project manager do?
A.Evaluate how the new process can be incorporated.
B.Issue a priority order for the change.
C.Determine the benefit of the change.
D.Modify the requirements document for the change.
Solution: C. Determine the benefit of the change.
The first step in incorporating a new process into a project is to understand the benefits of the change. This will help the project manager determine if the change is worth the effort and resources required to implement it. The project manager should also consider the impact of the change on the project schedule, budget, and scope.
The other options are incorrect because they would be done after the benefits of the change have been determined.
Evaluating how the new process can be incorporated is incorrect because it would happen after determining the benefit of the change. Once the potential benefits are understood, the project manager can then evaluate how the new process can be effectively incorporated into the project to maximize those benefits.
Issuing a priority order for the change is incorrect because it’s not typically the initial step. Priority should be determined based on factors such as impact, urgency, and strategic alignment, which can be assessed more effectively after understanding the potential benefits.
Modifying the requirements document is incorrect because it is an action that follows the decision to incorporate the new process. Once it’s clear that the change is beneficial and how it can be incorporated, the requirements document can be updated accordingly.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Chapter 12./
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
In an innovative project, the sponsor wants to deliver a creative and large data processing platform to better serve the customers. However, the functionality of the platform cannot be described clearly in the project’s requirements. In order to obtain continuous investment, every project output that shows progress will be demonstrated to management.
What kind of project approach should the project manager recommend?
A.Predictive
B.Waterfall
C.Agile
D.Hybrid
Solution: C. Agile
An agile (incremental and incremental) approach is applied to projects with dynamic requirements and multiple iterations. Agile focuses on frequent deliveries and regular feedback, so the project manager can show continuous progress to management to obtain continuous investment. Agile is the best option because there is an emphasis on delivering value on a regular basis.
The other answer choices are incorrect.
A predictive approach 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 approach is useful when the project and product requirements can be defined, collected, and analyzed at the start of the project. This may also be referred to as a waterfall approach, making the waterfall option incorrect as well. The functionality of the platform cannot be described clearly in the project’s requirements, so a predictive/waterfall life cycle is not the best option.
The hybrid approach combines the use of the predictive methodology for known scope/requirements and agile for dynamic scope/requirements. A hybrid approach is not the best option because it is a combination of two or more agile and nonagile elements, having a nonagile end result.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile for Project Managers, Chapter 15 - Which project should be agile?/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/3/18 [Item 3.1 Characteristics of project life cycles]
PMBOK Guide Seventh Edition (2022) ///[2.3.3 DEVELOPMENT APPROACHES]
Question
A new team is formed for an agile project, in which members are located in three different countries and five time zones. What should the project manager do first to ensure effective communication among team members?
A.Schedule a virtual meeting and introduce the team members.
B.Establish guidelines for team communications.
C.Set up recurring meetings until all team members are familiar with each other.
D.Colocate the team members for a short duration to enhance communications.
Solution: B. Establish guidelines for team communications.
The first step is to set guidelines for team communication, so that all team members understand at least initial expectations for communication. The other choices could be done after guidelines are established.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4 - Communicating with the team/ [Item Book: Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools
All the tools in the world are not going to be useful if your team does not understand how to use them to communicate effectively. Before beginning any project, it is critical to establish a set of guidelines for team communications including what information to share, which method of communication to use for each, and specifically how you expect to communicate and how often. Then you can determine which tools are appropriate for the various types of interaction your team is likely to use.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10.1/367 [Item Communication Management]
Question
A project manager is assigned to redesign a store’s point-of-sale system. The team is currently testing the new functionality when a key stakeholder proposes a change. The change can bring a significant benefit and increase customer satisfaction, but it also requires more resources.
What actions should the project manager take?
A.Stop the testing and schedule a meeting to review the proposed changes with the resources.
B.Complete testing while the project manager meets with the key stakeholder to review the proposed changes.
C.Document the proposed changes and assess any impact on time, cost, and resources.
D.Postpone the proposed changes and allow the team to complete the testing and implementation activities.
Solution: C. Document the proposed changes and assess any impact on time, cost, and resources.
The project manager should document the proposed changes and assess any impact on time, cost, and resources. This will help the project manager and stakeholders understand the potential implications of the proposed changes and make informed decisions about how to proceed. It is important to consider the potential benefits of the proposed changes, but also to weigh them against the additional resources required.
The other answer choices are incorrect because an impact assessment must be conducted and communicated prior to making decisions and taking action. Once the impact has been assessed, the project manager can then determine the best course of action, which may include stopping testing and scheduling a meeting to review the proposed changes with the resources, completing testing while meeting with the key stakeholder, or postponing the proposed changes and allowing the team to complete the testing and implementation activities.
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 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5.2 BALANCING COMPETING CONSTRAINTS]
Question
A project manager is leading a hybrid project. Several team members recently exited the project, including the only individual with a specific critical skill. At the beginning of a new sprint, the project manager identifies a task requiring this missing skill.
What should the project manager do next?
A.Rescope the project to remove the task requiring the missing skill.
B.Assess the impact of the missing skill on the project.
C.Postpone the task until a replacement is recruited.
D.Reassign the task to another project team with the necessary skills.
Solution: B. Assess the impact of the missing skill on the project.
The project manager should assess the impact of the missing skill on the project and take appropriate action to address the issue. This may include determining if the skill can be obtained from another team member, bringing in an external resource, negotiating for a short-term engagement, or conducting succession planning to prevent similar issues in the future. It is important for the project manager to act quickly and decisively to minimize the impact on the project.
The other options are incorrect.
Rescoping the project, postponing the task, or reassigning the task to another project team may not be possible and do not adequately address the long-term implications of the missing skill.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN] [2.2 TEAM PERFORMANCE DOMAIN]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/9/ [Item Coaching and Mentoring]
Question
A new project manager is assigned to a project in the execution phase. The project just completed the deliverables for the first phase. During a workshop to review the scope for the second phase of the project, a couple of stakeholders complain that they were not informed of the benefits already delivered.
What should the project manager do to resolve this issue?
A.Escalate the issue to the steering committee because the sponsor should have informed stakeholders.
B.Escalate the issue to the sponsor because the question came from some of the senior stakeholders.
C.Record the issue in the issue log, discuss it with the change manager, and update the communications management plan.
D.Record the issue in the register, review the stakeholder matrix, and update the risk management plan.
Solution: C. Record the issue in the issue log, discuss it with the change manager, and update the communications management plan.
Stakeholders that are not aware of the benefits and the value delivered throughout the project is a common issue and it is the responsibility of the project manager to resolve it when it happens. The root cause is poor stakeholder assessment and/or communication plan. Communication is the responsibility of the project manager, sometimes involving the change manager.
The other answer choices are incorrect. Escalating to the steering committee and sponsor is incorrect because it is not their responsibility to resolve the issue. The PM has access to the stakeholders because they were invited to the workshop. Updating the risk management plan is not helpful here because this is an issue that has already occurred, not a risk.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/1.4 Project success and benefits management/546 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/ [Item]
Question
A project manager is working in a regulated industry, and the team is working on a project where the requirements are prioritized in a backlog. The minimum viable product (MVP) for the launch has been defined. The project manager learns the regulatory body for the project requires a prototype for inspection before that product can be launched. The prototype is not part of the MVP definition.
What should the project manager do next?
A.Speak with the product owner to prioritize compliance activities in the backlog to submit a prototype to the regulatory body.
B.Identify the missing requirements, prioritize the missing regulatory work directly into the backlog, and assign the work to the team.
C.Reschedule the launch of the product until the team can produce a prototype for inspection, as required by the regulatory body.
D.Create a new MVP definition that contains the scope requirements for the required prototype and prioritize that scope with the team.
Solution: A. Speak with the product owner to prioritize the compliance activities high enough in the backlog to submit a prototype to the regulatory body.
In a regulated industry project where the requirements are prioritized in a backlog and the regulatory body requires a prototype for inspection before the product can be launched, the project manager should speak with the product owner to prioritize compliance-related activities. This will help ensure that the project meets regulatory requirements and can be launched successfully. The product owner is typically responsible for backlog prioritization. It is important for project managers to work closely with the product owner to ensure that all necessary requirements are met and that the project is completed successfully. This approach emphasizes collaboration and compliance.
The other answer choices are incorrect.
Identifying and prioritizing the missing requirements without involving the product owner is not appropriate and can cause confusion, delays, and misalignment.
Rescheduling the launch of the product may not be necessary and can have significant negative impacts.
Creating a new MVP may not be necessary and may create redundancy and cause confusion. Reprioritizing the existing backlog with the product owner is a more efficient approach.
This question and rationale were developed in reference to:
How to Manage Complex Programs (No Date) Tom Kendrick//2/STRATEGIC ALIGNMENT AND TACTICAL OBJECTIVES [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN] [2.4.7 CHANGES]
Question
After nine months, a project concludes its first phase with the release of a new product to the customer. The client is dissatisfied and states that many key features are missing.
What should the project manager do first in order to address this issue?
A.Evaluate the missing features with the client and develop a plan to include them in the next nine-month project phase.
B.Review the project plan to determine if the missing features were part of the original scope or if they were added later.
C.Request additional funding in order to reduce the current release cycle timeline so the team can deliver value sooner.
D.Restart the project by implementing an agile life cycle and incorporate the creation of a minimum viable product (MVP).
Solution: B. Review the project plan to determine if the missing features were part of the original scope or if they were added later.
The project manager should first review the project plan and scope to determine if the missing features were part of the original scope or if they were added later. This will help to identify the reasons for the missing features and develop a plan to address them. If the missing features were part of the original scope, the project manager should work with the team to identify the reasons for the missing features and develop a plan to address them. This may involve revising the project plan, adjusting priorities, and allocating additional resources as necessary. If the missing features were added later, the project manager should work with the client to determine if they are critical to the success of the project and if they can be added in a future release. It may also be helpful to communicate the plan to stakeholders and obtain their buy-in.
The other options are incorrect.
Evaluating the missing features with the client and planning to include the requirements in the next phase is premature. A comprehensive understanding of the missing features is crucial before making plans.
Requesting additional funding is premature. The project manager must have a better understanding of the issue before making a justified request for additional funding.
Restarting the project is an extreme measure and may not be possible or necessary.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
A project manager for a delivery project has engaged a vendor to provide testing services. Which items should the project manager be sure to provide to the vendor before the testing starts?
A.Test plan and requirements traceability matrix.
B.Test plan and quality risk assessment.
C.Defect reports and test scripts.
D.Requirements traceability matrix and defect reports.
Solution: A. Test plan and requirements traceability matrix.
The project manager should be sure to provide the vendor with a test plan and requirements traceability matrix before the testing starts. The test plan outlines the testing approach, scope, objectives, and schedule, while the requirements traceability matrix maps the requirements to the test cases to ensure that all requirements are tested. Providing these items to the vendor helps to ensure that the testing is conducted in a structured and organized manner and that all requirements are tested.
The other options are incorrect as they do not provide the necessary information for the vendor to conduct the testing effectively.
Defect reports and quality risk assessments are produced after testing is completed.
Quality risk assessments are often carried out throughout the life cycle of the project and may not be available before the testing starts.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/11/392-395 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6.3 QUALITY] [4.6 COMMONLY USED ARTIFACTS]
Question
A project manager is working on an agile project with a cross-functional team. The project manager is informed that some team members typically raise additional requirements that are not in the approved scope.
What should the project manager do to address this expected behavior?
A.Coach the team to manage scope using the appropriate framework.
B.Escalate to the sponsor and request replacement team members.
C.Conduct daily standup meetings with the team and stakeholders.
D.Explain that requirements cannot be changed without approval.
Solution: A. Coach the team to manage scope using the appropriate framework.
Coaching the team to manage scope by using the standard agile methodology is the best option. By teaching the team how to manage scope effectively, the project manager can help them avoid scope creep in the future.
The other options are incorrect,
Escalation and team replacement should only be considered for severe instances that threaten the success of the project.
Agile teams are meant to be self-organizing and daily standup meetings are typically run by the team. By personally conducting daily standups, the project manager could confuse and disempower the team.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI [4.2 SERVANT LEADERSHIP EMPOERS THE TEAM]
Question
Due to a lack of locally skilled resources, a company employs an internationally dispersed project team that will work virtually. The project manager has never worked with a virtual team and is concerned about engagement.
What should the project manager do to ensure this virtual team remains engaged?
A.Ensure the entire virtual team attends the project kickoff meeting.
B.Adopt the communications management plan of a past virtual team.
C.Rely on asynchronous communication for all major status reports.
D.Conduct recurring check-ins and meetings at scheduled intervals.
Solution: D. Conduct recurring check-ins and meetings at scheduled intervals.
Regular check-ins and meetings can help keep the team engaged and on track. These meetings can be conducted virtually and should be scheduled at periodic intervals. This can help keep the team on track and ensure that everyone is engaged and working towards the same goals. Regular communication is key for building trust and ensuring that everyone remains focused. Meetings and check-ins can also help ensure that everyone is accountable for their responsibilities and commitments and help to identify issues early on.
The other options are incorrect.
Ensuring the team attends the kickoff meeting and adopting the communications management plan of a past virtual team does not directly address the matter of ongoing engagement. Past communication plans may not be appropriate for the new team, and attending the kickoff meeting does not ensure continued engagement.
Relying on asynchronous communication for all major status reports can lead to delays and misunderstandings.
The other answer choices are incorrect because they do not ensure the team members remain engaged.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Succeeding with Agile (No Date) //18/ [Item Distributed Teams]
Question
The project manager of a large team notices team members are not interacting together, which is impacting project performance and the quality of the project outcome. What should the project manager do to help grow team dynamics?
A.Conduct face-to-face group meetings to understand what the issues are.
B.Notify the project team members’ supervisors about the lack of cooperation.
C.Add the lack of team communication as a risk in the risk register and monitor the situation.
D.Refer to the lessons learned to understand how other projects handled similar issues.
Solution: A. Conduct face-to-face group meetings to understand what the issues are.
“Conduct face-to-face group meetings to understand what the issues are” is the correct choice as, to have effective results and improve the customer satisfaction, project manager should work continuously on nurturing team members, by listening to their comments and giving feedback regularly. This will help understand what’s going on.
“Refer to the lessons learned…” appears to be an option but this will not give a solution to the situation as the context is different.
“Add the lack of team communication…” could be one of the steps the Project Manager would be doing but this not going to help grow the team members.
“Notify the project…” is not going to help improve the 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//22/299 [Item Grow team members- Provide feedback ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.4/ [Item]
Question
During a meeting, a team member on a construction project presents a proposal to the project manager. The proposal states that dividing the project into two phases will mitigate the risk of delays. The first phase would result in a minimum viable product (MVP) that would provide the client with early benefits. This would limit the extent of the damages and other cost overruns by 90%.
What should the project manager do next?
A.Conduct a feasibility study to assess the risks and benefits of the proposal.
B.Reject the proposal and continue with the project as initially planned.
C.Instruct the team to implement the proposed changes without further review.
D.Discuss the proposal with the client and other stakeholders to get their input.
Solution: D. Discuss the proposal with the client and other stakeholders to get their input.
After receiving the proposal from the team member, the project manager should discuss the proposal with the client and other stakeholders to get their input. It is important to involve the client and stakeholders in the decision-making process to ensure that their needs and expectations are met. By discussing the proposal with the client and other stakeholders, the project manager can get their feedback, identify any potential risks or challenges, and make a decision that is supported by the stakeholders.
The other answer choices are incorrect.
Implementing or rejecting the proposal without further consideration is premature, risky, and could negatively impact the project. These options are not informed decisions and do not allow the project manager to get input from the people most affected by the decision.
Conducting a feasibility study will be helpful at some point, but involving stakeholders early in the process can provide valuable insights and input that can inform the feasibility study.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Project Decisions/Chapter 1, Project Decision Analysis [Item https://learning.oreilly.com/library/view/project-decisions/9781567263923/]
The Standard for Project Management (2021) PMI /// [3.7 TAILOR BASED ON CONTEXT]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.1.1 STAKEHOLDER ENGAGEMENT] [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
While planning a global solution delivery in a multinational organization, the project manager and team drafted all work items and defined the priorities and methodologies for implementation. During one of the daily meetings, a team member expresses concern about the compliance of the technology being used and proposes an alternative that is more aligned with the data privacy policies of the country.
What should the project manager do first?
A.Ask the architecture owner to assess the team member’s proposal and evaluate the compliance concerns.
B.Assess the validity of the concern and evaluate the compliance of the current and newly proposed technology.
C.Meet with the customer and ask if they would be comfortable implementing the newly proposed technology.
D.Get support from the information technology (IT) department regarding the feasibility of the new technology.
Solution: B. Assess the validity of the concern and evaluate the compliance of the current and proposed technology.
The project manager should assess the validity of the team member’s concern and evaluate the compliance of the current and proposed technology with the data privacy policies of the country. This will ensure that the project is aligned with the organization’s goals and objectives and that compliance is maintained. Understanding the validity of the concern and compliance implications allows the project manager to make well-informed decisions and properly determine and plan the appropriate next steps.
The other options are incorrect.
Involving the architecture owner may be necessary after the initial assessment and evaluation, but shifts responsibility to the architecture owner.
Asking if the customer is comfortable implementing the newly proposed technology is premature.
Involving the IT department focuses solely on technical feasibility, overlooking legal or data privacy compliance.
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//8/127 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
A project manager is assigned a complex project with significant legal, regulatory, and contractual requirements. However, these requirements have not yet been defined or finalized. Concerns exist regarding a delay in completing these requirements.
What should the project manager do?
A.Focus on the project deliverables instead as it is not the project manager’s responsibility to fulfill these requirements.
B.Contact the product owner and highlight the project risks related to the delay in fulfilling these requirements on time.
C.Meet with the product owner and the legal department to review the project status and the progress in defining these requirements.
D.Delay the finalization of the legal, regulatory, and contractual requirements until the end of the project, and before the go-live date.
Solution: C. Meet with the product owner and the legal department to review the project status and the progress in defining these requirements.
Meeting with the product owner and the company’s legal department is the best choice because it allows the project manager to emphasize the importance of finalizing these requirements and ensures that all parties understand the impacts the delay has on the project. Regulatory agencies or statutes may require specific planning documents before granting authorization to proceed or to secure approval to release the project deliverable into the market.
Focusing on project deliverables is incorrect because ignoring legal and regulatory requirements can lead to significant risks and potential failure. Legal, regulatory, and contractual requirements are integral to project success and can drastically impact and shape project deliverables.
Contacting the product owner is not the best choice because it is not sufficient and highlighting the risks does not ensure a satisfactory resolution.
Delaying the finalization of the legal, regulatory, and contractual requirements is inappropriate. It is crucial to address these requirements up front to ensure compliance, feasibility, and comprehensive risk management planning.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 6 - Product Owner and the Daily Scrum. book: The Professional Product Owner: Leveraging Scrum as a Competitive Advantage, First Edition/ [Item]
PMBOK Guide Seventh Edition (2022) ///[2.4.2 EXTERNAL ENVIRONMENT] [2.4.2 PLANNING VARIABLES]
Question
During the testing phase of a project, a team member finds that some requirements were not met. If the project now adds work to meet the requirements, it may cause a large time and cost overrun.
What should the project manager do first?
A.Escalate the issue to top management.
B.Perform an impact analysis.
C.Call for a stakeholder meeting.
D.Update the risk register.
Solution: B. Perform an impact analysis.
The project manager should first assess the impact of requirements not being met, and then decide on a course of action. It is too soon to notify management or call a stakeholder meeting; the impacts need to be assessed first, before “sounding the alarm.” Likewise, the impact analysis would be an input into updating the risk register.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Effective Project Management, 8th Edition Author : Robert K. Wysocki/Chapter 5: What are Project Management Process Groups [Item https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c05.xhtml
heading: Monitoring Requirement Change Requests]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11/449 [Item]
Question
The lead sales manager and team are unable to submit a project status report on time for the new sales report integration project. Additionally, the report does not meet the expectations highlighted in the group review meetings.
What should the project manager do first?
A.Evaluate the team’s understanding of the action plan by requesting their feedback.
B.Confirm the plan is documented and shared among the team and stakeholders.
C.Increase the frequency of the team meetings for the status report submission.
D.Ensure that team members are provided with more time to deliberate and plan.
Solution: A. Evaluate the team’s understanding of the action plan by requesting their feedback.
The project manager should consider evaluating the team’s understanding of the action plan by requesting their feedback first. This will help the project manager identify any gaps in the team’s understanding of the plan and address them before moving forward. It will also help to ensure that the team is aligned with the project goals and expectations. Once the team’s understanding is evaluated, the project manager can then confirm that the plan is documented and shared among the team and stakeholders, increase the frequency of team meetings, and provide additional time for deliberation and planning if necessary.
The other answer choices are incorrect. They propose the project manager take action without fully understanding the root cause of the team member’s confusion and delay. Confirming the plan is documented and shared among the team and stakeholders are not the main issue here. The team already has the plan, but they are not understanding it. Increasing the frequency of the team meetings for the status report submission may help to improve the timeliness of the reports, but it will not necessarily improve the quality of the reports. Ensuring that team members are provided with more time to deliberate and the plan is not the most efficient solution.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//8/ [Item Monitoring Implementation and Measuring Effectiveness]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10.1/ [Item Plan Communications Management]
Question
A project is currently behind schedule when a new team member, known for their high performance, is assigned to the team. While assessing the new team member, the project manager realizes that the individual lacks training for the specific project but has the skills and relevant experience to join the team.
What should the project manager do?
A.Ensure that the team member receives training before joining the team.
B.Assign the new team member to critical activities under close monitoring while they receive training.
C.Assign the new team member to noncritical activities without close monitoring while training is provided.
D.Decline the addition of the new team member to the team.
Solution: C. Assign the new team member to noncritical activities without close monitoring while training is provided.
The project manager should assign the new team member to noncritical activities without close monitoring while training is provided. This will allow the team member to gain the necessary training and experience while also contributing to the project in a way that does not put critical activities at risk.
The other options are incorrect.
Ensuring that the team member is trained before entering the team suggests delaying the team member’s contribution until training is complete. In a situation where the project is behind schedule, waiting for training may not be the most efficient option.
Once the team member has received sufficient training and demonstrated competence, they can then be assigned to critical activities under close monitoring.
Declining the addition of the new team member to the team would not be the best course of action if they have the skills and relevant experience to contribute to the project.
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, 3rd Edition (No Date) Tom Kendrick//26/ [Item Capture project resource plans…]
Question
A project manager observes that team members are not collaborating or being proactive. What should the project manager have done at the beginning of the project to achieve a better project environment?
A.Conducted an assessment of team dynamics.
B.Assigned all tasks at the beginning of the project.
C.Facilitated additional team meetings.
D.Split the project into more iterations.
Solution: A. Conducted an assessment of team dynamics.
Conducting an assessment of team dynamics at the beginning of a project can help the project manager understand the strengths and weaknesses of the team and identify any potential issues that may arise during the project. This can help the project manager create a better project environment by addressing any issues early on and promoting collaboration and proactivity among team members.
The other options are incorrect.
Assigning all tasks at the beginning of the project, holding additional team meetings, or splitting the project into more iterations do not address the root cause of the lack of collaboration and proactivity.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //5/ [Item The Corporate Culture Survival Guide: Edgar H. Schein]
| O’Reilly Platform (No Date) //Mid-night lunch/S.Caldicott/ch1/n/a [Item]
Question
While validating deliverables, a project manager realizes that one of the project team members used an older version of the scope definition document, causing substantial errors. What should the project manager do to manage this situation?
A.Discuss the latest deliverables during the next meeting.
B.Update the project document register.
C.Perform a change control process.
D.Share the updated scope definition document with the team.
Solution: C. Perform a change control process.
A change control process should be initiated to document the issue, assess its impact, determine necessary corrective actions, and implement those actions. This will help to ensure that the project remains on track and that the deliverables meet the requirements of the latest scope definition document. Performing a change control process ensures that the issue is formally addressed and corrected in a structured manner.
The other options are incorrect.
Discussing the latest deliverables during the next meeting may not be sufficient in this case. The use of an outdated scope definition document caused substantial errors, and a more formalized change control process is needed to correct this.
Updating the project document register without going through a proper change control process may not ensure that the issue is adequately addressed. Updating the project document register is only one part of the change control process.
Sharing the updated scope definition document with the team should be done as a part of the change control process after the issue has been properly assessed and corrected. Sharing the document alone without addressing the root cause through a formal process may not be sufficient.
This question and rationale were developed in reference to:
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//12/Plan Quality Management
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.4.7 CHANGES]
Question
A project manager assigned to an existing project finds that the deliverable quality has been inconsistent. The project manager finds that the team is not adhering to the development standards.
What practice should the project manager employ to ensure higher quality?
A.Perform a full inspection since there is no margin for error.
B.Introduce sampling as a cost-effective and time-efficient way to ensure quality.
C.Implement a continuous improvement process to ensure consistent outcomes.
D.Add a unit of work for a specific period of time to prove the solution is viable.
Solution: C. Implement a continuous improvement process to ensure consistent outcomes.
The project manager should implement a continuous improvement process to ensure adherence to processes and improve quality over time.
The other answer choices are incorrect. Doing a full inspection will be costly and it does not help to ensure higher quality; sampling may help ensure quality, but continuous improvement will be more effective; adding a unit of work for a specific period of time may help in resolving the issue, it does not help ensure higher quality moving forward.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Appendix X5/681 [Item]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//21.4 Continuous Improvement/Loc 28268 [Item]
Question
The quality management plan (QMP) calls for regression testing before each product release, but these tests were not included in the work breakdown structure (WBS).
What should the project manager do first?
A.Submit a change request to add regression testing work packages to the project scope.
B.Request extra test resources from the quality assurance functional manager.
C.Suggest to the project client that regression testing be removed from the quality requirements.
D.Seek approval from the project sponsor to remove regression testing from the QMP.
Solution: A. Submit a change request to add regression testing work packages to the project scope.
The quality management plan (QMP) drives the quality management processes and regression testing is a part of the QMP. Hence the project manager should submit a change request to add regression testing work packages to the project scope.
The other answer choices are incorrect. Requesting extra test resources is something the project manager will do after the change request for the regression testing work packages is approved. Hence this option is not the appropriate answer. Removing regression testing from the quality requirements and QMP is not the right thing to do as it will decrease the quality of the project.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.6/115 [Item]
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//12 Project Baselines / Performance measures./ [Item]
Question
An agile team consistently delivers features on time but recently identified a significant architecture gap leading to rework.
Which agile practice should the project manager use to address this issue?
A.Increment planning
B.Team retrospective
C.Demonstration to stakeholders
D.Daily standup
Solution: B. Team retrospective
In this scenario, the team needs to collectively analyze and address the root cause of the architecture gap to prevent future rework and ensure sustainable delivery. There will be open discussion, reflection on recent practices, and identification of areas for improvement, making it ideal for addressing the identified architecture gap.
The other answer choices are incorrect. The daily standup wouldn’t provide enough time and depth for a thorough analysis. Demonstration to stakeholders doesn’t directly address the team’s internal issues. Increment planning focuses on defining work for the next iteration, not necessarily addressing past problems.
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//23/344 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.1/51
PMBOK 6 - Chapter 13: Agile Project Management: This chapter outlines various agile practices, including retrospectives.
Question
At the first meeting about a road construction project, the project manager reminds the team of the importance of observing all rules when carrying out their duties and interacting with stakeholders. Later in the project, team members start coming to meetings late and do not follow other ground rules.
To ensure the project outcomes and schedule are not affected, what should the project manager do next?
A.Address the issue with the specific team members who violated the ground rules.
B.Remove the team members who violated the ground rules.
C.Promote all team members who do not violate any ground rules.
D.Allow the team to investigate any team members who violate the ground rules.
Solution: A. Address the issue with the specific team members who violated the ground rules.
Conflict should be addressed first and usually in private, using a direct, collaborative approach. It’s important for the project manager to be firm but also understanding and to work with the team members to find solutions to any issues that may be causing them to violate the ground rules.
The other answer choices are incorrect. They do not promote a healthy team spirit. If disruptive conflict continues, formal procedures may be used, including disciplinary actions.
Removing team members who violated the ground rules or promoting all team members who do not violate any ground rules are not appropriate or effective solutions. Allowing the team to investigate any team members who violate the ground rules can create a negative and divisive team environment.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.2 PROJECT TEAM CULTURE]
The Agile Practice Guide (No Date) PMI/PMI/5/50 [Item Ground rules.]
Question
While attending a governance meeting with upper management, a project manager is verbally informed about an impending external audit of selected projects. The audit will enable the organization to maintain its quality certification.
What should the project manager do first to prepare for the audit?
A.Update all relevant project documentation with the current status of the project.
B.Put the project on hold to ensure full compliance with the auditing process.
C.Contact the auditors to understand the scope and requirements of the audit.
D.Meet with the team and inform them of the scope and requirements of the audit.
Solution: C. Contact the auditors to understand the scope and requirements of the audit.
The first thing the project manager should do to prepare for the audit is to contact the auditors to understand the scope and requirements of the audit. The project manager needs to understand the audit process and prepare properly to ensure that the audit is successful. With proper planning, a project manager can continue to focus on the project and use the audit results to address any identified issues.
The other answer choices are not the most appropriate initial steps.
It is crucial to first understand the specific requirements of the audit to ensure that the effort is focused on areas critical to the audit. Updating project documentation, meeting with the team, and ensuring compliance with the auditing process are important steps in audit preparation but should be considered within the framework of the specific audit requirements. It’s more effective to tailor the documentation updates based on the audit scope and requirements, ensuring that the effort is focused on areas critical to the audit. The project manager does not have to put the project on hold for the audit, as this will adversely affect the project delivery plan.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
| Project Management: A Managerial Approach, 8th Edition (No Date) Jack R. Meredith and Samuel J. Mantel Jr.//Chapter 12.2
Question
A project team has completed project deliverables, but the project manager would like to evaluate whether the project has delivered the intended value to the sponsor.
What is the most appropriate factor for the project manager to evaluate?
A.The alignment of the achieved deliverable against the sponsor’s expectations.
B.Whether the project’s deliverables maximized potential income for the sponsor.
C.Whether delivery performance variances were within the sponsor’s thresholds.
D.The project’s overall adherence to scope, time, and budget constraints.
Solution: A. The alignment of the achieved deliverable against the sponsor’s expectations.
The most appropriate factor for the project manager to evaluate is the alignment of all achieved deliverables against the expected deliverables. This will help ensure that the project has met the sponsor’s expectations and delivered the intended value. It is important for project managers to continuously monitor the work being done to ensure it remains optimally aligned with the benefits that need to be achieved.
The other options are incorrect.
Whether the project’s deliverables maximized potential income may be a factor to evaluate, but on its own does not necessarily indicate value delivery. Income potential is not always the primary objective, value delivery can be based on a variety of objectives, not just financial gains.
Confirming that delivery performance variances are within the sponsor’s thresholds focuses more on managing variances rather than assessing the value delivered to the sponsor.
The project’s overall adherence to scope, time, and budget constraints may not be the primary measure of value to the sponsor.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits by Harvey A. Levine; Max Wideman/Purpose and Types of Projects [Item]
PMBOK Guide Seventh Edition (2022) /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
During a project planning session, the project manager is trying to define a release plan to achieve consistent value delivery and customer buy-in. A senior stakeholder suggests having a release at the end of the project to make sure the customer sees all of the product features at once.
What should the project manager do?
A.Ask the project team to propose a release schedule based on the complexity of specific product features.
B.Recommend three releases with one at the beginning, one in the middle, and one at the end of the project.
C.Create release plans for each time a product feature is delivered to conduct quality testing and reviews.
D.Propose that the product be delivered over the course of multiple iterations to gather customer feedback.
Solution: D. Propose that the product be delivered over the course of multiple iterations to gather customer feedback.
The project manager should propose that the product be delivered over the course of multiple iterations to gather customer feedback. Iterative delivery is an approach where a project is divided into smaller pieces and delivered more frequently with a regular stream of feedback. This approach enhances project delivery success and enables project teams to deliver a steady flow of value. Iterative delivery allows for the product to be refined and improved based on customer input, rather than waiting until the end of the project to unveil all features at once. It also helps to mitigate the risk of delivering a product that does not meet the customer’s needs or expectations.
The other answer choices are incorrect.
Release schedules should be developed based on customer needs and business value, not on product feature complexity. Scheduling releases based on complexity focuses more on the team’s preferences without considering customer involvement.
Planning three releases lacks flexibility and may be too infrequent to be effective. The releases are based on schedule, rather than being strategically aligned with specific deliverables and expectations.
Creating release plans based on the completion of individual features may be redundant and could cause delays and disrupt workflow. This option also excludes the customer from the process.
This question and rationale were developed in reference to:
The Professional Product Owner: Leveraging Scrum as a Competitive Advantage, 1st Edition (No Date) Don McGreal and Ralph Jocham//3/ [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN] [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
A project is estimated to have a total of 250 story points. The team planned 40 story points for each iteration and delivered 40, 10, 20, and 15 story points in the first four iterations.
What should the project manager do?
A.Reassign undelivered tasks to team members to complete during the next iteration.
B.Work with team members to adjust the planned story points for the next iterations.
C.Remove the features that cannot be delivered from the product backlog and update the customer.
D.Negotiate with the customer for an extension of the deliverables due to holiday schedules.
Solution: B. Work with team members to adjust the planned story points for the next iterations.
The project manager should work with team members to adjust the planned story points for the next iterations. Based on the four iterations the team’s average is 21 story points per iteration but the team planned 40 story points for each iteration. There is an inconsistency between initial estimations and actual performance. Hence, the project manager needs to be practical in planning the story points per iteration.
The other answer choices are incorrect. Reassigning undelivered tasks to team members to complete during the next iteration is wrong because the project manager does not assign tasks, the team is self-organizing. Removing features should be a last resort and should be done in collaboration with the customer. Negotiating an extension of the deliverables due to holiday schedules doesn’t address the core problem.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //71/ [Item https://learning.oreilly.com/library/view/great-big-agile/9781484242063/html/470826_1_En_71_Chapter.xhtml]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.6 PLANNING FOR ITERATION BASED AGILE/55 [Item]
Question
During an iteration, a key project team member announces their resignation. The project manager realizes that one of the product features will be impacted by the resignation.
What should the project manager do to address this situation?
A.Submit a change request to modify the delivery date based on this unexpected situation.
B.Request that human resources (HR) retain the team member until the end of the project.
C.Accelerate knowledge sharing with the cross-functional team to ensure that this situation is understood.
D.Discuss the situation with the product owner and determine if resources should be added to the team.
Solution: D. Discuss the situation with the product owner and determine if resources should be added to the team.
The team member’s resignation could impact the project schedule, budget, and scope. The project manager should meet with the product owner to discuss the situation and plan a path forward.
Submitting a change request to extend the delivery date may be necessary, but the project manager should first try to mitigate the impact of the resignation without delaying the project.
Asking HR to retain the team member is not realistic or ethical.
Accelerating knowledge sharing is important, but it is not enough to address the underlying issue of the team’s lack of capacity.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/31/ [Item Issue Management chapter - Establish Issue Management Process]
Question
Members of an agile team are struggling. While there is trust among the team members, the majority of team decisions are made by a few of the more experienced team members.
What should the project manager do in order to enable a high-performing team?
A.Discourage the experienced team members from speaking first, allowing others to offer ideas.
B.Facilitate meetings to ensure that all team members take part in team decisions.
C.Coach the team to ensure all members offer ideas and team consensus is achieved.
D.Raise the issue in a retrospective and have the team formalize new team agreements.
Solution: C. Coach the team to ensure all members offer ideas and team consensus is achieved.
The project manager should act as a servant leader and coach the team to resolve this issue. Coaching the team on how to make decisions fairly and how to reach consensus will promote collaborative and inclusive communication. It empowers team members to contribute their ideas, take ownership, and make decisions collectively.
The other options are incorrect.
Discouraging team members from speaking is dismissive and can lead to low morale, resentment, and suboptimal outcomes. The project manager should value the contributions of all team members, regardless of their experience level.
Facilitating meetings is incorrect because agile teams are meant to be self-organizing and daily standup meetings are typically run by the team. The project manager should support the team’s autonomy by passing appropriate decision-making opportunities to project team members.
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 - Grow team Members/299 [Item]
Coaching Agile Teams (00/00/0000) Lyssa Adkins//2/27 [Item]
PMBOK Guide Seventh Edition (2022) PMI /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
Two project managers are working on resourcing their respective projects. Both project managers identified the same subject matter expert (SME) as being beneficial to their project. Project A is using a predictive approach and Project B is using an agile approach.
To which project should the SME be allocated?
A.The SME should be assigned to Project A because project planning was based on the support of the SME.
B.The SME should be assigned to Project B because success in an agile project is determined by technical excellence.
C.The SME should be assigned to the project with the less experienced project manager to improve the likelihood of success.
D.The SME should be assigned to Project B because agile approaches prioritize flexibility and adaptability.
Solution: D. The SME should be assigned to Project B because agile approaches prioritize flexibility and adaptability.
In this scenario, the SME should be allocated to Project B, which is using an agile approach. This is because agile approaches prioritize flexibility and adaptability, which means that having a critical SME on the team can help the team respond to changing requirements and adjust their approach as needed. In contrast, predictive approaches rely on detailed planning and may not be as well-suited to incorporating new information or adapting to changes. It’s important to note that this decision may also depend on other factors, such as the specific skills and expertise of the SME and the needs of each project. However, in general, an agile approach may be better suited to leveraging the expertise of a critical SME.
The other options are incorrect.
The decision should be based on the most appropriate application of the SME’s skills, not on assumptions or experience.
The SME may not be a technological expert and the project may not be centered around technological excellence.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/14/Hybrid Project Management Framework [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.3 DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN]
The Standard for Project Management (2021) PMI /// [3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT]
Question
A project manager is assigned to a top innovation project that has high visibility with the company executives. Recently, one of the project requirements changed and requires the use of new and innovative technology. The change requires the creation of a new position to be filled by someone familiar with the new technology. During a status meeting, a current team member expresses interest in the new role and confirms they are certified in this new technology.
What should the project manager do?
A.Reassign the team member to the task to support their growth at the organization, and acquire a resource to replace the team member’s old role.
B.Ask the team member to continue the current job assignment while also taking on the new assignment as time allows.
C.Escalate the request to the project sponsor in order to determine if the team member can be assigned to the new assignment.
D.Hire a new team member and ask the existing team member to provide the training needed for the new team member to obtain certification.
Solution: A. Reassign the team member to the task to support their growth at the organization, and acquire a resource to replace the team member’s old role.
The project manager should reassign the team member to the new role to support their growth at the organization and acquire a resource to replace the team member’s old role. This will not only help the team member develop their skills and knowledge but also ensure that the project has the necessary expertise to successfully implement the new technology.
The other options are incorrect.
Asking the team member to perform both roles is unreasonable, and dividing attention will cause a decrease in quality and efficiency. As the position has been created in response to the requirement change, the role must be filled just as any other open role would.
Escalating the request is not an immediate way to address the issue and is not appropriate in this case. Managing the project team falls within the authority of the project manager, so they do not need to escalate the decision.
Hiring a new resource and asking the team member to provide training for the new hire is not efficient and arbitrarily blocks the team member from the opportunity to advance. The team member is interested in the role and already has the required training. The new technology requires a team member who is certified, hence hiring someone who is not certified or experienced is not appropriate. It also adds to the existing team member’s responsibilities, ignores their qualifications, and could cause conflict and lead to low morale.
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//22/305 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/3/34 [Item]
Question
A company initiated a project to build a new hydropower plant. Analysis was performed to determine regulatory, safety, and security compliance requirements. After the analysis, it was apparent that some elements necessary to achieve compliance may be difficult and expensive to implement. Stakeholders are concerned about the added cost and complexity and have differing opinions on the importance of compliance and its potential implications.
What should the project manager do?
A.Meet with the stakeholders and emphasize the importance of compliance and the costs of non-compliance.
B.Review the stakeholder register and determine which stakeholders have the highest authority and influence.
C.Escalate the compliance concerns and the disparity between stakeholder opinions to the project sponsor.
D.Identify compliance requirements that can be excluded in order to align with stakeholder expectations.
Solution: A. Meet with the stakeholders and emphasize the importance of compliance and the costs of non-compliance.
Stakeholders must understand the importance of compliance and the risks of non-compliance. Compliance is important because it ensures that an organization is following laws, regulations, and standards that are relevant to its operations. Compliance helps organizations avoid penalties and fines, and maintain their reputation and credibility. Failure to comply with requirements can result in legal and financial consequences and damage to the organization’s reputation. Compliance also helps organizations operate more efficiently and effectively by identifying and mitigating risks, improving processes and procedures, and promoting ethical behavior.
The other options are incorrect.
Stakeholder authority and influence are important but do not directly address the issue of differing opinions and the implications associated with compliance.
Escalating concerns to the sponsor should only be considered if a sufficient understanding of compliance and stakeholder alignment cannot be achieved.
Excluding compliance requirements is unacceptable, and compliance should never be overlooked or ignored.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Chapter 5. PROJECT STAKEHOLDER MANAGEMENT/ [Item Project Stakeholder Management was introduced in PMBOK® Fifth Edition. It covers stakeholder identification, planning, management, and control. ]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
A project manager calls a meeting to identify risks for a complicated project. Several subject matter experts are invited to this meeting along with the project team.
Why has the project manager invited the subject matter experts?
A. Subject matter experts have specialized expertise and can help identify and address high-risk issues.
B.Identifying risks in a meeting with subject matter experts makes getting better project resources easier.
C.Risks will be easier to accept if the subject matter experts who attended the meeting work together.
D.The project manager can leverage subject matter experts’ resources to follow up on the identified risks.
Solution: A. Subject matter experts have specialized expertise and can help identify and address high-risk issues.
Subject matter experts are invited to the meeting because they provide functional expertise that will help to quickly identify high-risk areas. Expert judgment is the contribution provided to risk identification based on expertise in a subject area, industry segment, organizational processes, etc.
The other answer choices are incorrect because the meeting was called to identify risks, not what may happen after the risk has been identified. When subject matter experts assist in identifying risks, they do not typically provide resources beyond their expertise. The participation of subject matter experts does not necessarily make risks easier to accept nor does it ensure that better resources will be secured.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
| Project management: A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/4.10/Location 5980 [Item]
Question
A serious quality issue has been identified during the implementation of a major public infrastructure project. The issue is likely to cause a substantial delay to the committed project completion date. As the project manager, what should you do?
A.Ignore the issue and hope that it does not cause a substantial delay to the completion date.
B.Delay the project until the newly identified quality issue can be completely resolved.
C.Implement a strategy to address the newly identified issue without notifying the stakeholders.
D.Meet with the project team and stakeholders to discuss the issue and possible solutions.
Solution: D. Meet with the project team and stakeholders to discuss the issue and possible solutions.
Holding a meeting with the project team and stakeholders allows the project manager to get everyone on the same page about the issue. It also allows them to discuss the possible solutions and come up with a plan of action that everyone agrees on. This is the best way to ensure that the issue is resolved in a timely and efficient manner.
The other answer choices are incorrect. Ignoring the issue is not a viable option because the issue is likely to have a significant impact on the project. Ignoring it will only make the problem worse. The project team and stakeholders should all be aware of any newly identified issues that could have substantial negative impacts. Delaying the project until the issue is fixed is incorrect because it will likely cause additional costs and delays. The project manager should meet with the project team and relevant stakeholders before making a decision. Fixing the issue without notifying the stakeholders is not an ethical option and it could damage the project manager’s credibility. The project manager should be transparent with the stakeholders about the issue and the plan to fix it.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [3.9 NAVIGATE COMPLEXITY] [3.11 EMBRACE ADAPTABILITY AND RESILIENCY]
Question
A project is in the implementation phase. A new project manager discovers that the team members have no previous experience with the technology used for the project. However, there are several functional managers that have experience with the technology.
What should the project manager do first to ensure the successful performance of the team?
A.Ask functional managers to act as mentors or coaches for the team.
B.Request that the sponsor substitute experienced team members.
C.Identify the risks associated with team members’ inexperience.
D.Develop status reports to monitor the team’s skills and competencies.
Solution: A. Ask functional managers to act as mentors or coaches for the team.
The project manager should ask functional managers to act as mentors or coaches for the team. This will help the team members gain the necessary knowledge and skills to successfully complete the project. It is important to make sure team members understand and can fulfill their roles and responsibilities. The project manager should focus on building a strong team by providing the necessary support and resources to address knowledge gaps through mentoring or coaching. By engaging the functional managers, the project manager can help ensure knowledge transfer and learning throughout the project.
The other options are incorrect.
Requesting substitute team members may not be feasible, especially since the project is in the implementation phase.
Identifying the risks associated with the knowledge gaps is important, but does not proactively address the need to ensure the successful performance of the team.
Developing status reports to monitor team skills and competencies does not address the issue of insufficient experience with the technology.
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//Section 5. 22/300 [Item]
| O’Reilly Platform (No Date) //6/ [Item Book: Developing Strengths-Based Project Teams Process: Cultivating a Strengths-Based Project Team]
Question
Company A is moving from a predictive approach to an agile one. After the second incremental release of project X, the product owner expresses disappointment with the prototype results and wants to escalate the project to upper management and request a new team. Because of this, the team members start blaming each other and the new agile approach for the product owner’s perception of the project.
How should the project manager resolve the team’s differences?
A.Follow the conflict resolution process documented in the project charter.
B.Use retrospective sessions to allow the team to determine the cause of the dispute.
C.Revisit the project vision with the team to ensure that the project goal is understood.
D.Review the definition of done (DoD) with the product owner and determine the cause of the gap.
Solution: B. Use retrospective sessions to allow the team to determine the cause of the dispute.
In a retrospective, the team reviews what happened during the iteration and determines improvements for moving forward.
The other answer choices are incorrect. Conflict resolution is not defined in the project charter. Revisiting the project vision will not help resolve the differences with the product owner. Reviewing only the “definition of done” with the product owner may be helpful, but may be too narrow to encompass their concerns.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6 RULES/GUIDELINES/ [Item Book: The DNA of Strategy Execution]
| The Agile Practice Guide (No Date) PMI/PMI/Annex A1 Table A1-2/93 [Item]
Question
At the end of a large project, the stakeholders realize that the achieved benefits are not the same as the expected benefits. Which item, if poorly defined at the start of the project, could have led to this issue?
A.Requirements documentation
B.Project scope
C.Business case
D.Benefits metrics
Solution: D. Benefits metrics
To detect that the benefits are achieved, there must be a metric monitoring in order to make sure that the benefits are being accomplished during the project life cycle.
This question and rationale were developed in reference to:
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//9/ [Item Ensure that project vision, goals, objectives, and benefits are clear to all stakeholders.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/1.2.6.2/33 [Item]
Question
A project manager communicates with a key stakeholder via phone calls only, as indicated in the communication management plan. Three weeks into the execution of a project, the project manager begins receiving an increasing amount of redundant ad-hoc communication requests from that stakeholder.
How should the project manager address this issue?
A.Continue with phone call communication as it has been effective so far.
B.Meet with the stakeholder to discuss their communication needs and expectations.
C.Send an email to the stakeholder requesting a change in communication approach.
D.Assign a team member to act as a liaison between the project manager and the stakeholder.
Solution: B. Meet with the stakeholder to discuss their communication needs and expectations.
An abundance of ad hoc communication requests may indicate that the communication planning was not sufficient to meet stakeholder needs.
Meeting with the stakeholder to discuss their communication needs and expectations is the best course of action. By meeting with the stakeholder, the project manager can understand why they are making so many requests and come up with a communication plan that meets their needs. This will help reduce the number of redundant requests and improve the overall communication between the project manager and the stakeholder.
The other answer choices are not as effective because they do not address the root of the problem.
Continuing with phone call communication is incorrect because the stakeholder is making redundant ad hoc requests which indicates that the stakeholder’s needs are not being met via calls alone.
Sending an email to request a different communication approach is incorrect because it is not as effective as meeting with the stakeholder in person. An email may not provide the necessary depth of communication to resolve the issue, and it doesn’t directly address the stakeholder’s preferences.
Assigning a team member as a liaison doesn’t directly involve the project manager in resolving the communication issue with the stakeholder, which is their responsibility as the project manager.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh//Managing project communications/ [Item Project communications management plans]
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT]
Question
A project manager is leading a project to deliver a new product in a heavily regulated industry and must prioritize quality management practices. The project manager is considering the management of quality improvements.
What should the project manager emphasize to ensure focus on managing quality improvements?
A.Prioritize rapid product release and analyze consumer feedback to identify and execute the necessary quality improvements.
B.Implement a strategy of frequent quality audits and product defect tracking to identify and address any quality issues.
C.Streamline quality and compliance practices by delegating responsibility for quality control to a designated team member.
D.Establish clear quality metrics and targets for each project stage to ensure compliance with regulatory quality standards.
Solution: D. Establish clear quality metrics and targets for each project stage to ensure compliance with regulatory quality standards.
The project manager should emphasize the establishment of clear quality metrics and targets for each project stage to ensure compliance with regulatory quality standards in order to focus on managing quality improvements. This is a proactive approach that provides a structured framework for managing and improving quality throughout the project.
Setting clear metrics and targets will help to measure the effectiveness of the project management processes and identify areas for improvement.
The other options are incorrect.
Prioritizing rapid product release without clear quality metrics can compromise quality which is not acceptable in a highly regulated industry.
Frequent quality audits and default tracking are helpful when paired with clear quality metrics and targets. Establishing clear metrics in advance provides a more proactive and systematic approach.
Delegating responsibility without clear quality metrics and targets is not sufficient.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/87/ [Item]
Question
As part of a project deliverable, a project manager demonstrates how to use one of the products to a subset of a client’s employees through a 30-minute virtual conference call. The client’s employees complain that a two-day workshop would have been more effective for training.
What should the project manager have done to prevent this complaint?
A.Assessed the training needs of the client’s employees.
B.Included this risk in the risk management plan.
C.Provided a contingency reserve for additional training.
D.Developed an asynchronous training plan.
Solution: A. Assessed the training needs of the client’s employees.
The best way to prevent a complaint about the training method is to assess the training needs of the client employees and develop a training plan that meets their needs. This includes considering the level of knowledge and experience of the employees, the complexity of the product, and the desired outcomes of the training. If the project manager had assessed the training needs of the client employees, they may have realized that a two-day workshop would have been more effective.
The other answer choices are not directly related to preventing complaints about the training method. Including this risk in the risk management plan is a good practice, but it would not have prevented the complaint. The risk management plan is used to identify and mitigate risks, but it cannot predict the future. Providing a contingency reserve for additional training is also a good practice, but it would not have prevented the complaint. The contingency reserve is used to cover unexpected costs, but it cannot change the training method that has already been chosen. Developing an asynchronous training plan is not necessarily more effective than a synchronous training method. The project manager should focus on developing a training plan that meets the needs of the client employees, regardless of the training method.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) /187 [Section 4: Models, Methods and Artifacts, 4.6.3 Plans]
Question
A company is about to start a project in a remote place known for extreme weather. It was agreed to implement the project using a predicted, multiphase approach. Each phase is composed of several iterations.
What should the project manager do in the event of extreme weather?
A.Pause work until a specialized team arrives to assess the damage that was done to the site.
B.Consult the initial plans in case of an emergency, then update and follow the corrective procedures.
C.Advise management to reconsider such an investment and the continuity of the project.
D.Stop the iteration, run a retrospective, and move to the next phase of the project.
Solution: B. Consult the initial plans in case of an emergency, then update and follow the corrective procedures.
The correct answer is to consult the initial plans in case of an emergency, then update and follow the corrective procedures.
Planning risk responses is the process of developing options, selecting strategies, and agreeing on actions to address overall project risk exposure, as well as to treat individual project risks.
The other options are incorrect because the first thing that the project manager should do is consult the initial plans. The risk of extreme weather was acknowledged. Pausing work or stopping the iteration may turn out to be the approved risk response, but the project manager must consult the initial plan to determine that. Advising management to reconsider is not an appropriate course of action because those discussions should have occurred prior to starting the project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7.1.4/ [Item The Standard for Risk Management in Portfolios, Programs, and Projects, 2019 ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11.5/437 [Item]
Question
In the early stages of team formation, a project manager is unable to focus on the main tasks because team members are constantly asking for help to resolve conflicts regarding the interpretation of the client’s requirements.
What should the project manager do?
A.Empower the team to resolve conflicts among themselves.
B.Spend time resolving these conflicts with the team.
C.Use the conflict resolution committee to help resolve these conflicts.
D.Escalate the conflicts to the program manager.
Solution: A. Empower the team to resolve conflicts among themselves.
The project manager should first empower the team to resolve conflicts among themselves. This is because the team members are the closest to the work and have the most expertise on the client’s requirements. Empowering the team to resolve conflicts will help them to develop their problem-solving and communication skills. It will also free up the project manager’s time so that they can focus on the main tasks of the project.
The other answer choices are incorrect. Spending time resolving these conflicts with the team may be necessary if the team is unable to resolve the conflicts themselves. However, it is important to empower the team to resolve conflicts as much as possible. Using the conflict resolution committee to help resolve these conflicts may be necessary if the team is unable to resolve the conflicts themselves and the project manager is unable to help them resolve the conflicts. However, it is important to note that the conflict resolution committee is typically used for more serious conflicts. Escalating the conflicts to the program manager should be a last resort. It is important for the project manager to try to resolve the conflicts themselves and to empower the team to resolve conflicts among themselves.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 166 [Section 4: Models, Methods and Artifacts, 4.2.6.1]
Question
A project manager is leading a hybrid project with a self-organizing team. The team is unable to agree on the scope for the next increment.
How should the project manager resolve this issue?
A.Facilitate a team discussion to understand why the team is unable to agree on the scope for the next increment.
B.Escalate the issue to the project sponsor so that the risk posed by the disagreements over scope becomes visible.
C.Collaborate with a suitable subject matter expert (SME) to determine the scope for the next increment.
D.Request that the team votes on the options and identify the appropriate scope based on a majority vote.
Solution: A. Facilitate a team discussion to understand why the team is unable to agree on the scope for the next increment.
Facilitating a team discussion will help to identify underlying issues and work towards a mutually agreeable solution. Hybrid teams contribute to the scope determination process by providing input and feedback based on their unique perspectives and expertise. It is important for the project manager to facilitate open communication and collaboration among team members to ensure that everyone’s input is considered and that the scope is aligned with the project goals and objectives. Supporting the team through problem-solving builds a supportive culture and leads to a trusting and collaborative environment.
The other options are incorrect.
Escalating the issue to the sponsor is premature and may not be necessary. The project manager should only escalate the issue if they are unable to resolve the issue with the team.
Relying on SME input can be helpful but may be premature and does not address the underlying issues and concerns. The project manager should seek a resolution before excluding the team and seeking external assistance.
Basing the decision on a majority vote presents a win-lose scenario that ignores the input of part of the team which may lead to low morale and future conflict.
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/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4.2.1.1/35 [Item]
Question
A project team working on a high-priority, change-driven project has repeatedly missed release deadlines. The project manager identifies that this is due to the fact that an experienced team member is assigned to multiple projects and has limited bandwidth.
What should the project manager do?
A.Report the issue to the project sponsor.
B.Adjust the schedule and issue a change request.
C.Discuss this issue with the project team immediately.
D.Evaluate the workload of the experienced team member.
Solution: D. Evaluate the workload of the experienced team member.
The project manager should evaluate the workload of the experienced team member and determine if it is possible to reduce their workload on other projects to allow them to focus more on the high-priority, change-driven project. If reducing their workload is not possible, the project manager should consider bringing in additional resources to support the project. Once this is complete, the project manager should work with the team to prioritize tasks and monitor progress closely to ensure that the release timelines are met.
The other options are incorrect.
Reporting the issue to the project sponsor or adjusting the schedule and issuing a change request may not directly address the root cause of the issue and may not be the most effective solution.
Immediately meeting with the team may be premature or unnecessary at this stage and does not directly address the workload concern.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/5/49 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP] [2.5.3 MAINTAINING PROJECT TEAM FOCUS]
Question
A project is close to completion, and the customer wants to celebrate the success by sharing a business case about the benefits created by the project. The project manager and team feel apprehensive about sharing a business case at this stage.
What is the most appropriate action for the project manager to take?
A.Collaborate with the customer to create a business case highlighting project benefits.
B.Acknowledge the request but emphasize the limitations of a business case at this stage.
C.Refer the customer to the project team for details on the benefits created by the project.
D.Inform the customer that a business case would require additional work and resources.
Solution: B. Acknowledge the request but emphasize the limitations of a business case at this stage.
The most appropriate action for the project manager to take in this situation is to acknowledge the request but emphasize the limitations of a business case at this stage. The project manager should explain that while the project has been successful, it is important to wait until all the benefits have been realized and measured before presenting a business case. This will ensure that the business case is accurate and comprehensive. It is important for the project manager to balance the desire to celebrate the success of the project with the need to ensure that the business case accurately reflects the benefits created by the project. By acknowledging the request and emphasizing the limitations of a business case at this stage, the project manager can manage the expectations of the customer while also ensuring that the project team’s efforts are properly recognized.
The other options are incorrect.
Collaborating in creating a business case at this stage is premature and could lead to inaccurate or incomplete information.
Informing the customer that developing a business case would require significant work and resources focuses on resource constraints and not the practical reasoning behind postponing the creation of a business case.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/CHAPTER 6: How to Scope a TPM Project/ [Item Opt for the direct and measurable benefits to compare against the cost of doing the project and the cost of operating the new process. If the benefits outweigh the costs over the expected life of the project deliverables, senior management may be willing to support the project.]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN] [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
During the planning phase, a project manager is creating the project schedule. The designated project team is finishing an unrelated project, so temporary resources are assigned to assist with planning and task duration estimation. The project team will replace the temporary resources prior to starting the project.
What should the project manager do before the project schedule is finalized?
A.Review the estimates with the designated team.
B.Check the task durations of previous projects.
C.Update duration estimation in the risk register.
D.Request approval from the project sponsor.
Solution: A. Review the estimates with the designated team.
It’s crucial to ensure that task duration estimates are as accurate as possible. The project manager should review the estimates with the designated project team to align expectations, identify discrepancies, and allow necessary adjustments before the project schedule is finalized. By reviewing the estimates with the actual team, the project manager can ensure that the project schedule is realistic and achievable.
The other options are not as effective.
Checking task durations for previous projects may not be helpful because every project is different and may have different challenges and constraints.
Updating the risk register is typically done as part of risk management, not specifically during the scheduling phase. Without confirming realistic estimates, the risk register may not accurately reflect risks.
Requesting approval from the project sponsor should be done after the project schedule has been finalized. The project sponsor may not have the same level of technical expertise as the actual team, so they may not be able to accurately assess the feasibility of the task duration estimates.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Practice Standard for Scheduling]
PMBOK Guide Seventh Edition (2022) /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
During the execution phase of a project, a project team identifies a previously unforeseen risk that could delay the project for several months. What should the project manager do first?
A.Update the risk register.
B.Perform qualitative risk analysis.
C.Update the project sponsors.
D.Plan for additional budget.
Solution: A. Update the risk register.
The project manager should first update the risk register when a previously unforeseen risk is identified during the execution phase of a project. This will help ensure that the risk is properly documented and tracked, and that appropriate risk response strategies can be developed and implemented.
The other options are incorrect because the risk register should be updated first.
Performing qualitative risk analysis, updating the project sponsors, and planning for additional budget may also be necessary depending on the specific circumstances of the risk, but updating the risk register should be the first step.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/ [Item The Standard for Risk Management in Portfolios, Programs and Projects - PMI Publisher]
PMBOK Guide Seventh Edition (2022) /// [2.8.5 RISK]
Question
A project manager is developing a project budget. After estimating the cost of each activity, the manager adds a contingency reserve by increasing the estimated cost of all activities by the same percentage. However, this resulted in the total cost exceeding the allocated budget even before adding the management reserve.
What should the project manager do?
A.Request additional budget to ensure that all cost estimations are appropriately funded.
B.Reduce the percentage increase to reduce the total cost of the project.
C.Recalculate the contingency reserve based on identified risks and response strategies.
D.Allocate a portion of the contingency reserve to the management reserve.
Solution: C. Recalculate the contingency reserve based on identified risks and response strategies
Increasing the estimated cost of all project activities by the same percentage is not a sensible way to estimate a contingency reserve. Contingency reserves are typically calculated based on identified risks, not directly on individual activity costs. The project manager should recalculate the contingency reserve to ensure that it is accurate and appropriately calculated.
The other answer choices are incorrect.
Requesting an additional budget may not be necessary or feasible. The project manager should first attempt to optimize the contingency reserve based on identified risks.
Reducing the percentage increase without justification may restrict the ability to manage risks and could put the project in jeopardy.
Management and contingency reserves serve different purposes. Allocating a portion of the contingency reserve to the management reserve is not appropriate and may cause serious issues in the future.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) ///207 [Item Project Management Tool Kit Second Edition Tom Kendrick ]
PMBOK Guide Seventh Edition (2022) /// [2.4 PLANNING PERFORMANCE DOMAIN] [2.4.2.4 Budget]
Question
An organization recently updated its strategic plan and some of the changes were substantial. During a meeting for an ongoing project, an important stakeholder questioned how the project aligned with the new strategic plan.
What should the project manager do first to address this concern effectively?
A.Review and revise the project charter to ensure alignment with organizational strategy.
B.Schedule a follow-up meeting with the stakeholder to discuss their concerns.
C.Remind the stakeholders that the project was initiated prior to the strategy change.
D.Assure the stakeholder that the project is aligned with the new organizational strategy.
Solution: A. Review and revise the project charter to ensure alignment with organizational strategy.
The alignment of project and organizational goals is essential. The project manager should review and revise the project charter to ensure that the project is operating in alignment with the new organizational strategy. If the organization’s goals shift, the project manager may need to pivot the direction of the project to meet current values. The project manager can address the stakeholder’s concerns effectively by confirming alignment and making necessary revisions.
The other options are incorrect.
Reminding the stakeholders that the project was initiated prior to the strategy change does not address the stakeholder’s concerns or ensure project alignment.
A meeting with the stakeholder should occur after the project manager has reviewed the project charter to identify and revise any areas where the project may no longer be aligned with the new strategic plan.
Proceeding as planned and assuring the stakeholder that the project aligns with the new strategy without confirmation lacks transparency, ignores the stakeholder’s concerns, and is not ethical.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2/ [Item Managing Stakeholder Expectations for Project Success]
PMBOK Guide Seventh Edition (2022) /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN] [2.4.9 ALIGNMENT]
Question
A project manager believes that the project team could benefit from development activities to improve project performance and outcomes. The project manager decides to plan specific development activities for each team member.
What should the project manager do first to ensure the success of this initiative?
A.Conduct a skills assessment of the team members.
B.Ask the team to determine their development plans.
C.Distribute clear development plans to the team members.
D.Implement a reward system based on performance.
Solution: A. Conduct a skills assessment of the team members.
The project manager should conduct a skills assessment of the team members first to ensure the success of the initiative. This will help the project manager identify the strengths and weaknesses of each team member and plan development activities that are tailored to their individual needs. By conducting a skills assessment, the project manager can also ensure that the development activities are aligned with the project goals and will ultimately improve project performance and outcomes.
The other options are not as effective in identifying development needs.
Asking the team to conduct a self-assessment is not as effective or comprehensive as a skills assessment, and team members may not accurately determine their own development needs. They may create development plans that do not align with the project goals or improve project performance and outcomes.
Distributing clear development plans is important, but should occur after the project manager has identified specific needs and tailored the plans to the individual team members.
Implementing a rewards system does not help to ensure the success of the initiative and does not provide a plan for skills development.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//5.7/ [Item Team building as an ongoing process]
Question
As part of a temporary assignment, a project manager is leading a business project. During a daily status meeting, it was discovered that the development team had not completed a critical task. This issue is delaying the current iteration. The ability to take the actions needed to address this issue is beyond the authority of the project team.
What should the project manager do?
A.Delay the current iteration and inform the stakeholders of the issue.
B.Invite the project team to a swarming session to define a solution.
C.Adjust the project timeline to accommodate the development delay.
D.Escalate the issue to the project sponsor to define the next steps.
Solution: D. Escalate the issue to the project sponsor to define the next steps.
For decisions that are beyond the authority of the project team to decide, the project team can investigate alternatives and escalate the decision to the project sponsor. The project sponsor provides decision leadership that is outside of the authority and position power of the project manager and project team.
The other options may not be appropriate or effective if the project manager does not have the authority to take the necessary actions.
Delaying the current iteration, hosting a swarming session, or adjusting the project timeline may not be feasible and do not address the issue of authority or decision-making.
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/Annex A3/ [Item The goal is to ensure the teams are coordinating work and removing impediments to optimize the efficiency of all the teams.]
Question
A dispersed project team has been working together on a long-term development project. The team just finished an iteration when a new team member was onboarded and added to the project team. During their first virtual retrospective meeting, the newly onboarded team member interrupts and asks everyone to reiterate their roles and past work in previous iterations.
What should the project manager do?
A.Direct the new team member to review the project management plan after the meeting.
B.Inform the team member that this question would be best addressed in another meeting.
C.Ask each team member to explain their role and what they worked on in past iterations.
D.Ask the functional manager of the new team member to review the onboarding process.
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 this. This helps maintain the effectiveness and efficiency of the retrospective meeting and ensures that the team’s time is used wisely. It would be more efficient to have a separate meeting where the new team member can ask their questions and get a more detailed explanation. It is important to ensure that the retrospective meeting stays focused on its intended purpose, which is to review the completed iteration and identify improvements for the future.
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.
Referring the team member to the project management plan or asking a functional manager to review the onboarding process does not directly address the new team member’s questions.
Asking each team member to explain their roles during the retrospective meeting will be disruptive and could lead to an extended off-topic conversation.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN] [4.4.3 MEETINGS AND EVENTS]
Question
A team member who is unfamiliar with the subject matter is struggling to complete a complex deliverable. What should the agile project manager do to ensure that the team member is able to take on a similar challenge in the future?
A.Ensure that the team member receives adequate training and is comfortable with the subject matter.
B.Encourage the team member to take on more stories on this subject matter until they are completely comfortable.
C.Ask the team member to avoid taking on stories on this subject matter until the person is comfortable with the subject matter.
D.Replace the team member with a more experienced team member who will improve the team’s velocity.
Solution: A. Ensure that the team member receives adequate training and is comfortable with the subject matter.
The project manager should provide needed training to address the specific gap where the team member is unfamiliar with the subject matter.
The other answer choices are incorrect. Encouraging the team member to take on more or avoid the specific subject matter does not directly address the fact that the team member needs more training on the subject matter. It could also affect the team velocity and quality. Replacing the team member is also incorrect because it would adversely affect the team dynamics, the team member would not improve and grow.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //11/ [Item Lean Agile Software Development, Guy Beaver]
| Succeeding with Agile (No Date) //10/191 [Item]
Question
A project manager has been assigned a project that involves a virtual, multicultural team including representatives from various countries. The project manager needs to prepare a kickoff meeting.
What should the project manager do to prepare for the meeting?
A.Set rules and regulations that must be followed during the project.
B.Ask the sponsor for different resources to facilitate the project.
C.Consider various time zones, communication capabilities, and possible constraints.
D.Set up the project sponsor’s language as the official project communication language.
Solution: C. Consider various time zones, communication capabilities, and possible constraints.
The project manager has to consider various internal and external enterprise environmental factors (EEFs) related to variables that affect, restrain, or influence the project team. this includes geographically spread virtual teams with multicultural backgrounds in different time zones, it’s crucial for the project manager to understand the team’s culture, availability, and preferences for the kickoff meetings.
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 3 Evaluating Your Needs/Chapter 3 Evaluating Your Needs [Item Though the virtual tools allow you to communicate with anyone pretty much anywhere in the world, you still need to keep track of where everyone is while working on your project. For example, a virtual meeting scheduled for 3 p.m. in Boston might not be too much trouble for someone in London (where it would be 8 p.m. that evening) but would be quite an effort for someone in Hong Kong (where it would be 3 a.m. the next morning)]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.3.2.1/332 [Item International factors. Consider team member location, time zone, and communication capabilities.]
Question
In a software development project, a stakeholder wants to add a major requirement, which they feel will be a great benefit to the project. However, this requirement is not aligned to the project objectives that the business owner has documented.
What should the project manager do next?
A.Ensure the stakeholder understands the purpose of the project.
B.Encourage the stakeholder to follow the written business requirements.
C.Include the additional requirement into the project and inform the business owner.
D.Fast-track the project and suggest the new requirement to the business owner.
Solution: A. Ensure the stakeholder understands the purpose of the project.
The project manager needs to ensure the optimal alignment between stakeholder needs, expectations, and project objectives.
The other answer choices are incorrect. They are steps the project manager may take after, but the first thing the project manager should do is ensure that the stakeholder understands the project objectives.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.3.2 THE PROJECT/53 [Item The project manager also performs communication roles between the project sponsor, team members, and other stakeholders. This includes providing direction and presenting the vision of success for the project.]
| The Agile Practice Guide (No Date) PMI/PMI/Appendix section 13, annex A1/ [Item]
Question
A project manager is involved in a project where requirements are constantly evolving.
What should the project manager do to achieve success?
A.Provide regular updates and request deliverable-based approvals from the product owner.
B.Work with the team to ensure they are on track and delivering on schedule.
C.Maintain a comfortable working atmosphere to improve team cohesion.
D.Ensure documentation and processes are filed appropriately and update the product owner.
Solution: A. Provide regular updates and request deliverable-based approvals from the product owner.
The project manager is dealing with a project with an evolving scope. Such projects require the project manager to engage constantly with the product owner for feedback and sign off on project deliverables.
The other answer choices are incorrect. They are all proper PM processes, however they don’t focus on the evolving scope in the question.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/5/131 [Item CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS In projects with evolving requirements, high risk, or significant uncertainty, the scope is often not understood at the beginning of the project or it evolves]
| The Agile Practice Guide (No Date) PMI/PMI/5/ [Item]
Question
A project manager is leading a hybrid project. The organization uses an agile approach and a risk register, but the development team prefers a Scrum approach and views risk management as a predictive process.
What should the project manager prioritize?
A.Personally manage and own the risk register because this is an organizational requirement.
B.Delegate the responsibility of updating the risk register to the development team lead.
C.Ask the developers to use the risk register because this is an organizational requirement.
D.Consider a hybrid approach and integrate elements from the risk register and Scrum processes.
Solution: D. Consider a hybrid approach and integrate elements from the risk register and Scrum processes.
In a hybrid project, finding common ground is essential. A rigid adherence to either method could hinder the project’s success. The project manager should use a hybrid approach to leverage the risk register for monitoring and use Scrum practices like daily stand-ups and backlog refinement to identify and address potential risks iteratively.
The other answer choices are incorrect. While the project manager is responsible for risk management, delegating and adapting can be more efficient. While the team can contribute, the project manager ultimately owns risk management. Forceful implementation might create resistance from the development team, hindering collaboration.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN] [3.0 TAILORING]
PMI Article - “Agile Risk Management: A Marriage Made in Heaven”: https://www.pmi.org/learning/library/risk-management-9096
Question
In an agile project, the project status indicates that the project is 95% completed. During an iteration review, the stakeholders were concerned about the business value being delivered.
What should the project manager do to ensure the project is properly aligned?
A.Communicate with the stakeholders to mitigate their concerns.
B.Instruct the project sponsor to review the project goals and work completed.
C.Meet with the product owner to re-evaluate the project’s scope and deliverables.
D.Request that the business analyst adjust the project goals accordingly.
Solution: C. Meet with the product owner to re-evaluate the project’s scope and deliverables.
In an agile project, if stakeholders are concerned about the business value being delivered despite the project being 95% completed, the project manager should meet with the product owner to re-evaluate the project’s scope and deliverables. This will help ensure that the project is properly aligned with the business needs and that the expected business value is being delivered. It is important for project managers to continuously monitor the work being done to ensure it remains optimally aligned with the benefits that need to be achieved.
The other answer choices are incorrect.
Communicating with stakeholders to mitigate their concerns is important, but the project manager should first evaluate the project in order to appropriately respond to the stakeholders.
Reviewing and adjusting the project goals should be done by the product owner, not the sponsor or business analyst. The product owner is responsible for maximizing the value of the product and is accountable for the end product.
Instructing the sponsor to review the project goals does not address the stakeholder’s concerns and does not validate value delivery.
Requesting that the business analyst adjust the project goals is inappropriate because project goals should not be adjusted to align with a project, the project should align with the business goals.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI /// [4.3 TEAM COMPOSITION] [5.4 MEASUREMENTS IN AGILE PROJECTS]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
A strategic project has been launched and a project manager has been assigned. The project is progressing, and the team is delivering successfully, but a key stakeholder calls the project manager and complains about not receiving progress updates.
What should the project manager do?
A.Ensure the stakeholder is copied on the weekly status emails.
B.Review and update the project communications management plan.
C.Send the stakeholder a copy of the latest project status report.
D.Invite the key stakeholder to attend the next project meeting.
Solution: B. Review and update the project communications management plan.
The stakeholder expressed that communications are inadequate indicating that further stakeholder engagement may be necessary to ensure stakeholder information requirements are met. The communications management plan describes how, when, and by whom information about the project will be administered and disseminated. If the communication planning is not sufficient, or if the stakeholder’s needs have changed, the communications management plan should be updated to reflect the current needs of the stakeholder.
The other options are shortsighted and do not address the root cause of the problem. Copying the stakeholder on emails, sending a copy of the latest status report, or inviting the stakeholder to meetings may be quick fixes but do not address the need for ongoing and structured communication.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT]
Project Managers Portable HandBook, 3rd Ed (No Date) //9.2/ [Item]
Question
The service provider and their client agree on about 80% of the scope of a project contract they are working on for the delivery of marketing content. The client has a fixed budget and target completion date and wants to get the most business value from the project as possible by increasing the scope based on a best-effort delivery close to the end of the project. What should the project manager do?
A.Create the contract based on the agreed scope and plan addendum changes.
B.Ensure that a change control process is documented in the contract.
C.Propose a dynamic scope contract option and add a fixed number of iterations.
D.Increase the number of resources in the contract to deliver the requirements.
Solution: C. Propose a dynamic scope contract option and add a fixed number of iterations.
Best-effort changes at the end of a project can be delivered at a fixed cost by specifying a fixed number of increments where additional scope can be prioritized. Strict change control or addendums would risk missing the completion date. Adding resources is not necessary if the scope is on a best-effort basis.
The other answer choices are incorrect.
Creating the contract based on the agreed-upon scope and planning an addendum is not flexible enough to accommodate the client’s need to increase the scope of the project.
Adding a change control process to the contract is not enough to address the client’s need for a flexible scope.
Increasing the number of resources may not be possible due to fixed budget constraints.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile for Project Managers, Denise Canty/Chapter - 14. Agile Contracts [Item The main idea is to build the contract around the end product rather than adding in a placeholder for unknown changes.
https://learning.oreilly.com/library/view/agile-for-project/9781482244984/ch14.html]
| The Agile Practice Guide (No Date) PMI/PMI/6.3/78 [Item]
Question
A project is in a key phase of execution and everyone is dedicated to achieving success. A functional manager suddenly takes away one of the key team members to respond to an emergency without communicating with the project manager.
What should the project manager do first?
A.Check the resource calendar to find another team member.
B.Report the situation to the project sponsor and executive management.
C.Communicate with the functional manager and request the return of the key member.
D.Review the impact to the project and schedule a meeting with the functional manager.
Solution: C. Communicate with the functional manager and request the return of the key member.
The first step that the project manager should take is to communicate with the functional manager and request the return of the key team member. This is the most direct and effective way to resolve the situation. The project manager should explain to the functional manager the importance of the key team member to the project and the impact that their absence is having. The project manager should also offer to work with the functional manager to find a solution that meets both the project’s and the functional area’s needs.
The other answer choices are incorrect. Reporting the situation to the project sponsor and executive management is a last resort as the project manager should try to resolve the situation directly with the functional manager first. Checking the resource calendar to find another team member may be a temporary solution. Still, it is important to note that the key team member may have unique skills and experience essential to the project. Additionally, the functional manager may be unwilling to release another team member to the project, especially if they are already short-staffed. Reviewing the impact to the project and scheduling a meeting with the functional manager is a good step to take, but it is important to prioritize communication with the functional manager.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 169 [Section 4: Models, Methods and Artifacts, 4.2.7.2 ]
Question
A global, cross-functional team has been assembled to deliver a multinational initiative. What should the project manager do to ensure that there is full team participation throughout the project?
A.Coordinate time zone information and agree to meeting times.
B.Ensure software is delivered in multiple languages.
C.Translate the project documentation.
D.Provide guidance on common tools and practices.
Solution: A. Coordinate time zone information and agree to meeting times.
The project manager must be sensitive to the needs of the virtual team. Specifically, understanding time zone and culture (global calendars) differences will be key to the project’s success. Having the team agree to specific meeting times that fit a global calendar will help to ensure team participation throughout the project.
The other answer choices are incorrect. The main focus of this question is about participation. Translating the project documentation and final software does not ensure the team will participate because we cannot assume that the software is intended for a global audience; they all work for the same company so they already have shared tools and common practices.
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/3/ [Item]
| O’Reilly Platform (No Date) //Learning UX/J. Gothelf / ch8/ [Item]
Question
A project manager working in an agile environment realizes that some new team members are having difficulty understanding how more senior team members accomplished certain results on the project.
What should the project manager do?
A.Arrange a review meeting with stakeholders.
B.Ensure team members focus on their tasks.
C.Assess the need for knowledge transfer.
D.Encourage and facilitate peer mentoring.
Solution: D. Encourage and facilitate peer mentoring.
Encouraging and facilitating peer mentoring can be an effective way for new team members to learn from more experienced team members and understand how certain results were achieved on the project. This can also help promote collaboration and teamwork among team members.
The other options are incorrect.
Organizing a stakeholder meeting or ensuring team members focus on their tasks does not directly address the root cause of the issue, which is the difficulty of new team members in understanding what older team members did.
Assessing the need for knowledge transfer can help to avoid similar situations in the future, but peer mentoring is a more practical and effective solution.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 1. Roles in Peer Mentoring/ [Item Teach What You Know: A Practical Leader’s Guide to Knowledge Transfer Using Peer Mentoring by Steve Trautman Published by Prentice Hall, 2006
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2.1 PROJECT TEAM MANAGEMENT AND LEADERSHIP]
Question
While planning a new project, a new project manager finds that the request for proposal (RFP) references several government regulations. However, the project manager discovers that compliance guidelines related to two specific regulations are being created and are not currently available. Senior management advises the project manager that the guidelines will be available when that stage of the project is reached and directs the project manager to continue working on the proposal.
What should the project manager do?
A.Delay the project and explain the consequences of non-compliance to senior management.
B.Document the interactions with senior management as assumptions in the assumption log.
C.Verify the requirements for the government regulations and establish a strategy for compliance.
D.Continue working on the proposal and update it as more compliance guidelines are understood.
Solution: B. Document the interactions with senior management as assumptions in the assumption log.
The project manager should document the interactions with senior management as assumptions in the assumption log. This will help ensure that all assumptions are tracked and can be revisited later in the project as needed. The assumption log helps ensure that all assumptions are tracked and can be revisited later in the project and that the project manager has a clear understanding of the project scope and can make informed decisions based on the assumptions being made. This will also help identify potential risks and issues that may arise due to assumptions made during the planning phase.
The other options are incorrect.
Delaying the project is not the most practical solution, especially if senior management has directed the project manager to continue working on the proposal.
Verifying the requirements is important, but focusing on the available information and documenting assumptions is the immediate priority.
Continuing work on the proposal and updating it as guidelines are understood is not sufficient. The project manager must document the decision to proceed with incomplete information, making accountability and tracking transparent and manageable.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //The Standard for Risk Management in Portfolios, Programs and Projects/Appendix X6 [Item https://learning.oreilly.com/library/view/the-standard-for/9781628255669/appendix06.xhtml List the assumption or constraint. Test the assumptions or constraint by asking two questions: Could the assumption/constraint be false?]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
Question
A project manager is newly assigned to an ongoing project and determines that the quality has been consistent. There is a considerable budget for quality assurance, and other areas of the project could benefit from these funds.
What should the project manager do?
A.Implement a budget reduction strategy to reallocate funds.
B.Perform a full inspection since there is no margin for error.
C.Introduce sampling as a cost-effective way to ensure quality.
D.Keep the budget intact for now and continue monitoring.
Solution: D. Keep the budget intact for now and continue monitoring.
The project manager is new to the project, so it is crucial that they take time to familiarize themselves with the existing quality assurance process and the project’s specific quality needs and challenges. Project quality has been consistent, and reducing the budget at this time could jeopardize the overall quality of the project. Quality assurance efforts focus on finding quality issues as soon as possible because discovering quality issues late in development would have substantial implications and could result in project failure.
The other options are incorrect.
Reducing or reallocating the existing quality assurance budget is premature and could lead to quality issues.
A full inspection is time-consuming, expensive, and unnecessary if the project manager has no reason to believe there is a problem with the quality of the project.
Sampling is inconsistent and introducing it without a thorough evaluation and planning could be risky.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
A project manager notices that conflicts between team members are occurring in every sprint. After an investigation, the project manager discovers that the team needs to be trained in agile techniques in order to address these conflicts.
What should the project manager do first?
A.Develop a training plan for the team.
B.Schedule training sessions for the team.
C.Conduct a training needs assessment for the team.
D.Instruct the team to begin using agile techniques.
Solution: C. Conduct a training needs assessment for the team.
The first step that the project manager should take is to conduct a training needs assessment to identify the specific agile techniques that the team needs to be trained on. This will help to ensure that the training is tailored to the team’s needs and that it is effective in addressing the root causes of the conflicts.
The other answer choices are not as effective as conducting a training needs assessment first. Developing a training plan without first conducting a training needs assessment may result in the team being trained on agile techniques that they do not need or that are not relevant to their specific needs. Scheduling training sessions without first developing a training plan may result in the team being trained on agile techniques in a haphazard way. Instructing the team to begin using agile techniques immediately may not be effective if the team has not been trained on the agile techniques in question.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 168 [Section 4: Models, Methods and Artifacts, 4.2.7.1 ]
Question
A project team’s performance has declined for the last three iterations. Some of the team members are disappointed, and raise their concerns during the retrospective meeting.
What should the project manager do?
A.Identify potential failure points based on the iteration workload.
B.Motivate the team to perform better.
C.Focus on remediation, not merely on correcting symptoms.
D.Compare the team’s performance against other project teams.
Solution: C. Focus on remediation, not merely on correcting symptoms.
Root cause analysis.
Root cause analysis is designed to identify and correct the fundamental cause of a problem. It helps focus remediation not on merely correcting symptoms but on preventing the recurrence of problems. This type of analysis is especially useful as a method to proactively forecast probable events before they occur.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//8.5/ [Item Retrospectives]
| O’Reilly Platform (No Date) //12 Analyzing Performance Data/ [Item Implementing Enterprise Risk Management: Case Studies and Best Practices]
Question
A project manager is responsible for leading a product release that has aggressive go-to-market timelines. A total of 600 story points is estimated with a velocity of 60 points per iteration. A team of up to 12 members has been assigned to this project.
Which statement about this scenario is true?
A.A velocity of 60 points per iteration represents the minimum work to be done, and 12 team members represent the maximum size of the team.
B.A velocity of 60 points per iteration means the project is under control, and 12 team members mean that the project is out of control.
C.A velocity of 60 points per iteration means the project is under control, and 12 team members represent the maximum size of the team.
D.A velocity of 60 points per iteration represents the minimum work to be done, and 12 team members means the project is under control.
Solution: A. A velocity of 60 points per iteration represents the minimum work to be done, and 12 team members represent the maximum size of the team.
In this scenario, a velocity of 60 points per iteration/sprint represents the minimum work to be done, and 12 team members represent the maximum size of the team. This information can be used by the project manager to plan and manage the project effectively, ensuring that the team is working efficiently and that the project is completed within the aggressive go-to-market timelines.
The other options are incorrect.
Velocity and team size do not automatically provide input on project control. Velocity represents a minimum expectation, not a guarantee, and team size has a maximum limit but doesn’t automatically signify control. Velocity is a measure of how much work a team can complete in a given period of time (iteration or sprint) and is not an indicator of project control on its own. A team with a consistent and predictable velocity can use that information to plan and estimate future work, which can help keep the project on track. While velocity is not a direct indicator of project control, it can be a useful tool for managing and controlling a project when used in conjunction with other project management techniques.
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 2.4 PLANNING PERFORMANCE DOMAIN
| The Agile Practice Guide (No Date) PMI/PMI/5.4.1/ [Item]
Question
A project manager in an organization selects an agile delivery for a cutting-edge technology project. The project manager develops a professional network and wants the product owner to join this network.
Which two benefits will the project manager use to encourage the product owner to join and participate in the network? (Choose two).
A.Access to global knowledge and workforce
B.Lower risk and cost
C.Opportunity to engage with resources
D.Formal professional network
Solution: A and C. Access to global knowledge and workforce and Opportunity to engage with resources
“Free” sharing knowledge comes with risk, both positive and negative and although is “free” that should not be an argument for it. Building the network creates the opportunity to identify and engage resources in a formal way.
This question and rationale were developed in reference to:
PMI.org (2004) //Project management in network organizations/Archer, N. P./ [Item https://www.pmi.org/learning/library/project-management-network-organizations-competitive-advantage-8309]
Question
During a daily meeting, the project team raised an impediment that one of the business subject matter experts is frequently changing the definition of done, and expressed their fear that this is a sign of distrust. What should the project manager do?
A.Remind the team to focus on their work, and commit to speak with the SME
B.Remind the product owner to support the team and speak with the SME
C.Remind the SME to keep the definition of done that was initially agreed
D.Remind the team that continuous feedback is important for success
Solution: D. Remind the team that continuous feedback is important for success
It is the project leader’s duties to make sure to receive feedback on regular basis, and work on prioritizing changing stakeholder needs, and involve the team and the stakeholder in the accomplishment of the changes. This is part of the team empowerment process.
In Agile process, the definition of done can be changed.
Remind the team to focus on their work and ignoring the SME is the worst approach
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//16/227 [Item]
Question
A project for an accounts receivable system that was recently launched into production received a fine from a regulatory body because the system did not comply with local regulations. What should the project manager have done to avoid this situation?
A.Defined risk control management.
B.Defined a control quality process.
C.Implemented an issue control log.
D.Involved the audit department in project planning.
Solution: B. Defined a control quality process.
The control quality process includes measuring all steps, attributes, and variables used to verify conformance or compliance to the specifications stated during the planning stage
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/8.3/299 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/87/ [Item Collect project information that emerges from the project initiation process. Input data for scope planning includes:
Project objective statement
Project charter
Requirements collection
Constraints and assumptions
Involve the core team and others as needed to review the available information.
Assess project data for completeness, considering aspects such as:
Regulatory, legal, and standards compliance
Analysis of alternatives and competition
Measurable performance and other goals
Delivery, support, installation, distribution, and other logistical issues
Technical and other risks
Document what is known about each project deliverable, and identify data gaps.]
Question
A project manager has been assigned to a project to implement an asset health management system. The executive business sponsor has indicated that the system is expected to improve the quality of operations and extend the life span of the assets.
What should the project manager do in order to demonstrate the business value once the system is in production?
A.Establish critical success criteria, potential cost savings, and ongoing performance metrics for the project.
B.Write test cases to align with the business values and ensure that acceptance criteria are clear during user acceptance testing (UAT).
C.Verify that all requirements and acceptance criteria are in alignment with the business value and expectations.
D.Validate the return on investment (ROI), review the current asset performance, and use it as a benchmark for future measurements.
Solution: A. Establish critical success criteria, potential cost savings, and ongoing performance metrics for the project.
Establishing the critical success criteria, potential cost savings, and ongoing performance metrics for the project is correct because these metrics can be used to measure the actual business value of the system once it is in production. By establishing these metrics, the project manager can track the progress of the project and ensure that it is on track to meet its goals. The metrics can also be used to demonstrate the business value of the system to the executive business sponsor and other stakeholders.
The other options are incorrect.
Writing test cases is incorrect because it only focuses on the alignment of the test cases with the business values. While this is important, it does not directly measure the business value of the system.
Verifying that all requirements and acceptance criteria are in alignment with the business value and expectations is important, but it does not directly measure the business value of the system.
Validating the ROI is incorrect because, while this is a valuable metric, it does not directly measure the business value of the system. The business value of the system can be affected by factors other than ROI, such as improved quality of operations and extended life span of assets.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Benefits Realization Management, Ch. 3/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.4.8 METRICS]
Question
There is a conflict between two team members regarding a project task. Which conflict resolution method should project manager use to make it win-win situation?
A.Collaborate/problem solve
B.Force/direct
C.Smooth/accommodate
D.Compromise/reconcile
Solution: A. Collaborate/problem solve
The collaborate/problem solve approach leads to new solutions and innovation through collaboration.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-environment-eleven-project-conflicts-7348 [Item “most recommended is problem solving or confrontation which leads to a win-win solution for both parties.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.5.2.1/ [Item “Collaborate/problem solve: … open dialog that typically leads to consensus and commitment. This approach can result in a win-win situation.”]
Question
A project manager has asked every team member involved in a conflict to make a sacrifice to resolve the situation. This approach corresponds to which conflict resolution technique?
A.Compromise/reconcile
B.Collaborate/problem solve
C.Smooth/accommodate
D.Withdraw/avoid
Solution: A. Compromise/reconcile
Compromise/reconcile is an approach that results in a lose/lose outcome, each sacrifice representing a loss for each member.
Sources of conflict include scarce resources, scheduling priorities, and personal work styles
The success of project managers in managing their project teams often depends on their ability to resolve conflict. Different project managers may use different conflict resolution methods
Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict
As discussed above the correct answer is: “Compromise/Reconcile”
The Distractors are valid and accepted
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/conflict-collaboration-beyond-project-success-1899 [Item Mekelburg, D. (2000) article citation:
“Compromising is used when the conflict is important enough to spend the time needed to reach an agreement through negotiation..”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.5.2.1/ [Item “Compromise/reconcile: Searching for solutions that bring some degree of satisfaction to all parties in order to … partially resolve the conflict. This approach occasionally results in a lose/lose situation.”]
Question
A project manager is working on a complex project that includes many stakeholders with conflicting priorities. What should the project manager do to reduce conflict?
A.Document and sign off on all deliverables in the project.
B.Take the lead in all aspects of the negotiations.
C.Negotiate all aspects with help from the project management office (PMO).
D.Negotiate all aspects using agile for easy deliveries.
Solution: A. Document and sign off on all deliverables in the project.
The right thing for the project manager to do is to document all stakeholder requirements clearly and gain sign-off. Further, if there are any changes in the stakeholder requirements, the project manager should evaluate the impact and address it with the change management process. This will always keep the stakeholders aligned with the project priorities and prevent unnecessary conflicts.
This question and rationale were developed in reference to:
PMI.org (2010) //Negotiating for success/Englund, R. L./ [Item https://www.pmi.org/learning/library/negotiating-project-outcomes-develop-skills-6781]
Question
A project manager is working on a project that is part of a large business transformation initiative. The project has gained support from the quality department’s executives. Even though the scope is not yet finalized, the sponsor was able to obtain a large contingency budget to cover any scope changes and they assured the project manager that money is not an issue. All of these changes are expedited due to the strategic importance of the project.
What should be the project manager’s primary focus in developing the strategy to manage change?
A.Develop a stakeholder needs assessment
B.Develop a work breakdown structure (WBS)
C.Develop a risk breakdown structure (RBS)
D.Develop an organizational communication plan
Solution: A. Develop a stakeholder needs assessment
The project manager should develop a quality stakeholder needs assessment first. From the organization’s change management perspective, planning should be based on stakeholders’ needs. Recognizing and addressing the needs of stakeholders to embrace change throughout the project life cycle helps to integrate the resulting change in the project work, making a successful outcome more likely.
The other choices are not the best options because the project manager is developing a strategy to manage change, and the other options do not capture the full scope of managing change. The WBS and RBS focus primarily on deliverables other than change management and do not capture the full scope of change management. Developing a new communication management plan may be necessary, but the project manager must first assess stakeholder needs to determine what changes may need to be made.
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.]
PMBOK Guide Seventh Edition (2022) ///[3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
Question
A new Scrum project manager at a company is contracted to build a traffic measurement and control application for a municipality. The project manager is notified that the municipality has just rejected the traffic measurement portion of the application because it does not comply with longstanding national regulations.
What should the project manager have done to avoid this situation?
A.Requested that the product owner handle the regulation compliance.
B.Allocated an experienced team member to validate regulatory compliance.
C.Made the scrum master solely responsible for regulatory compliance.
D.Discussed the importance of regulation compliance with the sponsor.
Solution: B. Allocated an experienced team member to validate regulatory compliance.
The project manager should allocate a team member who has the expertise and resources to validate compliance with all applicable regulations. This is a proactive approach that helps to ensure that the project is compliant before it is submitted to the municipality for approval. Allocating a team member distributes the workload among the team while ensuring that someone with the necessary expertise is responsible for compliance.
Requesting that the product owner handle the situation is not the best option because, while the product owner is responsible for defining the product vision and prioritizing features, they may not have the expertise or resources to ensure compliance with all applicable regulations.
Making the scrum master solely responsible for regulatory compliance is not an appropriate solution. The scrum master is responsible for facilitating the process, coaching the team, and removing impediments to the team’s progress, but they are not singularly responsible for ensuring compliance with regulations.
Simply discussing the importance of regulatory compliance with the sponsor is insufficient to address the problem. The project manager should have taken action to prevent this situation, a discussion is not enough to avoid a situation like this.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Part 2 - chapter 1.3/545 [Item 1.3 Linking organizational governance and project governance]
Agile Practice Guide (2017) [A3.2 SCRUM]
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN]
Question
An agile practitioner has been assigned to lead a software development project in a relatively new industry where the external compliance standards are not clearly defined. What should the agile practitioner do to ensure that the project succeeds?
A.Speak to agile managers in other organizations with the same challenges to learn how they address issues.
B.Develop a set of standards that work for the role and support the team in implementing them.
C.Use global best practices as a guide for project implementation incorporating the new technology trends and monitoring compliance standards.
D.Refer to other previous data that exists from related industries.
Solution: C. Use global best practices as a guide for project implementation incorporating the new technology trends and monitoring compliance standards.
Using global standards or best practices will be the best solution as there is a new industry without previous experience and lessons learned as a guide for project implementation, incorporating the new technology trends, using business intelligence, and monitoring compliance standards.
The other answer choice are incorrect. Discussing with agile managers from other organizations does not add value; a project manager must abide by industry and entity standards; and referring to past data is not applicable to a new industry with undefined compliance standards.
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//16/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6.2.2/75-76 [Item 6.2.2 ASSESSING CULTURE.
.
.
.
Understanding the organization and the industry requirements that an organization needs to satisfy allows for choosing]
Question
A project team completes the identification of project and product requirements. Which of the following were used to accomplish this?
A.Benchmarking, network diagram, and trend analysis
B.Work breakdown structure (WBS), trend analysis, and observation/conversation
C.Brainstorming, affinity diagrams, and mind mapping
D.Affinity diagrams, benchmarking, and observation/conversation
Solution: C. Brainstorming, affinity diagrams, and mind mapping
PMBoK Sixth Edition Chapter 4 states: “EXECUTING PROCESS GROUP
The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project requirements. This Process Group involves coordinating resources, managing stakeholder engagement, and integrating and performing the activities of the project in accordance with the project management plan. The key benefit of this Process Group is that the work needed to meet the project requirements and objectives is performed according to plan. A large portion of the project budget, resources, and time is expended in performing the Executing Process Group processes. The processes in the Executing Process Group may generate change requests. If approved, the change requests may trigger one or more planning processes that result in a modified management plan, project documents, and possibly new baselines. The Executing Process Group includes the project management processes identified
Project managers accomplish work through the project team and other stakeholders. Project managers rely on important interpersonal skills, including, but not limited to:
Leadership,
Team building,
Motivating,
Communicating,
Influencing,
Decision making,
Political and cultural awareness,
Negotiating,
Facilitating,
Managing conflict, and
Coaching.
The project manager is successful when the project objectives have been achieved. Another aspect of success is stakeholder satisfaction. The project manager should address stakeholder needs, concerns and expectations to satisfy relevant stakeholders. To be successful, the project manager should tailor the project approach, life cycle, and project management processes to meet the project and product requirements.
5.1.3.2 REQUIREMENTS MANAGEMENT PLAN
The requirements management plan is a component of the project management plan that describes how project and product requirements will be analyzed, documented, and managed. According to Business Analysis for Practitioners: A Practice Guide [7], some organizations refer to it as a business analysis plan. Components of the requirements management plan can include but are not limited to:
How requirements activities will be planned, tracked, and reported;
Configuration management activities such as: how changes will be initiated; how impacts will be analyzed; how they will be traced, tracked, and reported; as well as the authorization levels required to approve these changes;
Requirements prioritization process;
Metrics that will be used and the rationale for using them; and
Traceability structure that reflects the requirement attributes captured on the traceability matrix.
5.2 COLLECT REQUIREMENTS
Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet objectives. The key benefit of this process is that it provides the basis for defining the product scope and project scope. This process is performed once or at predefined points in the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-4. Figure 5-5 depicts the data flow diagram of the process.
The Distractors are correct. The answer: “Brainstorming, affinity diagrams, and mind mapping” is correct
This question and rationale were developed in reference to:
e-Reads (No Date) ///Determining Project Requirements by Hans Jonasson. Chapter 4 - Creating a plan for Requirements Phase. Section 4.8.2 Step 2: Identify Risks. [Item]
| e-Reads (No Date) ///not valid reference [Item]
| PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley//Chapter 5, Section 21 Page 288 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4 & 5/ [Item Executing Process Group
Requirements Management Plan
Collect Requirements]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//5.2.2.4, Group Creativity Techniques, pg 115 [Item]
