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]
Question
During a project’s execution, a previously unidentified stakeholder within the customer’s organization requests a change that could affect the project’s scope. The stakeholder’s influence within the customer’s organization is strong.
What should the project manager do first?
A.Schedule a meeting and, based on the outcome, update the project management plan.
B.Issue a change request to the change control board (CCB).
C.Identify the new stakeholder and update the stakeholder register.
D.Meet with all stakeholders to discuss the change.
Solution: C. Identify the new stakeholder and update the stakeholder register.
Since the stakeholder was not previously identified they wouldn’t be in the stakeholder register. Updating the register is the first thing the project manager should do. The register records the name, position, role on the project, expectations, potential for influencing project outcomes, etc. This is necessary to properly manage the stakeholder. A change request should not be issued yet as the other stakeholders may not agree. The project management plan cannot be updated without a change request.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 13.11 Identify Stakeholders. Page 397. [Item]
Question
While forming a team to work on a global project, the project leader calls for an ice breaker meeting between the diverse team members.
What should the project manager do to motivate the team to express their expectations?
A.Ask the team members to write their expectations on post notes
B.Ask direct questions to each team member and wait for their responses
C.Inform the team members about the incentives of the project success
D.Start by doing a team self-assessment to increase team autonomy
Solution: D. Start by doing a team self-assessment to increase team autonomy
Self assessment force team members to think about how they perform and increase accountability
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/310 [Item]
Question
A project manager for a small company is assigned to a project with a scope that is complex and new. The program manager recommends creating a team with individuals that can offer complementary expertise.
What are the characteristics of the network that should be built?
A.Central coordination, team members with internal and external stakeholders, all participants abiding to the work agreement and set of rules
B.Self-organized, team members with internal and external stakeholders, all participants abiding to the work agreement and set of rules
C.Self-organized, team members with internal stakeholders, all participants abiding to the work agreement and set of rules
D.Central coordination, team members with internal stakeholders, all participants abiding to the work agreement and set of rules
Solution: B. Self-organized, team members with internal and external stakeholders, all participants abiding to the work agreement and set of rules
A good professional network should not be restricted to internal participants, should be self-organized with a work agreement in place
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
An agile project team is implementing a supporting technology platform across departments. They’re planning a readiness review for the delivery.
Who should the project manager propose to conduct the readiness review?
A.The product owner is responsible for product vision and backlog management.
B.The quality control (QC) manager is responsible for ensuring delivery quality and efficiency.
C.The quality assurance (QA) manager is responsible for proposing measures for delivery improvement.
D.The subject matter expert (SME) is responsible for a deep understanding of the platform and requirements.
Solution: D. The subject matter expert (SME) is responsible for a deep understanding of the platform and requirements.
In an agile readiness review for a new technology platform launch, the primary focus is to assess if the platform functions as intended and meets departmental needs. An SME possesses the ideal skillset for this task because they have a deep understanding of the platform and requirements to deem the platform ready.
The other answer choices are incorrect. While the product owner focuses on product vision and backlog prioritization, their role wouldn’t necessarily involve deep technical expertise in the platform itself. QC managers typically focus on identifying and addressing defects within the platform itself during development. While their input could be valuable later, the initial readiness review focuses on broader functionality and departmental alignment. QA managers primarily ensure quality processes are followed throughout development. While their perspective could be helpful, the initial review might not necessitate improvement suggestions, but rather confirmation of functionality and suitability for different departments.
This question and rationale were developed in reference to:
PMI.org (2002) //Quality management for large software development programs/Bobey, K./ [Item https://www.pmi.org/learning/library/quality-management-software-development-programs-1059]
PMBOK Guide 6th edtion - Chapter 13: Agile Project Management: This chapter outlines roles and responsibilities in agile projects, including the importance of subject matter expertise.
PMI Article - “The Role of the Subject Matter Expert (SME) in Project Management”: https://www.pmi.org/learning/library/abcs-subject-matter-experts-4268
Question
Due to organizational changes, a key stakeholder is replaced by a new employee. The next status review meeting to update project progress will not take place until next month.
What should the project manager do next?
A.Schedule a separate meeting with the new stakeholder to brief them on project status.
B.Prepare and send a project status report to the new stakeholder for review.
C.Seek advice from the project sponsor on how to obtain support from the new stakeholder.
D.Wait for the next communication window to share information with the new stakeholder.
Solution: A. Schedule a separate meeting with the new stakeholder to brief them on project status.
First Step I would like to modify the “STEM” of the question to: “Due to organizational changes, a key stakeholder is replaced. Due to this change the scheduled status review meeting to update project progress is postponed.
What should the project manager do next?”
PMBoK Sixth Edition Chapter 5 states: “5.12 MONITOR STAKEHOLDER ENGAGEMENT
Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships, and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans. The key benefit of this process is that it maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. This process is performed throughout the project. The needs of the project determine which components of the project management plan and which project documents are necessary.
5.12.1 PROJECT MANAGEMENT PLAN COMPONENTS
Examples of project management plan components that may be inputs for this process include but are not limited to:
Resource management plan,
Communications management plan, and
Stakeholder engagement plan.
The “Distractors” as written are accepted. But they are incorrect as the correct decision is to bring up-to-date the New Stakeholder first. Then the scheduled project progress review meeting can proceed
This question and rationale were developed in reference to:
PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley//10.6 Stakeholder Relations Management, page 483 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5/ [Item]
Question
A project manager recently completed a project in which they resolved numerous sub-standard deliverables rejected by the customer. The project manager noticed that when thirty (30) prioritized defects of the one hundred (100) total identified for the project were resolved, this resulted in the customer satisfaction feedback increasing to 100% and all deliverables being accepted.
Which principle does this occurrence demonstrate?
A.Pareto
B.Monte Carlo
C.Kaizen
D.Voice of customer
Solution: A. Pareto
The Pareto principle, also known as the 80/20 rule, suggests that roughly 80% of the effects come from 20% of the causes. In this case, resolving 30 prioritized defects out of the total 100 defects resulted in a significant improvement in customer satisfaction and acceptance of all deliverables. This aligns with the idea that addressing a subset of critical issues can have a significant impact on overall project success. The Pareto principle emphasizes focusing efforts on the vital few factors that contribute the most significant results.
The other answers are incorrect. In the given scenario, the focus is on resolving defects and improving customer satisfaction, which is not directly related to Monte Carlo analysis. While resolving defects and improving customer satisfaction align with the objective of continuous improvement, the specific occurrence described in the scenario does not directly relate to Kaizen. While the occurrence in the scenario involves customer satisfaction feedback, it does not specifically address the systematic collection and analysis of customer input as a guiding principle.
This question and rationale were developed in reference to:
PMI.org (2013) //Sham, K. (2013). Practical approach to project management metrics. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute// [Item]
Question
A project team is working on determining dependencies for approximately 350 activities for an ongoing project. Which actions should the project team take to manage dependencies successfully? (Choose 2).
A.Communicate the dependencies to the sponsor.
B.Assess and document the dependencies.
C.Communicate the dependencies to the customer.
D.Ensure that the dependencies are monitored.
E.Ensure you use only finish-to-start dependencies.
Solution: B and D. Assess and document the dependencies, and Ensure that the dependencies are monitored.
Review and update your dependencies list throughout the project.
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/5-steps-to-manage-project-dependencies/ [Item]
| PMI.org (2007) //Stenbeck, J. (2007). Team-Based Scheduling the Intel© Way. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.// [Item https://www.pmi.org/learning/library/team-based-scheduling-intel-way-7280]
Question
A department store chain is in the implementation stage of a project to replace the payment systems across all of its stores in multiple countries. The project planning followed a predictive approach, and implementation is based on multiple iterations for each country. Implementation in country C is stalled due to new laws regulating the security of the new payment solution implementation.
Which two actions should the project manager take to avoid a significant delay on the project? (Choose two)
A.Monitor compliance with the laws of each country continuously during planning and after implementation in each country.
B.Document the legal compliance risks in the project management plan for country C in the implementation phase and iterations.
C.Deploy alternative systems compatible with the security standards and legal framework for country C.
D.Execute another country’s implementation phase after validating the compliance standards while a solution is prepared for country C.
E.Communicate the delay in the project to the steering committee, and place the project on hold until a decision is reached.
Solution: A and D. Monitor compliance with the laws of each country continuously during planning and after implementation in each country. and Execute another country’s implementation phase after validating the compliance standards while a solution is prepared for country C.
The project will be delayed, but the PM can reduce the impact of the delay by:
Reviewing and validating compliance requirements for other countries and;
Starting implementation in another country and while a solution is developed/procured.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/10/ [Item How to Close a TPM Project ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/X5.5/718 [Item Standards and regulatory compliance. Are there any specific quality standards in the industry that need to be applied? Are there any specific governmental, legal, or regulatory constraints that need to be taken into consideration?]
Question
A project manager is leading a wastewater treatment project for a factory. During project execution, the government unexpectedly releases new environmental protection standards that are stricter than the previous standards.
To ensure compliance with these updated regulations, what should the project manager’s initial course of action be?
A.Meet with the project team to assess the implications of the new government regulations on the project requirements.
B.Review the project’s risk register to determine if this change was previously documented as a potential risk to the project.
C.Draft a formal change request detailing the adjustments and submit it to the change control board (CCB) for evaluation.
D. Initiate discussions with the government agency to negotiate a revised timeline for adopting the new environmental standards.
Solution: A. Meet with the project team to assess the implications of the new government regulations on the project requirements.
The project manager should prioritize understanding the full scope of the impact on the project. The project manager should meet with the team to gather insights to fully understand how these regulations will impact the project before making decisions on how to address them. The project team, including subject matter experts, can provide valuable input on the scope, schedule, budget, and technical requirements that may need to be adjusted to ensure compliance.
The other options are incorrect because assessing the impact of the new regulations on the project’s scope, requirements, and constraints should take precedence.
The risk register typically contains risks that were identified and assessed before the project started. The introduction of new regulations was unexpected and would not be included in the risk register. The risk register can be updated later as part of the change management process.
Drafting a formal change request should happen after gathering information and understanding the implications of the change. Rushing into a change request without a clear understanding of the changes and how they impact the project can lead to ill-informed decisions.
Initiating discussions with the government agency may not be feasible or appropriate. Without a thorough understanding of the new standards and their impact, the project manager would not be adequately prepared for negotiations.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//3/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
A project team in the middle of an incremental delivery project decided they need the help of a subject matter expert (SME) who is working in a different department. The project team asked the SME to join their team and assist in a specific task and they informed the project leader about this action.
What should the project manager do?
A.Check the project budget and assess the impact and feasibility of adding an additional resource
B.Talk with the project sponsor and get approval, explaining that this resource is important and crucial
C.Talk to the functional manager of this needed resource and check their availability and bandwidth
D.Facilitate the coordination of resources with the needed resources based on the teams working agreement
Solution: D. Facilitate the coordination of resources with the needed resources based on the teams working agreement
Facilitating the coordination of resources with the needed resources based on the team’s working agreement is correct as a team often needs to coordinate with other delivery teams across the organization, using effective coordination strategies, based on the working agreement.
The other options are incorrect.
Checking the project budget and assessing the impact and feasibility of adding additional resources is not the best choice, even if there is a budget available, as adding an SME in the middle of an incremental delivery process will impact team fabric and there will be a ramp curve for any new member being added. Similarly, seeking approval from the project sponsor, or talking to the functional manager of the resource, are incorrect because they do not address the full impact of the added resource.
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//23/315 [Item]
Question
A project manager is leading a project that requires approval from a government agency. The agency is currently drafting legislation that will impact the project’s approval process, but it is unclear when the legislation will become law. The project manager is concerned that the legislation may delay the project’s key milestones or limit the project’s development options.
What should the project manager do?
A.Apply for an additional contingency to prepare for the anticipated delay in project milestones.
B.Review the project scope and submit a request to exclude activities associated with the legislation.
C.Continuously evaluate exposure to the risk to minimize negative impacts on the project and its outcomes.
D.Proceed with the project with the understanding that the pending legislation will pass without delay.
Solution: C. Continuously evaluate exposure to the risk to minimize negative impacts on the project and its outcomes.
Continuously evaluating exposure to risk allows the project manager to stay informed about developments in the legislation and their potential impact on the project. The project manager should monitor the legislative process closely to identify any potential delays or changes and develop mitigation strategies to minimize the negative effects of legislative changes when they occur.
The other options are incorrect because they make assumptions about the legislation that may not be accurate and do not consider the potential risks and uncertainties associated with it.
Applying for an additional contingency is not the best solution because allocating resources prematurely could lead to unnecessary costs. There is no clear timeline for when the legislation will become law. At this point, the project manager cannot accurately determine which milestones would be impacted or calculate the appropriate amount of contingency needed.
Excluding activities associated with the legislation may not be feasible and could reduce the quality or effectiveness of the project.
Proceeding with the assumption that the legislation will be enacted without delay is risky and could lead to problems. If the legislation is delayed or altered, the project may have to be halted or adjusted abruptly, leading to potential cost overruns and delays.
This question and rationale were developed in reference to:
Project Risk Management: A Practical Implementation Approach (No Date) Michael M. Bissonette//7/ [Item Project Risks Influenced by Organizational and External Factors ]
PMBOK Guide Seventh Edition (2022) /// [3.10 OPTIMIZE RISK RESPONSES]
Question
Due to a downturn in the business environment, a customer is only able to make a project’s payment in part, rather than the fully committed monthly payment. What should the project manager do?
A.Discuss it with management and pause the project because of the customer’s budget constraint.
B.Deliver the features with the highest business value, based on the available budget.
C.Deliver the features that have small independent components, based on the available budget.
D.Continue with the planned development and deliver only when full payment is made.
Solution: B. Deliver the features with the highest business value, based on the available budget.
Since there is change in business environment and the customer is unable to make the committed payment, based on the available budget, option is to continue with the project and deliver the highest business value which will result in win-win situation.
The other answer choices are incorrect. Pausing the project may result in a lose-lose situation for the customer and team; continuing with planned development and waiting to deliver when full payment is made is risky.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1/ [Item A Guide to the Project Management Body of Knowledge ( PMBOK® Guide )—Sixth Edition (ENGLISH) By Project Management Institute
Projects are a key way to create value and benefits in organizations. In today’s business environment, organizational leaders need to be able to manage with tighter budgets, shorter timelines, scarcity of resources, and rapidly changing technology. The business environment is dynamic with an accelerating rate of change. To remain competitive in the world economy, companies are embracing project management to consistently deliver business value.]
Question
A new project manager is assigned to lead an agile project. The project manager wants to use motivation to encourage the team to perform well throughout the project.
What should the project manager do?
A.Implement a reward system aimed to keep the team engaged and motivated.
B.Use the management reserves to fund some team-building activities.
C.Inflate project estimates to provide a financial buffer for team activities.
D.Ask project sponsor to fund more for team building activities.
Solution: A. Implement a reward system aimed to keep the team engaged and motivated.
as stated on enabler 1.2.5, The PM should inspire and motivate the team and one of the tools available is the use of a reward system. Also as an Agile servant leader, the PM must promote the team motivation and a reward system is a great tool for that.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/341 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/33-38 [Item]
Question
A project’s original budget at completion (BAC) was calculated as US$100,000, but the estimate at completion (EAC) is US$120,000. If the schedule performance index (SPI) is equal to 1, what is the cost performance index (CPI)?
A.Equal to 1.2
B.Less than 1
C.Equal to 1
D.Greater than 1
Solution: B. Less than 1
PMBoK Sixth Edition Chapter 7 Section 7.4.2.2 states: “Cost performance index. The cost performance index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as a ratio of earned value to actual cost. It is considered the most critical EVA metric and measures the cost efficiency for the work completed. A CPI value of less than 1.0 indicates a cost overrun for work completed. A CPI value greater than 1.0 indicates a cost underrun of performance to date. The CPI is equal to the ratio of the EV to the AC. Equation: CPI = EV/AC”
The correct answer is “Less than 1”. The distractors are correct.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Chapter 7 Project Cost Management - Page 293 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/7/ [Item PMBoK Chapter 7 Section 7.4.2.2 Data analysis ]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//7.4.2.1 Earned Value Management Page 217ff. [Item]
Question
A project manager must ensure stakeholder responsibilities are clear, concise, and promote successful completion while maintaining stakeholder engagement.
What should the project manager do?
A.Collaborate with the stakeholder to define their manageable workload.
B.Assign new responsibilities only after prior deadlines have been met.
C.Assign as many responsibilities as they believe the stakeholder can handle.
D.Add at least two new responsibilities after prior deadlines are met.
Solution: A. Collaborate with the stakeholder to define their manageable workload.
The project manager should prioritize collaboration to ensure stakeholder responsibilities are clear and engaging. This approach fosters clear communication and understanding of expectations. Working together, the project manager and stakeholders can define achievable tasks and contribute to project success.
The other answer choices are incorrect. Assigning responsibilities shouldn’t solely depend on past deadlines.
Assigning as many responsibilities as they believe the stakeholder can handle can overwhelm stakeholders and lead to missed deadlines or poor work. Adding at least two new responsibilities after prior deadlines are met is an arbitrary approach that lacks flexibility and might not consider the stakeholder’s workload or project needs.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/stak_id17_org_article/3f0a50af-fcc8-416b-9723-7ce7a4496708
PMI Article - “The Agile Project Manager’s Guide to Stakeholder Engagement”: https://www.pmi.org/learning/library/stakeholder-management-task-project-success-7736
Question
A project manager is working on a complex project with many stakeholders and conflicting priorities. Senior management asked the project manager to avoid “noise” specifically for political projects.
Although it is difficult to find resources for the project, what should the project manager do to ensure smooth progress of the project?
A.Apply “If you do something nice for me I’ll do something nice for you.”
B.Be consistent with words and actions to avoid conflicts with the stakeholders.
C.Utilize compliments to obtain resources, and cooperate toward mutual goals.
D.Allocate the scarce resources efficiently to meet the needs of the project.
Solution: D. Allocate the scarce resources efficiently to meet the needs of the project.
In projects, constraints are time, money, and resources. Resources are considered to be the top criteria for conflict management. Allocating the scarce resources to meet the project needs should be the top priority for the Project Manager. Hence this option is the correct answer.
Negotiation with stakeholders are always performed in the interest of the project and not on personal goals or ambitions. Hence all the remaining options are incorrect.
This question and rationale were developed in reference to:
Pmi.org (2010) //How to use the six laws of persuasion/Brown, S. T/ [Item https://www.pmi.org/learning/library/laws-concept-persuasion-negotiation-strategies-6516]
Question
Engagement and motivation can be successfully achieved by the project manager in a virtual team by all the following, except:
A.Goal Setting
B.Task Structures
C.Inefficient Collaboration
D.Reward Systems
Solution: C. Inefficient Collaboration
There are studies that prove that engagement and motivation can be successfully accomplished by the project manager and this can be achieved through goal setting, task structures, and reward systems
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/leadership-tools-virtual-project-teams-6613 [Item There are studies that prove that engagement and motivation can be successfully accomplished by the project manager and this can be achieved through goal setting, task structures, and reward systems (Lee, 2009, p 457), in addition to adding regular and structured project status meetings and team member performance reviews (Lee-Kelley, 2006, p 242).]
Question
A new customer relations database is being deployed. The schedule calls for migration from the previous system to occur over one weekend. However, some key stakeholders believe it may take more time for the migration.
What should the project manager do?
A.Assess the concerns and risks of not deploying within the scheduled time frame and react accordingly.
B.Change the deployment plan such that additional resources are available to perform the weekend deployment.
C.Review and revise as necessary the risk management plan
D.Modify the schedule to increase the time frame of the deployment plan.
Solution: A. Assess the concerns and risks of not deploying within the scheduled time frame and react accordingly.
The project manager should assess the risk in accordance with the risk management plan and react accordingly.
Changing the deployment plan by adding resources may not address the stakeholder requirements.
Revising the risk management plan will not address stakeholder concerns.
It may not be necessary or possible to modify the deployment plan.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Becoming Agile: … in an imperfect world; Ahmed Sidky and Greg Smith/Chapter 5: the importance of obtaining executive support [Item Ralph Waldo Emerson said, “Nothing great was ever achieved without enthusiasm.” Those of you with significant business experience know that nothing great was ever achieved without executive support. This is not true because of executive team impact; rather, it’s true because executives will stop any initiative they have not endorsed. They will want details, justification, meetings, and more meetings if they are caught by surprise on a major initiative—and a migration to agile would be considered a major initiative in most companies. https://learning.oreilly.com/library/view/becoming-agile/9781933988252/ch05.html]
| The Agile Practice Guide (No Date) PMI/PMI/2.4/13 [Item]
Question
The implementation of a business requirement for an IT project impacts several applications. The application owner notices that changes to a function in application X can be started only upon completion of the development of a new feature in application Y.
This is an example of what dependency?
A.Start-to-start (SS)
B.Finish-to-start (FS)
C.Start-to-finish (SF)
D.Finish-to-finish (FF)
Solution: B. Finish-to-start (FS)
Finish to Start(FS) dependency indicates that the predecessor activity has to be completed before the successor activity can get started. Hence the example relates to Finish to Start task dependency. Hence this is the correct answer.
While Start to Start(SS) dependency indicates that the predecessor activity has to get started before the successor activity can get started, Start to Finish(SF) dependency indicates the predecessor activity has to be get started before the successor activity can get completed, Finish to Finish(FF) dependency indicates that the predecessor activity has to get completed before the successor activity can get completed. Hence all these three dependency constraints are the incorrect choices for the example.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Dynamic Scheduling with Microsoft Office Project 2007: The Book By and For Professionals by Rodolfo Ambriz , Chapter 5 - Entering Dependencies [Item]
| e-Reads (No Date) ///Improving Your Project Management Skills, Second Edition by Larry Richman Chapter 5 - Defining and Sequencing Activities [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//6.3.2.1 page 156 [Item]
Question
While conducting a retrospective meeting, team members were surprised from the performance results of the team shared by the project lead. The team have all expressed their ignorance of the measurements and availability of the different tools in place.
What should have the project lead done to avoid this situation?
A.Ask the HR to explain the different performance measurement tools
B.Inform the team members to fill in feedback on a regular basis
C.Provide Team members with continuous feedback about their performance
D.Planning and define a clear performance measurement framework
Solution: D. Planning and define a clear performance measurement framework
“Planning and define a clear performance measurement framework” is the best choice for the given context in the stem as the effective project management measurement system constitute a systematic approach to performance improvement through an ongoing process of establishing metrics, leading to the success at the team and the delivery level
“HR explain the different…” is not the right choice as HR has no role in this context
“Inform the team members to…” is not the right choice even though getting the feedback may improve the way of working but not going to help in the current situation
“Provide Team members with…” is not the right choice even though continuous feedback about their performance may improve the way of working but not going to help in the current 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//22/310 [Item]
Question
A project manager leads two highly motivated teams who typically work on 3-4 concurrent short projects with tight deadlines. Recently, communication, morale, and project performance have declined across teams and the project manager wants to improve team effectiveness and project success.
What should the project manager do first?
A.Implement a new collaboration tool to facilitate communication between both teams.
B.Conduct individual performance reviews to identify and address performance issues within each team.
C.Organize team-building activities to increase team cohesion and boost morale.
D.Facilitate open communication sessions to identify and address underlying challenges.
Solution: D. Facilitate open communication sessions to identify and address underlying challenges.
The project manager should facilitate open communication to engage both teams so they can voice concerns, share frustrations, and contribute to identifying root causes. Working together to analyze the factors contributing to the decline in communication, morale, and performance fosters ownership and empowers teams to find solutions.
The other answer choices are incorrect. Implementing a new collaboration tool might be helpful, but it doesn’t address the root cause of communication issues. Focusing solely on individual performance ignores potential broader team or project-level challenges. Team-building activities are potentially beneficial, however, they address morale superficially without uncovering the underlying problems.
This question and rationale were developed in reference to:
PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/1/56 [Item]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//4.3.5/
Question
During the development of a project, the project manager noticed that results are not as good as expected. Which tool or document shows which elements are impacting the key metrics?
A.Pareto chart
B.Run chart
C.Project charter
D.Risk register
Solution: A. Pareto chart
A Pareto Chart indicates the frequency of defects, as well as their cumulative impact and can be useful to find the defects to prioritize in order to achieve the greatest overall improvement.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/practice-three-project-quality-management-7198 [Item]
Question
An organization has decided to implement agile and a project manager with Scrum Master has been selected to coach the project team to understand agile delivery. One of the team members asks the project manager what servant leadership hierarchy means.
How should the project manager respond?
A.Team members are supposed to serve their manager.
B.Managers are supposed to serve their team members.
C.Clients are supposed to serve the team members.
D.Team Members are supposed to serve their clients.
Solution: B. Managers are supposed to serve their team members.
Servant leadership is the inverted hierarchy. In Agile, the manager is a leader that serves the team by creating the environment for the team to grow, removing impediments, and facilitating rather than commanding.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/servant-leadership-cures-organization-9856 [Item To serve or not to serve there is no question for a leader (CONFERENCE)]
Question
A new system is being developed to replace an existing manual process. During a sprint demo, business stakeholders expressed the concern that they would not gain any value from using this system.
What should the project manager do next?
A.Discuss this with the product manager and identify new user stories to address business concerns.
B.Call a steering committee meeting to determine critical success factors for the project.
C.Create a project benefits management plan and review it with the stakeholders.
D.Review the performance metrics with stakeholders to ensure the system accomplished agreed-upon metrics.
Solution: D. Review the performance metrics with stakeholders to ensure the system accomplished agreed-upon metrics.
The project manager should first review the performance metrics with stakeholders to ensure the system accomplished agreed-upon metrics. This will help the project manager to understand the specific concerns of the stakeholders and to see if the system is actually meeting their needs.
The other options are not the best option because they do not address the specific concerns of the stakeholders.
Discussing the concerns with the product manager and identifying new user stories should be done after the project manager has reviewed the performance metrics and understands the specific concerns of the stakeholders. It is premature to identify new user stories before understanding the root cause of the business concerns, and it assumes that the issue is related to user stories.
Calling a steering committee meeting is not the best option because the steering committee is typically responsible for setting the overall direction of the project, not for addressing the specific concerns of the stakeholders.
Creating a project benefits management plan and reviewing it with the stakeholders is a good option, but it should be done at the beginning of the project, not after the stakeholders have expressed concerns.
This question and rationale were developed in reference to:
Benefits Realization Management: A Practice Guide by Project Management Institute (No Date) ///4.1 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.4.8 METRICS]
Question
A project manager has started developing a plan for a new project. During the first planning meeting, the stakeholders ask about the project’s value and how it relates to the organization’s goals.
What should the project manager do next?
A.Refer the stakeholders to the scope management plan.
B.Refer the stakeholders to the project charter.
C.Invite the project sponsor to join the meeting to address questions.
D.Ask the project management office (PMO) to provide the necessary documentation.
Solution: B. Refer the stakeholders to the project charter.
The project team uses the project charter as a starting point for initial project planning to align the project’s value and organization goals.
The other answer choices are incorrect. The project sponsor will provide the same information as the project charter, which contains the needed information for the stakeholders. There is no scope management plan at this time. It is not the responsibility of PMO to provide the specific information about the project, this is the project manager’s responsibility.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4/83 [Item 4.2.1.1 Project Charter]
| Project Management Essentials, 2nd Edition (No Date) Kathryn N. Wells and Professor Emeritus Timothy J. Kloppenborg/// [Item Projects are conducted to create something useful. Most of the time, someone wants either a new product or service to be developed or an existing one to be improved. It is essential to understand: what is needed from the project, what all will be included, and how to make sure it is delivered. In this chapter, we discuss how to collect requirements, define scope, construct work breakdown structures (WBSs), plan for risk, and plan for change.]
Question
While reviewing a status report, a project manager notices that, over a period of six months, the coding quality for one developer is statistically lower than another developer assigned the same task. Which tool should the project manager use to trace the problem’s source back to its actionable root cause?
A.Histogram
B.Control chart
C.Scatter diagram
D.Ishikawa diagram
Solution: D. Ishikawa diagram
An Ishikawa diagram is also known as a fishbone diagram or a cause-and-effect diagram. This will show the project manager the root cause of the problem. A histogram will show the number of defects per deliverable, not the causes. A scatter diagram shows the relationship between two variables. It can be used to determine a problem, not the cause. Control charts are used to show the maximum and minimum values that meet the requirements, again, not the cause.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard, Chapter 7 - Program Quality Management; Seven Basic Tools of Quality [Item]
| OLD - PMBOK® Guide–Fourth Edition (Dec 1 2008 12:00AM) PMI/PMI//Page 212 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Section 8.1.2.3 [Item]
Question
A virtual project team is composed of members from various countries with cultural differences. The project manager is concerned that cultural differences may lead to miscommunication and conflict.
What should the project manager do to effectively mitigate against potential conflicts?
A.Collaboratively define and communicate the project-specific ground rules.
B.Require that all communications within the project team are in written form.
C.Appoint the senior member of one country’s team to act as arbitrator if a conflict arises.
D.Make all conflict resolution decisions and then inform the team.
Solution: A. Collaboratively define and communicate the project-specific ground rules.
Early, collaborative action to identify points of possible miscommunication will prevent conflict by keeping team members on the same page. Requiring written communication may mitigate some communication challenges, but will not address cultural differences that could lead to misunderstanding. Appointing an arbitrator or taking that role on at the PM level provides a resolution mechanism, but does not address the potential for miscommunication and prevention of escalation.
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) From conflict to collaboration beyond project success
“…Conflicts.. typically start … as an accumulation of miscommunication and missed opportunities. To avoid being caught off-guard by conflict, the project manager must make sure that the methods a project will use for conflict management are documented during project communication planning. Having the project stakeholders agree to these methods early in the project helps start the culture change needed.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.5.2.1/ [Item “Team ground rules… reduce the amount of conflict. … Conflict should be addressed early … using a collaborative approach.”]
Question
A project manager must make decisions daily, regardless of the decision’s level of importance or criticality. What should a project manager do to ensure their decisions are unbiased and rational?
A.Utilize data without checking for accuracy
B.Understand they cannot achieve everything
C.Make decisions quickly
D.Make decisions only when the results are certain
Solution: B. Understand they cannot achieve everything
It is a common flaw to have an optimism bias. Optimism bias is the tendency to be over-optimistic, overestimating favorable and pleasing outcomes.
Taking decisions quickly or waiting till the results are certain or utilizing data without checking for accuracy are incorrect options
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/critical-decision-making-skills-project-managers-5798 [Item]
Question
The team informed the project leader that they are not sure of the stakeholder needs, despite the multiple collection requirements efforts and engagement in status meetings.
How should the project manager approach this issue?
A.Require the team to work with the stakeholders to analyze their detailed requirements and sign off on the specification
B.Discuss with the team the option of canceling the project since the risk is too great to continue
C.Ask the team to write a collection of user stories to capture the needs, prioritize and manage the stories
D.Document what the team believes the stakeholders need, show it to stakeholders, and ask for their feedback to share with the team
Solution: D. Document what the team believes the stakeholders need, show it to stakeholders, and ask for their feedback to share with the team
The primary determinant of a successful team is how they work together. This is what should the project manager focus on when forming a team. Understanding stakeholders’ expectations is also paramount to a project’s success. Despite the multiple collection requirements efforts, the team members remain unsure of stakeholder needs. In this case, the best course of action is to document what the team believes, ask for stakeholder feedback, and share with the team is an effective way to ensure that the team and stakeholders are aligned, allowing everyone to work together well.
Requiring the team to work with stakeholders to analyze detailed requirements is not the best option because the team has already made multiple requirement collection efforts and has engaged with stakeholders in status meetings. Canceling the project since the risk is great is not an appropriate option. In the beginning, there will be a lot of uncertainties and the team must collaboratively analyze the situation for clarity. Deciding to cancel the project does not remedy the disconnect, and the same issue is likely to arise in other projects if it is not dealt with. Having the team produce user stories and prioritizing without involving stakeholders also does not help hence this is not the correct choice.
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//22/110 [Item]
Question
A project manager is leading a remote home office implementation. The project manager is surprised with early signs of resistance from key stakeholders in the organization. The key stakeholders strongly disagree with the change and will require more persuasion than the project manager originally expected.
Which two tools and techniques should be used to identify the organizational and project influence of the stakeholders? (Choose two)
A.Stakeholder matrix
B.RACI chart
C.Stakeholder analysis
D.Stakeholder map
E.Engagement map
Solution: A and D. Stakeholder matrix and Stakeholder map.
Stakeholders map involves different techniques to identify stakeholders by power and influence. The stakeholder matrix is one of the techniques that allows you to to identify such power relations in stakeholders.
The other answer choices are incorrect. They are used to create the stakeholder matrix and map, which are the best tools for determining organizational and project influence. The RACI chart includes all project roles, not just the key stakeholders.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //5.2.2 CONDUCT STAKEHOLDER ANALYSIS: TOOLS AND TECHNIQUES/ [Item Book: The PMI Guide to Business Analysis]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13 Project Stakeholder Management/512 [Item 13.1.2.4 Data Representation]
Question
A company has decided to form agile teams within the organization to improve project results and take advantage of new opportunities in the market. A project manager with extensive agile experience was recruited to oversee the process. What should the project manager do first?
A.Recruit, appoint, and evaluate new agile project practitioners.
B.Implement an agile project management office (PMO).
C.Determine the criteria for when to launch agile projects.
D.Perform a retrospective analysis of prior project experiences.
Solution: C. Determine the criteria for when to launch agile projects.
The project manager should first determine the criteria for when to launch agile projects. This can include things like an understanding of agile methodologies, appropriate training for team members, proper project selection, and an organizational culture that supports agile principles. Determining the criteria for when to launch agile projects is crucial because it establishes the framework for when and how agile projects will be initiated. This involves conducting an audit to determine the agile maturity of teams and what skills might be missing. The project manager should compile a detailed list of the responsibilities for each role and conduct agile-specific interviews with team members to pinpoint and address any skills gaps. This analysis helps the project manager determine how much time it will take to get everyone up to speed.
The other options are incorrect because they should not be the first step the project manager takes.
Recruiting, appointing, and evaluating agile project practitioners might eventually be necessary, but it should not be the next step after deciding to form agile teams. The company first needs to understand what it means to be “ready” to launch agile projects, which involves more than just having team members with certain skill sets. It sets the direction for the agile transformation within the company.
Implementing an agile PMO should be considered after the initial criteria are set and agile projects are underway. Before setting up structures like a PMO, the company needs to decide what it means to be ready to do agile, and what that looks like in terms of processes, culture, and understanding.
Retrospective analysis can provide valuable insights, but it is not necessary before forming agile teams. Retrospective analysis is usually done at the end of a project or a sprint to learn from the past and improve future processes. It doesn’t necessarily provide a roadmap for initiating agile transformation.
This question and rationale were developed in reference to:
Agile Practice Guide, 6th edition (2017) PMI/PMI/4 and 6/ [Item Agile Teams and Readiness for Change]
| O’Reilly Platform (No Date) //Introduction: Making the Transition to Agile/ [Item Transitioning to Agile]
| The Agile Practice Guide (No Date) PMI/PMI/6/82 [Item]
PMBOK Guide Seventh Edition (2022) /// [3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
Question
A client requests a major scope change due to a change in the market environment, which will significantly add to the project cost. This change is approved through the change control process.
What should the project manager do to put the project on track?
A.Reevaluate the scope baseline and impact on the project objectives.
B.Use the management reserve to account for the schedule uncertainty.
C.Monitor risks to ensure the effectiveness of the risk management process.
D.Reevaluate the cost management plan to address the impact of the change.
Solution: B. Use the management reserve to account for the schedule uncertainty.
Management reserves are a specified amount of the project budget withheld for management control purposes and are reserved for unforeseen work (unknown-unknowns) that is within scope of the project. The project manager should use the management reserve to account for the schedule uncertainty to keep the project on track.
The other answer choices are incorrect. The project objectives are not impacted; risks should constantly be monitored, not just when there is a change; the cost management plan is set up for known-unknowns and contingencies.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//Chapter 7/ [Item Management Reserve]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/6/202 [Item Management reserves are a specified amount of the project budget withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended to address the unknown-unknowns that can affect a project. The scenario refers to an external environment change which is an unknown-unknown and a management reserve is the best option. Contingency reserves are used for known-unknowns and these are risks that the project manager anticipated at the start of the project.]
Question
A project manager is not able to complete the list of project objectives due to conflicting directives from two department directors. Which approach would allow the directors to adjust their directives with a win/win outcome?
A.Collaborate/problem solve
B.Withdraw/avoid
C.Smooth/accommodate
D.Force/direct
Solution: A. Collaborate/problem solve
Collaborative or Problem Solving is the best conflict management technique which is a win-win to all stakeholders and is the correct answer.
Withdraw or avoid is lose-lose situation and hence is an incorrect choice
Smooth/accommodate is lose-win situation and hence is an incorrect choice
Force/direct is win-lose situation and hence is an incorrect choice
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/conflict-collaboration-beyond-project-success-1899 [Item “Collaborating = win/win (high assertiveness, high cooperativeness) Collaborating is used to resolve important conflicts, especially those affecting relationships between groups. The predominant activities in collaborating are integrating solutions, marching perspectives, gaining commitments, and learning more about the other parties and the conflict itself.”]
| 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
In a project, there is a stakeholder who does not see any benefit for the project. Sometimes the stakeholder uses politics to place obstacles to prevent a successful project completion.
What is the personality of this kind of stakeholder?
A.Stoic
B.Neutral
C.Champion
D.Antagonist
Solution: D. Antagonist
Antagonist wont see any benefit of the project.
Champion, Neutral and stoic will see the benefit of the project depends on their interest and contribution level
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/stakeholder-management-plan-6090 [Item Champion: A person who sees the merits of the proposed project, strongly supports it, is willing to use his or her political capital to remove obstacles, and to help ensure the successful completion of the project.
Neutral: One who currently does not perceive any stake or interest in the project; however, they could be converted to champion status if shown how successful project completion will benefit them.
Antagonist: An individual who doesn’t see any merit in the project and may use his/her political capital to place obstacles in the path of successful project completion. These are not all bad people; it could be their current perception of the project makes no sense to them. Dinsmore (2003) noted that “If people resist your overtures, it doesn’t necessarily mean that they are against your program. They may be uninformed or unaware of the potential benefits. Don’t assume people are against you just because they fail to leap on the bandwagon immediately. Create a communication plan that provides stakeholders with appropriate information” (p. 60).
Stoic: A person who is known to have a stake in the project; but has minimal interest or who is distracted by other activities; they pay no attention to the project.
Ignored or Invisible: Individuals or groups who are somewhat removed from the project in the early stages by either the limited vision of the project team or they are being purposefully ignored by the team. This group typically includes those in human resources, purchasing, legal and operations. Project managers need to pinpoint these since they often make prime decisions or set policies that will shape the project. These individuals often termed “policy level stakeholders,” need to be identified as well as their interest, in the project so that decisions can be made on when to involve them.]
Question
Which leadership style would help people to connect, even when working remotely and never having met each other?
A.The participative style
B.The Affiliative style
C.The Pace Setting style
D.The Coaching style
Solution: B. The Affiliative style
By definition the Affiliate style is the one bringing people together.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/styles-leadership-avoid-mistakes-career-6280 [Item]
Question
In your project you need some assistance facilitating meetings, following up on action items, introducing new team members, and mediating conflicts.
Who would be the most suitable team member type to assist you with those activities?
A.Power Oriented team member.
B.Affiliate Oriented team member.
C.Achievement Oriented Team member.
D.Delivery Oriented Team member.
Solution: B. Affiliate Oriented team member.
All the activities mentioned in the stem require good facilitation skills. The PM doesn’t need help with decisions or managing the delivery to achieve the desired results. BUT here the Project Manager is looking for assistance during the execution of a project with a large number of team members and/or the team is located in different locations including virtual.
PMBoK Sixth Edition states: “Project managers require the skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance and to meet the project’s objectives. Teamwork is a critical factor for project success, and developing effective project teams is one of the primary responsibilities of the project manager. Project managers should create an environment that facilitates teamwork and continually motivates the team by providing challenges and opportunities, providing timely feedback and support as needed, and recognizing and rewarding good performance”
“Project managers operate in a global environment and work on projects characterized by cultural diversity. Team members often have diverse industry experience, communicate in multiple languages, and sometimes work with a “team language” or cultural norm that may be different from their native one. The project management team should capitalize on cultural differences, focus on developing and sustaining the project team throughout the project life cycle, and promote working together interdependently in a climate of mutual trust. Developing the project team improves the people skills, technical competencies, and overall team environment and project performance. It requires clear, timely, effective, and efficient communication between team members throughout the life of the project”
The team member chosen by the Project Manager to provide him with assistance could be defined as: “person that directly, or indirectly through one or more intermediaries, controls, is controlled by, or is under common control with”, therefore, the correct answer is: Affiliate Oriented team Member”
The Distractors are valid and are accepted
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/successful-motivational-techniques-virtual-teams-8161 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/9/ [Item Develop Team]
Question
A project manager is managing a hybrid project with a fixed time and fixed price agreement. The project manager is having difficulty getting the team to submit their time sheets. The feedback received from the team is that work will be delivered every two weeks, so no time sheets are required. However, the project manager needs the time sheets to complete a cost assessment of the project.
What should the project manager do to ensure all team members submit their time sheets as required?
A.Ask the project management office (PMO) to ensure the team submits their time sheets.
B.Send a weekly reminder to each team member notifying them to submit their time sheets.
C.Explain the impact of not submitting time sheets on the project’s cost assessment.
D.Change the submission frequency for the time sheets from biweekly to weekly.
Solution: C. Explain the impact of not submitting time sheets on the project’s cost assessment.
To ensure all team members submit their time sheets as required, the project manager should explain the impact of not submitting time sheets on the project’s cost assessment. This will help the team understand the importance of submitting time sheets and the consequences of not doing so. The project manager should also work with the team to identify any obstacles or challenges that may be preventing them from submitting time sheets and address them accordingly. The project manager needs to establish clear expectations and guidelines for time sheet submission at the beginning of the project. Explaining the impact of not submitting time sheets is a key approach for ensuring that all team members submit their time sheets as required and that the project’s cost assessment is completed successfully.
The other options are incorrect.
Escalating the issue to the PMO is drastic and the project manager should attempt to communicate with the team to increase awareness and resolve the issue collaboratively.
Sending a weekly reminder or adjusting submission frequency does not address the underlying issue. The team sees the time sheets as unnecessary, so the project manager should communicate their value and purpose.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //9 Evaluating Project Success/ [Item Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools by Charlene James-Tanny; Brenda Huettner; M. Katherine BrownPublished by Jones & Bartlett Learning, 2010 Chapter 9 Evaluating Project Success Section - Manual entries]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project manager is working on a project that will deliver a solution in country A. Due to the potential for a security breach, country A’s government is banning the technology that will be used in the project’s solution, adversely affecting the project. The project manager is close to completing the installation for the project after already procuring the materials and the banned technology.
What should the project manager do?
A.Review the project management plan and follow the process for change control.
B.Request that the legal team review the change and determine the appropriate response.
C.Meet with the project sponsor about the issue and request direction for next steps.
D.Inform the customer that the project cannot deliver the defined scope.
Solution: A. Review the project management plan and follow the process for change control.
Review the Project Management Plan: As a Project manager, you must follow the process defined in the project management plan to manage the change.
Legal Team Review: Your legal team can review this but without performing the change request, you wouldn’t know the impact of the change in legislation. This policy from government may affect the wider business of your organization.
Meeting with project sponsor / informing the customer: Informing your project sponsor about this will occur at some point, and would potentially take place only after a review of the change control process. Similarly, you can not preempt and decide that you can or can’t deliver the project. best thing for you is stick to the process as defined in the project management plan and control what you can.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/4.6.1.5/ENTERPRISE ENVIRONMENTAL FACTORS [Item https://learning.oreilly.com/library/view/a-guide-to/9781628253900/part_1-4.xhtml]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/86 Scope Change Control/ [Item]
Question
During project execution, an issue arises that requires additional budget and time to resolve the issue. The project team did not identify this issue as a risk during risk management planning. The project sponsor points out that this risk has occurred on past projects.
What should the project manager have done to avoid this oversight?
A.Reviewed the risk management plan.
B.Confirmed organizational risk appetite.
C.Reviewed the lessons learned register.
D.Allocated additional contingency reserves.
Solution: A. Reviewed the lessons learned register.
The project manager should have reviewed the lessons learned register as a resource to help identify threats. A lessons learned register is used to record knowledge gained during a project and identify potential improvements
The other options are incorrect because they are not relevant and do not address the issue of overseeing the risk. If the team had reviewed the lessons learned register as part of risk management planning, they would have been able to identify the missing risk and identify an appropriate risk response. The project manager could not have allocated additional contingency reserves because contingency reserves are set aside to implement a risk response or to respond to risk events should they occur. In this case, the risk was not identified and there is no response plan to address the issue.
This question and rationale were developed in reference to:
| OLD PM: Sys Aprch Plng, Sch & Cntrl,10th (Mar 23 2009 12:00AM) Harold, Ph.D. Kerzner/Wiley//Chapter 17 : Page 797 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.8.5 RISK] [4.6.2 LOGS AND REGISTERS] [2.4.2.4 Budget]
Question
A project team is actively engaged in the preparation of the last delivery before the final product is live in production. What should the project manager do to make sure that the whole team is in full sync?
A.Ensure the team is attending the daily meetings and participating actively
B.Ensure that the needed information is available and accessible to each and every member
C.Ensure to visualize the work to be done on a white board visual and accessible to all
D.Ensure there is a room for the team to have regular conversation whenever needed
Solution: A. Ensure the team is attending the daily meetings and participating actively
“Ensure the team is attending the daily meetings and participating actively” as daily meetings keep the team on track so that there are no surprises. and eliminate the waste of waiting dependencies of the work to be done between the team
Although rest of the options seems to be by providing the additional information, but the right choice is participation in daily meetings
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//23/319 [Item]
Question
A project manager is managing a project with a very aggressive delivery schedule and a firm completion date. The project requires expensive and fragile components that are prone to rework and rejections. The project manager is developing the vendor selection criteria.
What should be the strategy for vendor selection?
A.Lowest price regardless of the vendor’s warehouse location.
B.Acceptable price if the vendor is closer to the project site.
C.Project sponsor’s recommendation based on past experience.
D.Team members’ recommendations based on past experience.
Solution: B. Acceptable price if the vendor is closer to the project site
The material’s fragility and high probability of rework introduce the risk of delay in the project while waiting for replacements. The distance between the project site and the vendor’s warehouse is important when the delivery time is tight. When vendors are “supplying materials of a high value and large size that are susceptible to rework and rejections,” they should be located as close to the project site as possible, Buch says. “The supplier’s vicinity is given preference over the price.”
This question and rationale were developed in reference to:
Snippet - Tailor Procurement for Agile Projects (No date provided) //// [Item https://snippets.pmi.org/snippet/tailor-procurement-for-agile-projects/]
Question
A project manager is leading a large business transformation project with the goal of creating a new organizational structure and aligning the IT systems with the new business structure. In which phase of integrated change management should the project manager manage resistance?
Phase 1 - Prepare for the change.
Phase 2 - Plan the change.
Phase 3 - Manage the change.
Phase 4 - Reinforce and sustain the change.
Solution: C. Phase 3 - Manage the change.
Resistance is natural and does not necessarily mean that there is a problem. Good change management practices not only reduce resistance but can turn some of the most resistant employees into some of the biggest supporters.
The project manager should manage resistance in phase 3 by providing clear, honest, and open two-way communications; managing expectations and clarifying the personal impact (what specifically will change and what is expected); involving end-users (those directly impacted) early and throughout the project; and engaging managers and supervisors early and establishing their role as coaches and change agents.
This question and rationale were developed in reference to:
PMI.org (2013) //Integrated change management/Wanner, M. F./ [Item https://www.pmi.org/learning/library/integrated-change-management-5954
Wanner, M. F. (2013). Integrated change management. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.]
Question
In the middle of project execution, the project sponsor leaves, and a new sponsor is assigned. The new sponsor is requesting major revisions to the deliverables.
What should the project manager do?
A.Implement all the changes to the deliverables.
B.Request additional resources to adjust the deliverables.
C.Evaluate the possible impacts of the changes.
D.Extend the project timeline to include the changes.
Solution: C. Evaluate the possible impacts of the changes.
The project manager should evaluate the potential impacts of the changes requested by the new sponsor. This includes assessing the impact on the project schedule, budget, scope, and quality. The project manager should also communicate the potential impacts to the new sponsor and other stakeholders, and work with them to determine the best course of action. It is important for project managers to be prepared for changes in project sponsorship, as this can have a significant impact on the project. Project managers should establish clear communication channels with sponsors and stakeholders, and regularly review and update the project plan to ensure that it remains aligned with the project goals and objectives.
The other answer choices are incorrect because they suggest that the project manager implement the change and alter the project without first assessing the situation
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/5/182 [Item]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.1 STAKEHOLDER PERFORMANCE DOMAIN] [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
An organization previously using predictive approaches has recently decided to adopt the Scaled Agile Framework (SAFe®) approach. A critical project for the organization is in the middle of the execution phase at the time of this decision.
Which approach should the project manager use to continue the project delivery?
A.Scrum
B.Kanban
C.Predictive
D.Large-Scale Scrum (LeSS)
Solution: C. Predictive
Switching frameworks would pose a substantial risk to the project’s delivery, given its critical state. Continuing with the Predictive framework has the lowest risks. On a portfolio level, the SaFE architecture enables the integration of waterfall methodologies.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //14.8 SCALED AGILE FRAMEWORK (SAFE)/14.8.1.3 - Portfolio [Item Agile Foundations: Principles, Practices and Frameworks]
Question
A project manager working in a global organization decides to use a low-cost social media platform to exchange information, knowledge, and experience within the organization.
Which three challenges should the project manager be prepared to deal with? (Choose three)
A.Lack of physical interaction
B.Time differences
C.Competing priorities
D.Lack of funding
E.Cultural differences
Solution: A, B, and E. Lack of physical interaction, Time differences, and Cultural differences
An internal professional network is based on a common desire to exchange information. A low-cost virtual project office provides flexibility and cost benefits, so competing priorities and lack of funding are not an issue. The main challenges include accommodating a geographically diverse workforce and respecting schedules that may vary across time zones and among different nationalities and cultures (Elkins, 2000). Time differences and cultural diversity are challenges amplified by the lack of face-to-face interaction.
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]
As virtual teams have become more widely used, their use is becoming increasingly adapted to parallel activities, resulting in an increased need to interact as project schedules are shortened. Although there may be substantial cost benefits from virtual teams, the distributed environment is not likely to be as successful as co-located teams (Kraut et al., 2002; Olson et al., 2002). There are also some unique advantages to co-located work (Olson et al., 2002), including increased interactivity and continuous communication, resulting in easier coordination and learning. These advantages can result in substantial increases in work group productivity, especially when tacit knowledge is to be shared.
Question
A project manager is working on a large business transformation project. The project requires a significant change management effort and the project manager has decided to use the Kotter model. The project manager has created a sense of urgency and formed a guiding coalition to implement the change.
What else should the project manager do? (Choose 3)
A.Develop a vision and strategy.
B.Ensure frequent deliveries in short intervals.
C.Communicate the vision constantly.
D.Ensure business people and developers work together.
E.Accomplish short-term wins.
Solution: A, C, and E. Develop a vision and strategy; Communicate the vision constantly; Accomplish short-term wins.
The Kotter model involves eight steps: establish a sense of urgency, form a powerful coalition, develop a change vision, communicate the vision, empower action, create quick wins, build on the change, and make it stick.
The other answer choices are incorrect. Delivering in short intervals and ensuring business people and developers work together are aligned with agile principles. The Kotter model focuses on implementing change in a series of steps, and it does not specifically mention the need for business people and developers to work together, but it does emphasize the importance of communication and collaboration.
This question and rationale were developed in reference to:
PMI.org (2013) //Integrated change management/Wanner, M. F./ [Item https://www.pmi.org/learning/library/integrated-change-management-5954
Wanner, M. F. (2013). Integrated change management. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.]
Question
A project manager for a US$15 million construction project must meet a specific project milestone earlier than planned because a season-long pattern of extreme weather is expected soon. The project is already over budget, and the project sponsor is not prepared to provide additional funding.
Which tool or technique should the project manager use to achieve the milestone before the extreme weather begins?
A.Simulation
B.Fast tracking
C.Resource smoothing
D.Crashing
Solution: B. Fast tracking
PMBoK Sixth Edition Chapter 6 Section 6.5.2.6 states: “Fast tracking” A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works when activities can be overlapped to shorten the project duration on the critical path. Using leads in case of schedule acceleration usually increases coordination efforts between the activities concerned and increases quality risk. Fast tracking may also increase project costs”
An activity is to be completed due to “unforeseen circumstances”. This should have been planned by the Project Manager when developing the Project Schedule.
At this stage “Simulation”, “Resource Smoothing” are not practical steps. “Crashing” is also not acceptable.
PMBoK Sixth Edition states: “Crashing” A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
Question
While performing a qualitative project risk analysis process the project manager finds that the product is missing the “Definition of Done”. What type of risk is this?
A.Commercial risk
B.External Risk
C.Management Risk
D.Technical Risk
Solution: D. Technical Risk
The correct answer is a technical risk.
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. A missing DoD is an example of technical risk. A technical risk would be centered around scope, requirements, technical processes, etc.
An external risk would be centered around factors outside of the organization; competition, legislation, regulation, environmental factors, etc. A management risk would be centered around managerial duties and processes; operations, resourcing, organization, communication, etc. A commercial risk would be centered around transactional factors; procurement, contracts, subcontractors, partnerships, etc.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/406 [Item]
Question
The local government regulator has issued a notification to all companies regarding a new project aimed at facilitating information reporting to an international regulator. However, due to the dynamic nature of the project, there is a possibility of changing requirements while the delivery date remains fixed. The project manager assigned to this initiative is concerned about the uncertainty and the short timeline for delivery.
How should the project manager best prepare to address this situation?
A.Implement iterative and incremental approaches in relevant areas of the project to adapt to changing requirements.
B.Meet with the sponsor to determine a detailed project schedule to ensure that the project is completed on time.
C.Develop a detailed contingency plan using the crashing technique to expedite project activities as needed.
D.Enhance communication strategies and engagement with the local government to ensure alignment and timely updates.
Solution: A. Implement iterative and incremental approaches in relevant areas of the project to adapt to changing requirements.
Iterative and incremental methodologies allow the project team to adapt to changing requirements as they emerge. This accommodates evolving needs without causing significant disruptions to the project schedule and helps mitigate the risks associated with unpredictable changes.
The other options are incorrect because they do not directly address the core issue of accommodating changing requirements within a fixed timeline.
Meeting with the sponsor to determine a detailed project schedule does not address the issue because the fixed delivery date remains a constraint.
Developing a contingency plan using the crashing technique does not directly address the challenge and is an expensive and risky way to expedite project activities.
Enhancing communication strategies and engagement with the local government alone does not inherently solve the problem. It is a good practice, but it should be done in conjunction with a method for managing changing requirements.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/3.1/ [Item]
| The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//87/ [Item Assess project data for completeness, considering aspects such as: Regulatory, legal, and standards compliance]
PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES]
Question
A project manager is tracking an infrastructure project that is dependent on a service provider. The service provider informed the project manager that some of the third-party components will no longer be manufactured or supported. Upon an initial review, this would significantly delay the schedule and increase the budget.
What should the project manager do?
A.Escalate this issue to the project sponsor.
B.Update the risk register.
C.Convene a review with the team.
D.Update the project status to reflect these findings.
Solution: A. Escalate this issue to the project sponsor.
External threat beyond scope of project manager should be escalated to project sponsor. This would be significant budget and scope
This question and rationale were developed in reference to:
Identifying and Managing Project Risk (No Date) Tom Kendrick//10 Managing Project Risk/ [Item It is rare to encounter a project where everyone involved feels things are adequately under control. There never seems to be enough time, funding and staffing seem too low, and there are generally a few technical challenges yet to figure out.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/11.5.2.4/ [Item External threat beyond scope of project manager]
Question
A project team has recently finished a sprint for developing two features for a fleet management system. Although the team delivered the required features, they encountered several issues and conflicts during the sprint. Team members were upset about this experience and are now showing a lack of motivation due to what has occurred.
What can the project manager do to help increase the team’s motivation and engagement with the project?
A.Set up one-on-one meetings with the project team members.
B.Review sprint progress with the project team members.
C.Review sprint planning procedures with the project team members.
D.Perform a sprint retrospective with the project team members.
Solution: D. Perform a sprint retrospective with the project team members.
Sprint Retrospective is an Agile ceremony that allows the team to discuss openly about their thoughts/opinion about the sprint. This allows them to examine the sprint process and understand what work well, what went wrong and what actions they need to take to improve the process. This ceremony fosters empowerment within the team as they had an opportunity to decide on what works with them to make them more engaged and satisfied in handling the project.
Since it is about team, one-on-one meeting is not suggested. Sprint planning and review of sprint progress are not the right Agile ceremonies to introspect about team motivation
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //16. The Sprint Retrospective/ [Item Navigating Hybrid Scrum Environments: Understanding the Essentials, Avoiding the Pitfalls]
| O’Reilly Platform (No Date) //Chapter 22: Sprint Retrospective/ [Item Book Title:
Essential Scrum: A Practical Guide to the Most Popular Agile Process
Chapter 22: Sprint Retrospective
Section: 1) Overview
2) Emotions Seismograph
“Many teams create an emotions seismograph as a complement to their event timeline. This is a graphical representation of the emotional ups and downs of the participants over the course of the sprint”]
Question
A project is developing a product where the time to market is critical. During the execution phase, the client submits a change request to include the latest technology that will enhance the product features and provide a competitive advantage. The change will impact the project constraints, but the benefits outweigh the cost and effort.
What should the project manager do next?
A.Adopt an incremental delivery approach and release essential features of the product into the market first to counter competition.
B.Start a separate project to adopt the new technology incrementally to enhance the product features as the technology matures.
C.Perform an integrated change control process and review the project constraints to effectively manage the enhanced scope.
D.Close the current project and start a new project with an incremental delivery approach.
Solution: A. Adopt an incremental delivery approach and release essential features of the product into the market first to counter competition.
Adopt an incremental delivery approach: Referencing Effective Project Management, 8th Edition, Hybrid Project management introduces the concept of a check point at the beginning of each phase where a decision to change the PMLC methodology can be made. By adopting the incremental approach during the execution phase, the project team can first develop essential features of the Product to reduce the time to market and get a foot hold in the market to counter competition. New technology can then be incrementally implemented
Start a separate project / Perform integrated change control / Closing the project: Taking these approaches is not in keeping with hybrid project management methodology.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/14/https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c14.xhtml [Item Chapter 14: Hybrid Project Management
PROJECT EXECUTION PHASE
Step 11: Conduct Client Checkpoint
A review of the adapted PMLC Model Template for any needed changes
A significant proposed scope change: Market forces and changes are not always predictable, or we know that they will occur, but not when. These can often cause significant changes in scope, either by reducing scope or greatly expanding the scope in order to counteract the market changes. This will occasion the revisiting of model choice with the prospect of a better fit, given the new conditions.
Actions of a competitor: Increased functionality, price reductions, and other actions of a competitor can stop your ECPM project dead in its tracks. Sometimes an incremental release strategy may be the best strategy as a hedge against the competitor’s actions. Getting to market faster can establish a foothold that the competitor will find hard to counter.
The release of a new technology: The entire market will be impacted and speed to market will be affected. There is also a strategy that gets you to market without incorporating the latest technology: only implement it in the next release, once the technology has matured.]
| The Agile Practice Guide (No Date) PMI/PMI/Chapter 3/29 [Item 3.1.10 Hybrid Life Cycles As Fit-for-purpose. Project teams may design a hybrid life cycle based on project risks. ]
Question
Quality management is a vital aspect of any project. Which of the following quality control aspects is a component of a high functioning measurement system?
A.Accuracy
B.Non-precision
C.Non-repeatability
D.Duration
Solution: A. Accuracy
A good measurement system should take as long as is needed to ensure that the deliverables meet the needs of the project i.e. Duration is not a component of a good measurement system. Accuracy, Precision, and Repeatability are components of a good measurement system.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/practice-three-project-quality-management-7198 [Item Quality in project management–a practical look at chapter 8 of the PMBOK® guide (CONFERENCE)
Rever, Harry]
Question
A project manager just completed a project in an organization that values lessons learned. Leadership encourages all the project stakeholders to use the process, tools, and results from the lessons learned repository in future projects. Preparing to update the lessons learned repository, the project manager has gathered relevant project data and feedback.
What should the project manager do next?
A.Store all the comments and recommendations received for future reference.
B.Analyze and organize the findings with the stakeholders to extract insights.
C.Document and share the findings with the stakeholders for review and feedback.
D.Retrieve all of the comments and recommendations received in the past.
Solution: B. Analyze and organize the findings with the stakeholders to extract insights.
This option provides an opportunity for the stakeholders to review the way in which it works and to suggest changes to improve processes and efficiency. The organization values lessons learned, so analyzing and organizing the findings with the stakeholders helps to develop an in-depth review and helps to ensure that insights are realized and understood. Analyzing and extracting insights ensures that they can be easily applied and communicated.
The other options are incorrect because they are not applicable or would occur after extracting insights. Storing the comments and recommendations does not help to garner insight or provide thorough analysis. Documenting and sharing the findings would occur after distilling actionable insights by analyzing the data and feedback collected.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) ///[2.5.1 PROJECT PROCESSES] [ 2.5.8 LEARNING THROUGHOUT THE PROJECT
Question
A project manager is leading a Scrum team. During Business Acceptance Testing (BAT), the client rejects the deliverable due to poor quality, traced back to a lack of collaboration between team members.
What should have the project manager done to prevent this?
A.Provided detailed instructions on how and when the work should be done.
B.Requested detailed documentation and sign-offs between project phases.
C.Implemented detailed tracking of project progress, productivity, and costs.
D.Provided a detailed vision and empowered the team making them accountable.
Solution: D. Provided a detailed vision and empowered the team making them accountable.
Scrum promotes self-organizing teams and fosters accountability and collaboration. The project manager should have shared a detailed vision, which provides direction, and empowered the team to collaborate effectively and deliver high-quality results.
The other answer choices are incorrect. Detailed instructions could lead to micromanagement, which stifles creativity and can hinder collaboration. While some detailed documentation is valuable, excessive documentation can distract from collaboration. While detailed tracking is essential, focusing solely on metrics can distract from fostering a collaborative team environment
This question and rationale were developed in reference to:
PMBOK Guide (6th edition) - Chapter 9: Project Teams
Scrum Alliance - “The Scrum Guide”: https://scrumguides.org/
https://www.pmi.org/learning/library/servant-leadership-cures-organization-9856
Question
A team is working on a new product using a gated approach. After the third sprint they noticed that the market needs may be changing, and the product may not fit the new market needs.
What should the project manager do next?
A.Survey the market for possible impacts on the project.
B.Change the product’s scope to meet the new needs.
C.Finalize the product on time and budget to launch as planned.
D.Review the backlog to see the impact of the new needs.
Solution: A. Survey the market for possible impacts on the project.
The PM needs to evaluate and address external business environment changes for impact on scope, and continually review external business environment for impacts on project scope/backlog
Without surveying the external business environment it is unclear whether the project scope needs to be changed
Launching the product as planned may not accomplish project objectives in light of new business requirements
Reviewing the backlog is immaterial to the decision that is required.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Managing Innovations Integrating Technological, Market and Organizational Change 5th Edition; John Bessant and Joe Tidd/Chapter 5: Sources of Innovation [Item https://learning.oreilly.com/library/view/managing-innovation-integrating/9781118360637/16_chap05.html#chap05 Where do innovations come from? There’s a good chance that asking that question will conjure images like that of Archimedes, jumping up from his bath and running down the street, too enthused by the desire to tell the world so that he forgot to get dressed. ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/1.2.2/11 [Item]
Question
A project manager is assigned to a legacy system modernization project. The project management plan is solidified and the requirements have been handed off to the IT department for development. However, the company’s CEO announces the company’s new strategic direction and upcoming plans for an enterprise resource planning (ERP) implementation.
What should the project manager do?
A.Ask the project sponsor for recommendations to keep the project on track.
B.Understand and clarify how the existing project aligns with the overall organization vision.
C.Conduct a project team meeting to plan and confirm resource assignments for the new project.
D.Review the project schedule to ensure the project will be completed on time.
Solution: B. Understand and clarify how the existing project aligns with the overall organization vision.
Individual projects should support the company’s strategic direction.
The other answer choices are incorrect. They promote continuing the project as-is without taking into account the new vision and strategy.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/3/What is strategic project management [Item Definition of strategic project management…]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/1/17 [Item The purpose of Organizational Project Management (OPM) is to ensure that the organization undertakes the right projects and allocates critical resources appropriately. OPM also helps to ensure that all levels in the organization understand the strategic vision, the initiatives that support the vision, the objectives, and the deliverables.]
Question
A project manager is asked to manage a project that will allow the company to comply with a new, upcoming regulation. Just after project kick-off, the scope is modified to have the project team now work on specific tasks, while a global team will manage the program for several countries in parallel. The project management plan has not yet been shared, and the deadline to complete the project is fixed.
What should the project manager do to handle the scope and changes?
A.Create a risk entry in the risk management plan due to the lack of a global project management plan.
B.Formalize the change in the scope with the project sponsor to limit accountability for the specific tasks.
C.Review the organizational process assets (OPAs) from similar situations and the approaches that were implemented.
D.Define an initial backlog and start working on the clearest tasks, then incrementally refine the scope.
Solution: D. Define an initial backlog and start working on the clearest tasks, then incrementally refine the scope.
When external factors or business decisions are not certain but there is a fixed deadline, the agile approach allows the formality and the flexibility to take care of the project under a “controlled situation”. In order to handle the scope and changes, the project manager should define an initial backlog and start working on the clearest tasks, then incrementally refine the scope.
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//3 Agile Principles/ [Item Accept That You Can’t Get It Right Up Front
Plan-driven processes not only mandate full requirements and a complete plan; they also assume that we can “get it right” up front. The reality is that it is very unlikely that we can get all of the requirements, or the detailed plans based on those requirements, correct up front. What’s worse is that when the requirements do change, we have to modify the baseline requirements and plans to match the current reality (more about this in Chapter 5).
In Scrum, we acknowledge that we can’t get all of the requirements or the plans right up front. In fact, we believe that trying to do so could be dangerous because we are likely missing important knowledge, leading to the creation of a large quantity of low-quality requirements (see Figure 3.7).]
Question
What are the main outputs of the risk identification process?
A.Risk report and risk register
B.Risk report, risk register, and project documents updates
C.Risk management plan, risk register, and risk responses
D.Risk report, probability, and impact matrix
Solution: B. Risk report, risk register, and project documents updates
The correct risk report, risk register, and project document updates.
The process of identifying risk is intended to determine which risks may affect the project and document their characteristics. A risk report is a project document that summarizes information on individual project risks and the level of overall project risk. A risk register is a repository in which outputs of risk management processes are recorded. Project documents must be updated to include identified risks.
The other options are incorrect because they contain options that occur after risks are identified. A probability and impact matrix would be conducted while analyzing risks, not while identifying them. Risk responses are not determined when identifying risks. The risk report and risk register option is partially correct, but the project document updates are an important output of the process.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/home#,search=%20The%20Main%20Output%20of%20Identify%20Risks%20 [Item The Main Output of Identify Risks
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3.19/ [Item 3.19 IDENTIFY RISKS]
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [Item]
Question
A key stakeholder’s input is essential to a project’s success. However, the stakeholder is always late on critical project decisions.
What can the project manager do to re-engage this stakeholder?
A.Meet with the stakeholder to understand the reason for the delay.
B.Remove the stakeholder from the project.
C.Brief the steering committee on the stakeholder’s delays.
D.Add the stakeholder’s delay to the issue log.
Solution: A. Meet with the stakeholder to understand the reason for the delay.
The best answer is to meet with the stakeholder to understand the reason for the delay. This will help the project manager to understand the stakeholder’s perspective and to see if there is anything that can be done to help them meet their deadlines. By taking this step, the project manager can re-engage the stakeholder and ensure that they are able to meet their deadlines.
The other answer choices are incorrect. Removing the stakeholder from the project could alienate the stakeholder and could impact the project’s success. Briefing the steering committee on the stakeholder’s delays may help to raise awareness of the issue, but it will not address the root cause of the problem. Adding the stakeholder’s delay to the issue log will help to track the issue, but it will not address the root cause of the problem.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/basic-stakeholder-management-relationship-techniques-6082
https://standardsplus.pmi.org/posts/stak_id17_org_article/3f0a50af-fcc8-416b-9723-7ce7a4496708
Question
A project is in the testing phase, and the quality control team informs the project manager that the quality of the deliverables from one vendor is poor. Their investigation found that the staff assigned does not have the required certifications.
How did this issue arise?
A.The vendors’ proposal did not include the list of people assigned to the project.
B.The project sponsor did not mandate three references from previous customers.
C.The Procurement Management Plan did not include the certifications required
D.The quality control team had too high of standards and tested too thoroughly
Solution: C. The Procurement Management Plan did not include the certifications required
The Procurement Management plan must include the certifications and qualifications required. Certifications are at the company level (ISO 900 Quality Management Certified) and/or at the individual staff level ( certified high voltage electrician, forklift license etc)
This question and rationale were developed in reference to:
Snippet - Build A Procurement Management Plan (No date provided) //// [Item https://snippets.pmi.org/snippet/build-a-procurement-management-plan/]
Question
A project manager is currently overseeing a project from its inception and is aware that there are several assumptions and dependencies integral to the project’s success. What action should the project manager take in this situation?
A.Seek support from the project sponsor to allocate a dedicated resource to monitor and track benefits realization.
B.Instruct the project team to record all the assumptions and track all the changes.
C.Facilitate a brainstorming session with the project team to formulate a comprehensive risk mitigation plan.
D.Ask the project management office (PMO) to implement a benefits measurement system to verify benefit metrics and associated risks.
Solution: B. Instruct the project team to record all the assumptions and track all the changes.
The project manager should instruct the project team to record all the assumptions and track all the changes. This is because assumptions are factors that are taken to be true without proof, and they can have a significant impact on the project’s success. By recording all the assumptions, the project team can identify any potential risks and take steps to mitigate them. They can also track any changes to the assumptions and make sure that the project plan is updated accordingly.
The other options are not as appropriate. Seeking support from the project sponsor to allocate a dedicated resource to monitor and track benefits realization is not necessary at this stage in the project. Facilitating a brainstorming session with the project team to formulate a comprehensive risk mitigation plan is a good idea, but it should be done after the assumptions have been recorded. Requesting the project management office (PMO) to implement a benefits measurement system is not necessary unless the project is very large or complex.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Project Management Planning and Control 6th Edition/The Case for Manual Analysis; Chapter 22
PMBOK Guide Seventh Edition (2022) /// [4.4.1 DATA GATHERING AND ANALYSIS]
Question
A project manager is working on a hybrid (predictive-agile) project. During a standup meeting, a team member mentions that because of experience on a previous project, they think that one of the upcoming deliverables may need to comply with government regulations.
What should the project manager do next?
A.Escalate the issue with the project management office (PMO) so they can determine if any compliance is required.
B.Stop the project until it is confirmed that the deliverable is subject to any regulations.
C.Review lessons learned from the previous project to determine if any compliance is required.
D.Remove the task from the critical path and assign the resource to work on another requirement.
Solution: C. Review lessons learned from the previous project to determine if any compliance is required.
At this point, a team member only has stated an opinion that a deliverable MAY need to comply with regulations; nothing has been confirmed. Therefore, some research is required, such as reviewing lessons learned from a previous similar project.
As seen on page 480 of the PMBOK (v6), lessons learned should include the lessons learned regarding compliance and regulations and that information will serve to the PM as a guide for his current project.
The project manager should not stop the project just because something may happen (that is just a risk), and a task should not be removed from the critical path without a valid reason.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysocki/2. How Well Did You Do?/ [Item https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c02.xhtml]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/12/480 [Item]
Question
A project team is working on a regulatory application that has a fixed duration for delivery. The team is using a hybrid approach and has divided development into three sprints. The first two sprints have not produced the required results mainly due to delays from functional units. The finance director is agitated due to the imminent sanctions if the application is not completed, and the project team is demoralized.
Who is responsible for inspiring the project team?
A.Product Owner
B.Financial Director
C.Functional Manager
D.Project Manager
Solution: D. Project Manager
The project manager has the responsibility of removing blockers and motivating the project team.
The other answer choices are incorrect. The product owner has the responsibility of communicating with stakeholders. The functional manager is responsible for providing team resources. The financial director focuses on finances and budget.
This question and rationale were developed in reference to:
Agile Foundations - Principles, practices and frameworks (No Date) Peter Measey//14 MAJOR AGILE FRAMEWORKS/14.2.2 Scrum roles [Item A Scrum team has three roles with specific properties and responsibilities: https://learning.oreilly.com/library/view/agile-foundations-/9781780172545/29_ch14.xhtml#sec14.2]
| The Agile Practice Guide (No Date) PMI/PMI/table 4-2/41 [Item]
Question
A project manager is assigned to a water treatment investment project. The local government has recently passed a law that requires compliance with clean water according to global standards. This is a new regulation that was initiated in the last month and was quickly passed.
What should the project manager do?
A.Inform the stakeholders and continue with the project according to the original plans since the law was passed after the project started.
B.Meet with the project sponsor and recommend that the project continue because the new legal requirements can be delivered.
C.Conduct an analysis of the impact of the regulation on the project and the business and communicate it to stakeholders.
D.Recommend that all work on the project be stopped immediately until the impact of the regulation is understood.
Solution: C. Conduct an analysis of the impact of the regulation on the project and the business and communicate it to stakeholders.
For a project to be delivered successfully, as the first step, any impact on the projects scope by the business environment must be identified and analysed and the impact on triple constraints [scope, time and cost] needs to be communicated to all stakeholders. Hence this option is correct.
All Regulatory requirements for the project needs to be met for the project to be completed. Hence the Project Manager cannot state that law was passed after the project got started nor can the Project Manager continue with the new regulatory requirement without conducting an impact analysis nor can the Project Manager stop all the work until the impact on the regulation is understood. Hence all these three options are incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item https://learning.oreilly.com/library/view/organizational-change/9789332510654/xhtml/chapter003.
Organizational Change
By Harsh Pathak
CULTURE IN BUSINESS
Pearson IndiaDecember 2012
If an organisation is to survive, it must respond to changes in its environment. When competitors introduce new products or services, government agencies enact new laws, important sources of supply go out of business, or similar environmental changes take place, the organisation needs to adapt. Efforts to stimulate innovation, empower employees, and introduce work teams are examples of planned change activities directed at responding to changes in the environment.
Since an organisation’s success or failure is essentially due to what its employees do or fail to do, planned change is also concerned with changing the behaviours of individual and groups within the organisation.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2/38-39 [Item Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that in?uence, constrain, or direct the project. These conditions can be internal and/or external to the organization. EEFs are considered as inputs to many project management processes, speci?cally for most planning processes. These factors may enhance or constrain project management options. In addition, these factors may have a positive or negative in?uence on the outcome.]
Question
A project manager is managing a project whose sponsor has asked why some of the components of the project were developed in-house. Where can this information be found?
A.In the Procurement Management Plan, under build vs. buy decisions
B.In the Project Charter, under the assumptions and constraints section
C.In the Technical Architecture Document, under solution boundaries
D.In the Solution Architecture Document, under project purpose and justification
Solution: A. In the Procurement Management Plan, under build vs. buy decisions
Delivering part if the solution in house is an outcome of the buy vs build analysis and a decision that will be detailed in the procurement management plan
This question and rationale were developed in reference to:
Snippet - Build A Procurement Management Plan (No date provided) //// [Item https://snippets.pmi.org/snippet/build-a-procurement-management-plan/]
Question
The project manager for a complex project, aimed at improving the company’s financial results, decides to use the Expected Monetary Value (EMV) method to select the best strategy. To achieve this, the project team defines three scenarios with the following probabilities of outcome: scenario 1 (25%), scenario 2 (50%), and scenario 3 (25%) for strategy A, with scores $160, $120, and -$20 respectively. The other strategy, strategy B, scored an EMV of $75.
Which strategy will the project manager prefer?
A.Strategy A with an EMV score for Strategy A of 65.
B.Strategy B with an EMV score for Strategy B of 75.
C.Strategy A with an EMV score for Strategy A of 95.
D.Strategy B with an EMV score for Strategy A of 95.
Solution: C. Strategy A with an EMV score for Strategy A of 95.
The formula for EMV is:
Expected Monetary Value (EMV) = (Probability of Scenario 1)(Payoff for Scenario 1) + (Probability of Scenario 2)(Payoff for Scenario 2) + (Probability of Scenario 3)(Payoff for Scenario 3).
EMVa = (0.25)($160) + (0.50)($120) + (0.25)(-$20) = $95.
In this situation EMV for strategy A is $95 and we are given that EMV for strategy B is $75. Therefore, Strategy A will be preferred by the project manager because it has the highest EMV.
This question and rationale were developed in reference to:
PMI.org (2005) //Decisions, decisions/Stefanovic, M. & Stefanovic, I. L./ [Item https://www.pmi.org/learning/library/decisions-quantitative-making-process-7466
Stefanovic, M. & Stefanovic, I. L. (2005). Decisions, decisions— Paper presented at PMI® Global Congress 2005—North America, Toronto, Ontario, Canada. Newtown Square, PA: Project Management Institute.]
Question
Following the start of a sprint, a key stakeholder constructed an email to a project team voicing displeasure of the work that just commenced, despite being inexperienced in agile. The stakeholder is insistent about changing the internal and external deliverables.
What next step should the project manager take?
A.Request the team’s assessment of the matter at the next standup meeting.
B.Change the backlog and comply with the stakeholder’s request.
C.Facilitate a meeting with the product owner and the key stakeholder to align on deliverables.
D.Encourage the stakeholder to participate in a discussion regarding backlog clarification.
Solution: C. Facilitate a meeting with the product owner and the key stakeholder to align on deliverables.
The project manager should facilitate a meeting with the product owner and key stakeholders to align on deliverables. The product owner should have been working with this stakeholder to understand the backlog.
The other answer choices are incorrect as they promote premature action, but may occur after the meeting and all stakeholders agree on the deliverables.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe/Course Technology//121 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI//349 [Item]
| The Agile Practice Guide (No Date) PMI/PMI//41 [Item]
Question
An unforeseen issue results in the need to procure a new piece of machinery critical for meeting quality specifications. From where may the necessary funds be obtained?
A.Key stakeholders
B.Management reserve
C.Contingency reserve
D.Project sponsor
Solution: B. Management reserve
PMBoK Sixth Edition Section 7.3.3.1 states: “
COST BASELINE
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures. It is used as a basis for comparison to actual results. The cost baseline is developed as a summation of the approved budgets for the different schedule activities.
Cost estimates for the various project activities, along with any contingency reserves (see Section 7.2.2.6) for these activities, are aggregated into their associated work package costs. The work package cost estimates, along with any contingency reserves estimated for the work packages, are aggregated into control accounts. The summation of the control accounts make up the cost baseline. Since the cost estimates that make up the cost baseline are directly tied to the schedule activities, this enables a time-phased view of the cost baseline, which is typically displayed in the form of an S-curve. For projects that use earned value management, the cost baseline is referred to as the performance measurement baseline.
Management reserves (Section 7.2.2.3) are added to the cost baseline to produce the project budget. As changes warranting the use of management reserves arise, the change control process is used to obtain approval to move the applicable management reserve funds into the cost baseline.
Question is well stated and accepted
The answer is “Management reserve”
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Ch 7 Project Cost Management pg 279 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/7/ [Item 7.3.2.3 DATA ANALYSIS
A data analysis technique that can be used in the Determine Budget process includes but is not limited to reserve analysis, which can establish the management reserves for the project. Management reserves are an amount of the project budget withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended to address the unknown unknowns that can affect a project. The management reserve is not included in the cost baseline but is part of the overall project budget and funding requirements. When an amount of management reserves is used to fund unforeseen work, the amount of management reserve used is added to the cost baseline, thus requiring an approved change to the cost baseline.]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Ch 6 6.5.2.6 Reserve Analysis pg 171 [Item]
Question
At the completion of a project, customer agreement cannot be achieved through negotiations. What should the project manager do next?
A.Inform project team members.
B.Initiate litigation since all work was completed.
C.Start the closing phase.
D.Explore arbitration.
Solution: D. Explore arbitration.
If agreement cannot be negotiated, arbitration should be used. This involves having a neutral third party resolve the issue. Litigation is taking legal action, this should not be the first choice as this may harm the organizations reputation and result in a lost customer. The project cannot be closed without customer agreement. Informing the project team will not resolve the issue.
This question and rationale were developed in reference to:
OLD PM: Sys Aprch Plng, Sch & Cntrl,10th (Mar 23 2009 12:00AM) Harold, Ph.D. Kerzner/Wiley//Chapter 19, Contract Closure, page 862 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 12, Close Procurement, page 388 [Item]
Question
An aggressive and low-influence stakeholder disrupts a kick-off meeting by complaining about procedural violations in past projects. The project manager’s research reveals that the violations had no significant impact.
What should the project manager do?
A.Apply a withdraw/avoid conflict resolution method.
B.Apply a smooth/accommodate conflict resolution method.
C.Apply a force/direct conflict resolution method.
D.Apply a compromise/reconcile resolution method.
Solution: A. Apply a withdraw/avoid conflict resolution method.
The project manager should use the withdraw/avoid conflict resolution method. This method is appropriate when the stakeholder is low-influence and the conflict is not significant. The project manager can withdraw from the conflict by avoiding the stakeholder or by changing the subject when the stakeholder brings up procedural violations.
The other answer choices are not as effective. The smooth/accommodate method is appropriate when the stakeholder is high-influence and the conflict is significant. The force/direct method is appropriate when the stakeholder is low-influence and the conflict is significant. The compromise/reconcile method is appropriate when the stakeholder is high-influence and the conflict is significant.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 169 [Section 4: Models, Methods and Artifacts, 4.2.7.1]
Question
A project manager is leading an agile project that is in the execution phase. After a couple of sprints, the project manager realizes that the team’s estimates are not realistic.
What action should the project manager take to remove this impediment?
A.Ask the team to address this issue at the next the retrospective to avoid impacting the sprint in progress.
B.Obtain approval from project sponsor to add a contingency buffer to the sprint, and change the end date.
C.Ask the team to address this issue at the next standup, and meet the commitment for the sprint in progress.
D.Organize product backlog refinement sessions to better understand the scope and review estimations.
Solution: D. Organize product backlog refinement sessions to better understand the scope and review estimations.
This is not a real impediment but part of the process improvement and a solution should not be imposed to the team. Sprint length can’t be changed.
Backlog refinement is the best way to improve the estimation process and people’s estimation skills.
This question and rationale were developed in reference to:
PMI Conference Paper - Transitioning to agile Ten Success Strategies (29 October 2013) //// [Item https://www.pmi.org/learning/library/transitioning-agile-ten-success-strategies-5841]
Question
A project manager is handling virtual teams around the world. What should the project manager do to overcome cross-cultural differences?
A.Create grapevine communication channels and invite team members to contribute freely
B.Nurture stronger personal boundaries and individual sovereignty
C.Create an environment where team members can openly communicate
D.Create a shared understanding of team goals and objectives
Solution: D. Create a shared understanding of team goals and objectives
Here are four things you can do to overcome cross-cultural differences:
Create a shared understanding of team goals and objectives.
Do not assume things — Communicate, Communicate, and Communicate.
Build trust.
Have a project manager or coordinator who is receptive and experienced with managing cultural differences in a virtual team.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/successful-leadership-virtual-project-teams-6039 [Item https://www.pmi.org/learning/library/successful-leadership-virtual-project-teams-6039]
Question
For virtual teams, the following are the boundaries that teams need to work through for successful project outcomes, except:
A.Interpersonal interactions and developing relational capital
B.Working practices and routines
C.Knowledge diversity
D.Personal Convenience
Solution: D. Personal Convenience
There are three boundaries that teams need to work through for successful project outcomes: (1) interpersonal interactions and developing relational capital; (2) working practices and routines; and, (3) knowledge diversity
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/leadership-tools-virtual-project-teams-6613 [Item There are three boundaries that teams need to work through for successful project outcomes: (1) interpersonal interactions and developing relational capital; (2) working practices and routines; and, (3) knowledge diversity (Ratcheva, 2009, p 207).]
Question
The headquarters of a multinational company is in Europe, with many regional offices in other countries around the world. The operations director of a regional office decides to establish a project management office (PMO). A project manager has been selected to manage the project, which is in its initial phase. The project manager needs to align stakeholder expectations with the benefits of the project process and the business strategy.
Which document should the project manager develop for this purpose?
A.Business case
B.Benefits management plan
C.Project charter
D.Project management plan
Solution: C. Project charter
The project manager should develop a project charter for this purpose. A project charter is a document that formally authorizes a project or a phase and defines the initial requirements and scope of the project. It outlines the project’s objectives, stakeholders, risks, assumptions, and constraints. The project charter is a critical document that helps to align stakeholder expectations with the benefits of the project process and the business strategy.
The other options are incorrect.
A business case is used to determine if the cost of a project is justified.
A benefits management plan details how benefits will be realized and measured throughout the project lifecycle.
The project management plan describes how the project will be executed, monitored, and closed.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.4 PLANNING PERFORMANCE DOMAIN]
| Project Managers Portable HandBook, 3rd Ed (No Date) //7/281 [Item 7.1.5. Sequence of planning actions]
Question
A project manager is leading a critical project to deliver a new solution. The CEO is highly invested in the project, and the CFO is the product owner. During the testing phase, the CFO requests an additional nonfunctional requirement to shorten the frequency of transaction processing. This new requirement will impact the launch date, and the CFO is insistent on having it implemented.
What should the project manager do to minimize the impact of the new requirement on the launch date and manage the expectations of the CEO and CFO?
A.Meet with the CFO and suggest delaying the implementation of the new requirement to the post-launch phase.
B.Ask the CEO to intervene and stop the implementation of the new requirement, as development is complete.
C.Tell the project team to update the product backlog with the new requirement and adjust the project plans.
D.Assess the scope of the new nonfunctional requirement to determine its specific impact on the planned go-live date.
Solution: D. Assess the scope of the new nonfunctional requirement to determine its specific impact on the planned go-live date.
Assessing the scope is a crucial step in managing the situation effectively, making informed decisions aligned with project goals, and ensuring stakeholder expectations are met. It may be clear that there will be an impact of some sort, but the project manager needs to do a more detailed assessment to understand the specific impact on the project timeline, budget, and risk profile. The project manager needs to clearly understand the potential impact of the requirement before making any decisions about implementation.
The other options may be considered in subsequent steps, but they should be based on a clear understanding of the new requirement’s impact.
Suggesting postponement may be appropriate, but that decision should be based on an understanding of the requirement’s impact. The project manager needs to clearly understand the CFO’s priorities and expectations before making any suggestions about postponing the requirement.
Asking the CEO to intervene should generally be reserved for situations with significant conflicts or risks to the project. Stopping the implementation of the new requirement may not be practical or may lead to further complications.
Telling the project team to update the product backlog and adjust the project plans without first understanding the specific impact of the new requirement can lead to potential delays and resource allocation issues.
This question and rationale were developed in reference to:
| O’Reilly Platform (No Date) //Chapter 7 - Product Backlog Management (Nonfunctional Requirements) - Book: The Professional Product Owner LEVERAGING SCRUM AS A COMPETITIVE ADVANTAGE/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
A team member suggests using a new product to speed up feature development, but this will increase the project budget. The project team is taking an incremental approach to product development, and the product owner is responsible for prioritizing and managing the product backlog. What should the project manager do first?
A.Consult the product owner and present the benefits and drawbacks of using the new product.
B.Review and update the cost management plan to accommodate the potential budget impact.
C.Request additional funding for the implementation of the new product from the project sponsor.
D.Revise the acceptance criteria for the user stories to incorporate the new product effectively.
Solution: A. Consult the product owner and present the benefits and drawbacks of using the new product.
The product owner is responsible for prioritizing and managing the product backlog, so they are the best person to decide whether or not to use the new product. Presenting the benefits and drawbacks of using the new product helps ensure that decisions are made based on a shared understanding of potential impacts on the project and product.
The other options are incorrect because they should not occur until the product owner has decided whether or not to use the new product. Updating the cost management plan, requesting additional funds, and revising acceptance criteria would only be necessary if the product owner decides to incorporate the new product.
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//8/ [Item Technical Debt]
PMBOK Guide Seventh Edition (2022) /// [2.6.2 DELIVERABLES]
Question
A startup in its early stages has been acquired by a major company. In light of this new scenario, the project manager has been requested to review the project’s roadmap.
What should the project manager do?
A.Determine the definition of value with the stakeholders and reprioritize the project’s backlog accordingly.
B.Reprioritize the project’s backlog by prioritizing those features that maximize the return on investment (ROI).
C.Reprioritize the roadmap by focusing on long-term benefits and reducing the technical debt.
D.Launch a customer survey to better evaluate the key project features prior to reprioritizing the roadmap.
Solution: A. Determine the definition of value with the stakeholders and reprioritize the project’s backlog accordingly.
The backlog is refined based on priority and value for the customer which are the primary objectives in the new scenario. Hence this option is the correct answer.
Backlog items are not prioritized based on Return on Investment [ROI] or long term benefits or reducing the technical debt or launching a customer survey to evaluate the key project features. Hence all the remaining options are incorrect.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 5 Scope management/131 [Item Key Concerts For Scope Management - Projects with adaptive life cycles are intended to high levels of change and require ongoing stakeholder engagement]
| The Agile Practice Guide (No Date) PMI/PMI/3/ [Item Incremental life cycles optimize work for delivering value to sponsors or customers more often than a single, final product. Teams plan initial deliverables before beginning their work, and they begin working on that first delivery as soon as possible. Some agile projects deliver value within days of project initiation. Others could take longer, ranging from 1 week to several weeks.As the project continues, the team may deviate from the original vision. The team can manage the deviations, because the team delivers value sooner. The degree of change and variation is less important than ensuring customers get value sooner than at the end of the project. https://learning.oreilly.com/library/view/agile-practice-guide/9781628253993/chapter03.xhtml]
Question
A customer requested a change in functionality for a product that will be delivered in the next sprint. The responsible specialist for this change is also assigned to a deliverable for another project. The project manager needs to negotiate the availability of the specialist.
Who is responsible for confirming the specialist’s availability?
A.Project sponsor
B.Functional manager
C.Product owner
D.Human resources
Solution: B. Functional manager
The project manager or project team should effectively negotiate and influence others who are in a position to provide the required team and physical resources for the project.
PMBoK Sixth Edition Chapter 9 States: “9.2.2.7 MEETINGS
The project manager may hold planning meetings with functional managers to estimate the resources needed per activity, level of effort (LoE), skill level of the team resources, and the quantity of the materials needed. Participants at these meetings may include the project manager, the project sponsor, selected project team members, selected stakeholders, and others as needed.
9.3.2.2 INTERPERSONAL AND TEAM SKILLS
Functional managers. Ensure that the project receives the best resources possible in the required timeframe and until their responsibilities are complete.
The project management team’s ability to influence others plays an important role in negotiating resource allocation, as does the politics of the organizations involved. For example, convincing a functional manager about the high visibility of the project may influence him or her to assign the best resources to this project over competing ones.
The correct answer therefore is: “Functional Manager”
The Distractors are valid and accepted
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/res_id17_org_article_fix1/3210b0c2-3297-4312-9729-56382e737be3 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/9/ [Item Interpersonal and Team Skills Meetings]
| PMI.org (20066) //https://www.pmi.org/learning/library/matrix-evolves-internal-conflicts-4043// [Item]
Question
The first version delivered to the quality control team has poor performance, and the testers are complaining that they cannot complete all the test cases as planned. Which is a tool to help to monitor performance?
A.Run Chart
B.Data Flow Diagram
C.Flow Chart
D.Non-Control Chart
Solution: A. Run Chart
A Flow Chart is is a diagram that depicts a process, system or computer algorithm, it is not used for statistical control. The Data Flow Diagram is not used for statistical control. Non-Control Chart is a made up term. The methods used for statistical control are Run Chart, Pareto Chart, and Control Chart.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/practice-three-project-quality-management-7198 [Item]
Question
A project is under scrutiny for its amount of water usage. The government’s water licensing branch is changing its policy to be more restrictive.
What should the project manager do?
A.Align project resources to oppose the new water license standard.
B.Cancel the project because of the uncertainty introduced with the policy change.
C.Assess the impact of the policy change on the project scope.
D.Create a new project schedule based on potential changes to the water policy.
Solution: C. Assess the impact of the policy change on the project scope.
The external business environment for the project has changed, the project manager must reassess the impact on the requirements or scope of the project.
This question and rationale were developed in reference to:
Identifying and Managing Project Risk, 3rd Edition (No Date) Tom Kendrick//6 Managing Project Constraints and Documenting Risks/ [Item SCOPE MODIFICATION
Proposed changes to the project deliverable may be easily accepted, absolutely nonnegotiable, or anything in between. This depends on the project, the sponsors and users, and the type and magnitude of the change. Whatever the circumstances, a conscientious project team will spend at least a little time examining the effect on the project of adjusting the project deliverable. This what-if exercise helps your team understand the work better and provides you with valuable information for decision making.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/2/37-39 [Item]
Question
A project manager notices that a project is not running well and deliverables are falling behind. What is the first step the project manager should take in order to make a decision on how to progress with the project?
A.Identify the problem.
B.Brainstorm solutions.
C.Establish a measurement criteria.
D.Set a goal.
Solution: A. Identify the problem.
By identifying the problem, the project manager can then start to brainstorm solutions and develop a plan to address the issue. This is the first step because the project manager needs to understand what is not working well and why before they can make any decisions about how to fix it.
The other answer choices are incorrect. Brainstorming solutions is not the first step because the project manager needs to understand the problem before they can start to brainstorm solutions. Establishing a measurement criteria is not the first step because the project manager needs to know what the problem is before they can establish a measurement criteria to track the progress of the solution. Setting a goal is not the first step because the project manager needs to know what the problem is before they can set a goal for the solution.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/critical-decision-making-skills-project-managers-5798 [Item Critical decision-making skills for project managers (CONFERENCE)
Parth, Frank R.]
Question
What is the main goal of a Visionary leadership style?
A.To support the team to self organise and decide a common vision.
B.To champion the adoption of the latest technologies and practices.
C.To provide long-term direction and engage the team to deliver it.
D.To prioritise and assign the tasks that are aligned with the vision.
Solution: C. To provide long-term direction and engage the team to deliver it.
The leader should communicate and explain the vision to the team members to get them engaged and feel accountable..
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/styles-leadership-avoid-mistakes-career-6280 [Item]
Question
Good communication etiquettes of a Project Manager include the following when sending emails, except:
A.Always responding immediately to emotional messages
B.Knowing your audience
C.Always being courteous
D.Using proper grammar, spelling, and punctuation
Solution: A. Always responding immediately to emotional messages
E-mail communication (the most common and used tool in virtual settings), the following recommendations apply:
Know your audience
Use proper grammar, spelling, and punctuation
Consult specific e-mail etiquette instructions when electronically communicating under certain circumstances
Always be courteous
Keep in mind the importance of face-to-face communication
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/leadership-tools-virtual-project-teams-6613 [Item Individualized Recognition and Attention
Research has shown that a project manager who obtains training and/or professional development and hones his or her communication abilities will build trust and team member satisfaction within a virtual environment (Henderson, 2008, p 50).
Because this type of recognition usually is transmitted via e-mail (the most common and used tool in virtual settings), the following recommendations apply:
Know your audience
Use proper grammar, spelling, and punctuation
Consult specific e-mail etiquette instructions when electronically communicating under certain circumstances
Always be courteous
Keep in mind the importance of face-to-face communication (Agnew & Hill, 2009, p 4)]
Question
A company’s leadership team has decided to invest in a new product using an agile approach. The commercial and product teams have started the planning activity for this new venture.
Which three key factors does the project manager need in order to deliver this product? (Choose 3)
A.Product vision
B.Product roadmap
C.High-level product backlog
D.Key performance indicators (KPIs)
E.Schedule performance indexes (SPIs)
Solution: A, B and C. Product vision, Product roadmap and High-level product backlog.
The goals of product-level planning (which I also refer to as envisioning) are to capture the essence of a potential product and to create a rough plan for the creation of that product. This allows the product team to evaluate and deliver project benefits and value. The output of this activity are:
Product Vision
Product Roadmap
High Level Product backlog
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //7/ [Item Book name: Agile Foundations]
| O’Reilly Platform (No Date) //Chapter 15. Multilevel Planning/ [Item Book Title:
Essential Scrum: A Practical Guide to the Most Popular Agile Process
Chapter 15. Multilevel Planning
Section: PRODUCT PLANNING (ENVISIONING)
Excerpt:
“The goals of product-level planning (which I also refer to as envisioning) are to capture the essence of a potential product and to create a rough plan for the creation of that product. Envisioning begins with the creation of a vision, followed by the creation of a high-level product backlog and frequently a product roadmap.”]
Question
A complex technology project is in the execution phase. New technologies are added to the backlog based on customer requirements, which will involve significant changes to the deliverable.
What should the project manager do to satisfy the customer?
A.Replan the sprints and releases to meet every expectation of the customer.
B.Manage customer expectations based on the organization’s business needs.
C.Accept the new requirements, and schedule meetings to plan a new release schedule.
D.Push the project team to increase flexibility and accept the new challenge.
Solution: B. Manage customer expectations based on the organization’s business needs.
To satisfy the customer, the project manager should manage customer expectations based on the organization’s business needs; project leaders depend on the organization’s requirements to make a choice.
The other answer choices are incorrect. Replanning the sprints and releases to meet every customer’s expectations is not feasible, as it is impossible to meet every customer’s expectations. Accepting the new requirements and scheduling meetings to plan a new release schedule is not as important as managing the customer’s expectations by communicating the potential impact of the new requirements on the project schedule and budget. Pushing the project team to increase flexibility and accept the new challenge is not enough to satisfy the customer. The project manager must also manage the customer’s expectations by communicating the potential risks and challenges associated with adding new requirements to a complex technology project.
This question and rationale were developed in reference to:
Agile Estimating and Planning (No Date) Mike Cohn//Conditions of satisfaction/29 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/1/ [Item The project benefits management plan is the document that describes how and when the benefits of the project will be delivered and describes the mechanisms that should be in place to measure those benefits]
| The Agile Practice Guide (No Date) PMI/PMI/6/75 [Item]
Question
An international company is implementing an innovative technology at one of its production plants. The technology has already demonstrated positive returns at another site.
What should the project manager consider as a key aspect of the successful implementation of this technology?
A.Assess the business case to ensure the return on investment (ROI) meets or exceeds the performance indicators of the first site.
B.Consult with the technology manager to ensure the technology can fit in the new site.
C.Conduct an information-sharing workshop to present the new technology and its benefits to the new site’s stakeholders.
D.Develop the project charter for implementation at the new site using the lessons learned from the first site.
Solution: C. Conduct an information-sharing workshop to present the new technology and its benefits to the new site’s stakeholders.
Global companies must consider the impact of change (organizational culture) at a local level. This is critical for the success of any change management initiatives. The local organizational culture may derail expectations of strategies set by external stakeholders. Learning and sharing activities inform strategic and business objectives while improving activities that strengthen future project delivery. Effective organizational change management builds and sustains alignment with process updates, capability enhancements, and new skills that support project management. Communicating the vision and goals associated with the change early in the project to achieve buy-in for the change. The benefits of the change and the impact on work processes should be communicated to all levels of the organization throughout the project.
This question and rationale were developed in reference to:
Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//2.19/3091 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/78/ [Item]
PMBOK Guide Seventh Edition (2022) ///[3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
Question
A team is assembled for a new project that will be using a predictive approach through requirements gathering and an agile approach for development and testing. Not everyone on the team has experience working in agile. The schedule has started slipping due to the unclear structure of the agile development approach.
What should the project manager have done to avoid this situation?
A.Set up weekly status meetings to review team progress and regularly escalate delays.
B.Met with the team, allowed team members to make decisions about what to do, and established performance goals.
C.Established daily standup meetings to track team progress and escalate delays to stakeholders as appropriate.
D.Conducted routine meetings and identified team members who are under performing.
Solution: C. Established daily standup meetings to track team progress and escalate delays to stakeholders as appropriate.
The key point is quick to respond! Weekly is not enough and waterfall. Communication of performance goals and understanding of approach are critical.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//Coordinate Activities/ [Item]
| O’Reilly Platform (No Date) /// [Item Walking the Talk: Accountability - The key to driving a high performing culture]
Question
Midway through project execution, several stakeholders raise concerns about team performance and delivery. The project manager believes the project is progressing per the approved scope, budget, and schedule.
What should the project manager do next?
A.Email the stakeholders to assure them of action.
B.Consult the communications management plan to manage stakeholders’ expectations.
C.Ask the project sponsor to intervene.
D.Ask stakeholders to escalate their concerns to the CEO.
Solution: B. Consult the communications management plan to manage stakeholders’ expectations.
In order to understand the stakeholder’s concerns on team performance and delivery, the Project Manager will first need to understand stakeholders expectations and means of communication methods for managing them. Hence, the Project Manager will need to check/consult the communication management plan. Therefore this choice is the correct answer.
Once the stakeholder concerns are understood, the Project Manager will need to check if it can be resolved. He can then, email the stakeholders to assure them of action. Hence this option is not the best choice.
Asking the project sponsor to intervene or asking the stakeholders to escalate to the CEO should be done only for those issues that cannot be resolved by the Project Manager. Hence these two options are incorrect.
This question and rationale were developed in reference to:
PMBOK® Guide–Fifth Edition (5th) PMI/PMI/13.3.1.2/406 [Item]
| Project management the managerial process (2009) Erik W. Larson//4/119 [Item]
Question
While reviewing project documentation, a project manager discovers that modifications were made without proper approvals. What should the project manager do next?
A.Escalate the issue to the project management office (PMO).
B.Review the change management plan.
C.Review the requirements management plan.
D.Escalate the issue to the project sponsor.
Solution: B. Review the change management plan.
PMBoK Sixth Edition Chapter 4 Section 4.6 states: “Perform Integrated Change Control
Although changes may be initiated verbally, they should be recorded in written form and entered into the change management and/or configuration management system. Change requests may require information on estimated schedule impacts and estimated cost impacts prior to approval. Whenever a change request may impact any of the project baselines, a formal integrated change control process is always required. Every documented change request needs to be either approved, deferred, or rejected by a responsible individual, usually the project sponsor or project manager. The responsible individual will be identified in the project management plan or by organizational procedures. When required, the Perform Integrated Change Control process includes a change control board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions.
4.6.1.1 PROJECT MANAGEMENT PLAN
Described in Section 4.2.3.1. Project management plan components include but are not limited to:
Change management plan. Described in Section 4.2.3.1. The change management plan provides the direction for managing the change control process and documents the roles and responsibilities of the change control board (CCB).
Configuration management plan. Described in Section 4.2.3.1. The configuration management plan describes the configurable items of the project and identifies the items that will be recorded and updated so that the product of the project remains consistent and operable.
Scope baseline. Described in Section 5.4.3.1. The scope baseline provides the project and product definition.
Schedule baseline. Described in Section 6.5.3.1. The schedule baseline is used to assess the impact of the changes in the project schedule.
Cost baseline. Described in Section 7.3.3.1. The cost baseline is used to assess the impact of the changes to the project cost.
Change management plan. Describes how the change requests throughout the project will be formally authorized and incorporated”
The correct procedure for the project manager is to “Review the Change Management Plan”.
The distractors are correct
This question and rationale were developed in reference to:
e-Reads (No Date) ///Do Not Use Chapter 6 - Collaborative-Agile Business Management. The Art of Agile Practice: A Composite Approach for Projects and Organizations. by Bhuvan Unhelkar [Item]
| e-Reads (No Date) ///Project Managers: Spotlight on Change Management. Chapter 3 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Section 4.6 Perform Integrated Change Control]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//5.6.1.1 Project Management Plan [Item]
Question
Due to commitments to another project, an accountant fails to deliver an important report to a project manager on time. The project manager did not expect the delay and didn’t realize the accountant had conflicting priorities.
What should the project manager have done to avoid this?
A.Referenced the RACI matrix.
B.Referenced timesheets.
C.Referenced the resource allocation plan.
D.Referenced the resource calendar.
Solution: C. Referenced the resource allocation plan.
The project manager should have referenced the resource allocation plan to avoid the accountant failing to deliver the important report. The resource allocation plan is a document that identifies the resources that will be needed for the project and how they will be allocated, such as personnel, equipment, and materials. By referencing the resource allocation plan, the project manager can ensure that the resources that are needed for the project, in this case the accountant, are available and that they are allocated in a way that maximizes efficiency.
The other answer choices are incorrect. A RACI matrix is a tool that is used to define the roles and responsibilities of team members on a project and is not specifically designed to track resource availability. Timesheets are used to track how team members spend their time on a project. They can be used to identify potential resource constraints, but they are not as specific as a resource allocation plan. A resource calendar is a tool that is used to track the availability of resources over time. It can be used to identify potential scheduling conflicts, but it does not provide the same level of detail as a resource allocation plan.
This question and rationale were developed in reference to:
Adv PM: A Structured Approach 4th Ed (Jan 1 2004 12:00AM) Frederick Harrison and Dennis Lock/Gower Publishing Co.//Chapter 10 - Resources and Calendars. Page 144 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/Chapter 9/Page 272 [Item]
| PMP: Project Management Professional Study Guide, Fifth Edition (2009) Kim Heldman/Sybex/Chapter: 4/ [Item]
| PMP: Project Management Professional Study Guide, Ninth edition (2018) Kim Heldman/Sybex/8/ [Item Developing the Project Team]
Question
A majority portion of a local company was recently sold to an international company. The new parent company is mandating the use of health, safety, and environmental (HSE) regulations for all projects in the local company.
What should the project managers do to remain compliant?
A.Wait for the functional department responsible for HSE regulations to communicate the process change.
B.Ask the functional department responsible for HSE regulations to assign a new team member.
C.Speak with the project sponsor to get clarification about the new HSE regulations.
D.Meet with the HSE team to understand the impact of the new regulations on the projects.
Solution: D. Meet with the HSE team to understand the impact of the new regulations on the projects.
To remain compliant with the new HSE regulations mandated by the new parent company, project managers should meet with the HSE team to understand the impact of the new regulations on the projects. This will help them to identify any changes that need to be made to their project plans and ensure that their projects are in compliance with the new regulations.
The other options are incorrect.
The project should be proactive. Waiting for the functional department for the HSE to communicate the changes could cause confusion or delays.
Requesting a new team member is premature and may not be necessary.
The project sponsor may not have the detailed knowledge and expertise of the HSE team.
This question and rationale were developed in reference to:
How to Manage Conflict in the Organization, 2nd Edition (No Date) Gregg L Carter//2/Stability of the External Environment [Item https://learning.oreilly.com/library/view/how-to-manage/9780814436936/xhtml/chapter02.xhtml]
| O’Reilly Platform (No Date) /// [Item Govern, Risk and Compliance Book Chapter 1.4]
Question
A business environment has become unstable because a stakeholder has altered the project deliverables and outcomes in the middle of the execution phase. Taking the stakeholder into consideration, how should the project manager ensure the project benefits are delivered?
A.Ensure the project team agrees to the project management plan and provide the stakeholder with constant updates.
B.Combine both agile and predictive approaches and manage changes to the overall scope with minimal deviations.
C.Ensure the project’s deliverables and objectives are tailored to the initial requirements.
D.Engage the stakeholder based on level of impact and ensure their requirements are captured adequately according to change management process.
Solution: D. Engage the stakeholder based on level of impact and ensure their requirements are captured adequately according to change management process.
The project manager should properly engage the stakeholder based on level of impact and influence on the project. The PM should ensure the stakeholder’s requirements are captured adequately according to change management process.
The other answer choices are incorrect. They do not reflect the requirements of the stakeholder and don’t promote stakeholder engagement.
This question and rationale were developed in reference to:
Making Projects Work: Effective Stakeholder and Communication Management (No Date) Lynda Bourne//2/ [Item The implication for successful stakeholder engagement ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13/518 [Item An effective plan that recognizes the diverse information needs of the project’s stakeholders is developed early in the project life cycle and is reviewed and updated regularly as the stakeholder community changes. The first version of the stakeholder engagement plan is developed after the initial stakeholder community has been identified by the Identify
Stakeholder process. The stakeholder engagement plan is updated regularly to reflect changes to the stakeholder
community.]
Question
A geographically dispersed team successfully completed a project. The project manager wants to quickly obtain the team’s feedback for statistical analysis.
What method should the project manager use?
A.Video conference
B.Focus group
C.Questionnaires
D.Email
Solution: C. Questionnaires
An email or video conference would not provide consistent information that could be used for statistical analysis. A focus group typically includes a subset of the team and would not provide information from the entire team. A questionnaire should be sent to all team members, this would allow the project manager to obtain consistent feedback from all team members that could be analyzed statistically.
This question and rationale were developed in reference to:
e-Reads (No Date) //Unearthing Business Requirements:Elicitation Tools and Techniques, Chapter 10/ [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/9.1.2/5.2.2/114-117 [Item]
Question
A project manager has been on a complex project that began eight months ago. The project manager has a quality team that has been working hard, is motivated, and successful.
What type of management and leadership should the project manager use at this stage?
A.Empower them to improve results
B.Support with periodic iterations and feedback
C.Help with conflict resolution
D.Feedback, coaching, or help only when they ask for it
Solution: A. Empower them to improve results
By empowering the team, the project manager can create a positive and productive work environment where the team can thrive.
The other answer choices are incorrect. Support with periodic iterations and feedback is a good idea, but it is not as important as empowering the team. Help with conflict resolution is important, but it is not as important as empowering the team. Feedback, coaching or help only when they ask for it is not an effective way to manage a team. The project manager should be proactive in providing feedback and coaching, even if the team does not ask for it.
This question and rationale were developed in reference to:
PMI-ACP Project Management Institute Agile Certified Practitioner Exam (2018) J. Ashley Hunt/Sybex/5/152 [Item]
Question
A delivery milestone for a project is fast approaching, but an item that is planned to be completed is at risk. A team member begins to act defensively and is blaming others for this issue.
How should the project manager have acted to avoid this?
A.Established ground rules for interaction that the whole team must follow.
B.Established and maintained meaningful relationships between team members.
C.Established formal patterns of authority, responsibility, and accountability.
D.Established clear delegation and accountability-sharing principles.
Solution: A. Established ground rules for interaction that the whole team must follow.
By establishing clear ground rules, the project manager would be creating a positive and productive team environment, where everyone feels comfortable speaking up and contributing. This would help to prevent finger-pointing and blaming, as everyone would know how to interact with each other in a respectful and productive way.
The other answer choices are incorrect because they are important, but don’t necessarily do much to prevent disrespectful behaviors.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/conflict-collaboration-beyond-project-success-1899 [Item https://www.pmi.org/learning/library/delegation-sharing-authority-matrix-organizations-1806]
Question
A project has begun to develop a new software application that will be used by the company’s sales team. The project is expected to take six months to complete and has a budget of $100,000. The project manager has identified software development tools, hardware, and training to be procured.
What is the most important thing for the project manager to do while developing the procurement plan?
A.Ensure that all resources will be procured within budget.
B.Ensure that the project is on schedule with no delays.
C.Ensure that all procured resources are of great quality.
D.Ensure that all resources will be procured on schedule.
Solution: A. Ensure that all resources will be procured within budget.
The most important factor to consider when developing the procurement plan is the project’s budget. The project manager needs to ensure that the procurement plan does not exceed the project’s budget.
The other answer choices are incorrect. Factors such as the project’s schedule, the quality of the resources, and the availability of the resources, are also important, but they are not as important as the project’s budget. It is the budget that makes the resources and the project’s completion possible.
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/9/ [Item Plan Resource Management
Resource Management Plan]
| PMI.org (2013) //Resource profiling/Kaczmarek, M. & Lakshminarayanan, H/ [Item https://www.pmi.org/learning/library/resource-profiling-macro-view-needs-5945
Kaczmarek, M. & Lakshminarayanan, H. (2013). Resource profiling. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.]
Question
A project manager is finishing a project and the sponsor is requesting insights on benefits realization. How can the project manager calculate project outcomes value?
A.
Evaluate qualitative and quantitative project benefits.
B.Price tangible benefits and divide them by expenses.
C.Conduct a retrospective financial assessment.
D.Assess outcomes and compare them to the budget.
Solution: A. Evaluate qualitative and quantitative project benefits.
To calculate project outcomes value, the project manager should evaluate both qualitative and quantitative project benefits. This will help to determine the overall value of the project and provide insights on benefits realization. A project benefit is the outcome of actions, behaviors, products, services, or results that provide value to the sponsoring organization. Metrics are used to show realized benefits, direct and indirect measures, which means they can be obtained by evaluating both qualitative and quantitative outcomes.
The other options may not effectively capture the full range of benefits.
Pricing and dividing only considers tangible benefits.
Conducting a retrospective financial assessment only focuses on financial inputs.
Comparing outcomes to the budget focuses on cost efficiency.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2.1/ [Item Benefits realization management: a practice guide.]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
A project manager had just started a long-term project when the government implemented new legislation that all engineers working in the state need to be registered. Registration is based on work area, experience, and professional development completed in the last 3 years. Due to budget constraints in the company for the past three years, there were limited opportunities for engineers to gain formal professional development.
How should the project manager handle the situation?
A.Send a request to the change management board to assess the situation.
B.Review the team’s skills matrix and update the resource management plan.
C.Send all of the engineers to professional development to meet the requirements.
D.Inform the engineers that they need to be registered to keep working for the company.
Solution: B. Review the team’s skills matrix and update the resource management plan.
The first step would be to assess each engineer’s status and determine where professional development is warranted. Updating the team skills matrix will allow better planning for the projects as you may be able to stagger the implementation of engineers while others are in training. No change request is needed to assess the situation, and it is premature to send all engineers to professional development, before determining which people need it. Requiring all engineers to be registered to continue employment with the company does not address the situation with this project.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/336 [Item]
| Project Management: A Managerial Approach, 8th Edition (No Date) Jack R. Meredith and Samuel J. Mantel Jr.//5/ [Item The skill requirements for these tasks are assessed and like skills are aggregated to determine work force needs. Be warned that development of the WBS may involve consultations with external experts.]
Question
A project management team is developing a project management information system (PMIS) as a collaboration tool for internal and external stakeholders. The project manager wants to develop a dashboard component within the system that will be updated with information on projects’ performance.
What should the project manager do first?
A.Identify the data that will be displayed.
B.Select the appropriate visualization tools.
C.Determine the frequency of dashboard updates.
D.Define the communication needs of the stakeholders.
Solution: D. Define the communication needs of the stakeholders.
The project manager should first define the communication needs of the project and its stakeholders. The dashboard should be tailored to the specific needs of the stakeholders who will be using it. Once the project manager understands the communication needs of the stakeholders, they can identify the appropriate data to display, select the appropriate visualization tools, and determine the frequency of dashboard updates.
The other answer choices are incorrect. They are important tasks for the project manager to consider as the project continue, but the initial step is to ensure they build a dashboard that communicates information to the internal and external stakeholders efficiently.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Westland, J. The Project Management Life Cycle: Complete Step-by-Step Methodology for Initiating, Planning, Executing & Closing a Project Successfully. Section 3.8 Create a Communication Plan [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/10/ [Item The communications management plan contains the current plan for collecting, creating, and distributing information in a timely manner. It identifies the team members, stakeholders, and the work involved in the communication process]
Question
During a feedback meeting, the project manager is informed by team members that validating deliverables is difficult due to the fact that technology requirements keep changing before the due dates of their handover causing rework. The project manager suggests a more appropriate project management methodology to be adopted to address this occurrence for upcoming projects.
Which project management methodology will work for this team?
A.Agile
B.Predictive
C.Waterfall
D.Incremental
Solution: A. Agile
The uncertainty and technology changes requires a methodology that caters for disruptive environments; agile will work best in this case. It is designed to produce highest utility of output despite rapid change. Predictive is more of a general category than specific methodology, indicating that scope and requirements definition are completed at the beginning of the process. Incremental can adapt to change, but slowly rather than rapidly. Waterfall is a very structured approach which is not as adaptable to change, and can be helpful when requirements are well characterized early in the process.
This question and rationale were developed in reference to:
PMI.org (2010) //Sheffield, J. & Lemétayer, J. (2010). Critical success factors in project management methodology fit. Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager begins to notice disengaged members arriving late, not delivering on time, not attending meetings, and producing low-quality deliveries.
What action should the project manager take?
A.Investigate the reason for the team members’ disengaged behavior and boost morale and participation.
B.Ask the team members to change the way they are working to match the newest work trends.
C.Encourage the team to double their efforts to pick up the slack from the disengaged team members.
D.Request that the team members abandon the process that is slowing their progress.
Solution: A. Investigate the reason for the team members’ disengaged behavior and boost morale and participation.
The project manager should investigate the reason for the team members’ disengaged behavior and boost morale and participation. The project manager needs to understand why the team members are disengaged and then take steps to address it. This could involve providing more support, giving the team members more autonomy, or changing the way the project is structured. Boosting morale and participation will help to improve the team’s performance. When team members feel engaged and motivated, they are more likely to be productive and deliver high-quality work.
The other answer choices are incorrect. Asking the team members to change the way they are working to match the newest work trends is not a good option because it does not address the root cause of the disengagement. Encouraging the team to double their efforts to pick up the slack from the disengaged team members is not a good option because it is unfair to the other team members. Requesting that the team members abandon the process that is slowing their progress is not a good option because it could lead to more problems down the road.
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//23/335 [Item]
Question
A project manager is helping their organization transition from utilizing predictive methods to agile methods. One team member asks when high-level requirements definition and solution design activities should be done in an agile methodology.
How should the project manager respond?
A.In agile, these activities must start as soon as the project team is assembled, preferably in sprint one.
B.In agile, the team should plan to perform some of these activities as part of sprint zero before starting development.
C.In agile, the team should avoid waste, so these activities must be done as part of development.
D.In agile, the team follows the last responsible moment strategy and should defer those activities as much as possible.
Solution: B. In agile, the team should plan to perform some of these activities as part of sprint zero, before starting development.
Agile doesn’t prescribe lack of design documentation or requirements definition. Because the time to develop them, inclusive the initial Product Backlog, those activities are not timeboxed to the length of a standard Sprint and are done before in Sprint 0 that can have a different duration than the other Sprints
This question and rationale were developed in reference to:
PMI Conference Paper - Transitioning to agile methods (23 October 2012) //// [Item https://www.pmi.org/learning/library/transitioning-agile-methods-5989]
Question
A project manager is managing an agile project. In order to make sure there is enough funding available for the project, the project sponsor is asking the project manager for an estimate when the project will be completed.
How should the project manager respond to the sponsor?
A.Inform the sponsor that an estimate is not necessary, as agile supports responding to change over following a plan.
B.Remind the sponsor that agile projects are not judged based on budget and schedule.
C.Provide the estimate to the sponsor, as agile supports estimating.
D.Influence the sponsor to add a contingency buffer to the cost in case of a cost overrun.
Solution: C. Provide the estimate to the sponsor, as agile supports estimating.
Provide the estimate to the sponsor, as agile supports estimating.
The other answer choices are incorrect. It is a myth that estimation is not necessary in agile, but there are foundational steps to ensure project success.
This question and rationale were developed in reference to:
Article (August 2012) /PM Network/Fewell, J. (2012). True agility. PM Network, 26(8), 28./Fewell, Jesse/ [Item https://www.pmi.org/learning/library/agile-project-managertrue-agility-2305]
Question
A project manager is leading a project that received a request for additional scope caused by changes in market demand. The change request also seeks a more rapid delivery time frame.
Which two actions should the project manager take? (Choose two)
A.Assess company performance and the scope of other projects to ensure minimal impact.
B.Organize a workshop with the sponsors and ask them to increase the project budget.
C.Collect data and analyze the business environment to validate the business benefits.
D.Assess new technologies and competitors, then benchmark the change against them.
E.Organize a risk workshop, then update the risk management plan and the risk register.
Solution: C and E. Collect data and analyze the business environment to validate the business benefits. and Organize a risk workshop, then update the risk management plan and the risk register.
C and E are correct answers, both are referring to preparing a Change Request (CR) to change the project scope and timeframe. Option C) ensure that the PM knows that that the Change Request (CR) should be validated. Any change introduces risk, therefore an update of the Risk Management Plan and the Risk Register are mandatory.
Asking straight for more money or internal and external assessments are not justified. Company performance is not a decision factor in developing a change Request.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9/312 [Item 9.1.2 PLAN RESOURCE MANAGEMENT: TOOLS AND TECHNIQUES]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/86/ [Item]
Question
During project execution, a team member made a mistake resulting in a 1-week delay to the project schedule. What should the project manager do with regard to this error and delay?
A.Discuss the issue with the team, look for solutions, and offer to help and support the team.
B.Make sure the impact of this mistake is understood by the team member who made the mistake.
C.Escalate the issue to senior management to make sure a similar mistake won’t happen again.
D.Find a solution, communicate it to the team, and reinforce that it should be implemented now.
Solution: A. Discuss the issue with the team, look for solutions, and offer to help and support the team.
Show support is one of the requirements for a good leader.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki/Wiley/Chapter 6: How to Launch a TPM Project/Putting It All Together [Item This chapter discussed the team, its membership, the skills needed of the members, and the rules that the team must follow as it goes about the work of the project. Even though you have done your best to put the team together and have set and agreed on the operating rules, much is yet to be done. The team needs to learn how to work together by actually working together. Mistakes will be made, procedures will not always be followed as intended, and the first few team meetings will be clumsy. Learning is taking place, and it must be allowed to do so. The team is passing through a stage called norming, where it is learning to work together as teams should. It is a natural phase of development. Unfortunately, you can’t wait for the team to become a lean, mean machine. The work of the project must begin.https://learning.oreilly.com/library/view/effective-project-management/9781118729311/9781118729311c06.xhtml#c06_level1_11]
| https://snippets.pmi.org/snippet/7-ways-to-build-your-leadership-skills/ [Item]
Question
What approach should a project manager employ to encourage collaboration among developers in an agile development model?
A.Acceptance testing
B.Behavior-driven development
C.Joint application development
D.Rapid application development
Solution: B. Behavior-driven development
Behavior-driven development builds on established test-driven practices including using a shared domain language to encourage closer collaboration and understanding within the team.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Chapter 10: BDD and Unit testing/ [Item BDD in Action: Behavior-Driven development for the whole software cycle]
Question
A critical software development project has been in development for the past six sprints. A demonstration for stakeholders took place two days before the final sprint, in which a new stakeholder voiced that the product would not meet expectations for the market.
What should the project manager do next?
A.Discuss the matter with the project sponsor and new stakeholder and request them to fix the expectation issue.
B.Review the scope and plan of the project with the new stakeholder.
C.Review the list of required tasks with the development team and new stakeholder.
D.Follow the change management plan and revise the scope and plan upon the stakeholders’ request.
Solution: B. Review the scope and plan of the project with the new stakeholder.
The project manager should approach the new stakeholder to further clarify the project scope.
The other answer choices are incorrect. They assume that the new stakeholder is correct and making a change without understanding the project scope and requirements.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/5/11 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.3/523 [Item]
Question
While executing a critical iterative phase of a project, a problem previously identified as a risk just became a confirmed issue, which has halted progress. After entering the new item in the issue log, what should the project manager do next?
A.Increase communications and involve stakeholders in the resolution whenever necessary.
B.Change the communications management plan and assign ownership to a team member.
C.Escalate the issue within the team during the next project retrospective meeting.
D.Add the issue to the product backlog to bring it into focus during the current sprint.
Solution: A. Increase communications and involve stakeholders in the resolution whenever necessary.
Effective issue management requires increased communication and should include stakeholders whenever necessary. All relevant stakeholders should be made aware of the issue and contribute to its resolution.
The other options are incorrect because the project manager should involve stakeholders in the resolution as necessary. Updating the communication plan is incorrect because it may not be necessary once the issue is resolved. If progress is halted, the project manager cannot wait for the next retrospective meeting. In an agile environment, items from the backlog are not added to a current sprint once it has started.
This question and rationale were developed in reference to:
Identifying and Managing Project Risk (No Date) Tom Kendrick//11-Monitoring and Controlling Risky projects/ [Item]
| O’Reilly Platform (No Date) /// [Item]
Question
A project team discovers an opportunity to enhance software without impacting the budget or schedule. The team makes the enhancement without proper documentation, which later causes production issues.
What process should have been conducted to prevent this?
A.Control Schedule
B.Perform Qualitative Risk Analysis
C.Plan Scope Management
D.Perform Integrated Change Control
Solution: D. Perform Integrated Change Control
As per PMBoK Sixth Edition Chapter 5 states: “
The Monitoring and Controlling Process Group consists of those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Monitoring is collecting project performance data, producing performance measures, and reporting and disseminating performance information. Controlling is comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed. The key benefit of this Process Group is that project performance is measured and analyzed at regular intervals, appropriate events, or when exception conditions occur in order to identify and correct variances from the project management plan. The Monitoring and Controlling Process Group also involves:
Evaluating change requests and deciding on the appropriate response;
Recommending corrective or preventive action in anticipation of possible problems;
Monitoring the ongoing project activities against the project management plan and project baselines; and
Influencing the factors that could circumvent the change control process so only approved changes are implemented.
Continuous monitoring provides the project team and other stakeholders with insight into the status of the project and identifies any areas that require additional attention. The Monitoring and Controlling Process Group monitors and controls the work being done within each Knowledge Area, each Process Group, each life cycle phase, and the project as a whole. The Monitoring and Controlling Process Group includes the project management processes identified in Sections 5.1 through 5.12”
The Project Team cannot make “Changes - Enhancements or otherwise” with performing Integrated Change Control. Documentation is a must.
The “Distractors” are correct as they not relevant but are able to distract for the correct answer “Perform Integrated Change Control”
This question and rationale were developed in reference to:
e-Reads (No Date) ///Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard, Chapter 3, Integrating Program Monitoring and Controlling [Item]
| PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley//Chapter 2, Section 2.19 Page 94-95 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/5 & 6/ [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Section 4.5.1., pages 97-104 [Item]
Question
A design project is ready to be transferred to production. What activity is required for phase closure?
A.Determine summary budget.
B.Manage quality.
C.Ensure preventive actions are completed.
D.Record impacts of tailoring to any process.
Solution: D. Record impacts of tailoring to any process.
A summary budget will not help in transitioning the project to production. Quality should be managed throughout the project and quality criteria would be met and preventive actions would be completed before it has been determined that the project is ready for transition and closure. As part of integration management in project closure, the project manager should create the final report to record impacts of transitioning and tailoring the project to another team.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe//3/117 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/9.1.2//459 [Item]
Question
In a five-year program, many project team members have joined and left the subprojects. Because of this, conflict among team members often occurs.
Which technique should the project manager use to resolve the conflicts long term?
A.Forcing
B.Smoothing
C.Compromise
D.Problem-solving
Solution: D. Problem-solving
Smoothing or Accommodating: The project manager is involved in the conflict, tries to avoid areas of disagreement and tough discussions, and focuses on commonalities. Smoothing is a way to avoid tough discussions.
Compromising: This is a mid-way approach. Here, everybody gains some but no one gets exactly what they want. This is a lose-lose approach.
Forcing: The project manager makes a decision in favor of one party at the expense of the others. This technique risks demoralizing team members and may cause serious conflict in the future. This is a win-lose approach.
Problem Solving or Collaborating: The project manager works with all parties to find a resolution that involves multiple viewpoints to create the best solution. This technique reinforces mutual trust and commitment. This is an example of a win-win approach.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
| PMP. Exam Prep, Nitnth edition (2018) Rita Mucahy´s/RMC Publications Inc/9/396 [Item]
Question
During the execution phase of your project, a Resource Manager informed you that one of the experts allocated to your project had to be motivated in order to perform very well.
What would be the recommended actions to address this issue?
A.Remind the functional manager that is his duty to motivate his team
B.Remind the team member that there are penalties for bad behaviours.
C.Remind the team member that there are financial incentives for the team.
D.Remind the team member their important role and how it will be rewarded.
Solution: D. Remind the team member their important role and how it will be rewarded.
This situation is normal for highly skilled individuals that can be motivated easier by recognizing their important contribution to the project. This responsibility can’t be delegated to the resource manager or to the functional manager. These individuals are hard to be motivated by force or using financial incentives for the entire team. It is important to explain the importance of their role for the project so you get their buy in.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/team-building-development-project-management-5707 [Item]
Question
A company is going through an organizational change. Most of the senior management has changed, including the project manager’s direct supervisor. The supervisor has an aggressive working style, and has made critical comments to the project manager regarding the ongoing project, without really understanding the situation. The project manager feels uncomfortable working with the new supervisor.
What should the project manager do next?
A.Hold a project review meeting to explain the key points of the project to the new supervisor.
B.Apply the new supervisor’s recommendations to the project.
C.Evaluate the impact of the organizational change to the project.
D.Communicate to the project team that they need to be ready to embrace change.
Solution: C. Evaluate the impact of the organizational change to the project.
The project manager needs to deal with the change objectively, and first should understand the impact of organizations changes to the project. With that knowledge, the PM and team can engage the supervisor. The project manager should not blindly execute changes dictated by the supervisor. Changes will always affect the project, so simply communicating to the team that they should be ready for change does not accomplish much.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh//2/ [Item Organizational theory enables you to understand how organizational teams and units behave, and this understanding is essential in optimizing and speeding up the Plan Human Resource Management process.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/X4.6/676 [Item]
Question
A company has undertaken a large transformation project to prepare itself for the changing economy. During the execution of the transformation project, a new technology emerges that was not foreseen in the risk management plan.
What should the project manager do?
A.Escalate this to the IT department and organize training for the impacted team members.
B.Revisit the procurement management plan and identify the impacted contracts for upcoming purchases.
C.Revisit the risk management plan and apply the project risk planning process.
D.Escalate the issue to the next steering committee and facilitate a brainstorming meeting.
Solution: C. Revisit the risk management plan and apply the project risk planning process.
The correct answer is to revisit the risk management plan and apply the project risk planning process. In this case, the risk was unforeseen at the start of the project, so it is important to plan for the risk. Project teams endeavor to identify and evaluate known and emergent risks, both internal and external to the project, throughout the life cycle. The integration of different technology systems may cause threats that could impact project outcomes and success.
The other options are incorrect.
Escalating this to the IT department and organizing training for the impacted team members is incorrect because the impact of emerging technology is not limited to IT.
Revisiting the procurement management plan and identifying the impacted contracts for upcoming purchases is incorrect because the impact of emerging technology is not limited to purchase agreements.
Escalating the issue to the next steering committee is incorrect because escalating the issue before the project manager has taken action to analyze the issue goes against the mandate given to the project manager.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //How to Manage Project Opportunity and Risk: Why uncertainty management can be a much better approach than risk management by Chris Chapman; Stephen Ward/Chapter 7Identify all the relevant sources of uncertainty, response options and conditions [Item Most common practice approaches to project ‘risk’ management emphasizes a need to identify ‘risks’ early in each linear process application, leaving response identification until later, as part of a ‘risk reduction’ task. https://learning.oreilly.com/library/view/how-to-manage/9780470686492/xhtml/Chapter07.html]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/Chapter 11 Risk Management/395 [Item 11.1 Risk management Plan - the process of defining how to conduct risk management activities for a project]
PMBOK Guide Seventh Edition (2022) ///[3.10 OPTIMIZE RISK RESPONSES]
Question
A company begins to implement Scrum. About halfway through the first sprint, communication issues develop. Some project team members are not in sync with other team members.
What should the project manager do next?
A.Educate the team on the importance of communication in Scrum.
B.Establish clear communication guidelines.
C.Identify the root cause of the communication issues.
D.Monitor the team’s communication and provide feedback.
Solution: C. Identify the root cause of the communication issues.
The project manager should identify the root cause of the communication issues. It could be that the team is not familiar with Scrum, there is conflict within team members, or team members are not using the correct communication channels and tools.
The other answer choices are incorrect because the project manager should identify the root cause of communication issues first. Once the project manager identifies the root cause of the communication issues, they can develop a plan to address them. This may involve educating the team on the importance of communication in Scrum, establishing clear communication guidelines, monitoring the team’s communication, and providing feedback.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Coaching Agile Teams - Chapter 8 - Coach as a problem solver/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/53 [Item]
Question
A project manager is working on a project with internal stakeholders only and was warned by the project sponsor that some stakeholders require special attention. The organization is very hierarchical.
Which of the following models should be used in this instance?
A.Power-Interest Grid
B.Power-Influence Grid
C.Interest-Influence Grid
D.Interest-Impact Grid
Solution: A. Power-Interest Grid
The project manager should use a power-interest grid. This is a simple 2 X 2 matrix in which stakeholders are classified according to the power they have, either within the organization or within the project context, and their interest in the project or its outcomes. As a result of this analysis, we can tailor our communications approach for each group. For example, stakeholders with high power and high interest would probably represent our key stakeholder group, and we would want to manage the expectations of this group carefully. This suggests that interactive and push would be two of the major communication methods used with this group. On the other hand, with the group that has high power, but low interest, we might want to limit the amount of information with which we bombard them.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/planning-effective-stakeholder-management-strategies-development-6058 [Item]
Question
A project manager is managing a project that has a component using agile. The project sponsor asks the project manager to add a new component to this project which is government regulated with new complex tax-rules with enough time provided to implement these rules. The sponsor suggests implementing this new component using predictive non-agile approach due to its complexity.
Which methodology will the project manager use for this new component?
A.Inform the project sponsor that you will manage the new component using agile methodology as agile supports one-size-fits-all.
B.Use hybrid approach by continuing to manage the existing component using agile, and the new component using predictive.
C.Manage the existing component as well as the new component using predictive plan-based approach.
D.Seek guidance from project sponsor for which methodology will suit best for new component.
Solution: B. Use hybrid approach by continuing to manage the existing component using agile, and the new component using predictive.
This question and rationale were developed in reference to:
apress, 1st edition (Nov 2020) Shawn Belling/apress/1/ [Item]
| PMI.org Article (November 2017) /PMI/PMI (2017). Deliver Projects Better with any Approach.// [Item https://www.pmi.org/learning/thought-leadership/series/achieving-greater-agility/deliver-projects-better-with-any-approach
https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/achieving-greater-agility-series/deliver-projects-better-any-approach.pdf?v=8bbebb3f-b8d1-4796-aac3-c616f9cc6b36&sc_lang_temp=en]
Question
A project manager is assigned to a project that will ensure that the organization meets regulatory compliance with new legislation. In which phase of the project should the project manager document compliance objectives?
A.Initiation phase
B.Planning phase
C.Execution phase
D.Closing phase
Solution: A. Initiation phase
is the most important phase for documenting the compliance requirements because the project charter is created in this phase. By documenting the compliance requirements in the project charter, the project manager ensures that everyone involved in the project is aware of them and that they are taken into account when making decisions about the project.
The other answer choices are incorrect. The compliance objectives should be documented in the project charter which is the first document that is created. The planning, execution, monitoring and control phases all come after the initiation phase. It is important for compliance objectives to be considered early as a requirement so they can be documented and incorporated into the project scope.
This question and rationale were developed in reference to:
PMI.org (2010) //My project should be compliant/Rincon, Ivan Daniel/ [Item https://www.pmi.org/learning/library/achieve-compliance-accommodate-constraints-project-6537]
Question
A key project stakeholder showed interest in the beginning of a complex agile project but has become less involved as the sprint has progressed due to additional responsibilities. A few sprints later, the key stakeholder rejected a feature deliverable. The team is reworking the rejected deliverable for the next sprint.
What should the project manager have done to avoid this situation?
A.Documented the project vision and objectives.
B.Analyzed the changes in stakeholder attributes.
C.Involved the key stakeholders in the decision-making process.
D.Customized stakeholder communications based on the stakeholders’ needs.
Solution: C. Involved the key stakeholders in the decision-making process.
By involving key stakeholders in the decision-making process, the project manager can ensure that their needs and expectations are understood and considered. This can help to avoid situations where stakeholders reject deliverables because they were not involved in the development process.
The other answer choices are not as relevant or effective. Documenting the project vision and objectives is important, but it is not sufficient to avoid the situation described in the question. Customizing stakeholder communications is important, but it is not sufficient to avoid the situation described in the question. Analyzing the changes in stakeholder attributes can be helpful, but it is not sufficient to avoid the situation described in the question.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //6.4.2/ [Item Book name: Agile Foundations]
| O’Reilly Platform (No Date) //Mastering Project Human Resource Management: Effectively Organize and Communicate with All Project Stakeholders - Ch 9/Managing Stakeholder Engagement [Item]
Question
A senior business stakeholder with many years of experience is pressuring an agile team to deliver most of the promised functionality to the customer 18 months in the future as opposed to multiple, incremental deliveries over the course of the 18 months. What should the project lead do next?
A.Work with the agile team to schedule the incremental deliveries to enable delivery of business value sooner to the customer.
B.Schedule meetings with the customer to determine their ability to support multiple incremental deliveries.
C.Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder’s request.
D.Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benefits of incremental deliveries.
Solution: D. Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benefits of incremental deliveries.
The project lead will need to understand the reasons why one of the senior business stakeholder is pressuring for delivery 18 months in the future . At the same time, the Project lead will need to impress upon on the benefits of incremental delivery and also stress that incremental delivery is a fundamental aspect of agile delivery.. Hence this option is correct.
The project lead should not proceed with scheduling incremental deliveries especially when there is resistance from one of the senior stakeholder. Hence this option is incorrect.
Scheduling meetings with customer is also detrimental without having an internal consensus from all stakeholders on the delivery. Hence this option is also incorrect.
The project lead cannot adjust to goals and release plans without consensus from the entire team. Hence this option is incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 15 - Multi level planning/ [Item]
| The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done (No Date) Stephen Denning//2/51 [Item “The Law of the Small team is simple…teams working in short cycles…]
Question
A pilot project is ready to close and the project team wants to capture the challenges that were overcome and the opportunities for future work. Where will they document this information?
A.Organizational process assets updates
B.Work performance report
C.Project management plan
D.Lessons learned register
Solution: D. Lessons learned register
IT Project Management: Providing Measurable Organizational Value, Fourth Edition by Jack T. Marchewka guide states: “Learn, Mature, and Improve
A central theme of this text has been the application of knowledge management as a tool for team learning and identifying best practices. Monitoring and controlling activities and tools can help point out problem areas, but the project team must solve these problems. Therefore, it is important that the lessons learned from a project team’s experiences be documented so that best practices are identified and disseminated to other project teams. Continual, incremental improvements can make a process more efficient, effective, stable, mature, and adaptable (Besterfield, Besterfield-Michna, et al. 1999). A project quality plan should be more than an attempt to build a better IT solution, it should also support the organization in searching for ways to build a better product (Woodall, Rebuck, et al. 1997)”
PMBoK Sixth Edition Chapter 8 states: “Retrospectives/lesson learned. A meeting held by a project team to discuss:
Successful elements in the project/phase,
What could be improved,
What to incorporate in the ongoing project and what in future projects, and
What to add to the organization process assets
PMBoK Sixth Edition Chapter 4 Section 4.7.2.2 and 4.7.2.3 states: “
4.7.2.2 DATA ANALYSIS
Data analysis techniques that can be used in project closeout include but are not limited to:
Document analysis. Described in Section 5.2.2.3. Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects and organizational assets improvement.
Regression analysis. This technique analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects.
Trend analysis. Described in Section 4.5.2.2. Trend analysis can be used to validate the models used in the organization and to implement adjustments for future projects.
Variance analysis. Described in Section 4.5.2.2. Variance analysis can be used to improve the metrics of the organization by comparing what was initially planned and the end result.
4.7.2.3 MEETINGS
Meetings are used to confirm that the deliverables have been accepted, to validate that the exit criteria have been met, to formalize the completion of the contracts, to evaluate the satisfaction of the stakeholders, to gather lessons learned, to transfer knowledge and information from the project, and to celebrate success. Attendees may include project team members and other stakeholders involved in or affected by the project. Meetings may be face-to-face, virtual, formal, or informal. Types of meetings include but are not limited to close-out reporting meetings, customer wrap-up meetings, lessons learned meetings, and celebration meetings
Distractor “Work Performance Report” can be changed to: “Trend Analysis”
This question and rationale were developed in reference to:
e-Reads (No Date) ///Project Management for the 21st Century, Third Edition by Bennet P. Lientz and Kathryn P. Rea , Chapter 21 - Using Lessons Learned [Item]
| IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Page 428 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.4.3.1/104 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item 4.7.2.2 DATA ANALYSIS
Data analysis techniques that can be used in project closeout include but are not limited to:
Document analysis. Described in Section 5.2.2.3. Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects and organizational assets improvement.
Regression analysis. This technique analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects.
Trend analysis. Described in Section 4.5.2.2. Trend analysis can be used to validate the models used in the organization and to implement adjustments for future projects.
Variance analysis. Described in Section 4.5.2.2. Variance analysis can be used to improve the metrics of the organization by comparing what was initially planned and the end result.
4.7.2.3 MEETINGS
Meetings are used to confirm that the deliverables have been accepted, to validate that the exit criteria have been met, to formalize the completion of the contracts, to evaluate the satisfaction of the stakeholders, to gather lessons learned, to transfer knowledge and information from the project, and to celebrate success. Attendees may include project team members and other stakeholders involved in or affected by the project. Meetings may be face-to-face, virtual, formal, or informal. Types of meetings include but are not limited to close-out reporting meetings, customer wrap-up meetings, lessons learned meetings, and celebration meetings.]
Question
While forming the team to work on a global project with incremental deliveries, the project leader shared the performance measurement plan with the team. Team members did not appreciate the proposed plan, as they expressed it is not realistic.
What should the project leader do to ensure the team member’s engagement in the implementation of the performance management plan?
A.Ask the team members to abide by the plan, otherwise, they will not be properly appraised.
B.Include self-assessments at the start, middle, and end of the project to increase the autonomy of the team.
C.Ask the human resources team to deliver a presentation about the company’s performance measurements.
D.Talk to the team member on a one-on-one basis to convince them about the benefits of the proposed plan.
Solution: B. Include self-assessments at the start, middle, and end of the project to increase the autonomy of the team.
Self assessment increase accountability and autonomy of the team members and elevate engagement
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//22/312 [Item]
Question
A project manager complains that three engineers from different cultural backgrounds leave project meetings twice a day and assumes that they are “gossiping and smoking” for 15 minutes. The engineering manager replies that their absence is due to prayer time.
What should the project manager do first to rectify their assumption?
A.Apologize for the unconscious bias.
B.Develop a plan to improve work ethic.
C.Set up a meeting to raise cultural awareness.
D.Follow and watch to make an informed observation.
Solution: A. Apologize for the unconscious bias.
The project manager can rectify their assumption of the engineers by apologizing for any offense their unconscious bias may have caused. The project manager should acknowledge that they made an assumption based on their own biases and that they were wrong. They should also explain that they are committed to creating a more inclusive work environment and that they will be working to educate themselves about different cultures.
The other answer choices are incorrect because they are not the first step the project manager should take. After apologizing, the project manager can set up a meeting with the engineers and the engineering manager to discuss cultural awareness. This meeting should be an opportunity for the project manager to learn more about the engineers’ cultures and find ways to accommodate their religious practices and ensure their participation. The project manager should not develop a plan to improve work ethic or ask for proof to make an informed observation. These actions would not address the underlying issue of unconscious bias.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/embracing-diversity-positive-workplace-approach-7309 [Item Hicks, R. F., Davis, J. S., & Cable, J. H. (2007) article citation:
“people develop habitual ‘tendencies of thought’ that are nonconscious and that these thought patterns can lead to ‘unconscious prejudices which we thus form, [that] are often stronger than the conscious; In the project environment, we must be aware of this [unconscious] characteristic and be diligent in moving from awareness to self-reflection to action.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//X4.6/ [Item “The project manager should be aware of team influences such as the team environment, geographical location of team members,… [and] cultural issues.”]
Question
A project manager oversees a complex project in which a vendor is responsible for delivering several essential components. The project manager and the vendor team are located in different time zones, and this time zone difference has become a significant challenge, leading to productivity issues within the project. Team members from both sides often struggle to coordinate meetings, share updates, and communicate effectively due to the time zone disparities.
What should the project manager do to solve this issue?
A.Closely monitor the project schedule and take action if milestones are missed.
B.Ask both teams to change their working hours to a common time zone.
C.Find a common space and relocate the vendor team with the project team.
D.Terminate the engagement and find a new vendor in the local time zone.
Solution: B. Ask both teams to change their working hours to a common time zone.
Asking both teams to change their working hours to a common time zone is the most direct way to address the productivity issues caused by the time zone difference. This would allow for more synchronous communication and collaboration, which can be essential for complex projects. It is a practical and cost-effective solution that promotes collaboration and communication without major disruptions.
The other options are incorrect because they are not the most appropriate and effective responses to the problem.
Closely monitoring the project schedule and taking action if milestones are missed doesn’t directly address the issue of time zone differences causing productivity problems. It’s a good practice in general, but may not be enough to overcome the challenges of working with a vendor in a different time zone.
Relocating teams is a drastic and impractical solution to address time zone differences. It’s costly, disruptive, and may not be feasible.
Terminating the engagement and finding a new vendor in the local time zone is a drastic measure that should only be considered as a last resort. It’s an expensive and time-consuming approach, and it may not guarantee a better outcome if suitable vendors are not available locally.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 2.5.6 WORKING WITH PROCUREMENTS]
PMBOK® Guide Seventh Edition (2022) PMI/PMI [A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE 3.5 TAILORING THE PERFORMANCE DOMAINS]
Question
Teams A and B are working on two different agile projects for the same customer. They are using the same method to calculate units of work, and each iteration is 2 weeks long. In the first two iterations, team A completed 150 units of work and team B completed 200 units of work. Both teams’ tasks are getting completed as planned. The customer reported 5 errors per unit of work for Team A and 10 errors per unit of work for Team B.
What conclusion should the project manager have regarding the teams and their performances?
A.Team B is performing better than Team A as they have completed more units of work in the same duration.
B.Teams A and B have completed their tasks as planned; therefore, they are both performing equally.
C.Team A is performing better than Team B because there are fewer errors per unit of work.
D.The teams have completed just two iterations; therefore, it is too early to assess their performance.
Solution: C. Team A is performing better than Team B because there are fewer errors per unit of work.
Team A is performing better than Team B because Team A has fewer defects per unit of work. Performance is measured by the number of defects found. Also note that, both the teams are progressing as planned so schedule is not a factor to be used for comparison.
The other answer choices are incorrect. Team B is not performing better than Team A because Team B completed more units of work; both teams are not performing equally. In agile development, there is a work increment that is produced at the end of each iteration and the increment or product produced is demonstrated to the client. Hence, quality has a huge role and therefore, the choice stating that the teams have just completed two iterations and that it is too early for comparison is incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //1/ [Item Book : Agile Metrics in Action : How to measure and improve team performance URL : https://learning.oreilly.com/library/view/agile-metrics-in/9781617292484/kindle_split_009.html Chapter 1 ]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/287 [Item Project Quality Metrics]
Question
The risk register is a document that records details of all identified individual risks to a project. What is the minimal content of this document?
A.Identified risks, risk categories, and effects on objectives
B.Risks owners, potential risks responses, and risk triggers
C.Identified risks, risk owners, and potential risks responses
D.Issues log, metrics & trends, and distribution of risks across risk categories
Solution: C. Identified risks, risks owners, and potential risks responses
The correct answer is identified risks, risks owners, and potential risks responses.
The risk register is the document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status.
The other options are incorrect because they do not contain those core materials.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/home#,search=%20The%20Main%20Output%20of%20Identify%20Risks%20
Question
A project manager is working in an agile environment on a project that will span a few years. The end user asks for a pilot in the first quarter of the project.
What are the optimal times to conduct a formal readiness review? (Choose two).
A.Every quarter
B.Every month
C.At major handoff points
D.At the beginning of the pilot
E.At the end of the pilot
Solution: C and D. At major handoff points and At the beginning of the pilot.
Validation of objectives should be done at points where the validation is required to confirm that agreements are met. Once the Pilot starts there is no need for addition validations because that will be very likely part of the pilot itself. Having too many reviews is counterproductive and can increase the cost and time. Readiness Review is not a monitoring activity but a validation that the project met the objectives for a major project stage (like a release to external users or other projects).
This question and rationale were developed in reference to:
PMI.org (2002) //Quality management for large software development programs/Bobey, K./ [Item https://www.pmi.org/learning/library/quality-management-software-development-programs-1059]
Question
A project manager is involved in an e-commerce development project. The project has been completed successfully using the hybrid model and initiated operations handover. The project manager notices that the development team is relaxed and not spending time on the handover process, which is impacting application support.
How should the project manager handle this situation?
A.Confront the development team and demand their immediate attention to the handover process.
B.Meet with the development team to discuss the importance of the handover process and its impact on application support.
C.Delegate the responsibility of the handover process to another team member to ensure it gets done properly.
D.Disregard the issue and expect that the development team will address and resolve the issue on their own.
Solution: B. Meet with the development team to discuss the importance of the handover process and its impact on application support.
Meeting with the development team to discuss the importance of the handover process and its impact on application support is the most effective and constructive approach in this situation. This will give the development team a chance to understand the issue and come up with a plan to address it. It allows for communication, understanding, and collaboration to find a solution to the problem.
The other options are incorrect because they could potentially lead to negative outcomes and should be avoided.
Confronting the development team is not the best solution because it could make them defensive and less likely to cooperate. This can make it difficult for the project manager to effectively manage the team and get their cooperation in the future. It is important to understand why the development team is not spending time on the handover process.
Delegating the responsibility of the handover process is not the best solution because it could create confusion and delay the process. It is important for the project manager to stay involved in the handover process to ensure that it is done correctly.
Disregarding the issue is not the best solution because it is likely to lead to problems down the road and is not an appropriate way to handle the situation. If the handover process is not done properly, it could impact the performance of the application and lead to customer dissatisfaction.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/THE ENVIRONMENT IN WHICH PROJECTS OPERATE/49
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
A project manager is leading a project that entails transitioning to agile. The project will pilot the agile delivery modeled around using four resources from a vendor, working alongside two internal resources with no agile experience. The project manager needs to act as a coach for the project team and help them understand the differences between the functioning of a traditional project team and an agile team.
What is the most important thing the project manager needs to do to establish agile team behavior?
A.Focus on the produced result of the team.
B.Build trust within the team.
C.Encourage collaboration among the team.
D.Hold each team member accountable.
Solution: B. Build trust within the team.
The foundation of agile team behavior is trust. Agile teams are self-organizing and self-directed, which means that they rely on trust to function effectively. Team members must trust each other to be able to make decisions, share information, and collaborate effectively.
The other answer choices are incorrect. Being results-focused, collaborating, and being held accountable are all essential to agile teams, however, trust is the foundation.
This question and rationale were developed in reference to:
PMI.org (2012) //Trust–the key for successful delivery using agile methods/Petrén, M. G/ [Item https://www.pmi.org/learning/library/trust-successful-delivery-agile-methods-6419
Petrén, M. G. (2012). Trust—the key for successful delivery using agile methods. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute.]
Question
What should a project manager do first when people are not following the project compliance process?
A.Escalate the issue to senior management or the sponsor
B.Initiate an audit process
C.Log the non-compliance and watch the progress
D.Understand the reasons for non-compliance
Solution: D. Understand the reasons for non-compliance
Methods to support compliance
This question and rationale were developed in reference to:
https://www.projectmanagement.com/blog-post/36712/Addressing-Process-Non-Compliance [Item Supplied as part of the Study Hall White Papers.]
Question
A project being run by a project manager is implementing a new technology. The project manager wants to be sure that the project delivers business value.
What roles are critical in ensuring that the organization will benefit from the project delivery? (Choose 3).
A.People and culture manager
B.Project manager
C.Business analyst
D.Customer lead
E.Technical architect
Solution: B, C and D. Project manager, Business analyst and Customer lead
Although this is a technical project the Business Value should be determined by the people that are responsible for delivering that. The Technical Architect, DevOPS Manager, and the Technical Lead are important players but their responsibility is to deliver what the business needs rather than define what brings value to the Business. The people and culture manager are responsible for human resources, ground rules, and conflict resolution throughout the enterprise, not for business value.
This question and rationale were developed in reference to:
PMI.org (2012) //Achieve project success by delivering business value/James, Vicki M./ [Item https://www.pmi.org/learning/library/achieve-project-success-delivering-business-value-6055
James, V. M. (2012). Achieve project success by delivering business value. Paper presented at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada. Newtown Square, PA: Project Management Institute.]
Question
A project manager is on a project that has a significant dependence on market changes. The PMO recommended to use an agile approach and the project manager scheduled reference checks to select the implementation partner. To be successful, agile needs a high level of trust between the client and vendor.
Which of the following aspects should the project manager look for to build trust that the vendor can deliver? (Choose 2).
A.Processes and tools - to ensure that the vendor used an efficient and repeatable delivery approach
B.Technical excellence - to ensure that the deliverables were completed as soon as possible and of a high quality
C.Perseverance - to ensure that the vendor overcome the challenges inherent to frequent scope change
D.Planning skills - to ensure that the vendor met the costs and milestones agreed in the contract
Solution: B and C. Technical excellence - to ensure that the deliverables were completed as soon as possible and of a high quality and Perseverance - to ensure that the vendor overcome the challenges inherent to frequent scope change.
Process and tools: The Agile Manifesto values individuals and interactions over processes and tools. Hence this is an incorrect option.
Technical excellence : Quality is an integral component in software development, more so in agile software development, where teams should strive to deliver a fully functional, high quality potentially shippable product. Hence this option is correct.
Perseverance: Since the Project has a significant dependence on market changes, it is imperative that the vendor overcome the challenges that are inherent to frequent scope change because Agile embraces change and the team should be able to easy cope with scope change.
Planning Skills: Agile require a different approach to planning, based on value rather than cost/time constraints. Hence this option is incorrect.
This question and rationale were developed in reference to:
PMI.org (2012) //rust—the key for successful delivery using agile methods/Petrén, M. G/ [Item https://www.pmi.org/learning/library/trust-successful-delivery-agile-methods-6419
Petrén, M. G. (2012). Trust—the key for successful delivery using agile methods. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute.]
Question
A project manager notices that the project is behind schedule because materials delivery was delayed. The procurement team informs the project manager that new government-imposed rules for the procurement of these materials caused this delay.
In what plan should these new rules be documented?
A.Procurement management
B.Communications management
C.Stakeholder engagement
D.Schedule management
Solution: A. Procurement management
PMBoK Sixth Edition in Chapter 12 states: “KEY CONCEPTS FOR PROJECT PROCUREMENT MANAGEMENT
More than most other project management processes, there can be significant legal obligations and penalties tied to the procurement process. The project manager does not have to be a trained expert in procurement management laws and regulations but should be familiar enough with the procurement process to make intelligent decisions regarding contracts and contractual relationships. The project manager is typically not authorized to sign legal agreements binding the organization; this is reserved for those who have the authority to do so”
The correct answer is: “Procurement Management”
I am correcting the Distractor “Project Management” as it is too obvious that it is incorrect to “Schedule Management”
The other Distractors are accepted
This question and rationale were developed in reference to:
Fundamentals of Technology PM, 2nd Ed (2nd) Colleen Garton, Erika McCulloch/Mc Press/5/179 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/12/ [Item Project Procurement Management]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/12.1/358-359 [Item]
Question
During testing of a project component, a senior tester discovers a functionality that will ensure the future performance of the project’s solution. This will create a change in scope.
Which type of change request should be made to include this functionality?
A.Preventive action
B.Corrective action
C.Defect repair
D.Scope update
Solution: A. Preventive action
PMBoK Sixth Edition Chapter 8 Section 8.2.2.5 states: “AUDITS
An audit is a structured, independent process used to determine if project activities comply with organizational and project policies, processes, and procedures. A quality audit is usually conducted by a team external to the project, such as the organization’s internal audit department, PMO, or by an auditor external to the organization. Quality audit objectives may include but are not limited to:
Identifying all good and best practices being implemented;
Identifying all nonconformity, gaps, and shortcomings;
Sharing good practices introduced or implemented in similar projects in the organization and/or industry;
Proactively offering assistance in a positive manner to improve the implementation of processes to help raise team productivity; and
Highlighting contributions of each audit in the lessons learned repository of the organization.
The subsequent effort to correct any deficiencies should result in a reduced cost of quality and an increase in sponsor or customer acceptance of the project’s product. Quality audits may be scheduled or random, and may be conducted by internal or external auditors.
Quality audits can confirm the implementation of approved change requests including updates, corrective actions, defect repairs, and preventive actions”
The correct answer is: “Preventive Action”
The distractors are correct
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/8/ [Item 8.2.2.5 AUDITS
An audit is a structured, independent process used to determine if project activities comply with organizational and project policies, processes, and procedures. A quality audit is usually conducted by a team external to the project, such as the organization’s internal audit department, PMO, or by an auditor external to the organization. Quality audit objectives may include but are not limited to:
Identifying all good and best practices being implemented;
Identifying all nonconformity, gaps, and shortcomings;
Sharing good practices introduced or implemented in similar projects in the organization and/or industry;
Proactively offering assistance in a positive manner to improve the implementation of processes to help raise team productivity; and
Highlighting contributions of each audit in the lessons learned repository of the organization.
The subsequent effort to correct any deficiencies should result in a reduced cost of quality and an increase in sponsor or customer acceptance of the project’s product. Quality audits may be scheduled or random, and may be conducted by internal or external auditors.
Quality audits can confirm the implementation of approved change requests including updates, corrective actions, defect repairs, and preventive actions.]
Question
A project manager new to an organization has been tasked with running the first agile project. The project manager has decided to begin by assessing the organization’s ability to adapt to an agile project.
Which three characteristics of the organization will help to set up the project for success? (Choose three)
A.Safe work environment
B.Key performance indicators (KPIs)
C.Willingness to experiment
D.Speed to market
E.Predictability
Solution: A, B and C. Safe work environment, Key performance indicators (KPIs) and Willingness to experiment
It is essential to understand the current performance through KPI metrics; safe work environment to deploy agile; and the willingness of the team to experiment for project success.
The other answer choices are incorrect. Speed to market and predictability with slow down the agility of the project.
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//CHAPTER 12 Agile Complex Project Management Models/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6/75/76 [Item]
Question
A project leader and a product owner had a side conversation about the status of the next delivery. The product owner raised concerns about the way the architecture owner is dealing with the coming delivery.
What should the project leader do to address this issue?
A.Reassure the product owner not to worry and ask them to attend the daily meetings.
B.Share the product owner’s concerns with the architecture owner and ask for their opinion.
C.Ask the product owner not to get involved and ignore the concerns until after the delivery.
D.Make sure that team members attend daily meetings to discuss and resolve issues.
Solution: D. Make sure that team members attend daily meetings to discuss and resolve issues
Fostering team discussions and decision-making in resolving issues is essential in agile, effective team growth, and improving the way they work together.
Reassuring the owner that all is OK, or that the owner should refrain from comments does not address the issue. Similarly, sharing the input only with the architect does not allow for the differing perspectives of all team members to be considered when addressing the situation.
Reassuring the product owner not to worry and asking them to attend the daily meetings is incorrect because the product owner shall do an objective evaluation of the product capabilities and the customer value, no need to involve them in how the team is operating to deliver value.
Sharing the product owner’s concerns with the architecture owner is not the best choice because it does not allow for the differing perspectives of all team members to be considered when addressing the situation.
Asking the product owner not to get involved and ignore the concerns until after the delivery is incorrect because the concerns should be addressed and it is inappropriate to request that a product owner refrain from getting involved as monitoring work is a core part of their role.
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//23/317 [Item]
Question
A project manager is on a project in a highly regulated environment with a very formal governance process. The project manager is developing the resource plan and identified that the project needs to engage many vendors.
Which strategies should the project manager use to reduce the procurement cycle? (Choose 3).
A.Vendors that you used in past projects
B.Integrated teams from various departments
C.Vendors recommended by management
D.Regulated vendor list
E.Focused expediting efforts
Solution: B, D, and E. Integrated teams from various departments, Regulated vendor list, and Focused expediting efforts
By leveraging internal expertise, utilizing pre-approved vendors, and strategically expediting key steps, the project manager can effectively reduce the procurement cycle and contribute to the project’s success. Integrating teams from various departments promotes internal collaboration, streamlines communication, and leverages expertise from different departments. Utilizing a regulated list of vendors will lead to quicker decisions and visibility in the procurement process. The project manager can expedite essential steps and efforts, without compromising thoroughness or compliance, by focusing on specific tasks and bottlenecks.
The other answer choices are incorrect because vendor selection should follow the governance process. Relying solely on past vendors might limit competition and potentially miss out on better options; Similarly, relying solely on management recommendations might bypass established procurement processes and potentially raise compliance concerns.
This question and rationale were developed in reference to:
PMI.org (2006) //Schedule improvement through innovative procurement strategies/Hammad, M. A./ [Item https://www.pmi.org/learning/library/schedule-improvement-innovative-procurement-strategies-8116
Hammad, M. A. (2006). Schedule improvement through innovative procurement strategies. Paper presented at PMI® Global Congress 2006—Latin America, Santiago, Chile. Newtown Square, PA: Project Management Institute.]
Question
A new regulation has been approved that will impact the deliverables in the fourth phase of the project. The delivery is following an iterative approach and is currently completing the second phase.
What should the project manager do next?
A.Consult with the project sponsor to discuss a cost increase.
B.Get approval for the additional budget from the steering committee.
C.Meet with subject matter experts (SMEs) to assess the impact to objectives.
D.Acquire approval for an exception to the implementation of the new regulation.
Solution: C. Meet with subject matter experts (SMEs) to assess the impact to objectives.
“Meet with subject matter experts (SMEs) to assess the impact to objectives” is the best choice as impacts in cost and scheduling, resourcing must be assessed to understand the change(s) required as per the new regulation.
“Consult with the project sponsor…” this could be one of the steps but not the immediate next step.
“Get approval for…” this could be one of the steps but not the immediate next step.
“Acquire approval…” this could be one of the steps but not the immediate next step.
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///133 [Item Explore purpose.]
| O’Reilly Platform (No Date) //2 Planning Methods and methodologies/Principle 5> Planning is a cotinuous process [Item Budgeting, Forecasting and Planning in Uncertain Times]
Question
During the execution phase of a project, a new project manager is assigned to replace the previous project manager. As the project manager starts managing the project, they discover that team performance is significantly decreasing, which is impacting the project’s key performance indicators (KPIs). This team has delivered good performance on similar projects in the past.
What should the project manager do next to improve this situation?
A.Review the resource management plan and organizational assets.
B.Implement compression techniques to bring the project back on track.
C.Call for a team meeting to identify the root cause for the declining performance.
D.Estimate the baseline impacts and submit a change request.
Solution: C. Call for a team meeting to identify the root cause for the declining performance.
An inexperience PM will reject that he is the cause of a decreasing performance, investing or wasting time to find the root cause in another factor.
If the team is used to work together with performing level the cause would be the change of the previous PM with the new one, so you as a new team member needs to build trust
Without identifying the root cause, reviewing the resource management or implementing any technique to resolve the issue will not be the right approach
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Book Name - Breaking failure: how to break the cycle of business failure and underperformance Topic Name -The business failure audit and domain transfer of root cause analysis]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2/516 [Item]
Question
A project manager takes over a recently approved project. What will play a key role in determining the communication method?
A.Stakeholder requirements
B.Frequency of distribution
C.Sender-receiver model
D.Meeting management methods
Solution: A. Stakeholder requirements
The project manager must first understand the stakeholder requirements to determine the communication method and the frequency of distribution.
The frequency is often different for different categories of stakeholders.
Not all stakeholders may require meetings to obtain information.
The sender-receiver model provides for interaction with the stakeholders, which may not be required for all stakeholders.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
Question
A project manager received an email from the factory regarding key equipment that will not be delivered as planned. The project manager must make alternative arrangements with other vendors to implement a temporary fix.
Who is responsible for confirming the resource availability for the fix?
A.Service provider
B.Functional manager
C.Product owner
D.Human resources
Solution: C. Product owner
The product owner is responsible for maximizing the value of the product and ensuring that it meets the needs of the users and stakeholders. This includes ensuring that the product is delivered on time and within budget. When key equipment is not delivered as planned, the product owner is responsible for working with the team to develop a plan to address the issue. This may involve finding alternative vendors for the equipment or implementing a temporary fix.
The other answer choices are not responsible for confirming the resource availability for the temporary fix. The service provider may be responsible for delivering the temporary fix, but they are not responsible for confirming the resource availability. The functional manager may be responsible for the team that will implement the temporary fix, but they are not responsible for confirming the resource availability. HR is responsible for managing the organization’s workforce, but they are not responsible for confirming the resource availability for the temporary fix.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/matrix-evolves-internal-conflicts-4043/
https://www.pmi.org/learning/library/role-services-business-project-based-7138
Question
During a retrospective meeting, team members show disengagement, stating that they are repeating the same ideas over and over.
How can the project manager best handle this situation?
A.Ask the team members to pay more attention to the session even if they think they know what is coming.
B.Ask the team members to give their feedback, even if it is the same as other team members, to stress their points.
C.Encourage the team members to provide better feedback as they know the questions already.
D.Encourage the team to provide ideas for process improvement and support changes based on the feedback received.
Solution: D. Encourage the team to provide ideas for process improvement and support changes based on the feedback received.
It is best to encourage the team to identify and discuss potential process improvements.Retrospective meetings are fundamental in process-focused learning (like Disciplined Agile Delivery -DAD) by promoting the adoption of retrospectives where the team explicitly identifies potential process improvements, a common agile strategy, and continuous tracking of those improvements.
Encouraging team members to provide better feedback assumes that their feedback has not been valuable and may discourage future involvement and increase disengagement.
Asking the team members to pay more attention implies that they are not paying attention and does not encourage them to do so.
Asking team members to provide their feedback, regardless of whether other team members already have, can waste time and, if they agree, they should make that known. They can expand on another team member’s feedback if they feel the need to do so. This repetition was the origin of the disengagement.
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//22/305 [Item]
Question
A large-scale, multiyear transformation project was completed as per the defined requirements and within the approved budget and schedule. The requirements were also validated and confirmed by the business. However, the post-delivery analysis of the project revealed that the project did not provide benefits as expected.
What should the project manager have done to avoid this?
A.Ensured the requirements were properly captured in the product backlog.
B.Created a business strategy to assist with organizational change management.
C.Improved the status reporting processes to highlight specific project results.
D.Measured and demonstrated business value throughout the project lifecycle.
Solution: D. Measured and demonstrated business value throughout the project lifecycle.
To avoid the situation, the project manager should have measured and demonstrated business value throughout the project. This involves periodically validating the project and its business case during a phase-gate review to ensure that the project is still in alignment with the organization’s strategic objectives. Measuring and demonstrating business value throughout the project is critical to ensuring that the project delivers the expected benefits and remains aligned with organizational objectives.
The other options might not directly or comprehensively address the issue of benefits realization.
Ensuring that requirements are captured doesn’t guarantee the realization of the desired business value. The requirements might not directly translate into business benefits.
Creating a business strategy and improving status reporting may be helpful, but the ongoing measurement of business value throughout the project is necessary to ensure that the project is delivering the expected benefits.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Benefits Realization Management: A Practice Guide, Project Management Institute/Chapter 3.3 EXECUTE STAGE [Item During this stage, portfolios, programs and/or projects begin technical and management planning to create the outputs—products, services, and capabilities—that will lead to outcomes for beneficiaries to realize planned benefits. https://learning.oreilly.com/library/view/benefits-realization-management/9781628254815/chapter03.xhtml]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7 MEASUREMENT PERFORMANCE DOMAIN]
Question
During a business status meeting, the project manager acknowledges that several market conditions have recently changed dramatically. As a result, the expected value of the project in progress may be threatened.
What should the project manager do next?
A.Stop the project immediately due to uncertainty that the project will deliver the expected value.
B.Continue with the project since the project manager has not been formally informed of any change in market conditions.
C.Ask the project team to investigate the evolution of market conditions during the last 6 months.
D.Meet with the project sponsor to discuss the information and ask if the organization still supports delivery of the project.
Solution: D. Meet with the project sponsor to discuss the information and ask if the organization still supports delivery of the project.
Conditions and assumptions from which prospected project valued was calculated can change at any time. So, to be sure that developing a project will still deliver value when finished, the mentioned conditions and assumptions need to be revised on a regular basis to be sure that they had not changed in a negative way.
This question and rationale were developed in reference to:
O’Reilly Platform, 2nd edition (No Date) Peter Scisco//Chapter 1: Uncertainity in and around projects/ [Item How to manage project oppurtunity and risk: Why uncertainity can be a better approach]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/1.2.6.2/33 [Item]
Question
A project manager works in a matrix organization and manages an internal software development project to improve the company’s tracking system. The project is scheduled to be completed in one month. Some benefits will be realized once the system is online, however, full benefits will not be realized for a while. Although the project manager will track benefits through project closure, they are concerned about tracking the benefits of post-project activities.
What should the project manager do?
A.Request that a new project be initiated to monitor and report the achievement of benefits.
B.Revise the benefits management plan to extend the project until all benefits are realized.
C.Update the work breakdown structure (WBS) and project schedule with tasks to track benefits realization.
D.Coordinate with the benefits owner to monitor the achievement of benefits after the project closes.
Solution: D. Coordinate with the benefits owner to monitor the achievement of benefits after the project closes
The project manager should coordinate with the benefits owner to monitor the achievement of benefits after the project closes. This is the most appropriate option because it is the most efficient and effective way to track the benefits after the project closes. The benefits owner is the person who is responsible for ensuring that the benefits of the project are realized. The project manager can work with the benefits owner to develop a plan to track the benefits and to report on the progress of the benefits realization.
The other options are incorrect because they are not as efficient or effective.
Requesting that a new project be initiated to monitor and report the achievement of benefits would be time-consuming and expensive. Revising the benefits management plan would delay the project and increase costs. Updating the WBS and project schedule with tasks to track benefits realization would be unnecessary if the project manager could simply coordinate with the benefits owner.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/1.4/546 [Item The Standard for Project Management – 1.4 Project Success and Benefits Management page 546]
PMBOK Guide Seventh Edition (2022) /// [2.4.8 METRICS] [2.6.2 DELIVERABLES]
Question
Project managers should wear a leadership face and drive the project team to achieve the expected deliverables. What qualities should a project manager have? (Choose 3).
A.Lead
B.Ethical
C.Adapt
D.Aggressive
E.Empower
Solution: A B and C. Lead, Ethical and Adapt.
LEAD: A good project manager must be able to lead his/her team to achieve the agreed deliverables. If a Project is a temporary endeavor to create something new or to deliver a service, then a project manager’s job is to ensure he or she leads the project team to achieve success with the approved budget. Leading citizen development in the organization will not only grow the leader but also the project team will equally grow. ETHICAL: Every system has its ethics. These are the rules and standards guiding the system. PMI has ethics guiding the professional conduct of members. So, a project manager should equally be conversant with the ethics, moral standards, and culture of his/her project, the people, and the environment. Understanding ethics will help in the effective delivery of projects. ADAPT: Project Management practice is evolving, so a project manager must be able to adjust to new conditions, learn new skills using the PMI Talent Triangle as a guide, and make himself/herself suitable for a new use or purpose as he/she delivers a project. No doubt, the more he/she knows, the easier for him/her to switch to a new purpose as required by the job. The citizen development framework will help in the adaptability of easily managing and delivering projects faster.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/blog-post/67865/How-Will-Citizen-Development-Impact-Leadership–Decision-Making-and-How-Projects-are-Run–Part-1 [Item How Will Citizen Development Impact Leadership, Decision-Making and How Projects are Run? Part 1
Every Project Manager should wear a leadership face and drive the project team to achieve the expected deliverables. Listed below are qualities that make a project manager a leader.
LEAD: A good project manager must be able to lead his/her team to achieve the agreed deliverables. If a Project is a temporary endeavor to create something new or to deliver a service, then a project manager’s job is to ensure he or she leads the project team to achieve success with the approved budget. Leading citizen development in the organization will not only grow the leader but also the project team will equally grow.
ETHICAL: Every system has its ethics. These are the rules and standards guiding the system. PMI has ethics guiding the professional conduct of members. So, a project manager should equally be conversant with the ethics, moral standards, and culture of his/her project, the people, and the environment. Understanding ethics will help in the effective delivery of projects. No doubt, the citizen development framework developed by PMI will help in a great deal to Launchpad citizen development in any organization.
ADAPT: Project Management practice is evolving, so a project manager must be able to adjust to new conditions, learn new skills using the PMI Talent Triangle as a guide, and make himself/herself suitable for a new use or purpose as he/she delivers a project. No doubt, the more he/she knows, the easier for him/her to switch to a new purpose as required by the job. The citizen development framework will help in the adaptability of easily managing and delivering projects faster.
DISCIPLINED: A project manager must be disciplined. Lots of highly demanding challenges would come while on the job, these could alter the lifecycle of the project and make Estimation at Completion (EAC) shoot beyond budget. It is important to follow all the Change Control processes as guided by the governance structure in place. No project manager should be reminded that he/she should not receive a gifted bribe and returned all the unspent funds to the company after closure and signed-off of a project. With a citizen development framework and low-code/no-code platform, there would be fewer funds to throw around and services will be delivered cheaper.
EVOLVING: The world is evolving, and so a project manager must evolve with the practice. Long before now, most project managers are comfortable with waterfall methodologies, having projects divided into phases but Agile dropped in new flexibilities with an iterative and incremental approach to deliver projects using sprints. PMI found it important to match these methods together, developed the frameworks for Citizens Development (Citizens DeveloperTM), and open its doors for whatever would make Project Management practice better.]
Question
During final inspection of a deliverable, the quality team observes that there is a deviation on a particular component. The customer, however, has not indicated anything with regard to this in its specifications.
What should the project manager do?
A.Raise the matter to a technical expert.
B.Conduct a quality assurance audit.
C.Approve the deliverable as it does not deviate from any customer specifications.
D.Reject the deliverable, citing deviation from the project specifications.
Solution: B. Conduct a quality assurance audit.
To confirm the state of the deliverable, the quality audit is performed by a QA inspector qualified to evaluate a specific component of project work activity deliverable, compare it with an established quality standard, and make an assessment as to a pass or fail condition of compliance
The other answer choices are incorrect. Referring the matter to technical expert will only produce insights for the particular problem. However, the far bigger issue is related to quality assurance and as such an assessment of deviations in other deliverable or the process cannot be denied. Clearing or rejecting the deliverable is only a judgmental act. The quality manager shall perform the quality audit and as a result of which the deliverable either gets cleared or rejected.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //13/ [Item Title: Mastering Project Time Management, Cost Control, and Quality Management: Proven Methods for Controlling the Three Elements that Define Project Deliverables
Part III - Project Quality management
Sec. 13.3 - Quality assurance tools,
Sub-section - Quality audits]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/8/271 [Item Project Qyuality Management]
Question
After several interviews with key stakeholders and checking the project charter, a project manager found that the current project organizational structure is no longer appropriate for the project’s strategic goals. What should the project manager do next?
A.Assess the lessons learned documents and validate which organizational structure was used in the past for similar projects.
B.Ask the team to document the risk in the project risk register and develop a risk response plan accordingly.
C.Evaluate the gaps between the current organizational structure and the expected project benefits to determine required actions.
D.Ask the team to review the project charter and evaluate the project objectives for relevance.
Solution: C. Evaluate the gaps between the current organizational structure and the expected project benefits to determine required actions.
Organizational structure should be flexible to accommodate the project goal, and may evolve in the project life cycle. If the current structure is not appropriate, the project manager should first evaluate the deficiencies against what the project needs to accomplish to determine a more fitting organizational structure. Assessing lessons learned from prior projects may give some direction, but gaps on the current project should be evaluated first. There is nothing in the question that suggests that project objectives are incorrect, so evaluating the objectives for relevance is not warranted.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9. Project Resource Management/ [Item Projects with high variability benefit from team structures that maximize focus and collaboration, such as self-organizing teams with generalizing specialists.Collaboration is intended to boost productivity and facilitate innovative problem solving. Collaborative teams may facilitate accelerated integration of distinct work activities, improve communication, increase knowledge sharing, and provide flexibility of work assignments in addition to other advantages.Although the benefits of collaboration also apply to other project environments, collaborative teams are often critical to the success of projects with a high degree of variability and rapid changes, because there is less time for centralized tasking and decision making.]
| Project Management: Achieving Competitive Advantage,, 5th edition (No Date) //Chapter 2 The Organizational Context Strategy, Structure and Culture/ [Item]
Question
During the last iteration of planning in an agile project, the team discovers that mandatory regulations were not included in the minimum viable product (MVP). What should the project manager do?
A.Ask the team to include this regulatory requirement in the iteration backlog.
B.Ask the product owner to review the priority of this regulatory requirement.
C.Ask the stakeholders to review the priority of this regulatory requirement.
D.Ask the sponsor for approval to include this regulatory requirement in the iteration backlog.
Solution: B. Ask the product owner to review the priority of this regulatory requirement.
The product owner has the responsibility to align the product backlog with the business needs order by value, even if there are regulatory requirements
This question and rationale were developed in reference to:
Agile Project Management: Creating Innovative Products, 2nd Edition (No Date) Jim Highsmith//2/ [Item Value prioritization again lies more with product managers, but project leaders are involved (particularly in the case of non customer-facing or technical stories). Value prioritization also involves managing the product backlog.]
| Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//4/55 [Item]
Question
A complex project has multiple participants. The project manager agrees with the team that they need to better understand the perspective of all project participants for the optimal success of the project.
What should the project manager do?
A.Review the stakeholder analysis.
B.Create a communication plan.
C.Conduct a SWOT analysis.
D.Perform a risk analysis.
Solution: A. Review the stakeholder analysis.
By reviewing the stakeholder analysis, the project manager can identify any stakeholders who may have been overlooked or whose needs have changed. The project manager can then develop strategies for engaging with these stakeholders and ensuring that their perspectives are understood and considered.
The other answer choices are not as relevant or effective. A communication plan is important for keeping stakeholders informed about the project, but it is not sufficient for understanding their perspectives. A SWOT analysis is a tool for assessing the project’s strengths, weaknesses, opportunities, and threats. It is not specifically designed for understanding the perspectives of project participants. A risk analysis is a process of identifying and assessing the project’s risks. It is not specifically designed for understanding the perspectives of project participants.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition (pages 10-11, 64 and 171)
Question
What should a project manager do to obtain stakeholder agreement?
A.Update Resource Management Plan
B.Manage Stakeholder Engagement
C.Monitor and Control Project Work
D.Schedule a meeting between sponsor and stakeholders
Solution: B. Manage Stakeholder Engagement
The steps to obtain stakeholder agreement should already be included in how stakeholder engagement is managed, and already exist in the stakeholder engagement plan. Project sponsors and stakeholders do not generally meet to seek agreement. Monitor and control project work will not allow for obtaining stakeholder agreement.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Published/519-522/ [Item]
| PMBOK®Guide–Fifth Edition (5th) PMI/Project Management Institute/449/ [Item]
Question
Due to a budget issue, the project team decides to use low-cost equipment with higher testing uncertainty to reduce cost. However, the test results are unstable and are creating discrepancies. One of the team members is aware of the situation and proposes to use high-resolution equipment with lower test uncertainty to increase the testing quality.
How should the project manager respond to this proposal?
A.Reject the proposal due to budget constraints and follow the quality management plan.
B.Accept the proposal because the high-resolution equipment produces precise test results with lower test uncertainty.
C.Evaluate the proposal to determine if the high-resolution equipment produces precise test results with lower test uncertainty.
D.Accept the proposal because budget is not an issue when quality assurance is taken into consideration.
Solution: C. Evaluate the proposal to determine if the high-resolution equipment produces precise test results with lower test uncertainty.
The correct answer is to evaluate the proposal to determine if the high-resolution equipment produces precise test results with lower test uncertainty.
In order to determine the appropriate course of action, the project manager must evaluate the proposal based on factors such as risk, cost, scope, schedule, and feasibility.
There is a concern about unstable results and production discrepancies. As a result, the team should look for a resolution to these problems. The manager should review the proposal before deciding to accept or reject it. We do not know if the budget is, or is not an issue in this case. Choosing a low-cost equipment option does not mean that there is a budget constraint, nor that budget is not an issue. The only real way to know whether or not a proposal is suitable, it must first be evaluated.
PMBOK Guide Sixth Edition (2018) PMI/PMI/8/288 [Item]
| Project Manager’s Portable Handbook, 3rd Ed (2015) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc./6.9.4/267 [Item]
Question
A parent company announces an integration project for all of its subsidiary companies. The integration project covers the legal, human resources (HR), and finance departments of the subsidiary companies. Senior management is investing in this as the company’s first agile project and a new project manager has been assigned.
What should the project manager do first?
A.Meet with the stakeholders to discuss risks.
B.Develop a team charter.
C.Plan to enhance the team’s agile maturity level.
D.Develop a transition strategy.
Solution: D. Develop a transition strategy.
By developing a transition strategy, the project manager can lay the foundation for a successful agile project. The transition strategy will provide the project manager with a roadmap for how to move the organization from its current state to a new desired state, and it will help to ensure that the team is well-prepared to adopt agile practices and deliver the project on time and within budget.
The other answer choices are incorrect. While it is important to identify and discuss risks early in the project, this is not the first thing that the project manager should do. The project manager needs to have a clear understanding of the project scope and objectives before they can effectively discuss risks with the stakeholders. It is not necessary to develop a team charter before developing a transition strategy. The transition strategy will provide the project manager with the information they need to define the team’s roles and responsibilities. While it is important to consider the team’s agile maturity level when planning the project, this is not the first thing that the project manager should do. The project manager needs to focus on developing a transition strategy that will help the team adopt agile practices in a way that is consistent with the project’s scope and objectives.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Transitioning to Agile, Rick Freedman/Chapter - The Agile Decision Process as Strategy [Item In the ideal Agile world, transitioning organizations will have thought through their guiding vision of agility, phrased it in pithy and compelling language, and evangelized its benefits. https://learning.oreilly.com/library/view/transitioning-to-agile/9781492027720/ch01.html]
| The Agile Practice Guide (No Date) PMI/PMI/3,1,1/30 [Item]
Question
During a project governance assessment, and after expending 40% of the approved project budget, management approved the auditor’s recommendation to have the project terminated.
What should the project manager do next?
A.Compute the expected monetary value of the project and document it in lessons learned.
B.Engage an independent consultant to justify project continuation.
C.Initiate the project closeout process and document lessons learned for future reference.
D.Prepare a financial report to recognize the actual costs expended as sunk costs.
Solution: C. Initiate the project closeout process and document lessons learned for future reference.
The project manager has to comply with the approved recommendations of the auditors, based on the resolution of the stakeholders. The project manager should initiate the closeout process next.
The other answer choices are incorrect. The expected monetary implies that they are starting a new project; an independent consultant cannot be engaged to justify continuing the project when the decision to terminate the project has already been made; and preparing a financial report will be the result of the closeout process.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Value Management of Construction Projects, 2nd Edition by Steven Male; John Kelly; Drummond Graham/10 [Item Costs can be classified as sunk, fixed, variable, semivariable or step costs:Sunk costs are the costs of goods and services that have already been incurred or are irrevocably committed. These are ignored in any option appraisal.]
| Project Management: A Managerial Approach, 8th Edition (No Date) Jack R. Meredith and Samuel J. Mantel Jr.//Chapter 13/ [Item Once it has been decided to terminate a project, the process by which it will be terminated must be implemented.]
Question
A project execution phase overlaps with a holiday in the country where the majority of team members are based. This phase is critical, and all team members are required to work through the holiday. This negatively impacts team morale.
What should the project manager have done to avoid this?
A.Requested help from other teams based in other countries
B.Postponed project activities
C.Prepared the stakeholder engagement plan
D.Better developed the resource management plan
Solution: D. Better developed the resource management plan
The resource management plan takes into consideration factors that affect resource availability, including normally observed non-working days.
Requested help: Transitioning project work is a reactive step and not a practical solution in most cases.
Postponing activities further delays critical work and is therefore not an option
The stakeholder engagement plan doesn’t address the issue of resource availability working on the project.
This question and rationale were developed in reference to:
e-Reads (No Date) //Global Project Management: Communication, Collaboration and Management Across Borders (2007) Jean Binder/Gower Publishing Limited/1/ [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9.2.3.1/ [Item RESOURCE REQUIREMENTS]
Question
A project manager is working on the development of a business case to secure funding and resources. What is needed to ensure that the right priority is assigned to the project?
A.Developing the most efficient delivery plan
B.Developing a clear and detailed project schedule
C.Aligning the project with company’s goals and objectives
D.Aligning the project with company’s roadmap
Solution: C. Aligning the project with company’s goals and objectives
To ensure that the right priority is assigned to the project, it is crucial to align it with the company’s goals and objectives. This ensures that the project is directly contributing to the strategic direction and priorities of the organization. By aligning the project with the company’s goals, decision-makers can assess its relevance, strategic importance, and potential impact, which can help in securing funding and resources.
The other answer choices are incorrect as they focus more on the efficiency and scheduling aspects of project delivery, which are important considerations but may not directly address assigning the right priority to the project. Aligning with company goals and objectives is a broader and more fundamental consideration for assigning project priority than the roadmap.
This question and rationale were developed in reference to:
PMI.org (2020) //Six Ways to Prioritize Projects/Dr. Nidhi Gupta/ [Item https://snippets.pmi.org/snippet/six-ways-to-prioritize-projects/]
Question
A new member joined a project during the execution phase. The work requires strong collaboration with other team members.
What should the project manager do to foster a collaborative environment?
A.Send an email to the project team asking them to collaborate with the new team member.
B.Share all information available and allocate time to explain in detail the work in progress.
C.Ask each member to describe their interests and experience in the next team meeting.
D.Organize a one-day workshop with the entire team to bring the new member up to speed.
Solution: D. Organize a one-day workshop with the entire team to bring the new member up to speed.
By prioritizing a one-day workshop, the project manager can actively facilitate knowledge transfer, relationship building, and alignment, setting a strong foundation for successful collaboration and project outcomes.
The other answer choices are incorrect as they are more passive approaches that may not foster strong connections, overlook potential communication barriers, potentially neglect team dynamics, and may not directly address knowledge and integration needs.
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//23/317 [Item]
Question
A project manager is assigned to a project and the first task is to assist in creating the Work Breakdown Structure (WBS). Which tool, technique or document is used as starting point for an effective WBS creation?
A.Scope baseline
B.Activity list
C.Project charter
D.WBS dictionary
Solution: C. Project charter
The charter contains a high level definition of scope/deliverables that can be used to generate a top down decomposition in support of the development of the WBS.
Scope baseline: This will be an output from the planning process, and incorporates the WBS within.
Activity List: This will be generated in the planning stage as a component of schedule development.
WBS Dictionary: Is a supporting document to the WBS, elaborating on WBS detail
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/applying-work-breakdown-structure-project-lifecycle-6979 [Item Applying the work breakdown structure to the project management lifecycle (CONFERENCE)
Brotherton, Shelly; Fried, Robert T.; Norman, Eric S.]
Question
During a product backlog refinement meeting, a stakeholder from the legal department and the product owner disagree on the prioritization of a particular item. The product owner states that the current prioritization is adding maximum value to the project, and the stakeholder states that the item should be prioritized because it is a governmental compliance requirement.
What should the project manager do in this situation?
A.Yield to the product owner’s prioritization authority and remind the stakeholder that it is not their responsibility.
B.Examine previous situations in the lessons learned register to find a solution and prioritize the backlog accordingly.
C.Use negotiation techniques to convince the product owner to prioritize the backlog as suggested by the stakeholder.
D.Facilitate a discussion between the product owner and the stakeholder to discuss their perspectives and concerns.
Solution: D. Facilitate a discussion between the product owner and the stakeholder to discuss their perspectives and concerns.
The project manager should facilitate a discussion between the product owner and the stakeholder from the legal department to understand their perspectives and concerns. The project manager should work with both parties to identify any potential risks or impacts associated with the order of the particular item and explore alternative solutions that can address both the value and compliance requirements. The project manager should also ensure that the decision-making process is transparent and that all stakeholders are informed of the final decision. It is important for the project manager to remain neutral and objective in facilitating the discussion and decision-making process. This approach fosters communication and understanding between the product owner and the stakeholder.
The other options are incorrect.
Yeilding to the product owner’s authority without considering the stakeholder input and concerns could lead to substantial legal or regulatory risks.
Lessons learned can provide insights, but each situation is unique, and regulatory requirements may have changed.
Convincing the product owner to prioritize the backlog as suggested by the stakeholder undermines the authority of the product owner, ignores the need for a better understanding, and could negatively impact other aspects of the project.
This question and rationale were developed in reference to:
Mastering Project Human Resource Management (No Date) Harjit Singh//Introduction/ [Item “not understanding stakeholder needs….can lead to incomplete requirements”]
The Standard for Project Management (2021) PMI /// [3.6 DEMONSTRATE LEADERSHIP BEHAVIORS]
PMBOK Guide – Seventh Edition (2021) PMI /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
Question
During a new technology project, confusion arises due to the lack of a clearly defined and communicated future state of the product. What should the project manager do next?
A.Create and get approval on a benefits management plan.
B.Ask the project sponsor what the project outcome should be.
C.Discuss the scope and objectives with the functional owner.
D.Review the project’s business case to identify alternatives.
Solution: A. Create and get approval on a benefits management plan.
The project manager should create a benefits management plan defining the processes for creating, maximizing, and sustaining the benefits provided by a project or program. In generating the business management plan, the project manager identifies long-term goals so that the project delivers the intended identified value.
The other choices are not the best options at this time because
they do not completely address the issues of confusion and lack of clarity. The other options may be useful after the benefits management plan is created, approved, and communicated.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/1/33 [Item 1.2.6.2 PROJECT BENEFITS MANAGEMENT PLAN]
| Project Managers Portable HandBook, 3rd Ed (No Date) //7/ [Item Section 7.1.11]
PMBOK Guide Seventh Edition (2022) ///[34.2.4 CHANGE MODELS] [2.2.4.1 Establishing and Maintaining Vision]
Question
An agile project is in its last iteration. During the daily standup, the team realizes that they will not be able to complete all the activities that were planned for the sprint. The team members create a contingency plan.
What should the project manager do next?
A.Discuss the contingency plan with the product owner.
B.Discuss the contingency plan with stakeholders.
C.Discuss the contingency plan with the project sponsor.
D.Execute the contingency plan immediately.
Solution: A. Discuss the contingency plan with the product owner.
After the project team creates the contingency plan, the project manager should discuss it with and seek approval from the product owner. The project manager should meet with the product owner to discuss the contingency plan and manage expectations around adding scope, the implications to the budget, and the availability of project team members. The product owner prioritizes the project backlog on an ongoing basis so that high-priority items are completed. If the schedule or budget is constrained, the product owner may consider the project done when the highest priority items are delivered.
The other answer choices are incorrect. These options do not address the key stakeholder which is the product owner. Executing the contingency plan will occur after approval from the product owner.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/439 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/59 [Item]
Question
A project leader noticed that a new team member is demotivated and always arrives late to work, causing a delay in the deliverables. What should the project manager do?
A.Ask HR to deal with the team member’s attendance, advise them to arrive on time, and remind them of the incentives at the end of the project.
B.Ask a senior team member to speak with the team member, share personal experiences, and find out the reasons for the performance issues.
C.During the daily meeting, ask all team members to arrive on time, and plan an event after working hours to celebrate the project progress.
D.Talk with the team member on a one-to-one basis, emphasizing the importance of teamwork and the value of each member’s contributions.
Solution: D. Talk with the team on a one-to-one basis, emphasizing the importance of teamwork and the value of each member’s contributions.
One on one communication with the team member who is struggling will allow the PM to understand their situation and motivations. Each of the other answers simply pushes the problem to someone else.
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//22/305 [Item]
| Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/305 [Item]
Question
Which statement correctly differentiates management from leadership?
A.Managers ask how and when; leaders ask what and why.
B.Managers focus on long-term goals; leaders focus on short-term goals.
C.Managers challenge the status quo; leaders accept the status quo.
D.Managers inspire trust; leaders rely on control.
Solution: A. Managers ask how and when; leaders ask what and why.
Managers usually ask how and when but leaders ask what and why.
Managers focus on short-term goals; Leaders focus on long-term goals
Managers accept the status quo however leaders challenge the status quo
Managers rely on control; Leaders rely on inspiring trust
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/leadership-competencies-develop-strategic-roles-6627 [Item Bristol, P. & Yeatts, G. (2010) article citation: “ Management: direct using positional power, maintain, administrate, focus on systems and structure, rely on control, focus on near-term goals, ask how and when focusing on the bottom line, accept status quo, do things right, focus on operational issues and problem-solving.
Leaders: innovate, ask what and why, focus on relationships with people, do the right things, develop, inspire trust, focus on a long-term perspective, challenge the status quo, have an eye on the horizon, focus on vision/alignment/motivation and inspiration “
guide/influence/collaborate using relational power, focus on long-term vision, originate, are their own person, show originality ]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//3.4.5/ [Item “Management: direct using positional power, maintain, administrate, focus on systems and structure, rely on control, focus on near-term goals, ask how and when focus on the bottom line, accept status quo, do things right, focus on operational issues and problem-solving.
Leaders: guide/influence/collaborate using relational power, develop, innovate, focus on relationships with people, inspire trust, focus on long-term vision, ask what and why, focus on the horizon, challenge the status quo, do the right things, focus on vision/alignment/motivation and inspiration .”]
Question
During release planning, a conflict arises between stakeholders regarding prioritizing certain needs, which is causing the development team to lose focus. To align all stakeholders and resolve this conflict, which conflict resolution technique should the project manager employ?
A.Forcing
B.Collaboration
C.Withdrawal
D.Smoothing
Solution: B. Collaboration
The best course of action is to resolve the conflict through collaboration. Collaborating involves incorporating multiple views about the conflict. The objective is to learn about the various views and see things from multiple perspectives. By fostering inclusive and collaborative environments, knowledge and expertise are more freely exchanged, which in turn enables better project outcomes.
The other options are incorrect because they are not appropriate, do not consider the stakeholder’s concerns, and do not address the root cause of the conflict. The conflict should be resolved through collaborative problem-solving.
This question and rationale were developed in reference to:
| O’Reilly Platform (No Date) //5. Conflict Management Skills/ [Item The Complete Project Manager, 2nd Edition]
PMBOK Guide Seventh Edition (2022) /// [4.2.7.1 Conflict Model]
Question
A project team is working on determining the dependencies for activities for an ongoing project. What action should the project team take first to manage dependencies successfully?
A.Monitor and track the dependencies.
B.Communicate the dependencies to the sponsor.
C.Assess and document the dependencies.
D.Appoint project schedulers for all tasks.
Solution: C. Assess and document the dependencies
Assess and document the dependencies is the correct answer as the project team reviews and updates the activities’ dependencies list throughout the project.
Monitor and track the dependencies and Communicate the dependencies to the sponsor. are incorrect as these are later activities after determining the dependencies first.
Appoint project schedulers for all tasks is incorrect as this is a project team task in question.
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/5-steps-to-manage-project-dependencies/ [Item]
| PMI.org (2007) //Stenbeck, J. (2007). Team-Based Scheduling the Intel© Way. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.// [Item https://www.pmi.org/learning/library/team-based-scheduling-intel-way-7280]
Question
A team lead is assigned to an ongoing project. The team members have been working together for a while.
How should the team lead start building relationships?
A.Distribute tasks and observe the quality of the deliverables.
B.Talk about personal preferences and make sure the team understands your approach.
C.Ask some team members to share information about other members to become familiar with the team.
D.Ask the team members directly about both personal and work-related matters.
Solution: D. Ask the team members directly about both personal and work-related matters
The indicated approach to build relationship and trust is showing you are interested on the other party.
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/motivate-teams-to-achieve-better-outcomes/ [Item]
| PMI.org (1992) //https://www.pmi.org/learning/library/partnering-guidelines-relationship-owner-contractor-goals-2090// [Item]
Question
When managing a strategic project for their organization, what four tools should a project manager use for risk analysis? (Choose four)
A.Brainstorming
B.Inspection
C.Risk checklists
D.Product evaluation
E.Interviewing
F.Decision tree analysis
Solution: A, C, E and F. Brainstorming, Risk checklists, Interviewing and Decision tree analysis
The following are the tools used for risk analysis:
Brainstorming is to obtain a comprehensive list of individual project risks and sources of overall project risk.
Risk checklists are developed based on historical information and knowledge that has been accumulated from similar projects and from other sources of information.
Interviewing may be used to generate input for the quantitative risk analysis, drawing on on inputs that includes individual project risks and other sources of uncertainty.
Decision tree analysis are used to support selection of the best of several alternative course of action.
The following tools are not used for risk analysis:
Inspection is examination of a work product to determine whether it conforms to documented standards.
Product evaluation is an investigation conducted to provide objective information about the quality of the product or service under test in accordance with the project requirement.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
Question
A team receives outsourced deliverables and determines that they do not meet the agreed-upon acceptance criteria. What should the project manager reference to verify this with the vendor?
A.Procurement management plan
B.Request for proposal (RFP)
C.Statement of work (SOW)
D.Inspections
Solution: C. Statement of work (SOW)
Statement of Work(SOW) will contain all the work that needs to be executed for the project to be completed and accepted. Hence this is the correct answer.
All other remaining options are irrelevant as
Procurement Management Plan will describe how procurement will be done and how vendors will be managed.
The Request for Proposal(RFP) describes the project, its goals, and the organization that is sponsoring it and outlines the bidding process and contract terms.
Inspections are carried out to identify and correct errors in a completed deliverable.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Pgs. 491 - 492 [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/12/367 [Item]
Question
In an agile development environment, when should a risk analysis be performed?
A.Before the start of each iteration
B.During the daily standup meeting
C.In the retrospective meeting
D.After every scrum meeting
Solution: A. Before the start of each iteration
The correct answer is before the start of each iteration.
The initial iteration would occur after an initial risk analysis, and that process should be repeated after every subsequent iteration. It is necessary to analyze new and existing risks to thoroughly understand their potential impact on project outcomes while preparing for each iteration. An iteration planning meeting is used to clarify the details of the backlog items, acceptance criteria, and work effort required to meet an upcoming iteration commitment.
The other options are incorrect because they are not appropriate times to analyze risks. A daily standup meeting (also referred to as a daily scrum) is a brief collaboration meeting during which the project team reviews its progress from the previous day, declares intentions for the current day, and highlights any obstacles encountered or anticipated. A retrospective meeting in a regularly occurring workshop in which participants explore their work and results to improve both the process and product. These meetings provide an opportunity for the project team to review how it works and to suggest changes to improve processes and efficiency. Retrospectives can be useful for identifying risks.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [Item]
Question
At the midway point of a project, the project manager was informed of a market movement that would make the project results useless to the client. This information could cause the project to be cancelled or at least a big change on the scope and desired outcome.
What should the project manager do next?
A.Prepare all status reports and demos to keep the client focused on the project execution that has been successful.
B.Have a transparent discussion with the project sponsor, offering support on the strategy evaluation if needed.
C.Continue working on the project execution, as the business strategy is not responsibility of the project manager.
D.Halt the project immediately, as the project manager knows it will be useless to the client.
Solution: B. Have a transparent discussion with the project sponsor, offering support on the strategy evaluation if needed
The project manager has to be the business lens.
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/be-accountable-for-outcomes/ [Item]
Question
The sponsor notified the product owner that the budget was approved for a project. However, any additional investment for the project would have to wait until the next fiscal year. The product owner is concerned that this will hold up the project.
What should the product owner do?
A.Track the budget based on the release plan and show the value to the business.
B.Explain that the project is just starting and the budget will need to be adjusted.
C.Track the budget based on each sprint and remove nice-to-have deliverables.
D.Ensure that the project manager monitors every invoice from the project.
Solution: A. Track the budget based on the release plan and show the value to the business
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //8/ [Item Agile Managmenet by Mike Hoogveld]
| O’Reilly Platform (No Date) //AMA Handbook of Project Management - Chapter 11/Project Cost Management [Item]
Question
An agile team has been struggling to keep up with the planned pace, which is frequently resulting in sprint failures. What should the project manager do to help avoid this situation in the future?
A.Ask the project sponsor to approve overtime to compensate for the lack of performance while adjusting the plan.
B.Review the velocity of the team over the last several sprints and adjust the plan accordingly.
C.Replace junior team members with more experienced ones, and negotiate the project scope to compensate for the budget gap.
D.Switch to a Kanban approach to have better control on the planned pace by limiting work in progress.
Solution: B. Review the velocity of the team over the last several sprints and adjust the plan accordingly
The best indicator of team capacity is the velocity metric and the delivery plan should take that in account prior to any solid commitment
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//Coaching at the beginning/75 [Item]
| Succeeding with Agile (No Date) //15/ [Item]
Question
A new warehouse facility is under construction. The project manager implements team development efforts such as training that will result in a lower defect ratio.
What should the project manager do next?
A.Introduce a training program.
B.Update the resource management plan.
C.Increase quality control reviews.
D.Add training costs to the budget.
Solution: B. Update the resource management plan
PMBoK Sixth Edition Chapter 9 states: “9.4.2.6 TRAINING
Training includes all activities designed to enhance the competencies of the project team members. Training can be formal or informal. Examples of training methods include classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching. If project team members lack the necessary management or technical skills, such skills can be developed as part of the project work. Scheduled training takes place as stated in the resource management plan. Unplanned training takes place as a result of observation, conversation, and project performance appraisals conducted during management of the project team. Training costs could be included in the project budget or supported by the performing organization if the added skills may be useful for future projects. It may be performed by in-house or by external trainers”
The Resource Management Plan as developed now need to be updated with this new training plan as determined by the Project Manager.
The correct answer is: “Update the resource management plan”
The Distractors are valid and accepted
This question and rationale were developed in reference to:
e-Reads (No Date) ///Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard Author Paul Sanghera, Chapter 8, Developing the program team, [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/9/ [Item team development efforts such as training]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Section 9.3.2.2. Page 275 [Item]
Question
An educational institution raises a complaint after placing an order for a software module from a company using agile practices. The complaint claims that billing for payment of a partial delivery violates the Agile Manifesto if the customer was not involved in progress meetings.
The customer’s claim is supported by which of the Four Values of the Agile Manifesto?
A.Processes maintaining a constant pace indefinitely
B.Software delivery frequently and in short periods
C.Customer collaboration over contract negotiation
D.Working software as a primary measure of progress
Solution: C. Customer collaboration over contract negotiation
The main violation of the Agile Values was in the lack of collaboration with the customer. The first Agile Value is Individuals and Interactions over processes and tools.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/2.2/ [Item]
| PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/1/28 [Item]
Question
During the team meeting, two of the team members who worked on the same tasks are arguing about who is at fault for the task being late. None of them want to be perceived as the one who caused the delay.
What is the most likely cause of this issue?
A.Conflicting Priorities
B.Unclear Responsibilities
C.Personal Competition
D.Personnel Selection
Solution: B. Unclear Responsibilities
Any of the stated answers COULD be correct. The PM may have specific insight, but lacking that, the most likely culprit is a lack of clarity in responsibilities. If those are clarified, not only will conflict be less likely, but it will become more obvious where the issue lies.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/team-building-development-project-management-5707 [Item]
Question
During the weekly meeting, team members are reviewing the tasks assigned by the Project Manager. A few team members are complaining that there is not enough information to estimate how long it will take to complete the work.
What is the most likely cause for this issue?
A.Project objectives are not clearly defined
B.The business environment is very dynamic
C.Internal competition between team members
D.Roles & Responsibilities are not clearly defined
Solution: A. Project objectives are not clearly defined
If the project objectives are not clearly defined then the team members may complain about not having enough information for the estimation
Dynamic business environments and internal competition between team members can even have impacts on project delivery.
roles and responsibilities not clearly defined is incorrect because the problem is the lack of clarity on scope not on task allocation
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/team-building-development-project-management-5707 [Item]
Question
A multinational company is locally developing a digital product using a new technology platform. The only expert on this platform is located in the company’s headquarters, and they are responsible for providing support to different countries.
How can the local project manager ensure the involvement of this expert?
A.Design a travel schedule so that timely, onsite assistance can be provided.
B.Include the expert on the team using a virtual environment.
C.Ask the project sponsor to assign the expert as a full-time member of the team.
D.Ask team members to contact the expert as an external expertise source on an as-needed basis.
Solution: B. Include the expert on the team using a virtual environment
The expert is not located locally, but needs to be involved in the team while maintaining their other support responsibilities. The PM needs to engage the expert using a virtual environment. They cannot easily be reassigned as a full time member due to other responsibilities and a travel schedule will take time away both from the project and the other responsibilities. Since they are an expert, they should be engaged virtually as a team member and not just consulted when needed.
This question and rationale were developed in reference to:
Information Technology Project Management, 7th Ed. (2015) Kathy Schwalbe/Course Technology/2/68 [Item]
| Management of Technology (May 25 2005 12:00AM) Hans J. Thamhain/Wiley/9/231 [Item]
Question
A project team has successfully completed a project. The same team and three new people start another project led by a new scrum master.
How will the new scrum master lead?
A.High directive, high supportive
B.Low directive, high supportive
C.High directive, low supportive
D.Low directive, low supportive
Solution: B. Low directive, high supportive
The new scrum master should adopt a low directive, high supportive, servant leadership style.
In this scenario, the project team has already successfully completed a project and has a strong understanding of the client’s business domain. The team members are experienced and capable, and they require less direction and guidance. By adopting a low directive approach, the new scrum master can empower the team, encourage their autonomy, and allow them to apply their expertise. However, the new scrum master should provide high supportive behavior to build trust, facilitate communication, and provide the necessary support for the team’s success.
The other answer choices are incorrect. A high level of directive leadership may be unnecessary and limit the team’s autonomy and creativity, and a low level of support and engagement from the scrum master can demotivate the team and hinder their ability to collaborate effectively and deliver high-quality results.
This question and rationale were developed in reference to:
PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/4/215 [Item]
Question
A project manager is assigned to a project that is already in progress because the original project manager left the organization unexpectedly. Unfortunately, the previous project manager did not adhere to the organization’s knowledge transfer procedures prior to leaving the organization. What can the new project manager do to fill the knowledge gaps? (Choose 3)
A.Review the project documentation, including the project plan, requirements document, and risk register.
B.Proceed with the project as planned and engage in job shadowing activities.
C.Meet with key stakeholders to understand their expectations and priorities.
D.Interview team members to learn about their areas of expertise and experience with the project.
E.Reach out to the previous project manager and request a comprehensive knowledge transfer.
Solution: A, C, D.
Review the project documentation, including the project plan, requirements document, and risk register.
Meet with key stakeholders to understand their expectations and priorities.
Interview team members to learn about their areas of expertise and experience with the project.
All three correct options are practical and effective ways for a new project manager to fill knowledge gaps when the previous project manager has not adhered to knowledge transfer procedures.
Reviewing project documentation can provide insights into the project’s history, goals, scope, and potential risks. It helps the new project manager get up to speed on what has already been done and planned.
Meeting with key stakeholders is important for ensuring that the project stays on track and meets the needs of the people who are most invested in its success.
Interviewing team members helps the new project manager gain a deeper understanding of the project from those actively involved. This can also help to build relationships with the team.
The other options are incorrect because they are less practical or effective.
Proceeding with the project as planned and engaging in job shadowing activities may not be sufficient to fill all knowledge gaps. It doesn’t address the need for a comprehensive understanding of the project’s history and documentation.
Reaching out to the previous project manager may not be feasible or productive. It’s important to consider that the question states the previous manager left unexpectedly and did not adhere to knowledge transfer procedures. It may not be realistic to expect a comprehensive knowledge transfer from them.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/knowledge-transfer-project-based-organizations-5584 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Question
A project manager discovers a significant flaw in a major project deliverable. Which project management process is being performed?
A.Manage Quality
B.Control Quality
C.Plan Quality Management
D.Statistical Sampling
Solution: B. Control Quality
Control quality is the process that records deliverable results and ensure the project outputs are correct. Statistical sampling is not a project management process, it is a tool and technique for control quality. Plan quality management should be done early on in the project, not when evaluating deliverables. Manage quality translates the quality management plan into executable tasks, it does not evaluate project deliverables.
This question and rationale were developed in reference to:
OLD - PMBOK® Guide–Fourth Edition (Dec 1 2008 12:00AM) PMI/PMI//page 206. [Item]
| OLD IT Project Management, 6th Ed. (Mar 24 2009 12:00AM) Kathy Schwalbe///page 299. [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 8.3 Quality Control, Project Quality Management, p. 248 - 250 [Item]
Question
A new project has high uncertainty in the cost required for completion. What approach should the project manager use to determine the expected costs?
A.Analogous estimating
B.Statistical techniques estimating
C.Parametric estimating
D.Three-point estimating
Solution: D. Three-point estimating
Three-point estimating uses the most likely, optimistic, and pessimistic estimates, which improves estimate accuracy for a project with high uncertainty. Analogous estimating uses values from a previous similar project. Since this project has a high level of uncertainty, it can be assumed there is no similar project to compare. Parametric estimating uses a statistical relationship with historical data and is often used in construction. Other statistical techniques are not the best approach for a project with a high level of uncertainty.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/7.2.2.5/205 [Item]
| Project Management: The Managerial Process (2015) Clifford F. Gray & Erik W. Larson/McGraw-Hill Irwin//138 [Item]
Question
An approved project charter stated that an agile approach must be used. During a lessons learned session, the client indicates that the team was unable to provide reliable cost estimates for the project, and that more time should be allocated to define the scope during the first iteration.
What lesson should be captured in the lessons learned repository?
A.The client should be exposed to the agile approach in advance to understand the cost estimating process.
B.The agile approach should not be used if the client requires reliable cost estimates.
C.During the first iteration of a project, time should be allocated to define the scope and ensure that reliable cost estimates are performed.
D.Client communications should be included in the daily standups.
Solution: A. The client should be exposed to the agile approach in advance to understand the cost estimating process
Agile environments are subject to high degrees of uncertainty and frequent changes. Only high level cost estimates are needed and they will be adjust with each iteration. The agile approach should be used if it is specified in the charter. Costs and scope changes should be managed with each iteration to comply with the overall project budget. Daily standup are short meetings to review status of tasks and performance of the project. Client communications should not be part of the daily standups.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/3.2.3.1/522 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5/133 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/Establish a formal life cycle model/Location 9688 [Item]
Question
A project manager is working with a team to develop work packages. The project manager noticed a gap in the requirements gathering where important points were missing, which would impact the project timeline.
What should the project manager do?
A.Meet with the project sponsor to discuss canceling the project.
B.Meet with the project sponsor and stakeholders to request a budget increase.
C.Meet with the product manager to create a backlog with the missing requirements.
D.Evaluate the impact, update the risk register, and present it to the stakeholders.
Solution: C. Meet with the product manager to create a backlog with the missing requirements.
Working in a hybrid environment requires team collaboration to define stories and prioritize them. The project manager should work with the product manager to create a backlog for the missing requirements to minimize project timeline delay.
The other answer choices are incorrect. Canceling the project will derail all efforts thus far and a budget increase may not be feasible.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI/5.2.3 BACKLOG REFINEMENT/52 [Item 5.2.3 BACKLOG REFINEMENT]
Question
A large infrastructure organization is reviewing and standardizing project tools and techniques.
Regarding the question “When should the decision be made to take corrective action?”, which process group can this question come from?
A.Initiating Process Group
B.Planning Process Group
C.Executing Process Group
D.Monitoring and Controlling Process Group
Solution: D. Monitoring and Controlling Process Group
Corrective actions are taken in Monitoring & Control Process Group
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/know-status-project-monitoring-controlling-5982 [Item How do you know the status of your project?
Project monitoring and controlling
Conference paper
Hayes Munson, Kristine A.]
Question
A project requires the services of a specialized vendor to install a very complex and expensive piece of equipment. The project manager sent an email a week ago to a partner to request a specialist come on-site. Unfortunately, the vendor has not replied to confirm.
What communication method was used in this case?
A.Pull
B.Interactive
C.Push
D.Interpersonal
Solution: C. Push
Email is a push communication method: it can be confirmed that it was sent, but it does not necessarily mean it was received and understood. The project manager should have followed up for a response to ensure that the message was received and understood.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/603534/Factors–Approaches–Impacts–and-Effects-of-Communication [Item]
Question
A new project manager is attempting to enable shared leadership within their virtual team. Which of the following options should the project manager avoid?
A.Respect team members’ competencies
B.Loosen the reins and avoid the “responsibility trap”
C.Encourage leadership behaviors
D.Maintain a “natural distance” with the team
Solution: D. Maintain a “natural distance” with the team
In many companies, team members report a “natural distance” between the team leader and the team members. Team members feel separated from the team leader, who is often rather seen as management’s representative than being a true team member. However, when team leaders interpret themselves as supporting team task accomplishments through their participation in shared leadership, just as any other team member, then team leaders can become more respected and trusted team members themselves. As such, they will be involved in more open communication processes and thus foster the very core purpose of virtual project teams, the integration of team members’ knowledge across distances.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/shared-leadership-virtual-team-10058 [Item https://www.pmi.org/learning/library/shared-leadership-virtual-team-10058]
Question
An executive stakeholder has crucial decision power on the execution and success of a project. How should this stakeholder’s importance be reflected in the stakeholder engagement plan?
A.Describe the executive’s support level, expectations, risk threshold, and appropriate communications for various project needs.
B.Rank the executive in an organizational chart and illustrate any affinities or hostilities with other stakeholders.
C.Label the executive as “supportive” and ensure that email, phone numbers, and absence/vacation times are up to date.
D.Describe the executive’s involvement in similar past projects in order to decide the appropriate engagement level on a case-by-case basis.
Solution: A. Describe the executive’s support level, expectations, risk threshold, and appropriate communications for various project needs
The stakeholders should be ranked by power/interest and support level. Expectations and risk threshold information also help determine an individual engagement strategy for various project situations.
Ranking the executive in an organizational chart is not going to help you here
label the executive as “supportive” and ensure that email and phone numbers are up to date and are already covered in communications for various project needs
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/stakeholder-management-plan-6090 [Item Forman, J. B. & Discenza, R. (2012) article citation: “The stakeholder management plan defines and documents the approach and actions that will increase support and minimize the negative impacts of stakeholders throughout the life of the project. It should identify the key stakeholders along with the level of power and influence they have on the project. It also documents the strategies that will be used to manage the stakeholders according to their power, interest, and influence in the project.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//13.2.3.1/ [Item “The stakeholder engagement plan identifies the strategies and actions required to promote the involvement of stakeholders in decision making and execution… [It] may include specific strategies or approaches with individuals.”]
Question
A complex construction project entails the meeting of several regulations throughout project execution. The project team is brainstorming how to implement an effective method to ensure compliance throughout the term of the project. Which compliance review process is suitable for this situation?
A.Conduct a gated review throughout the project phases.
B.Review at the end of the project.
C.Review before the closure of the project.
D.Conduct an informal review only that is based on need.
Solution: A. Conduct a gated review throughout the project phases
This is the most effective way to ensure compliance throughout the term of a complex construction project. By conducting gated reviews throughout the project, the project team can identify and address any compliance issues early on, before they become major problems. By conducting gated reviews throughout the project phases, the project team can ensure that the project complies with all applicable regulations. This will help to protect the project team from liability and ensure that the project is successful.
The other answer choices are incorrect. A review at the end of the project is not enough to ensure compliance. By the time the project is finished, it may be too late to address any compliance issues. A review before the closure of the project is better than reviewing at the end of the project, but it is still not enough to ensure compliance. There may be compliance issues that arise during the project that need to be addressed before the project is closed. Conducting an informal review only that is based on need is not a reliable way to ensure compliance. There may be compliance issues that the project team is not aware of, and informal reviews are not likely to identify these issues.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki///CHAPTER 5: What Are Project Management Process Groups?/Quality Assurance [Item https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c05.xhtml
Quality assurance includes activities that ensure compliance to the plan. This includes process definition and the practice of those processes.]
| https://www.pmi.org/learning/library/achieve-compliance-accommodate-constraints-project-6537 [Item]
Question
Project manager B has been assigned to take over a project from Project Manager A. Project Manager A informs Project Manager B that the project is on schedule, only because Project Manager A constantly pushes the team to perform.
What is the first action Project Manager B should take as the new project manager?
A.Check the risk status.
B.Check the cost performance.
C.Determine a management strategy.
D.Tell the team the new objectives.
Solution: C. Determine a management strategy
This question and rationale were developed in reference to:
PMP. Exam Prep, Nitnth edition (2018) Rita Mucahy´s/RMC Publications Inc/9/391 [Item]
Question
A project manager is working on a complex project that has a very high environmental impact. The project was approved by the organization’s PMO and is now in the planning phase. The project sponsor provided the project manager with a list of all project stakeholders.
What will be the next activity in the Stakeholder Management Plan?
A.Analyze
B.Monitor
C.Engage
D.Identify
Solution: A. Analyze
In the planning, execution, and monitoring stages, continuous evaluation and “analysis” of both external and internal stakeholders.
The Sponsor provided a list of all stakeholders therefore “Identify” is incorrect. Before “Engaging” and “Monitoring” Stakeholders, the Project Manager must perform a stakeholder analysis to understand their influence and impact on the project.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/615232/Effective-Stakeholder-Engagement–A-Tool-for-Project-Success [Item]
Question
A project manager is assigned to a very complex and technical project. The project manager is currently working on the resources plan, and intends to recommend to the project sponsor that external resources should be used instead.
What risks can be mitigated using one or more vendors to deliver components of the project? (Choose 3).
A.Financial
B.Schedule
C.Technical
D.Political
E.Scope
Solution: A, B and D. Financial, Schedule and Political
Using vendors the financial and schedule related risks can be minimized by using fixed price and milestones payments engagements.
By not using internal resources political risks are also easy to mitigate.
Although usually external resources may have better technical skills that’s not always the case. Especially in case of in house developed components and systems technical engaging a vendor will bring additional challenges. Scope changes is a risk that is independent of internal or external resources.
This question and rationale were developed in reference to:
PMI.org (2003) //Practicalities of supplier management on global projects/Goodman, E./ [Item https://www.pmi.org/learning/library/supplier-management-global-projects-pitfalls-7775
Goodman, E. (2003). Practicalities of supplier management on global projects: avoiding the pitfalls. Paper presented at PMI® Global Congress 2003—EMEA, The Hague, South Holland, The Netherlands. Newtown Square, PA: Project Management Institute.]
Question
Select three ways to improve and practice leadership skills. (Choose 3)
A.Engage the team in the project process.
B.Be actively involved in the project tasks.
C.Treat each team member the same way.
D.Ask for feedback and analyze the results.
E.Use democracy for all team decisions.
Solution: A, B and D. Engage the team in the project process, Be actively involved in the project tasks and Ask for feedback and analyze the results
you need to tailor your leadership style to the member/team.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki/Wiley/Chapter 9: Complexity and Uncertainty in the Project Management Landscape/Client Involvement versus the Complexity/Uncertainty Domain [Item Finding the solution to a project goal is not an individual effort. In TPM, the project team under the leadership of the project manager is charged with implementing a known solution. In some cases, the client will be passively involved, but for the most part, it is the team that will implement the known solution. The willingness of clients to even get passively involved will depend on how you have dealt with them during project execution. They are clearly in a followership role. If you bothered to include them in the planning of the project, they may have some sympathy and help you out. But don’t count on it. Beginning with APM and extending through xPM there is more and more reliance on meaningful client involvement. Clients move from a followership role to a collaborative role and even to a leadership role. https://learning.oreilly.com/library/view/effective-project-management/9781118729311/9781118729311c09.xhtml]
| https://snippets.pmi.org/snippet/7-ways-to-build-your-leadership-skills/ [Item]
Question
An experienced project manager is preparing a kick-off meeting for a new service assessment. A high-level description of the service has been provided.
What should the project manager do first?
A.Develop the project charter.
B.Develop the responsible, accountable, consult, and inform (RACI) matrix.
C.Define the project scope statement.
D.Create the work breakdown structure (WBS).
Solution: A. Develop the project charter
PMBoK Sixth Edition Chapter 4 Section 4.1 states: “Develop Project Charter—The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities”
The Project Manager should prepare Project Charter before initiating the “Kick-Off” meeting relating to the start of a new project.
This question and rationale were developed in reference to:
A Guide to the Project Management Body of Knowledge, Fifth Edition (2015) PMI/PMI/4/67 [Item]
| e-Reads (No Date) //Implementing Pgm Mgmt: Templates and Forms Aligned with the Standard for Prm. Mgmt., 2nd ed 2008/Chapter 3 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Develop Project Charter]
Question
A project team is in the process of identifying the benefits associated with two projects in order to choose the one that will deliver more business value. The task involves analyzing which project best helps the company meet its compliance and regulatory requirements, as well as improve customer satisfaction.
Which of the following best describes the category of the benefits being analyzed in this task?
A.Quantitative benefit
B.Qualitative benefit
C.Quality benefit
D.Real benefit
Solution: B. Qualitative benefit
Qualitative benefits would involve non-numerical inputs and outputs. Customer satisfaction and compliance both represent non-numerical benefits and hence are qualitative in nature.
A quantitative benefit would be measured numerically.
Quality benefit is the quality of work benefit.
This question and rationale were developed in reference to:
PMI.org (2014) //Houston Jr., C. J. (2014). Beyond project success: Benefits realization opportunities and challenges. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager participates in a focus group that implements project management changes across the organization. The goal is to improve project effectiveness and success.
Which process should the project manager suggest for lasting and successful change within projects?
A.Conduct individualized skills assessments and provide targeted training for each team member.
B.Monitor external regulations and adapt project management practices accordingly.
C.Faciliate open communication and build buy-in from all project stakeholders.
D.Implement a project management change management plan aligned with industry best practices.
Solution: D. Implement a project management change management plan aligned with industry best practices.
By implementing a project management change management plan aligned with industry best practices, changes, timelines, and implementation processes can be better defined, communication strategies can be developed, and potential issues can be mitigated.
The other answer choices are incorrect. Individualized training is valuable, but training alone doesn’t guarantee adoption without broader organizational shifts and support. Regulatory monitoring is important, but it is not the primary focus for internal project management improvement. Open communication is crucial, but it’s most effective within a structured change management framework and defined plan.
This question and rationale were developed in reference to:
PMI.org (2013) //Wanner, M. F. (2013). Integrated change management. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute// [Item]
Question
A long-term agile project has just reached its midway mark and a new project manager is appointed to take over. Additional to the project manager, a current stakeholder was interchanged with another who has more experience regarding the projects’ technology.
What next step should the project manager take?
A.Discuss expectations from the stakeholder and revise the engagement plan accordingly.
B.Encourage the new stakeholder to convene with the product owner to review pertinent information.
C.Notify all stakeholders after revising the project plan with new contents added.
D.Hold all upcoming sprint review meetings with the new stakeholder in attendance and revise the project plan.
Solution: B. Encourage the new stakeholder to convene with the product owner to review pertinent information.
In agile environment, the product owner must work closely with stakeholders, teams, and customers to define the product direction. The project manager’s next steps should be to encourage the new stakeholder to convene and engage with the product owner to review pertinent information.
The other answer choices are incorrect. These options do not address the key stakeholder which is the product owner in this case.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //5 -STRATEGIES AND TACTICS FOR MANAGING STAKEHOLDERS/ [Item https://learning.oreilly.com/library/view/project-stakeholder-management/9781351908382/11-9781315245881_chapter5.xhtml#chapter5]
| The Agile Practice Guide (No Date) PMI/PMI/4.3.2/41 [Item]
Question
A team member is hosting an event and invites several colleagues through their work calendars. Another team member, who was not invited to the event, is noticeably distracted during several standup meetings.
What should the project manager do?
A.Ask the individual who is hosting the event to mark it as private.
B.Set up a meeting with the distracted team member to discuss any issues.
C.Ask the individual who is hosting the event to use private communication methods.
D.Add a social events section to the charter to handle these situations.
Solution: B. Set up a meeting with the distracted team member to discuss any issues
Since the team member used work calendars to send the invite, the Project Manager should first check with the team member, the reason for omitting the other team member. The same should be explained to the distracted member in their meeting. This meeting will also enable the Project Manager to check if there is any other issue that is bothering the distracted team member. Hence setting up the meeting with the distracted team member is the correct answer.
Marking the invite as private or using private communication methods may not be appropriate, since the team member used work calendars to send the invite. Hence these two options are distractors and can be ignored.
Social events are not part of the Project charter and hence this option is incorrect.
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]
| O’Reilly Platform (No Date) //8/ [Item Agile Foundations]
| The Agile Practice Guide (No Date) PMI/PMI//50 [Item “The servant leader together with the team may decide to address other behaviors.”]
Question
A project is being executed. The project’s life cycle is defined as predictive; however, a major deliverable will be handed over incrementally to the customer. The assigned resources are experienced and reliable and are willing to make decisions that the project manager used to make after each incremental delivery on other projects.
What should the project manager do?
A.Inform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions.
B.Consult the product owner about letting the resources make decisions.
C.Support the decisions of the team and transfer the decision making responsibility to them.
D.Schedule a steering committee meeting and obtain their approval on the request.
Solution: C. Support the decisions of the team and transfer the decision making responsibility to them
The servant leader in an Agile or Hybrid environment must empower the team based on its strengths around a purpose/goal and eliminate organizational impediments for delivering results. Hence this option is the correct answer.
The team takes decisions in a hybrid environment and is entirely responsible for the project outcome. Hence this option is incorrect.
The Product owner being a part of the team should be involved in the decision making process. Hence there is no need for the Project Manager to explicitly inform the Product owner. Hence this option is incorrect.
The steering committee does not get involved in trivial issues like approving team for decision making which the team can handle themselves in hybrid projects. Hence this option is incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2. Theoretical, vicarious, and experience-based decisions./ [Item Business decision making ]
| The Agile Practice Guide (No Date) PMI/PMI/4/34 to 35 [Item]
Question
A project is set to install three MRI units in a hospital; one unit has passed acceptance testing and two are under construction. The client requests a change order to add a fourth unit with slightly different requirements.
What should the project manager do to accurately estimate the additional unit’s delivery?
A.Rely on historical data from similar projects.
B.Break the work down into smaller tasks and estimate each individually.
C.Use industry formulas or models based on project characteristics.
D.
Compare the new unit to the existing ones and adjust the existing estimates.
Solution: B. Break the work down into smaller tasks and estimate each individually.
The project manager should break the work down into smaller tasks and estimate each individually. This is an example of bottom-up estimation and it offers the most accurate approach due to its comprehensive nature. It considers specific tasks and resources needed for the additional unit, which might differ from the existing ones.
The other answer choices are incorrect. Relying on historical data from similar projects is analogous estimation and might not perfectly align with the specific requirements of the new unit. Using industry formulas or models is parametric estimation and it might not capture the specific nuances of this project and the change’s impact. Comparing the new unit to existing ones and adjusting existing estimates is relative estimation and potentially overlooks critical details and neglects the change’s impact on the overall project schedule.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-estimating-accurate-labor-costs-8207
| Practice Standard for Project Estimating, Second edition (2019) /PMI/4.2.3/
Question
An operational support project is running smoothly, but a customer consistently complains about a lack of visibility into the quality of the support work.
How should the project manager address this customer concern?
A.Prepare relevant reports, send them to the customer daily, and publish them in a shared folder for future review.
B.Request the customer to appoint a manager from their area to review day-to-day activities and agreements reached during all discussions.
C.Plan a recurring governance meeting with the customer to present progress and publish data in a shared folder for future review.
D.Inform the customer that every day after the most important discussions occur, one team member will oversee updating them.
Solution: C. Plan a recurring governance meeting with the customer to present progress and publish data in a shared folder for future review.
By implementing a recurring governance meeting, the project manager establishes a proactive and collaborative approach to addressing the customer’s concerns, fostering a stronger relationship, and ensuring project success. This demonstrates effective communication skills, customer focus, and commitment to continuous improvement.
The other answer choices are not as effective. While providing daily reports can be informative, it might overwhelm the customer and lack the interactive element of a meeting. Requesting a customer manager for day-to-day oversight places an unnecessary burden on the customer and doesn’t address the broader visibility issue for all stakeholders. Daily updates from a team member is a reactive approach that doesn’t provide a structured platform for communication and might not capture all aspects of the support work.
This question and rationale were developed in reference to:
Project Governance: The Essentials (2011) Rod Beecham/IT Governance Publishing/CHAPTER 2: A PROJECT PRIMER/
Question
A project manager is managing a project involving a few vendors. The project sponsor asks how the project will acquire goods and external services.
Where should this information be documented?
A.In the Procurement Management Plan
B.In the Master Service Agreement
C.In the Bill of Materials Contract
D.In the Service Level Agreement
Solution: A. In the Procurement Management Plan
Procurement Management Plan includes how the project will acquire goods and external services Master Service Agreement is a generic document and doesn’t have any details about goods and services. Bill of materials doesn’t include services. The Service Level Agreement is an Operational Document.
This question and rationale were developed in reference to:
Snippet - Build A Procurement Management Plan (No date provided) //// [Item https://snippets.pmi.org/snippet/build-a-procurement-management-plan/]
Question
A large corporation is transforming itself from a predictive to agile approach. A project team with knowledge of agile practices is experiencing significant conflicts with the executives regarding the processes to be followed.
How should these conflicts be resolved?
A.Negotiate with the executives and agree on a process.
B.Train the executives on agile practices.
C.Include the executives in team retrospectives.
D.Request that the executives use agile practices.
Solution: B. Train the executives on agile practices
Many a times, it is felt that executives know all, but as key stakeholders, they also need to have the Agile mindset and training at the beginning of digital transformation. Hence this option is correct.
Negotiating with executives or including them in team retrospectives or requesting the executives to use agile processes can be possible only after the executives are trained on agile processes. Hence all these options are incorrect.
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//22/306 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/Table X2-1/123 [Item When executive buy-in is missing, teams will encounter a clash between the
agile mindset and approaches and the more predictive mindset and approaches.
Find common ground, areas for improvement based on the organization’s needs,
and then use experiments and retrospectives to progress.
Consider education/training for executives. Consider explaining agile in terms of
lean thinking: short cycles, small batch sizes, frequent reviews, and retrospectives
with small improvements.]
Question
A project manager considers compliance to be part of the organization’s process assets. The project team, however, has decided to include compliance as inputs to the relevant processes rather than document these rules as requirements.
What is the project manager’s compliance responsibility?
A.Acts as coordinator for the resources and activities
B.Conducts audits for the compliance requirement
C.Performs risk analyses of compliance risks
D.Changes process assets of the organization
Solution: A. Acts as coordinator for the resources and activities
Since the team has decided to include compliance as inputs, it is assumed that project environment is agile based and so, the best action for the Project Manager is to determine the necessary approach and support the team as coordinator. Hence this choice is the correct answer.
In an agile environment, the project manager is a servant leader involved in removing obstacles and impediments for the team, and the team performs all development activities. Hence all other options are incorrect.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/achieve-compliance-accommodate-constraints-project-6537 [Item]
| PMI.org (2010) //https://www.pmi.org/learning/library/achieve-compliance-accommodate-constraints-project-6537// [Item]
Question
During a complex project, a stakeholder informs the project manager about a requirement and proposes to call a meeting to inform team members mid-sprint.
What should the project manager do first?
A.Schedule a meeting with the stakeholder and a team member.
B.Ask the stakeholder to explain and implement the requirements immediately.
C.Host a meeting with all team members to discuss the requirements.
D.Request the product owner add to the product backlog to be treated in the next iteration.
Solution: D. Request the product owner add to the product backlog to be treated in the next iteration.
While acknowledging the stakeholder’s input is crucial, during a sprint, maintaining team focus and minimizing disruptions is important for achieving sprint goals. Thus, the project manager should request that the product owner add the requirement to the backlog for later evaluation and prioritization.
The other answer choices are incorrect because calling meetings or implementing changes mid-sprint can disrupt team focus and potentially derail the sprint goal.
This question and rationale were developed in reference to:
Agile Practice Guide, 6th edition (2017) PMI/PMI/5 - Project Scope Management/167 [Item CONSIDERATION FOR AGILE/ADAPTIVE ENVIRONMENTS]
| Agile Practice Guide, 6th edition (2017) PMI/PMI/ANNEX 1/862 [Item Table A1-2]
| PMI-ACP Project Management Institute Agile Certified Practitioner Exam (2018) J. Ashley Hunt/Sybex/5/155 [Item]
Question
A project manager is working on requirement management in a pharmaceutical company. Which improvement is something the project manager’s organization should expect as an outcome of the project?
A.Reduced quality
B.Increased costs
C.Reduced risks
D.Increased schedule
Solution: C. Reduced risks
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/requirements-management-planning-for-success-9669 [Item Requirements management – planning for success!
techniques to get it right when planning requirements (CONFERENCE)
Coventry, Tim]
Question
After an annual staff review, discussing project management and soft skills knowledge, the company made a decision to train all staff members to face new challenges. The method to train all staff members will be on a website where all content, exams, templates, and other organizational assets are available.
What method is being used for training purposes?
A.Pull
B.Push
C.Interactive
D.Interpersonal
Solution: A. Pull
In pull communication, the sender creates information or content that receivers can passively access [pull content] at their convenience. It is not real-time. Here, the method used to train all staff members is posting all the content, exams, and interactive methods on the website and the staff members will log into the website to access the content. Hence this option is the correct answer.
The other options are incorrect because they involve real-time communication.
Push communication, interactive communication or interpersonal communication are more real-time communication methods. Hence all these three options are incorrect.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/603534/Factors–Approaches–Impacts–and-Effects-of-Communication [Item]
Question
A project manager is assessing two investment opportunities. Project A is expected to generate cash flows of $100,000 per year for five years, with an initial investment of $350,000. Project B is expected to generate cash flows of $80,000 per year for five years, with an initial investment of $250,000. The company’s required rate of return is 10%. What is the Net Present Value (NPV) for each project, and which one should the project manager recommend?
A.The NPV for Project A is -$21,462.75, and for Project B is -$14,850.30. The project manager should recommend Project B because it has a lower NPV.
B.The NPV for Project A is $21,462.75, and for Project B is $14,850.30. The project manager should recommend neither project as their NPVs are similar.
C.The NPV for Project A is -$21,462.75, and for Project B is -$14,850.30. The project manager should recommend neither project as both have negative NPVs.
D.The NPV for Project A is $21,462.75, and for Project B is $14,850.30. The project manager should recommend Project A because it has a higher NPV.
Solution: D. The NPV for Project A is $21,462.75, and for Project B is $14,850.30. The project manager should recommend Project A because it has a higher NPV.
NPV represents the net value generated by a project after considering the initial investment and the present value of future cash flows. In this case, Project A has a positive NPV ($21,462.75), indicating that it generates a net positive value after accounting for the initial investment. Project B also has a positive NPV ($14,850.30), but it is lower than Project A’s NPV. Generally, when comparing investment opportunities, a project manager should recommend the one with the higher NPV because it generates more value for the company, assuming all other factors are equal. Project A has a higher NPV than Project B, so it is the recommended choice based on NPV analysis.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.7.2.5 Business Value]
Question
Due to a recent incident, a dissatisfied stakeholder files a complaint about a project that has been closed. What can the project manager do to help resolve this?
A.Execute the relationship management plan.
B.Consult with the project sponsor to manage the dissatisfied stakeholder.
C.Review the project management information system (PMIS) archives.
D.Update the risk register.
Solution: C. Review the project management information system (PMIS) archives
PMBoK Sixth Edition in Chapter 4 states: “4.3.2.2 PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
The PMIS provides access to information technology (IT) software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories. Automated gathering and reporting on key performance indicators (KPI) can be part of this system.
4.3.2.3 MEETINGS
Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Attendees may include the project manager, the project team, and appropriate stakeholders involved or affected by the topics addressed. Each attendee should have a defined role to ensure appropriate participation. Types of meetings include but are not limited to: kick-off, technical, sprint or iteration planning, Scrum daily standups, steering group, problem solving, progress update, and retrospective meetings.
4.3.3.3 ISSUE LOG
Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The issue log is a project document where all the issues are recorded and tracked. Data on issues may include:
Issue type,
Who raised the issue and when,
Description,
Priority,
Who is assigned to the issue,
Target resolution date,
Status, and
Final solution.
The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is created for the first time as an output of this process, although issues may happen at any time during the project. The issue log is updated as a result of the monitoring and control activities throughout the project’s life cycle”
This question is about an activity to be analyzed after the closure of the project. Therefore, PMIS archives is the correct place to review.
The Distractors are correctly defined and are accepted
This question and rationale were developed in reference to:
e-Reads (No Date) //Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard. Chapter 3/ [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Project Management Information System (PMIS)]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI/4/100-103 [Item]
Question
A demanding project stakeholder insists that an additional feature be added to a project product without changing the scope, budget, or schedule. The project manager allows this feature to be included since it adds great value to the end product. However, the project manager discovers that adding this feature has lengthened the project schedule and increased project costs.
Which process should the project manager have followed before including the additional product feature?
A.Change control
B.Schedule planning
C.Procurement planning
D.Quality audit
Solution: A. Change control
Any change requests should be accompanied by an evaluation of any new risks that are introduced as well as changes in scope, budget, or schedule. All changes must be evaluated for the potential value they bring to the project and the potential resources, time, and budget needed to realize the potential value. The project manager should work with the change control board and the demanding stakeholder to guide change requests through the change control process. Approved changes are integrated into the applicable project planning documents, product backlog, project scope, etc.
The other options are incorrect because they do not provide a comprehensive assessment of the full impact of the additional feature. The change control process would encompass all project aspects, allowing the project manager to identify areas that would be impacted. Had the project manager performed a holistic review of the potential impacts of adding the feature, they would have discovered that the scope and budget would be impacted.
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/5/ [Item 5.2 PERFORM INTEGRATED CHANGE CONTROL
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions. This process reviews all requests for changes to project documents, deliverables, or the project management plan, and determines the resolution of the change requests. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans. This process is performed throughout the project.]
PMBOK Guide Seventh Edition (2022) ///[2.5.7 MONITORING NEW WORK AND CHANGES]
Question
A project manager is on a mega industrial project. The project team is distributed throughout six different countries and time zones. During a review meeting, it was noticed that important baselined milestone dates were missed.
What is the most likely reason for the missed deadlines?
A.Lack of buy-in commitment
B.Poor team communication
C.Misunderstanding stakeholder expectations
D.Stakeholders’ expectation is set too high
Solution: B. Poor team communication
Missing milestone dates is not due to stakeholders, but is directly incumbent on the project team. That makes team communication the most likely culprit.
This question and rationale were developed in reference to:
Agile Practice Guide (2017) PMI/PMI// [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
Question
A project manager was just given a new project to handle. She is working on the project documents and, after reading the Project Charter, is compiling the risks as she sees them. Once she completes the list, when should it be reviewed?
A.When starting the project and as each risk is closed.
B.While organizing, preparing, and carrying out the work.
C.During weekly meetings as new risks are identified and added.
D.Regularly and throughout the project.
Solution: D. Regularly and throughout the project
Identify Risks is the process of identifying individual project risks as well as sources of overall project risk, and documenting their characteristics. The key benefit of this process is the documentation of the existing individual project risks and the sources of overall project risk. It also brings together information so the project team can to respond appropriately to the identified risks. This process is performed throughout the project.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/home#,search=%20The%20Main%20Output%20of%20Identify%20Risks%20 [Item Projects are never static. For that reason, Identify Risks is a process you need to perform throughout the life cycle. Some risks will go away, and new risks will surface as the project work continues. That means updating all Identify Risks outputs, too.]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/3.19/ [Item 3.19 IDENTIFY RISKS]
Question
Which of the following is different to the other options for managing external stakeholders in mega projects?
A.Persuasion
B.Deputation
C.Give and take
D.Strict orders
Solution: D. Strict orders
Persuasion, deputation and give and take, amongst others, are options that can tactically influence the outcomes of mega projects.
Strict orders tend to deprive team members contributions to influencing positive outcomes on a project.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/stakeholder-management-strategies-megaprojects-11848 [Item https://www.pmi.org/learning/library/stakeholder-management-strategies-megaprojects-11848]
Question
What tool should a project manager incorporate to better identify and respond to common stakeholder resistance to change challenges?
A.Change management
B.Risk management
C.Stakeholder management
D.Communication management
Solution: A. Change management
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/improve-stakeholder-management-9901 [Item More effectively identifying, planning for, and responding to common stakeholder change resistance challenges through the use of change management tools may improve project and program outcomes. Specific change management tools can be integrated into the project and program processes. These tools strengthen stakeholder assessment capabilities to build a better communications plan, schedule, budget, and more.]
Question
A project manager needs to ensure that the products of the organization meet certain government standards and regulations. The project manager’s team is developing a business requirements document (BRD) to help in this regard.
Which of the following statements are correct about compliance requirements? (Choose 2).
A.Compliance requirements are functional requirements and must be included in the BRD.
B.Compliance requirements are non-functional requirements and must be documented in the BRD.
C.Compliance requirements should be part of the project scope and should be managed by the project team.
D.Compliance requirements can be considered organization assets and do not need to be included in the BRD.
E.Compliance requirements can not be considered organization assets and must be included in the BRD.
Solution: B and C.
B. Compliance requirements are non-functional requirements and must be documented in the BRD.
C. Compliance requirements should be part of the project scope and should be managed by the project team.
All functional requirements must be documented. Compliance requirements are typically non-functional because they define the quality and constraints of the project’s deliverables rather than specific features or functionalities. They are a condition or capability that is necessary to be present in an end deliverable to satisfy a business need. Government standards and regulations establish project requirements including applicable administrative provisions that have to adhere to government-mandated compliance regulations. Compliance requirements impact many other project requirements, such as scope, schedule, and budget, therefore they must be documented and addressed throughout the project. There will also need to be verification that the end deliverable complies with a regulation, requirement, specification, or imposed condition, so the product team must identify, document, and manage these requirements throughout the project.
This question and rationale were developed in reference to:
Rincon, I. D. (2010). My project should be compliant: what do I do now? Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.]
PMBOK Guide Seventh Edition (2022) ///[2.4.2 PLANNING VARIABLES] [3.8 BUILD QUALITY INTO PROCESSES AND DELIVERABLES]
Question
A project to create a new product is completed and introduced into the market, but sales are much lower than expected. Analysis determines that the product is misaligned with the organization’s core competencies.
During what activity should this have been discovered?
A.What-if scenario analysis
B.Business case review
C.Strategic performance evaluation
D.Scope definition
Solution: B. Business case review
PMBoK Sixth Edition states that: “1.2/1.6.6.1 PROJECT BUSINESS CASE
The project business case is a documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities. The business case lists the objectives and reasons for project initiation. It helps measure the project success at the end of the project against the project objectives. The business case is a project business document that is used throughout the project life cycle. The business case may be used before the project initiation and may result in a go/no-go decision for the project.
A needs assessment often precedes the business case. The needs assessment involves understanding business goals and objectives, issues, and opportunities and recommending proposals to address them. The results of the needs assessment may be summarized in the business case document.
The process of defining the business need, analyzing the situation, making recommendations, and defining evaluation criteria is applicable to any organization’s projects. A business case may include but is not limited to documenting the following:
Business needs:
Determination of what is prompting the need for action;
Situational statement documenting the business problem or opportunity to be addressed including the value to be delivered to the organization;
Identification of stakeholders affected; and
Identification of the scope.
Analysis of the situation:
Identification of organizational strategies, goals, and objectives;
Identification of root cause(s) of the problem or main contributors of an opportunity;
Gap analysis of capabilities needed for the project versus existing capabilities of the organization;
Identification of known risks;
Identification of critical success factors;
Identification of decision criteria by which the various courses of action may be assessed;
1.4 PROJECT SUCCESS AND BENEFITS MANAGEMENT
Projects are initiated to realize business opportunities that are aligned with an organization’s strategic goals. Prior to initiating a project, a business case is often developed to outline the project objectives, the required investment, and financial and qualitative criteria for project success. The business case provides the basis to measure success and progress throughout the project life cycle by comparing the results with the objectives and the identified success criteria.
Projects are typically initiated as a result of one or more of the following strategic considerations:
Market demand,
Strategic opportunity/business need,
Social need,
Environmental consideration,
Customer request,
Technological advancement,
Legal or regulatory requirement, and
Existing or forecasted problem.
A benefits management plan describes how and when the benefits of the project will be delivered and how they will be measured.
Both the business case and the benefits management plan are developed prior to the project being initiated. Additionally, both documents are referenced after the project has been completed. Therefore, they are considered business documents rather than project documents or components of the project management plan. As appropriate, these business documents may be inputs to some of the processes involved in managing the project, such as developing the project charter”
The distractors are incorrect. The answer: “Business Case Review” is correct
This question and rationale were developed in reference to:
e-Reads (No Date) ///Pmbok guide fifth edition page 68 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/1/ [Item Project Business Case
Project Success and Benefits Management]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//4.1.1 Develop Charter page 69 [Item]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//6.1.3 [Item]
Question
A customer’s requested design change is approved by the change control board (CCB). The project manager then discovers that the change will cause a three-month project delay.
What should the project manager have done to avoid this?
A.Increased the authorized budget, and requested additional resources
B.Redefined the project scope to include the new design
C.Fast tracked and crashed the schedule
D.Thoroughly assessed the request in accordance with the risk management plan
Solution: D. Thoroughly assessed the request in accordance with the risk management plan
PMBoK Sixth Edition Chapter 4 and 11 state: “Risk management plan. Described in Section 11.1.3.1. The risk management plan provides information on risk-related roles and responsibilities, indicates how risk management activities are included in the budget and schedule, and describes categories of risk, which may be expressed as a risk breakdown structure,
4.6.2.5 MEETINGS
Change control meetings are held with a change control board (CCB) that is responsible for meeting and reviewing the change requests and approving, rejecting, or deferring change requests. Most changes will have some sort of impact on time, cost, resources, or risks. Assessing the impact of the changes is an essential part of the meeting. Alternatives to the requested changes may also be discussed and proposed. Finally, the decision is communicated to the request owner or group.
The CCB may also review configuration management activities. The roles and responsibilities of these boards are clearly defined and agreed upon by the appropriate stakeholders and are documented in the change management plan. CCB decisions are documented and communicated to the stakeholders for information and follow-up actions.
4.6.3 PERFORM INTEGRATED CHANGE CONTROL: OUTPUTS
4.6.3.1 APPROVED CHANGE REQUESTS
Change requests (described in Section 4.3.3.4) are processed according to the change management plan by the project manager, CCB, or an assigned team member. As a result, changes may be approved, deferred, or rejected. Approved change requests will be implemented through the Direct and Manage Project Work process. Deferred or rejected change requests are communicated to the person or group requesting the change.
The disposition of all change requests are recorded in the change log as a project document update”
The correct answer is: “Thoroughly assessed the request in accordance with the risk management plan”
The distractors are valid
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI// [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4 and 11/ [Item Risk Management Plan and Change Control Board]
Question
A project manager engaged in the delivery of a global project is in the process of recruiting a project team. After the team is formed, what should the project manager do?
A.Send a welcome email and host a team introductory event with the team members so they get to know each other.
B.Send a project management plan and charter to team members to familiarize them with project goals and procedures.
C.Arrange a meeting for team members to discuss any concerns regarding requirements and project scope.
D.Send the team members a survey to learn more about each member, share the results via email.
Solution: A. Send a welcome email and host a team introductory event with the team members so they get to know each other
A project manager should strive to have team members that know each other in order to collaborate more efficiently. By sending a welcome email and hosting a team introductory meeting, the team members will get to know each other first.
The other choices are incorrect because they are not the first step in the process.
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//7/110 [Item]
Question
During a team meeting, team members asked the project manager to advise them on project dependencies. What should the project manager ask the team to do for internal dependencies?
A.Become familiar with the latest organizational changes.
B.Read about the merger with a competing organization.
C.Check the changes related to the work-from-home policy.
D.Become familiar with the upgrade of the Internet provider.
Solution: A. Become familiar with the latest organizational changes
Only organizational change can impact the team delivery velocity. Merger with a competitor will impact only if there is followed by an organizational change, working from home should not impact the velocity and upgrade to a new internet provider should operate at better parameters,
This question and rationale were developed in reference to:
PMI.org (2014) //The PM role in a lean and agile world/Cornelius, D. A/ [Item https://www.pmi.org/learning/library/pm-role-lean-agile-world-9350]
Question
A project manager is leading a project team composed of members from different departments, including engineering, marketing, and sales. During the development process, a conflict arises between the engineering and marketing teams. The engineering team is focused on delivering the product on time and within budget, while the marketing team is focused on ensuring that the product meets the needs of the target market.
What should the project manager do?
A.Suggest that the engineering and marketing teams each give up something to reach an agreement.
B.Suggest that the engineering and marketing teams work together to find a solution that works for both teams.
C.Suggest that the engineering team is correct and ensure that the product is delivered on time and within budget.
D.Suggest that the engineering and marketing teams compete to see who can come up with the best solution.
Solution: B. Suggest that the engineering and marketing teams work together to find a solution that works for both teams.
The project manager should recommend a collaboration solution. This is because collaboration is the most effective way to resolve conflicts between teams with different priorities. By working together, the engineering and marketing teams can find a solution that meets the needs of both teams and ensures the success of the project.
The other answer choices are incorrect. Compromise cannot be an effective conflict resolution if both teams are not willing to give up something in order to reach an agreement. In this case, the engineering team may not be willing to compromise on their goal of delivering the product on time and within budget. Accommodation cannot be an effective conflict resolution because in this case, accommodating the engineering team’s demands could come at the expense of the product meeting the needs of the target market. Competition is not an effective conflict resolution because competition can lead to resentment and further division between the teams.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 31 [Section 2: 2.2Team Performance Domain]
Question
Which one of the following is not a Resource-Based Power in relation to mega projects?
A.Recruiting on a contractual basis
B.Recruiting expert talents
C.Recruitment on the basis of secondment
D.Recruitment via Direct Control
Solution: D. Recruitment via Direct Control
Recruitment via direct control is not a resource - based power in relation to mega projects
Resource-based theory suggests that resources that are valuable, rare, difficult to imitate, and nonsubstitutable best position a firm for long-term success
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/stakeholder-management-strategies-megaprojects-11848 [Item https://www.pmi.org/learning/library/stakeholder-management-strategies-megaprojects-11848]
Question
During a retrospective meeting, the project team confirmed that all deliverables were completed according to the specifications provided in the product backlog. However, the number of errors found during testing increased dramatically.
What should the project manager do?
A.Meet with quality assurance specialists to clarify the issue and seek resolutions.
B.Review the risk management plan to determine the mitigation strategy.
C.Perform a Monte Carlo analysis to identify possible scenarios and actions.
D.Register the risk in the risk register and monitor it during the next iteration.
Solution: A. Meet with quality assurance specialists to clarify the issue and seek resolutions.
The project manager should meet with the quality assurance specialists to understand the root cause of the issue and work with them to find a solution. The reason is that the number of errors found during testing increased dramatically indicating that there is a quality issue with the deliverables.
The other options are incorrect.
Reviewing the risk management plan will not help to identify the root cause of the issue.
Performing a Monte Carlo analysis is a statistical technique used to estimate the probability of different outcomes. It would not be helpful in this case because the project manager already knows that the number of errors found during testing increased dramatically. A Monte Carlo analysis would only be helpful if the project manager was trying to estimate the probability of this event occurring before it happened.
Registering the risk in the risk register and monitoring it during the next iteration is a good practice, but it is not the most immediate action that the project manager should take.
The other answer choices are incorrect as they refer to the issue as a risk.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/11/398-399 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5.2.1- Retrospectives/50-51 [Item]
Question
A project manager is facing a delay in a project due to a decision made by the functional manager to provide onsite support for another project without consulting other parties impacted by this decision.
What should the project manager do first?
A.Check the impact of the delay on schedule and cost.
B.Share the work schedule with the functional manager.
C.Meet with stakeholders to agree on a communications management plan.
D.Inform the customer about the delay and set a new delivery date.
Solution: A. Check the impact of the delay on schedule and cost.
The project manager’s first priority is to assess the impact of the delay on the project schedule and cost. This will help them to determine the best course of action to take. Once they have a better understanding of the impact, they can then communicate with stakeholders and develop a plan to mitigate the delay.
The other answer choices are incorrect. Sharing the work schedule with the functional manager, meeting with stakeholders to agree on a communications management plan, and informing the customer about the delay are all important but not the first priority. The project manager needs to assess the impact of the delay before they can communicate with all involved parties.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/14/451 [Item]
| O’Reilly Platform (No Date) //14/ [Item Navigating Hybrid Scrum Environments: Understanding the Essentials, Avoiding the Pitfalls]
Question
An agile project is running its fifth iteration out of 10. After the last retrospective, the team members realize that they had to work extra hours to deliver the committed work.
What should the project manager do?
A.Ask the team to have a lower commitment for the next iteration.
B.Ask for additional team members to maintain the velocity.
C.Conduct a focused retrospective to help the team to discover the root cause.
D.Implement a checkpoint in the iteration to verify if the team is on track.
Solution: C. Conduct a focused retrospective to help the team to discover the root cause
The project manager needs to conduct a focused retrospective to determine the root cause of why the team had to work extra hours to deliver the committed work. The primary objective for the Project Manager or Scrum master is to ensure how to maintain or improve the velocity of the team besides removing impediments for the team. Hence this option is correct
Asking the team to have a lower commitment for the next iteration is contradicting the agile development values of incremental value. Hence this option is incorrect.
Agile teams are generally fixed in number and additional team members are not added Hence this option is incorrect.
Checkpoints in agile is not used for verifying if the team is on track. Hence this option is incorrect.
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//23/313 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/ [Item]
Question
A project is being audited to ensure compliance with organizational policies. What process is being conducted?
A.Audit Schedule
B.Plan Quality Management
C.Control Quality
D.Manage Quality
Solution: D. Manage Quality
PMBoK Sixth Edition Chapter 8 Section 8.2 states: “Manage Quality is the process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. The key benefits of this process are that it increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality. Manage Quality uses the data and results from the control quality process to reflect the overall quality status of the project to the stakeholders. This process is performed throughout the project.
Manage Quality is sometimes called quality assurance, although Manage Quality has a broader definition than quality assurance as it is used in non project work. In project management, the focus of quality assurance is on the processes used in the project. Quality assurance is about using project processes effectively. It involves following and meeting standards to assure stakeholders that the final product will meet their needs, expectations, and requirements. Manage Quality includes all the quality assurance activities, and is also concerned with the product design aspects and process improvements. Manage Quality work will fall under the conformance work category in the cost of quality framework.
The Manage Quality process implements a set of planned and systematic acts and processes defined within the project’s quality management plan that helps to:
Design an optimal and mature product by implementing specific design guidelines that address specific aspects of the product,
Build confidence that a future output will be completed in a manner that meets the specified requirements and expectations through quality assurance tools and techniques such as quality audits and failure analysis,
Confirm that the quality processes are used and that their use meets the quality objectives of the project, and
Improve the efficiency and effectiveness of processes and activities to achieve better results and performance and enhance stakeholders’ satisfaction.
The project manager and project team may use the organization’s quality assurance department, or other organizational functions, to execute some of the Manage Quality activities such as failure analysis, design of experiments, and quality improvement. Quality assurance departments usually have cross-organizational experience in using quality tools and techniques and are a good resource for the project.
Manage Quality is considered the work of everybody—the project manager, the project team, the project sponsor, the management of the performing organization, and even the customer. All of these have roles in managing quality in the project, though the roles differ in size and effort. The level of participation in the quality management effort may differ between industries and project management styles. In agile projects, quality management is performed by all team members throughout the project, but in traditional projects, quality management is often the responsibility of specific team members”
The distractors are correct. The correct answer is: “Manage Quality”
This question and rationale were developed in reference to:
e-Reads (No Date) ///Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick, Chapter 4 - Project Quality Assurance. [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/8/ [Item Manage Quality]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 8, 8.2.2.2 Quality Audits. Page 242 [Item]
Question
A project team recently experienced delays due to noncompliance which have made the project schedule less flexible and increased risk to cost and poor quality. The team is brainstorming about ways to avoid this in future.
What is most far-reaching implication for the organization if this noncompliance is not resolved?
A.Business survival and continuity
B.Unhappy clients or end users
C.Slower response to system
D.Fines and penalties
Solution: A. Business survival and continuity
Business survival and continuity is correct as it is the more far reaching implication, other options are incorrect as these implications are short lived.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/351236/Compliance-Projects–Fragile–Please-Handle-with-Care- [Item]
| PMI.org (2010) //Rincon, I. D. (2010). My project should be compliant: what do I do now? Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute// [Item https://www.pmi.org/learning/library/achieve-compliance-accommodate-constraints-project-6537]
Question
A project manager is leading a team on a new development project. The team is made up of a diverse group of people with different personalities and work styles. The project manager is committed to creating a cohesive and productive team, so they decided to introduce the DISC behavior model to help team members understand each other better.
Based on the DISC behavior model, which of the following characteristics best describes the Influence style?
A.Direct, result-oriented, and firm
B.Outgoing, enthusiastic, optimistic
C.Accommodating, patient, humble, tactful
D.Analytical, reserved, and precise
Solution: B. Outgoing, enthusiastic, optimistic
The Influence style in the DISC model focuses on building relationships, communicating, and working effectively with others. Therefore, individuals with this style often exhibit the characteristics of being outgoing, enthusiastic, and optimistic. These traits make them excellent team players who can inspire and motivate others within the team.
Direct, result-oriented, and firm characteristics are more characteristic of the Dominant style.
Accommodating, patient, humble, and tactful characteristics are more characteristic of the Steadiness style.
Analytical, reserved, and precise characteristics are more characteristic of the Conscientiousness style.
This question and rationale were developed in reference to:
Stuart, A. (2014). Ground rules for a high performing team. https://www.pmi.org/learning/library/ground-rules-high-performing-team-9338 [Item]
Question
A newly formed team has become accustomed to agile practices. The project lead has noticed that while they are performing according to expectations, there is boredom with daily team practices among many of the team members.
What should the project lead do in this situation?
A.Allow the team to self-organize and have them analyze the situation in their retrospective session and self correct.
B.Challenge the team to find new ways to achieve higher levels of performance to improve the situation.
C.Speak with individual team members to determine what they would like to do to improve the situation in the team.
D.Have the team inform senior management of the situation and ask for recommendations.
Solution: B. Challenge the team to find new ways to achieve higher levels of performance to improve the situation
Agile practices always encourages the team to find new ways of working to achieve higher levels of performance. Hence this option is correct.
As the team is newly formed, the Project lead is expected to educate the team members on new agile practices with the help from the Scrum Master and not allow the team members to analyse the situation on their own. Hence this option is incorrect.
As the team is new, speaking to the individual team members on what they would like to do is inappropriate It is for the Project lead and the Scrum Master to provide enough guidance and motivation to the team members. Hence this option is incorrect
It is expected for the Project lead to go with solutions to the senior management and seek their recommendations. Hence this option is incorrect.
This question and rationale were developed in reference to:
Coaching Agile Teams (00/00/0000) Lyssa Adkins//2/21 [Item]
| O’Reilly Platform (No Date) //Succeeding with Agile - Chapter 12 - Leading a self organizing team/ [Item]
Question
All quality controls have passed, and a project deliverable is ready to be released to the customer. However, a change request to add new quality criteria has been approved.
What should the project manager do first?
A.Update the project management plan.
B.Stop the release of the deliverable to the customer.
C.Use the new quality criteria for future deliverables.
D.Update the risk register.
Solution: B. Stop the release of the deliverable to the customer
If a new quality change has been approved after the project deliverable is ready, the deliverable will not meet the new quality requirements and should not be released to the customer. The new quality criteria should be used for all deliverables, not only future ones. The risk register would contain risks associated with quality, however, a quality change has been approved. The question did not state a new quality risk has been identified. Updating the project management plan would require an approved change, which may be the case here, but that is not the first thing the project manager should do.
This question and rationale were developed in reference to:
e-Reads (No Date) //Project Manager’s Spotlight on Change Management.Chapter 1/6 [Item]
| PMBOK® Guide–Fifth Edition (No Date) PMI/PMI, Inc./8.3/248 [Item]
Question
During a group activity to identify an input to the Plan Procurement Management process, some participants disagree with the ranking of compliance-related items. What tool or technique should the project manager use to resolve this?
A.Affinity diagram
B.Multicriteria decision analysis
C.Nominal group technique
D.Brainstorming
Solution: C. Nominal group technique
The nominal group technique is a structured group process that helps to ensure that everyone’s opinion is heard and considered. It is a non-confrontational approach, which can help to diffuse any tension or conflict that may be present and is a relatively quick and easy way to reach a decision.
The other answer choices are incorrect because they are not as effective in resolving disagreements. An affinity diagram is a tool for grouping items together based on their similarities. Multicriteria decision analysis is a tool for comparing different options against a set of criteria. Brainstorming is a technique for generating ideas.
This question and rationale were developed in reference to:
e-Reads (No Date) ///The Rational Project Manager: A Thinking Team’s Guide to Getting Work Done by Andrew Longman and Jim Mullins Chapter 2 - Project Definition DEVELOP OBJECTIVES [Item]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//(Chapter 5: 5.2.2.4) Page 115 Author: PMI [Item]
Question
A project manager has noticed apparent interpersonal conflict between some team members during the initiation of a project. When should the project manager address this problem?
A.At the earliest time possible to prevent the conflict from escalating later in the project
B.Prior to every meeting by reminding the project team to be respectful with each other
C.Directly after an outburst or dispute between members to determine which member is right
D.At the end of the project to let the conflict de-escalate and record it in the lessons learned
Solution: A. At the earliest time possible to prevent the conflict from escalating later in the project
Project Managers must initiate conflict management early and proactively to mitigate against escalation.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-environment-eleven-project-conflicts-7348 [Item Guan, D. (2007). article citation: “…If such personality issues are not dealt with in the beginning of the project, when we move to the execution phase, … the team morale will tend to dwindle due to unproductive performance because of personality issues.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.5.2.1/ [Item]
Question
A project team has identified a number of defects with some deliverables and intends to resolve these as soon as possible. The project manager will need to submit a change request to the change control board (CCB).
What should the project manager do before the request is submitted?
A.Implement the changes immediately due to time constraints.
B.Send the change request to the client for approval.
C.Complete an impact analysis of each requested change.
D.Send the change requests to the sponsor for approval.
Solution: C. Complete an impact analysis of each requested change
The project manager should complete an impact analysis of each requested change before submitting the change request to the CCB. The project manager needs to understand and communicate the impact of the changes on the project.
The other answer choices are incorrect. The project manager needs to understand the impact of the changes before seeking approval and implementing them.
This question and rationale were developed in reference to:
PMI.org (2013) //Wanner, M. F. (2013). Integrated change management. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.// [Item]
Question
A project manager’s team has identified the lack of proper knowledge transfer expectations in the project. Which of the obstacles does not apply in this situation?
A.A systematic review of the completed project
B.Personally handled failures and mistakes
C.Insufficient individual motivation to document the lessons learned
D.Sparse leadership involvement to promote knowledge transfer
Solution: A. A systematic review of the completed project
Any review is a knowledge transfer exercise.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/knowledge-transfer-project-based-organizations-5584 [Item]
Question
A project manager is leading an agile project. For iterations one through five, the team’s velocity chart displays 18 story points, 30 story points, 22 story points, 23 story points, and 22 story points.
What does this information demonstrate about the team’s performance?
A.The team is not following agile practices properly.
B.The team’s velocity is stabilizing over time.
C.The team is lagging behind as per the schedule.
D.The team needs to change their agile methodology.
Solution: B. The team’s velocity is stabilizing over time.
This question and rationale were developed in reference to:
PMI Conference Paper - Transitioning to agile Ten Success Strategies (29 October 2013) //// [Item https://www.pmi.org/learning/library/transitioning-agile-ten-success-strategies-5841]
Question
A project manager for a large government organization decides to save money by changing the local implementation partner, and is considering using offshore resources instead.
What are the main risks associated with using offshore resources? (Choose 3).
A.Offshore resources may need more supervision due to time and cultural differences
B.Offshore resources may not have the same business domain knowledge as the previous vendor
C.Offshore resources may need more effort in planning and managing project budgets
D.Offshore resources may need longer onboarding due to geopolitical differences
E.Offshore resources may need detailed documentation due to time and cultural differences
Solution: A, C and D. Offshore resources may need more supervision due to time and cultural differences, Offshore resources may need more effort in planning and managing project budgets and Offshore resources may need longer onboarding due to geopolitical differences
Cultural and time differences are offshore specific risks. The budget can be dependent on exchange rate fluctuations and may involve local partners that will increase the overhead.
Options B) and E) are not specific to offshore resources. They are risks associated with a vendor change
This question and rationale were developed in reference to:
PMI.org (2003) //Practicalities of supplier management on global projects/Goodman, E./ [Item https://www.pmi.org/learning/library/supplier-management-global-projects-pitfalls-7775
Goodman, E. (2003). Practicalities of supplier management on global projects: avoiding the pitfalls. Paper presented at PMI® Global Congress 2003—EMEA, The Hague, South Holland, The Netherlands. Newtown Square, PA: Project Management Institute.]
Question
An agile coach is counseling a large software organization that has been using waterfall methodology and now plans to start using agile or hybrid methodology.
What would be a project manager’s suggestion?
A.Continue using waterfall, since hybrid does not fit with the organizational structure.
B.Start with agile and then move to hybrid, although agile takes time to implement.
C.Start using hybrid methodologies because waterfall knowledge is transferable.
D.Start using hybrid, the more appropriate methodology for software organizations.
Solution: B. Start with agile and then move to hybrid, although agile takes time to implement.
Transitioning from waterfall to agile or hybrid methodologies requires a shift in practices, mindset, and organizational culture. Starting with agile allows the organization to experience the benefits of iterative and collaborative approaches, learn from feedback, and continuously improve. It is a phased approach that allows the organization to adapt to the changes gradually.
The other answer choices are incorrect. Continuing to use waterfall without considering agile or hybrid methodologies may limit the organization’s ability to respond to changing market dynamics and embrace the benefits of more adaptive and flexible approaches. While there may be some transferable knowledge from waterfall to hybrid methodologies, it is important to recognize that transitioning to agile or hybrid requires learning new practices, roles, and ways of working. Simply relying on waterfall knowledge may not fully prepare the organization for the challenges and opportunities of agile or hybrid approaches. Declaring hybrid as the more appropriate methodology for all software organizations oversimplifies the decision. The choice of methodology should be based on various factors, including project characteristics, organizational culture, team capabilities, and customer requirements
This question and rationale were developed in reference to:
PMI-ACP Exam Prep, 2nd Ed edition (Oct, 15) Mike Griffiths/RMC/1/15 [Item]
Question
A project manager is in a successful automotive company with high quality standards. The project manager needs to ensure that they create a high-quality WBS.
Which of the following is not a key characteristic of a high quality WBS?
A.Deliverable oriented
B.Hierarchical
C.The 100% rule
D.Customer focused
Solution: D. Customer focused
WBS is used by the project team only and is not usually a deliverable to the customer.
PMBoK Sixth Edition Chapter 3 states: “3.5 CREATE WBS
Create Work Breakdown Structure (WBS) is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a framework of what has to be delivered. This process is performed once or at predefined points in the project.
The needs of the project determine which components of the project management plan and which project documents are necessary”
WBS is an internal document and not provided to the Customer. Therefore, the correct answer is: “Customer Focused”
The Distractors are valid and accepted
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/applying-work-breakdown-structure-project-lifecycle-6979 [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/3/ [Item Create WBS]
Question
A project manager wants to establish an incentive and rewards strategy for the project team. What approach should be taken?
A.Ask Human Resources department which incentives should be provided.
B.Check on budget availability in order to determine specific reward amounts.
C.Provide an opportunity for publicly presenting the outcomes.
D.Identify the specific needs for each team member to determine incentives.
Solution: D. Identify the specific needs for each team member to determine incentives
Not all rewards are money based. We need to understand individual preferences when recognizing and motivating.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki//Chapter 8: How to Close a TPM Project/Celebrating Success [Item There must be some recognition for the project team at the end of the project. This can be as simple as individual thank-you notes, a commemorative mug, a T-shirt, a pizza party, or tickets to a ball game; or it can be something more formal, such as bonuses. I recall that when Release 3 of the spreadsheet package Lotus 1-2-3 was delivered, each member of the project team was presented with a videotape showing the team at work during the last week of the project. That was certainly a nice touch and one that will long be remembered by every member of the team.https://learning.oreilly.com/library/view/effective-project-management/9781118729311/9781118729311c08.xhtml]
| https://snippets.pmi.org/snippet/motivate-teams-to-achieve-better-outcomes/ [Item]
Question
A senior manager informs a project manager that the project is not performing as well as other projects. What can the project manager use to improve performance for the next series of iterations?
A.Retrospective session
B.Backlog analysis
C.Team building
D.Team motivation
Solution: A. Retrospective session
A retrospective review checks the progress against the plan and identifies if there are any needed changes, it also helps to manage stakeholder engagement by showing progress made and work to be done. Team building and team motivation are always good, but first the PM and the senior manager needs to understand the progress from the retrospective review. The backlog will only provide activities that can be included in the next iteration.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/x3.3.3/670 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amazon/33 lessons learned/78 [Item]
Question
After stakeholder data and information collection is complete, an analysis of the collected data begins. The power/interest scores are plotted for each stakeholder on a set of the axis to provide a visualization of stakeholder power and interest. There are three stakeholders that have low power and low interest.
What are the actions for them?
A.They must be kept satisfied by ensuring their concerns and questions are addressed adequately.
B.They require minimal management effort.
C.They must be kept informed and updated on the project.
D.They must be kept satisfied, but also actively engaged with and consulted on the project.
Solution: B. They require minimal management effort
Low power and low interest stake holders require minimum management effort.
High power and high interest stake holders must be kept satisfied
Low power and high interest stake holders must be kept informed and updated on the project
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/stakeholder-management-plan-6090 [Item Plot the power/interest scores for each stakeholder on a set of axes to provide a visualization of stakeholder power and interest. In Exhibit 6, stakeholders A, C, and D will require minimal management effort as they reside in the lower left quadrant of the matrix. Stakeholder F, in the upper left quadrant, must be kept satisfied by ensuring concerns and questions are addressed adequately.]
Question
A project manager is working on a complex project that has high interest from senior management. There are many stakeholders with competing priorities, which requires significant negotiation skills to overcome rising conflicts.
Which two principles should the project manager follow when developing the negotiation strategy? (Choose two).
A.Separate the people from the problem.
B.Focus on political issues first.
C.Focus on management priorities.
D.Focus on interests, not positions.
E.Delegate the decisions to the team.
Solution: A and D. Separate the people from the problem and Focus on interests, not positions.
By following the principles of separating the people from the problem and focusing on interests, not positions, the project manager can develop a negotiation strategy that is more likely to be successful in this complex and challenging situation. The project manager should focus on the problem at hand, rather than the people involved to avoid personal attacks and keep the negotiations on track. The project manager should also focus on the underlying interests of the stakeholders, rather than their stated positions to identify mutually beneficial solutions and reduce conflict.
The other answer choices are not as relevant or effective. Focusing on political issues first is more relevant to negotiations between organizations, rather than negotiations between individuals or small groups. Focusing on management priorities is important, but it is not enough to ensure successful negotiations. The project manager also needs to consider the interests of the other stakeholders involved. Delegating the decisions to the team can be effective in some cases, but it is important to make sure that the team has the necessary knowledge and skills to make informed decisions.
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
During the planning of a project with incremental deliveries, the team realizes that they will need specific expertise for one of the deliverables towards the end of the project.
What should the project manager do next?
A.Enroll the team in training so they can be equipped with the needed expertise.
B.Request the availability of the needed resources with expertise from the project sponsor.
C.Ask the team members to acquire expertise through self-paced learning.
D.Define and share the work agreement with the team to coordinate activities to acquire expertise.
Solution: B. Request the availability of the needed resources with expertise from the project sponsor.
The project manager should request the availability of the needed resources with expertise from the project sponsor.
The other answer choices are incorrect. Team training and self-paced learning may take too long to ensure team members gain the needed expertise on time for the final deliveries. Defining and sharing a work agreement with the needed team to coordinate activities effectively does not address the need for specific expertise.
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//23/315 [Item]
| PMI-ACP Project Management Institute Agile Certified Practitioner Exam (2018) J. Ashley Hunt/Sybex/2/28 [Item]
Question
An experienced project manager is managing a multi-million dollar agile project. The project manager communicates the ground rules to the team, but after 12 iterations, the project manager starts noticing that some team members are not following the ground rules.
What should the project manager do first to ensure team adherence to the ground rules?
A.Contact human resources to request a written warning letter be sent to team members not following the ground rules.
B.Ask the functional manager to replace team members not following the ground rules.
C.Schedule a meeting with the project team to reinforce the ground rules.
D.Notify the project sponsor about this behavior and ask the sponsor to take disciplinary action.
Solution: C. Schedule a meeting with the project team to reinforce the ground rules
The PM should rectify the ground rules to the team.
As an Agile PM, the PM should be a servant leader and therefore facilitate the information to the team and on this case, educate the team again on the ground rules before doing any escalation
It is not the job of human resources, functional manager or project sponsor to enforce ground rules to the team
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//8/125 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/33-38 [Item]
Question
In an industrial plant, the owner has decided to add more capacity to the plant by installing a new machine and updating the software used in production. This capacity enlargement will occur while the plant is still functioning and producing. The software update will be accomplished using an agile approach in order to minimize risk. The machine procurement, installation, and integration will be accomplished using predictive approaches.
What types of communications will the project manager have to design into the schedule management plan to ensure the project will be on schedule?
A.Weekly colocated meetings with the relevant stakeholders
B.Biweekly written status reports from the relevant stakeholders
C.Weekly one-on-one meetings with each of the relevant stakeholders
D.Biweekly conference calls with the relevant stakeholders
Solution: A. Weekly colocated meetings with the relevant stakeholders
As far as possible, conducting the Colocation meetings are the best form of communications. Hence it is the correct answer.
one-on-one meetings are done when the team member has difficulty in expressing any concerns in public to the Project Manager. Hence this option is incorrect.
Biweekly written status reports are more of formal communication means and is not the correct answer.
Bi-weekly conference calls is not the best means of communication, if there is a facility for collocated meetings. Hence this option is not the preferred choice.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) /// [Item Mastering Project Time Management, Cost Control, and Quality Management: Proven Methods for Controlling the Three Elements that Define Project Deliverables
By Randal Wilson
]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/10/365 [Item]
Question
A team is working on a complex and fast-changing new product development project. After a recent process evaluation, the team decides to add an agile toolkit to the predictive approach they are using. This addition is intended to improve the overall project delivery, success, and productivity.
Which of the following describes how this change is intended to add value to the overall delivery, success, and productivity?
A.Use the agile toolkit to leverage the ability of agile methods to respond effectively to change, while maintaining the benefits of a predictive approach to project management.
B.Use the agile toolkit to replace all predictive methods with new agile methods, and by doing so, reduce poor productivity.
C.Use the agile toolkit to compare agile against predictive methods, then choose the best approach for future projects.
D.Use the agile toolkit and ask team members to choose between agile and predictive methods so that they will work more effectively and productively.
Solution: A. Use the agile toolkit to leverage the ability of agile methods to respond effectively to change, while maintaining the benefits of a predictive approach to project management
The scenario is an example of a hybrid life cycle, which seeks to leverage the adaptability of agile methods and the structured development of the waterfall model. Replacement or comparison would defeat the purpose of the hybrid concept, which is to use the strengths of both approaches.
This question and rationale were developed in reference to:
PMI.org (2010) //Byatt, G. (2010). Delivering project benefits—a practical plan for success. Paper presented at PMI® Global Congress 2010—Asia Pacific, Melbourne, Victoria, Australia. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager works for a global company and understands the importance of the requirement management plan. When should the requirement management plan be implemented?
A.At the start of the project
B.Prior to executing
C.After customer contract signature
D.During the planning phase
Solution: A. At the start of the project
The requirements management plan should be implemented at the start of the project not in the planning phase or prior to executing or after customer contract signature
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/requirements-management-planning-for-success-9669 [Item]
Question
After an organization trained and implemented a new mandatory project management software application for all project staff, the project manager noticed that several team members show low levels of commitment to the new software. What is the cause for this?
A.Fear of the unknown
B.Lack of required skills
C.Lack of clear project vision
D.Too much communication
Solution: A. Fear of the unknown
Fear of the unknown is often a major reason for low commitment. Managers should investigate the potential for insecurities, determine the cause, and work with team members to reduce the anxieties created by their negative perceptions.
The other answer choices do not necessarily lead to low commitment.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/managing-teams-complex-project-environments-8081 [Item]
| PMI.org (1992) //https://www.pmi.org/learning/library/building-commitment-project-teams-2087// [Item]
Question
There is a variety of communication styles along a continuum that includes passive at one end – expressive in the middle – aggressive at the other end. As a project manager, which is the best style for success in communications with stakeholders
A.Passive
B.Aggressive
C.Passive-Aggressive
D.Expressive
Solution: D. Expressive
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/managing-communications-effectively-efficiently-5916 [Item Individuals communicate using a variety of communication styles along a continuum (Arredondo, 2000, p. 53) that includes passive at one end – expressive in the middle – aggressive at the other end. There is also the possibility of a passive-aggressive communicator who moves rapidly from one end of the continuum to the other. The well-balance communicator is “expressive” (Arredondo, 2000, p. 55). As a project manager you want to be “expressive” in your communications. Project managers who are expressive in their communications are better able to engage stakeholders and keep them committed throughout the project initiative. They communicate effectively by enabling for a two-way conversation with stakeholders. They engage their stakeholders through effective listening skills, communicating in a way that is non-confrontational but candid so as to establish trust and enabling for better conversations overall.]
Question
The steering committee has asked a project manager experienced in agile to provide an indication of the time remaining on a medium-sized project. What tools can be used to provide this information?
A.Analysis of the business requirements document
B.A release burndown chart
C.Story points for the remaining user stories
D.Surrogate measurements
Solution: B. A release burndown chart
The project manager will need to understand and apply which tools are suitable for certain tasks. Release burndown chart tool provide an indication of the time remaining of the project.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //19. Burn Down Chart/ [Item Great Big Agile: An OS for Agile Leaders]
| The Agile Practice Guide (No Date) PMI/PMI/5/61 [Item]
Question
While working on a project, the project team realizes that recent data center upgrades could impact the project’s outcome. Certain modules of the project deliverable are incompatible with the new environment. The team identifies the appropriate steps to address the issue.
What is the next step for the project manager?
A.Request a budget increase.
B.Submit a change request.
C.Change the project schedule.
D.Update the requirements document.
Solution: B. Submit a change request
PMBoK Sixth Edition Chapter 4 Section 4.3.3.4 and Section 4.3.3.5 states: “CHANGE REQUESTS
A change request is a formal proposal to modify any document, deliverable, or baseline. When issues are found while project work is being performed, change requests can be submitted, which may modify project policies or procedures, project or product scope, project cost or budget, project schedule, or quality of the project or product results. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Any project stakeholder may request a change. Change requests are processed for review and disposition through the Perform Integrated Change Control process (Section 4.6). Change requests can be initiated from inside or outside the project and they can be optional or legally/contractually mandated. Change requests may include:
Corrective action. An intentional activity that realigns the performance of the project work with the project management plan.
Preventive action. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
Defect repair. An intentional activity to modify a nonconforming product or product component.
Updates. Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.
PROJECT MANAGEMENT PLAN UPDATES
Any change to the project management plan goes through the organization’s change control process via a change request. Any component of the project management plan may require a change request as a result of this process”
The correct answer is: “Submit a Change Request”
The Distractors are valid
This question and rationale were developed in reference to:
e-Reads (No Date) ///Value Based Metrics for improving results: An enterprise project management toolkit. Author: Mel Schnapper and Steven Rollins, Chapter# 24 - Project Risk Management [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Change Requests]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 11: Project Risk Management Page# 353, 11.6.32 Chapter 4: Project Integration Management 4.5.1.3, page 97 [Item]
Question
During project closure, the project manager finds it difficult to obtain successful project completion feedback. Some stakeholders disagree with the project’s success criteria and have been frustrated with the project from the beginning.
To what should the project manager refer to address these concerns?
A.Project charter
B.Quality management plan
C.Scope statement
D.Requirements documentation
Solution: A. Project charter
Project objectives and success criteria should be documented and agreed to in the project charter. Inputs to the project charter also include business documents which would align the project to the business strategy. The quality management plan, scope statement, and requirements documentation would not have the detail to the overall project success criteria.
This question and rationale were developed in reference to:
Fundamentals of Technology Project Management, 2nd Ed (2015) Colleen Garton, Erika McCulloch/Mc Press/4/113 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/4.7/120 [Item]
Question
A project steering group has made a decision to change the vendor that will deliver a component of a project.
Which of the following activities should be included in the handover? (Choose 2).
A.The old vendor should provide training for the new one and assist with the transition.
B.Both vendors should provide additional incentives for staff during the transition.
C.The new vendor should take over activities as per the existing project plan.
D.The new vendor should shadow the old vendor to ensure knowledge transfer.
Solution: A and D. The old vendor should provide training for the new one and assist with the transition and the new vendor should shadow the old vendor to ensure knowledge transfer.
Option B is incorrect because very likely vendor A didn’t meet acceptance criteria and staff should not be rewarded for poor performance
Option C is incorrect because taking over immediately, without a transition period introduces risk. Using the existing plan developed with the old vendor is also a risk to the project.
The correct approach is to ensure formal and informal knowledge transfer.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/switching-vendors-manage-transition-strategies-6513 [Item]
Question
An application developer took a story card to work that read “Customer can pay using credit card”. After the implementation, the functionality was rejected because the application could not accept foreign credit cards.
What should the project manager have done to avoid this issue?
A.Described the user story in more detail.
B.Scheduled the user story for the next iteration.
C.Performed iterative backlog grooming with the team.
D.Gathered more detailed requirement specifications from end users.
Solution: A. Described the user story in more detail
In order to avoid this situation, the user story should have been made available in detail to capture the requirement for foreign credit card acceptance.
The other answer choices are incorrect they would not have helped the project manager avoid the situation, rather they are iterative steps in an agile approach.
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///Table 6.2 [Item]
| User Stories Applied (No Date) Mike Cohn//7/Kindle 1720 [Item]
Question
A project team uses the Internal Rate of Return (IRR) occasionally to select the project projected to be most beneficial to the company. On one such occasion the IRR figures for the four projects were:
Project A = 5%, Project B = 0%, Project C = 3% , Project D = 10%.
Which of these projects should be selected based on these IRR figures provided?
A.Project A
B.Project B
C.Project C
D.Project D
Solution: D. Project D
The project with an IRR of 10% should be chosen. 10% is the highest value of the presented options, signifying the greatest potential return.
This question and rationale were developed in reference to:
PMI.org (2014) //Houston Jr., C. J. (2014). Beyond project success: Benefits realization opportunities and challenges. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]
Question
A project manager planning a strategic predictive project has suddenly fallen ill. The project baseline must be submitted to the customer within 3 days, and the project management office (PMO) director must find someone to finish the planning. The choices are:
Project manager A: highly experienced in Scrum projects only, available immediately for 2 days only
Project manager B: moderately experienced mainly in construction projects, available the next day for 1 week
Which project manager should the PMO director choose and on what basis?
A.A is available immediately and has more experience to plan quickly and correctly.
B.B better understands the complexities of predictive planning and has use of a network of subject matter experts (SMEs).
C.A is more up to date and conversant with the latest project planning trends and methodologies.
D.B will be available to work for a longer period in case the submission deadline is missed.
Solution: B. B better understands the complexities of predictive planning and has use of a network of subject matter experts (SMEs)
The more complex estimation work in predictive projects often relies on expert input. Access to SMEs as well as predictive mindset and experience would be critical to completing the planning baseline.
There is no point in selecting a project manager just because he / she is available
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/Res_12/7d6a6ee4-1406-4567-850c-4de24db881c3 [Item The Estimate Activity Resources process will differ from industry to industry, and many projects require very specific expert resources…
The estimating process also looks very different depending on the project approach, Mr. Arosemena says. For example, traditional waterfall projects typically require most activity resource estimates to be completed before the majority of the work has begun. “Doing anything else is incredibly risky, since having to go back and revise resource needs can be seriously difficult and kill the project,” Mr. Arosemena says. Agile projects, on the other hand, are flexible in nature and often require resource needs to be reassessed several times throughout a project. “This allows project managers to progressively drill down on estimates, which can be polished at every round of iteration,”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//Figure X3-1/ [Item Predictive: Risk and cost are controlled by detailed planning of mostly knowable considerations
Agile: Risk and cost are controlled as requirements and constraints emerge]
Question
A project manager is leading a project with a scope partially delivered by a vendor. The vendor’s processes and tools differ from the project team’s, which may pose a risk.
How should the project manager mitigate this risk?
A.Coach the internal project team to use the vendor’s processes and tools.
B.Train the vendor to use the same processes and tools as the internal team.
C.Develop a strategy to align the internal and vendor processes and tools.
D.Recommend engaging a new vendor that uses the internal processes and tools.
Solution: C. Develop a strategy to align the internal and vendor processes and tools.
Finding a common ground between internal and vendor processes is the most efficient solution. This allows for a smoother workflow and reduces integration risks.
The other answer choices are incorrect. While the team might adapt, forcing them to use unfamiliar tools can decrease efficiency and increase errors. Training the vendor might be expensive and time-consuming, especially if their processes are well-established. Finding a new vendor can be expensive, delay the project, and eliminate the benefits of the existing vendor relationship.
This question and rationale were developed in reference to:
PMBOK Guide (6th edition) - Chapter 11: Project Procurement Management
PMI Article - “Vendor Management”: https://www.pmi.org/disciplined-agile/process/vendor-management/vendor-management-practices
Question
A project manager is managing a hybrid project. A stakeholder has directly contacted a team member and has requested a change. Due to the request, the team member was distracted from their work, which caused a loss in productivity.
What should the team member do?
A.Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the project manager.
B.Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the change control board (CCB).
C.Inform the scrum master regarding the stakeholder’s request for a change and the impact this has had on productivity.
D.Inform the scrum master so that the change can be discussed directly with the stakeholder.
Solution: C. Inform the scrum master regarding the stakeholder’s request for a change and the impact this has had on productivity
The team member approaching the Scrum Master is the correct choice, as it is the role of the Scrum Master to make sure that any obstacles and impediments are removed from the team.
The Scrum Master should now make sure there is no further loss of productivity to the team through any means in the future.
The Scrum Master does not have the authority to discuss the change directly with the stakeholder in Agile Projects. It is the team that is responsible for requirements. Hence this option is not correct.
The team member should not be involved in advising the stakeholder on any kind of process related ideas like providing the new requirements directly to the change control board[CCB] or sending the requirements directly to the Project Manager. Hence these two options are incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) ///97 [Item Kindle Platform: The Scrum Master - training manual ]
| The Agile Practice Guide (No Date) PMI/PMI/4/41 [Item]
Question
A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis. The team member responds that they do not have the knowledge to perform such an analysis.
What should the project manager do?
A.Escalate the issue to the functional manager.
B.Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team.
C.Help the team member to perform the quantitative risk analysis through coaching, mentoring, and training.
D.Perform the quantitative risk analysis for the team member.
Solution: C. Help the team member to perform the quantitative risk analysis through coaching, mentoring, and training
In a hybrid project, the Project Manager is a servant leader and should do everything to support the team. In this case, if the Project Manager is not skilled in performing qualitative risk analysis, it is expected that the project manager arranges training, mentoring and coaching from experts that can help the team member perform the expected task. Hence this option is the correct answer.
Escalating the issue to the functional manager may not guarantee solution . Hence this is an incorrect option.
The Project Manager even if skilled to perform the task, should not be doing the task for the team member. The Project Manager is expected to only provide help to the team. Hence this option is incorrect.
Even if Project Management Office[PMO], provides a new resource, being new to the project, the new resource may take time to become productive even if the new resource possess the required skills. Hence this option is not the most applicable answer.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines///121 [Item Topic: support the team.]
| The Agile Practice Guide (No Date) PMI/PMI/4/37 [Item]
Question
A project manager is leading a project that is being implemented simultaneously in two countries with an 11-hour time zone difference. The project manager needs to determine a mutually convenient time to provide stakeholders with information on the project’s schedule, cost, and performance progress.
What should the project manager do?
A.Use a world clock to identify a few potential times that work for all stakeholders.
B.Send a survey to stakeholders asking them for their availability during the week.
C.Schedule two separate meetings, one for stakeholders in each country.
D.Record the meeting and send it to stakeholders to watch on their own time.
Solution: A. Use a world clock to identify a few potential times that work for all stakeholders.
The best way to determine a mutually convenient time to provide stakeholders with information is to use a world clock to visualize the time differences and identify a few potential times that work for everyone. This will help to ensure that all stakeholders are able to participate in the meeting, regardless of their location.
The other answer choices are not as effective or as feasible. Sending a survey to stakeholders may not be effective because it is time-consuming and there is no guarantee that everyone will respond. Scheduling two separate meetings may not be feasible because it may be difficult to find a time that works for everyone in both countries. Recording the meeting and sending it to stakeholders may not be effective because some stakeholders may not have time to watch it.
This question and rationale were developed in reference to:
e-Reads (No Date) ///Fundamentals of Effective Program Management: A Process Approach Based on the Global Standard. Chapter 9 - Program Communication Management , Planning Communication [Item]
| International Project Management (Apr 19 2005 12:00AM) Owen Jay Murphy/South Western Educational//Chapter 6. Guidelines For Communications And Networking [Item]
| PM: Sys Aprch Plng, Sch & Cntrl,11th (11th) Harold, Ph.D. Kerzner/Wiley//CHapter 23. 23.5: Project Management Information Systems, p1101 ; H R Kerzner [Item]
| PMBoK, Sixth edition (2021) PMI/PMI/10/ [Item 10.1 PLAN COMMUNICATIONS MANAGEMENT
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Chapter 10.1, p290 Plan Communications Management [Item]
Question
During project execution, a project manager learns that a team member’s functional manager wants to remove them from a project because they believe they should not execute a certain task due to conflicting priorities.
What should the project manager do first?
A.Check the responsibility assignment matrix (RAM).
B.Check the work breakdown structure (WBS).
C.Check the organizational chart.
D.Check the resource management plan.
Solution: A. Check the responsibility assignment matrix (RAM).
The project manager should first check the responsibility assignment matrix (RAM). The RAM is a document that identifies who is responsible for each task on the project. By checking the RAM, the project manager can verify that the team member is responsible for the task that the functional manager is concerned about. If the team member is responsible for the task, the project manager should then meet with the functional manager to discuss their concerns. The project manager should explain why the task is important to the project and why the team member is the best person to complete the task. The project manager should also be prepared to discuss the team member’s other priorities and how the team can work together to ensure that all of their priorities are met.
The other answer choices are not as effective because none of them identify who is responsible for each task in a project. The WBS is a hierarchical decomposition of the project scope into work packages, the organizational chart shows the reporting structure of the organization, and the resource management plan identifies the resources that will be used on the project, including the team members, but does not specify their specific contributions.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2021) / 189 [Section 4: Models, Methods and Artifacts, 4.6.6]
Question
While preparing a project charter for a new project, a project manager reviews lessons learned from previous projects. The lessons learned documents show frequent issues with low engagement levels and stakeholder misalignment on project objectives.
What should the project manager do to avoid repetition of this issue in the new project?
A.Allow any stakeholder to join the change control board (CCB) at any time in the project.
B.Include all stakeholders in the responsibility assignment matrix (RAM) for acceptance of the deliverables.
C.Gather all the requirements provided by every individual stakeholder and include in the work breakdown structure (WBS).
D.Build a common understanding among stakeholders about key deliverables described in the approved project charter.
Solution: D. Build a common understanding among stakeholders about key deliverables described in the approved project charter
Including all stakeholders, all their requirements, and any to join the CCB would not resolve the problem of stakeholder misalignment and may lead to further issues with too much involvement when it is not required. The project manager should build a common understanding among the stakeholders to avoid these issues.
This question and rationale were developed in reference to:
Adv PM: A Structured Approach 4th Ed (Jan 1 2004 12:00AM) Frederick Harrison and Dennis Lock/Gower Publishing Co.//Co./14/194 bottom [Item]
| e-Reads (No Date) ///Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management , Second Edition (2008) (2010) by Ginger Levin and Allen R. Green/Auerbach Publications/5 Stakeholder Mitigation Strategies/ [Item]
Question
A company is kicking off a new hybrid project to be in compliance with new government regulations. The team has established a reliable velocity of 40 story points per iteration. Every iteration lasts 2 weeks. The sponsor wants to know when the project will be done if there are 800 story points remaining.
A.4 hours
B.8 weeks
C.40 days
D.10 months
Solution: D. 10 months
There are 800 story points remaining, velocity = 40 points per iteration.
# of iterations remaining = 800/ 40= 20. Every iteration lasts 2 weeks, then the team will need 10 months to complete the project.
This question and rationale were developed in reference to:
The Agile Practice Guide (No Date) PMI/PMI/5/61 [Item] (No Date) /// [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 identified stakeholders for a software development project: the sales team will be the primary users of the new software application; the IT department will be responsible for deploying and maintaining the new software application; and the project sponsor is the executive who is responsible for approving the project and providing funding. The project manager is in the planning phase of the project, and must engage the stakeholders.
What is the most important thing for the project manager to do to build shared understanding?
A.Hold a kick-off meeting with all stakeholders.
B.Create a stakeholder register and communication plan.
C.Identify the stakeholders’ needs and expectations.
D.Document the stakeholders’ concerns and risks.
Solution: C. Identify the stakeholders’ needs and expectations.
The most important thing for the project manager to do to build shared understanding is to identify the stakeholders’ needs and expectations. This will help the project manager to understand what the stakeholders want from the project and how they will be affected by it. Once the project manager understands the stakeholders’ needs and expectations, they can then develop a project plan that meets their needs and minimizes their risks.
The other answer choices are incorrect. The kick-off meeting is an opportunity to introduce the project to the stakeholders and to get their input, but it is not the only way to engage them. The stakeholder register and communication plan will help the project manager to track the stakeholders and to communicate with them, but they are not the only way to build shared understanding. Documenting the stakeholders’ concerns and risks will help the project manager to manage their risks, but it is not the most important.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/improve-stakeholder-management-9901
Question
What is the difference between risks and issues? (Choose two).
A.Risks are uncertain and issues are certain.
B.Risks are certain and issues are uncertain.
C.Risks have occurred and issues may not occur.
D.Risks may not occur and an issue has occurred.
Solution: A and D.
A.Risks are uncertain and issues are certain.
D. Risks may not occur and an issue has occurred.
The correct answer is that risks are uncertain and may not occur, and issues are certain and have occurred.
A risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. An issue is a current condition or situation that may have an impact on the project objectives.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.8.5 RISK]
The Standard for Risk Management in Portfolios, Programs, and Projects (2019) [GLOSSARY]
Question
At which stage in the Tuckman team development model should the project manager put the most focus on increasing team motivation?
A.Forming
B.Storming
C.Norming
D.Performing
Solution: A. Forming
The earlier a project manager instills motivation during the forming/develop team stage, the team can collaboratively build on the positive foundation. Forming sets the tone for the duration of the project.
Storming phase, team members may be busy with their internal conflicts
Norming Phase, team members may settle down with their conflicts and busy with their priorities of work
Performing phase, the team will perform and deliver the projects.
so it is better to put the focus on increasing team motivation at forming phase
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/motivation-project-management-leadership-perspective-2390 [Item Schmid, B. & Adams, J. (2008) article citation : “ To achieve a project environment where the majority of the members involved are motivated about the project, project managers have to be sensitive during the early stages of a project…. The findings of this study emphasize that team motivation can be heavily influenced by the project manager, especially during early stages in the project.”.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//9.4/ [Item “Objectives of developing a project team include… improving feelings of trust and agreement among team members to raise morale, lower conflict and increase teamwork, improve individual and team productivity, team spirit and cooperation, empowering the team….”]
Question
Project managers must be able to identify flaws that cause errors in decision making. Which option would help a project manager make optimal decisions?
A.Utilizing biases
B.Using false assumptions
C.Checking with others
D.Applying logical errors
Solution: C. Checking with others
To ensure we make rational, unbiased decisions, critical decision-making requires us to check with others.
Using false assumptions and applying logical errors will lead to wrong decisions
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/critical-decision-making-skills-project-managers-5798 [Item]
Question
A project manager recently joined a new organization. The project sponsor is a subject matter expert and wants to manage scope by delivering in small increments and changing the scope based on feedback.
Which of the following approaches should be the recommended option?
A.Scrum
B.Waterfall
C.Kanban
D.Predictive
Solution: A. Scrum
This is the perfect situation for a delivery using Scrum. The sponsor has the authority and knowledge to manage the product backlog and wants the flexibility to change the scope based on feedback on small increments delivered to users,
Waterfall and predictive won’t be as effective as agile. Kanban is focused on flow and doesn’t offer the possibility to change the scope based on feedback.
This question and rationale were developed in reference to:
PMI Conference Paper (24 February 2010) //// [Item https://www.pmi.org/learning/library/select-fitting-project-management-approach-6915]
Question
A project manager seeks to alleviate the IT department’s workload while empowering the business to initiate new implementations and lay the groundwork for future solutions. How should the project manager facilitate this transition?
A.
Enforce stringent IT governance policies centralized within the IT department, ensuring uniformity and control over all IT endeavors.
B.Mandate comprehensive IT project proposals to the IT department for assessment and approval before any project can commence.
C.Enable business units to use a simplified IT project management platform to initiate and monitor projects independently.
D.Collaborate with cross-functional IT business teams to jointly plan and execute IT projects, fostering cooperation between stakeholders.
Solution: C. Enable business units to use a simplified IT project management platform to initiate and monitor projects independently.
This approach grants business units more autonomy and control over their IT projects, which can reduce the burden on the IT department while still ensuring transparency and oversight. It empowers the business to take the lead in managing IT initiatives effectively.
The other options are incorrect because they all involve centralized control and oversight by the IT department, which can increase bureaucracy and slow down the process rather than empowering business units.
Enforcing stringent IT governance policies can restrict business units’ autonomy and flexibility. While it may provide control and consistency, it does not empower business units to independently initiate projects or reduce the IT department’s workload; instead, it can lead to increased bureaucracy and delays.
Collaboration between IT and business units may not necessarily reduce the IT department’s workload in terms of project initiation and management. Cross-functional teams are valuable for jointly planning and executing projects, but they don’t inherently empower business units to initiate projects independently.
Mandating comprehensive project proposals submitted to the IT department can centralize control and create a bottleneck for project initiation. It doesn’t empower business units to independently initiate projects and can slow down the process, increasing the IT department’s workload rather than reducing it.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE] [4.2.4 CHANGE MODELS]
Question
A project manager is working on a complex project. The project includes many stakeholders with conflicting priorities.
Which two actions should the project manager take to be prepared for negotiations and gain support from all of the stakeholders? (Choose two)
A.Allow enough contingency to cope with scope changes.
B.Develop a good relationship with the project team.
C.Understand the politics and personal interests of the stakeholders.
D.Develop a good communications management plan.
E.Develop a good risk management plan.
Solution: B and C. Develop a good relationship with the project team and Understand the politics and personal interests of the stakeholders
Negotiations, including agreements, require people skills rather than good planning. Although having good Communication and Risk plans as well a clear project schedule may help those are outcomes of the negotiation. Agile is not a silver bullet and it is not always the best option for project delivery
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 leading a project that is vital to their organization and the local environmental and energy authority. During a team meeting to discuss project risks , the team raised a high risk that an important senior manager is not currently involved with project.
What should the project manager do to mitigate this risk?
A.Implement regular status reporting.
B.Escalate this risk to senior management.
C.Develop a highly detailed project management plan
D.Invite the senior manager to daily project meetings.
Solution: B. Escalate this risk to senior management.
The project manager should escalate the risk to senior management to ensure that they are aware of the issue and can take steps to address it. The senior manager is a key stakeholder who can have a major impact on the project. If they are not involved, it is more likely that the project will fail.
The other answer choices are incorrect as they do not mitigate the risk. Implementing regular status reporting will keep the senior manager informed of the project’s progress, but it will not ensure that they are involved in the project. Developing a highly detailed project management plan is important, but it will not guarantee that the senior manager will be involved in the project. Inviting the senior manager to daily project meetings is too frequent and could be disruptive.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) /// [Item]
https://www.pmi.org/learning/library/risk-analysis-project-management-7070
Question
A project manager is on a project that is part of a business transformation initiative impacting most of the 10,000 employees in the company. The scope of the project is the improvement of collaboration between teams by implementing a new cloud platform that will replace a 20-year-old communication tool.
What will be the most critical success factor?
A.Good quality, go-live should have zero critical defects.
B.Good user interface developed by talented graphical artists
C.Good change management planning and execution
D.Good change control process with fast approvals
Solution: C. Good change management planning and execution
Any project that impacts a large number of people needs significant change management to ensure that the change won’t be rejected. Regardless of how good the quality is and how beautiful the user interface is the success rate is the adoption of the new process and the tools supporting it.
This question and rationale were developed in reference to:
PMI.org (2011) //Change management: understanding the human dynamics of change/Nelson, K./ [Item https://www.pmi.org/learning/library/change-management-understanding-human-dynamics-6252
Nelson, K. (2011). Change management: understanding the human dynamics of change. Paper presented at PMI® Global Congress 2011—North America, Dallas, TX. Newtown Square, PA: Project Management Institute.]
Question
A product team is using a prototyping approach to deliver a multiyear business initiative. The project manager notices that a few user stories are taking longer to be delivered.
What should the project manager do?
A.Review the project timeline and reallocate resources.
B.Conduct a retrospective with the team to identify bottlenecks.
C.Escalate the issue to senior management for intervention.
D.Modify the project scope to remove the delayed user stories.
Solution: B. Conduct a retrospective with the team to identify bottlenecks.
The project manager should lead a retrospective meeting to empower the project team to identify bottlenecks and threats to performance and to suggest changes to improve efficiency.
The other options are not as effective.
Reviewing the project timeline and reallocating resources doesn’t address the underlying issues causing the delays and should only be considered after the team has identified the specific issues.
Escalating the issue to senior management is not advisable at this stage, and the team should strive to resolve issues on their own before considering escalation.
Modifying the project scope may reduce the value of the final product and should be a last resort. Such a significant change should only be considered if it’s clear that the delayed stories are no longer viable or necessary.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile Management - Chapter 6 - Agility/ [Item]
| O’Reilly Platform (No Date) //Essential Scrum - chapter 5 - Requirements and user stories/ [Item]
PMBOK Guide Seventh Edition (2022) /// [2.6 DELIVERY PERFORMANCE DOMAIN] [2.4.7 CHANGES]
Question
An impact assessment reveals that a deliverable could be delayed by two weeks. A key resource has not been available to work on a non-critical activity due to other priorities. This could cause work overload on the other remaining resources.
Since cost is a major constraint for this project, what should the project manager do immediately?
A.Determine if the task has available float to meet the project end date.
B.Hire a temporary resource to do the job.
C.Consult the team and reduce the scope.
D.Change the resource calendar to avoid major delays.
Solution: A. Determine if the task has available float to meet the project end date
If costs is a major constraint, the PM should not immediately hire additional resources. The first thing to do is to understand the impact to the schedule. If the activity does not fall on the critical path, there may be some float so that if the activity start is delayed, it may not delay the entire project. This should be understood before the resource calendar is changed. A reduction in the scope would require an approved change request.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/6.5.2.2/210 [Item]
| Project management the managerial process (2009) Erik W. Larson/Tim Vertovec/5/171 [Item]
Question
A project vendor has informed a project manager that an outsourced project deliverable will be available 6 months later than the agreed project schedule. The vendor stated that they are focusing on other project deliverables with priority dependencies, and this particular deliverable had no stated dependencies.
What should the project manager do to avoid schedule delays in future?
A.Monitor the dependencies and respond to challenges.
B.Ensure that all new dependencies are finish to start
C.Specify any dependencies if they exist.
D.Conduct a meeting to inform the customer.
Solution: C. Specify any dependencies if they exist
Review and update your dependencies list throughout the project.
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/5-steps-to-manage-project-dependencies/ [Item]
| PMI.org (2007) //Stenbeck, J. (2007). Team-Based Scheduling the Intel© Way. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.// [Item https://www.pmi.org/learning/library/team-based-scheduling-intel-way-7280]
Question
During an important project, one of the contractors complains that the approval process is difficult to handle and may delay the project schedule.
What should the project manager do first?
A.Hire additional resources for the team to mitigate this risk.
B.Discuss with the team to find options to mitigate the risk.
C.Escalate the risk to upper management as critical for timely delivery.
D.Add the risk to the risk register to be monitored and reviewed.
Solution: D. Add the risk to the risk register to be monitored and reviewed.
The project manager should immediately record the risk in the risk register.
After that, the project manager can discuss with the team to determine solutions to mitigate the risk.
Hiring additional resources for the team could potentially increase the project cost, and escalating the risk to upper management should be done only after the project manager and team fail to find a mitigating solution.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition/4.4
Question
You are the project manager in an organization that is implementing agile delivery. You have experience as a scrum master and will perform this role in addition to the project management responsibilities. One of the team members wants to know what the main focus of a servant leader is.
What will be your response?
A.Client satisfaction and value delivered demonstration.
B.Growth and well-being of people and communities they belong to.
C.Stakeholders expectation management and communication.
D.Productivity and efficiency to achieve commitments made.
Solution: B. Growth and well-being of people and communities they belong to.
A servant leader seeks leadership opportunities to serve others. They measure success through the growth, development, and well-being of team members and the communities they belong to.
The other answer choices options are more applicable to a traditional leader, but not the main focus of servant leadership.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/motivation-project-management-leadership-perspective-2390
https://www.pmi.org/learning/library/servant-leadership-cures-organization-9856
Question
While developing the stakeholder management plan for a large project, a project manager organizes a workshop to identify and assess stakeholder power and influence. Due to time constraints, the workshop can only be one day long.
What should the project manager do to achieve this goal within the workshop timeframe?
A.Use a Power-Interest Matrix
B.Use Nominal Group Technique
C.Use a Stakeholder Cube Model
D.Use a Pareto Diagram
Solution: A. Use a Power-Interest Matrix
The Power-Interest Matrix is ideal for the project manager to use in this situation because it allows participants to brainstorm and collectively identify relevant stakeholders. The matrix visually positions stakeholders based on their level of power (ability to influence the project) and interest (level of concern or involvement).
The other answer choices are incorrect. The Nominal Group Technique focuses on generating ideas anonymously before the discussion. While it can facilitate initial identification, it lacks the visual assessment and power/interest analysis the matrix offers. The Stakeholder Cube model categorizes stakeholders by their level of engagement, influence, and impact. While insightful, it requires in-depth analysis and might not be fully explored within a single workshop. The Pareto Diagram is a tool that focuses on identifying the “vital few” stakeholders with the most significant impact. While valuable, it requires prior stakeholder identification and assessment, making it unsuitable for the initial exploration stage.
This question and rationale were developed in reference to:
PMBOK 7 (3.2, 4.3, 5.2, and 6.2)
Question
What interpersonal skills do project managers or teams need to monitor stakeholder relationships, evaluate engagement strategies, and modify these approaches as needed?
A.Active listening, leadership, and cultural and political awareness
B.Coaching, decision-making, and cultural and political awareness
C.Active listening, team building, leadership, and networking
D.Networking, influencing, and cultural awareness
Solution: A. Active listening, leadership, and cultural and political awareness
To effectively monitor stakeholder relationships, evaluate engagement strategies, and modify approaches as needed, a project manager or team requires active listening skills to understand stakeholder needs and concerns. Leadership skills are necessary to guide the project and influence stakeholders. Cultural and political awareness helps navigate diverse stakeholder environments, understand different perspectives, and adapt engagement strategies accordingly.
This question and rationale were developed in reference to:
https://standardsplus.pmi.org/posts/stak_id17_org_article/3f0a50af-fcc8-416b-9723-7ce7a4496708 [Item Project leaders must therefore continually monitor stakeholder relationships, evaluate engagement strategies and modify these approaches as needed. Interpersonal skills, such as active listening, leadership and cultural and political awareness, are critical for helping keep stakeholders on track]
Question
In a program, several groups are identifying problem solving techniques and each group presents a proposal. Among those listed, which is valid?
A.Performing project health checks
B.Reading literature related to your industry
C.Establishing a project suggestion box
D.All of the above
Solution: D. All of the above
Project team members and other stakeholders can provide information, suggestions, and assistance in working with all the various forms of uncertainty. To optimize value delivery, project teams should use problem solving as well as a holistic-thinking approach to changes and unplanned events. Projects can be challenging from the perspectives of technical challenges, environmental influences, and interpersonal interactions. Recommending a new approach to a problem or a way of working can be intimidating. Likewise, it can be challenging to disagree with a subject matter expert or someone with greater authority. However, demonstrating the courage that it takes to make a suggestion, disagree, or try something new enables a culture of experimentation and communicates to others that it is safe to be courageous and try new approaches.
This question and rationale were developed in reference to:
Project Management 2.0 (2015) Harold Kerzner/Wiley/10/240 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.2.2 PROJECT TEAM CULTURE]
Question
A project manager is managing an agile project. A new team member, who has never worked in an agile team, joins the project. The new member asks the project manager to explain why an agile approach is used.
What should the project manager’s response be?
A.To eliminate the risk and increase the predictability and visibility
B.To deliver value faster and change the scope based on feedback
C.To reduce the costs and increase the quality of the end deliverables
D.To eliminate the need for documentation by delivering working products
Solution: B. To deliver value faster and change the scope based on feedback
Agile doesn’t reduce costs due to iterative delivery but will deliver business value by delivering faster what the business needs.
Agile doesn’t reduce risk even increasing the positive risk (opportunities) and doesn’t exclude documentation.
This question and rationale were developed in reference to:
PMI Conference Paper (24 February 2010) //// [Item https://www.pmi.org/learning/library/select-fitting-project-management-approach-6915]
Question
After consultation with executive stakeholders, it was decided that the project manager would replace a vendor while the project is in the execution phase. The new vendor simply has more domain knowledge and was not identified earlier, but is probably the right vendor candidate now.
Which of the following documents would contain the best information for the new vendor?
A.Request for Information (RFI)
B.Request for Quote (RFQ)
C.Request for Proposal (RFP)
D.Request for Contract (RFC)
Solution: C. Request for Proposal (RFP)
The RFP contains all the functional and non functional requirements and the acceptance criteria. The other documents are brief from the scope point of view RFC and RFQ may have the RFP as a reference and RFI can focus on a specific aspect only.
An RFP is used when there is a problem in the project and the solution is not easy to determine. This is the most formal of the “request for” documents and has strict procurement rules for content, timeline, and seller responses.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/switching-vendors-manage-transition-strategies-6513 [Item]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/12.1.3.3 BID DOCUMENTS/ [Item 12.1.3.3 BID DOCUMENTS - Request for proposal (RFP)]
Question
What are the four team-building leadership styles?
A.Visionary, affiliative, coaching and participative
B.Visionary, affiliative, coaching and pace setting
C.Visionary, affiliative, coaching and directive
D.Visionary, affiliative, coaching and high waters
Solution: A. Visionary, affiliative, coaching and participative
Visionary, affiliative, coaching and participative are all related to team building leadership styles.
Pace setting, directive and high waters are non-team builder leadership styles, focusing more on achievements than relationship.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/styles-leadership-avoid-mistakes-career-6280 [Item]
Question
A project team decides to document new aspects of a regulation as additional elements in the work breakdown structure (WBS). Which of the following are potential downsides to this approach? (Choose 2).
A.Traceability improves but requirements will likely remain fragmented.
B.Traceability of requirements becomes more difficult at the project level.
C.Some of these requirements may not be completed as part of the project itself.
D.Regulatory requirements are not necessarily tied to the scope of the project.
E.Splitting the new items takes time and also requires effort to update the WBS.
Solution: A and C. Traceability improves but requirements will likely remain fragmented and Some of these requirements may not be completed as part of the project itself
Since the regulatory changes are multiple dimensions (technical, legal, organizational, control) that most likely cannot be managed in a single branch of the WBS.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki//CHAPTER 14: Hybrid Project Management Framework/Step 2: Elicit Requirements [Item In an ECPM project, elicitation of requirements is a two-part effort. The first part gathers a high-level list of the necessary and sufficient requirements that an acceptable solution must meet. This list is often documented in the Project Overview Statement (POS) in Ideation phase, Step 3: Write the Project Overview Statement. The second part of the Elicit Requirements step is found in the ECPM Execute Phase, Step 8: Define the Version Scope. In Step 8, the high-level requirements are decomposed to provide a better understanding of the functions and features that define them. This is the Requirements Breakdown Structure (RBS), which describes what must be done, but not how. The RBS is then further decomposed into the Work Breakdown Structure (WBS). The WBS defines how the deliverables will be built. The RBS and WBS are developed iteratively over the cycles of an ECPM project. https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c14.xhtml]
| https://www.pmi.org/learning/library/achieve-compliance-accommodate-constraints-project-6537 [Item]
Question
A project is in the execution phase. Equipment and devices must be transported from the vendor’s warehouse to the project site through five towns.
Which stakeholders should the project manager involve in planning and executing a safe transport? (Choose 3).
A.City councils
B.Project sponsor
C.Equipment installers
D.Equipment suppliers
E.Warehouse technician
Solution: B, C and D. Project sponsor, Equipment installers and Equipment suppliers
In the planning, execution, and monitoring stages, continuous evaluation and analysis of both external and internal stakeholders. City Councils are not project stakeholders.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/615232/Effective-Stakeholder-Engagement–A-Tool-for-Project-Success [Item]
Question
A project manager in a cross-functional organization needs to inform the department manager of the number and type of resources required, and the length of time they will be needed. What should the project manager use to present this resource information?
A.Resource assignments
B.Resource histogram
C.Responsibility assignment matrix (RAM)
D.Project organization chart
Solution: B. Resource histogram
A resource histogram, by definition defines resource requirements over time.
Resource assignments take place once the need for resources has been determined and available resources have been identified.
The Project organization chart and Responsibility assignment matrix will not identify the need for resources nor for what duration they are needed.
This question and rationale were developed in reference to:
IT Project Management, 7th Ed. (7th) Kathy Schwalbe///Chapter 9 page 379 [Item]
| OLD IT Project Management, 6th Ed. (Mar 24 2009 12:00AM) Kathy Schwalbe///Chapter 9 page 356 [Item]
| PMBOK Guide Sixth Edition (2017) /PMI/6.5.3.3/ [Item SCHEDULE DATA]
Question
A company is using Lean Six Sigma methodology on a project. Midway through the project, an external Lean consultant is invited to conduct an audit to ensure that the methodology is being properly applied.
Which process is being employed?
A.Manage Quality
B.Control Quality
C.Perform Qualitative Risk Analysis
D.Plan Quality Management
Solution: A. Manage Quality
PMBoK Sixth Edition Chapter 8 Section 8.2 Manage Quality states: “The project manager and project team may use the organization’s quality assurance department, or other organizational functions, to execute some of the Manage Quality activities such as failure analysis, design of experiments, and quality improvement. Quality assurance departments usually have cross-organizational experience in using quality tools and techniques and are a good resource for the project
Project Quality Management processes and the interrelations of these processes in the Project Quality Management Knowledge Area. The Plan Quality Management process is concerned with the quality that the work needs to have. Manage Quality is concerned with managing the quality processes throughout the project. During the Manage Quality process, quality requirements identified during the Plan Quality Management process are turned into test and evaluation instruments, which are then applied during the Control Quality process to verify these quality requirements are met by the project. Control Quality is concerned with comparing the work results with the quality requirements to ensure the result is acceptable. There are two outputs specific to the Project Quality Management Knowledge Area that are used by other Knowledge Areas: verified deliverables and quality reports”
Whether it is the internal and/or external auditor the fact is that a continuous audit is required during the various phases of project execution
The correct answer is: “Manage Quality”
The distractors are correct and valid
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/8/ [Item Project Quality Management Processes]
| PMBOK® Guide–Fifth Edition (5th) PMI/PMI//Section 8.2.2.2, Page 247——“Quality audits may be scheduled or random, and may be conducted by internal or external auditors”. [Item]
| Proj Managers Portable HB, 3rd Ed (3rd) David I Cleland and Lewis R Ireland/McGraw Hill Companies, Inc.//Section 6.9.3, Page 267 [Item]
Question
Some team members assigned to a new technology project expressed their lack of knowledge about the technology and the challenges they will face during implementation. What should the project manager do?
A.Due to the project due dates, replace the members with more knowledgeable staff.
B.Ask the team members to do some research and self-learning efforts about the technology.
C.Reallocate the members to work on and complete different tasks for which they have experience.
D.Reassure the team members that a training path is in place to learn the new technology.
Solution: D. Reassure the team members that a training path is in place to learn the new technology
The project manager is responsible of providing opportunities to hone the skills and knowledge of the team members to increase the mastery of the team performance.
Replacing the members with more knowledgeable staff will take time for recruiting and forming the team as well
even though asking team members to self learning may be helpful that is not that effective us instructor lead training
Reallocate the members to work on the tasks for which they have experience is not going to help us to implement the project successfully
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/310 [Item]
Question
A team member approaches the project manager immediately after the end of the project meeting about his need for help to complete a late-due-date task.
What should the project manager do?
A.Ignore the team member’s request, and ask for double the efforts to complete the task
B.Discuss the issue during the daily meeting, and decide the course of action with the team
C.Ask the team member to step out from the task and re-allocate the task to someone else
D.Ask a junior team member to help in the completion of the task on the due date
Solution: B. Discuss the issue during the daily meeting, and decide the course of action with the team
The project manager is always responsible for balancing both tasks and relationships between team members. Discussing the issue during the daily meeting and deciding the next course of action with the team is the ideal choice. It is important to get input from the team on how to best address the issue. The team may have some creative ideas that the project manager has not considered.
The other answer choices are incorrect. Ignoring the team member’s request is not a good way to build trust and rapport. It also sends the message that the project manager is not interested in hearing concerns from the team.
Asking the team member to step out from the task and re-allocating the task to someone else may be seen as unfair to the team member. It may also be difficult to find someone else who is available to take on the task at such short notice.
Asking a junior team member to help in the completion of the task on the due date may not be the best use of the junior team member’s time. It is important to give junior team members opportunities to learn and grow, but it is also important to ensure that they are not overloaded with work.
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//22/312 [Item]
Question
A project manager decided to involve a third party to manage project risk given that they had more experience than the current project team. What kind of response strategy did the project manager apply to address overall project risk?
A.Avoid
B.Exploit
C.Transfer
D.Reduce
Solution: C. Transfer
The correct answer is transfer.
Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.
The other options are incorrect because involving a third party to manage specific project risks, does not necessarily reduce, avoid, or exploit the risk, it shifts (or transfers) the impact of the risk to the third party. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact. Risk exploiting is a risk response strategy whereby the project team acts to ensure that an opportunity occurs.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [Item]
The Standard for Risk Management in Portfolios, Programs, and Projects (2019)
Question
A project manager is working on a long-term project in a complex environment. The project manager’s focus is on maintaining healthy team work and collaboration.
What conflict resolution strategy should be used within the project team?
A.Problem solving
B.Compromising
C.Accommodating
D.Consultation
Solution: A. Problem solving
It is recommended to avoid the conflict or problem by solving it before it becomes an issue that could impact the team work and environment.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/managing-teams-complex-project-environments-8081 [Item]
| PMI.org (2010) //https://www.pmi.org/learning/library/understanding-managing-conflict-resolution-strategies-6484// [Item]
Question
A project team recently completed a long-term project using a predictive approach. The team then started a new project with the same project manager, but now they are using an agile approach. After the initial sprint, the team waits for the project manager to make decisions on behalf of the team, as has been done in previous projects.
What should the project manager do?
A.Ask the product owner to make decisions for the team.
B.Give continuous positive feedback to all team members.
C.Remind the team that they are using an agile approach.
D.Coach the team to guide and support their own decisions.
Solution: D. Coach the team to guide and support their own decisions.
The project manager should recognize that the team is accustomed to working a certain way, and may have trouble adjusting to the new methodology right away. Using agile methods requires more of a servant leadership style and may have self-managing project teams. Coaching is a key role for a project leader in an agile approach. The project manager should coach the team to guide and support their own decisions and change the predictive way of working. Successful leadership enables someone to influence, motivate, direct, and coach people under any condition. Project team members who feel empowered to make decisions about the way they work perform better.
The other answer choices are incorrect because they do not appropriately address the situation. These options do not promote the agile way of initiating solutions and self-managing amongst teams. Asking the product owner to make decisions is not appropriate in this setting. Providing continuous positive feedback is inappropriate because it may not be genuine, and does not empower the team to make their own decisions. Reminding the team that they are using an agile approach is not effective. The team is aware of that, but they seem to have trouble adjusting. The team members need the support and guidance of the project manager to adapt to this new way of working. The best thing the project manager can do is to empower the team members and support them as they adjust to the new approach.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//10/185 [Item]
PMBOK Guide Seventh Edition (2022) ///[3.3.3 ENGAGEMENT]
[2.2.3 HIGH-PERFORMING PROJECT TEAMS]
Question
A lengthy, ongoing project exhausts a project team. Due to deadline issues, the project manager cannot extend the project schedule.
What should the project manager do next?
A.Review the project charter.
B.Provide more recognition to team members.
C.Discuss the situation with the team.
D.Request additional resources.
Solution: C. Discuss the situation with the team.
The project manager should discuss the situation with the team. This way, the team knows that their concerns are being heard and that the project manager is willing to work with them to find a solution. Since the project manager cannot extend the project schedule, the team needs to find ways to be more efficient and the team may have ideas about how to improve the situation or how to reduce the workload.
The other answer choices are incorrect. Reviewing the project charter is important, but it is not the most important thing to do at this stage; the team is already exhausted and they need more than just recognition; requesting additional resources is not guaranteed to solve the problem and it may not be possible to get additional resources.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.4.2.5/ [Item RECOGNITION AND REWARDS]
| Project Management: The Managerial Process (2015) Clifford F. Gray & Erik W. Larson/McGraw-Hill Irwin/11/400-409 [Item]
Question
A project manager is helping an organization transition from traditional methods to agile. The infrastructure, data warehousing, and enterprise architecture teams operate very differently than the application development teams.
How should the project manager implement agile in this organization?
A.Ask every team in the organization to implement the same agile methodology so that a one-size-fits-all solution can provide consistency across all teams.
B.Tailor the implementation by deliberately adapting the approach to make it more suitable for the given environment and work at hand.
C.Force the top-down transition approach by asking the CEO to provide support for implementing agile in every team in the organization.
D.Ask one team to implement scrum as a pilot so that all other teams in the organization can also implement scrum by learning from this team.
Solution: B. Tailor the implementation by deliberately adapting the approach to make it more suitable for the given environment and work at hand.
Tailoring is the deliberate adaptation of approach, governance, and processes to make them more suitable for the given environment and the work at hand. The teams will be required to assume an agile methodology across the organization and adopt a system of processes, governance, methods, and templates that provide guidance on how to run the project. While this provides a degree of consistency to projects within an organization, the methodology itself may still need tailoring to suit each project team. Tailoring decisions can be an implicit action of accepting an established methodology or an explicit action of selecting and mixing specific elements to suit the unique characteristics of the project and the project environment. The project manager should take into account the specific needs, capabilities, and workflows and tailor the approach to accommodate for those discrepancies, allowing the teams to continue to deliver value and operate efficiently.
The other options are incorrect because they do not recognize the fundamental differences between the departments and teams across the organization. It could be counterproductive to force change and/or force teams to work within a one-size-fits-all framework and it does not address the issue at hand. Asking one team to implement scrum as a pilot does not address the lingering issues that may inhibit team functionality if the approach is not tailored appropriately. These incorrect options are also ineffective ways to bring about organizational change. Change management should be a comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state with intended business benefits.
This question and rationale were developed in reference to:
| PMI-ACP Project Management Institute Agile Certified Practitioner Exam (2018) J. Ashley Hunt/Sybex/10/293 [Item]
PMBOK Guide Seventh Edition (2022) ///[3.7 TAILOR BASED ON CONTEXT] [3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
Question
A project manager is leading a project with 34 team members from six countries. The scope of the project is to modernize a process used for almost 40 years in the organization.
What criteria should the project manager consider while developing the communication plan? (Choose 3).
A.Personal diversity
B.Age diversity
C.Cultural diversity
D.Skill diversity
Solution: A, C, and D. Personal diversity, Cultural diversity, and Skill diversity
The project team members are from six different countries, so it is important to consider the different cultures that may impact communication. For example, some cultures may prefer more formal communication, while others may prefer more informal communication. It is also important to consider the different personal preferences of the team members. For example, some people may prefer to communicate via email, while others may prefer to communicate in person. Finally, it is important to consider the different levels of skills and proficiency in the tasks required. The project manager needs to make sure that everyone is able to do the work and understand the information that is being communicated.
Age diversity is not a key criterion to consider when developing a communication plan. However, it is important to be aware of the different age groups on the team and to adjust the communication style accordingly. For example, older team members may prefer to communicate in person, while younger team members may prefer to communicate electronically.
This question and rationale were developed in reference to:
https://www.projectmanagement.com/articles/603534/Factors–Approaches–Impacts–and-Effects-of-Communication [Item]
Question
A company has an existing contract to maintain and enhance a client’s customer database. The company’s legal department informs the project manager that a new piece of legislation requiring stricter protection of customer information might soon be signed into law. The law will require additional security features to be implemented into the database the project manager is maintaining. These features are not included in the scope of the current contract.
What should the project manager do?
A.Seek the project sponsor’s support to influence the client to amend the contract immediately.
B.Ask the legal department to raise the issue in the next contract negotiation with the customer.
C.Update the risk register with the issue and plan risk response with the project sponsor and client.
D.Wait until the legal requirements are finalized so the change in scope can be concretely defined.
Solution: C. Update the risk register with the issue and plan risk response with the project sponsor and client.
Updating the risk register and discussing risk response plans is the correct answer because it is the most proactive and comprehensive approach to addressing the issue. By updating the risk register, the project manager is ensuring that the issue is documented and tracked, and by planning risk response with the project sponsor and client, the project manager involves the key stakeholders in developing a plan to mitigate the risk.
The other options are incorrect.
While it is important to involve the project sponsor in addressing contract-related issues, attempting to influence the client to amend the contract immediately may not be the most appropriate response at this stage.
Asking the legal department to raise the issue in the next contract negotiation is not proactive. Waiting for the next contract negotiation may result in the project being exposed to potential non-compliance if the legislation is enacted before the contract is amended.
Waiting until the legal requirements are finalized before taking any action may result in delays and potential non-compliance if the legislation is enacted without prior preparation.
This question and rationale were developed in reference to:
PMBOK® Guide Seventh Edition (2022) PMI/PMI//[THE STANDARD FOR PROJECT MANAGEMENT 3.10 OPTIMIZE RISK RESPONSES]
The Standard for Risk Management in Portfolios, programs, ans Projects (2019) PMI/PMI/[7: RISK MANAGEMENT IN THE CONTEXT OF PROJECT MANAGEMENT]
Question
During a project’s initiation phase, the project manager reviews the business case and finds that information is incomplete. What should the project manager do?
A.Add an information gap to the risk register.
B.Review the project statement of work (SOW) to create the project charter.
C.Revise the business case to narrow the project scope and create the project charter.
D.Review the business case with the sponsoring organization to confirm that the project aligns with business needs.
Solution: D. Review the business case with the sponsoring organization to confirm that the project aligns with business needs
PMBoK Sixth Edition Chapter 2 states: “INITIATING PROCESS GROUP
The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. The purpose of the Initiating Process Group is to align the stakeholders’ expectations and the project purpose, inform stakeholders of the scope and objectives, and discuss how their participation in the project and its associated phases can help to ensure their expectations are met. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager is appointed. This information is captured in the project charter and stakeholder register. When the project charter is approved, the project is officially authorized, and the project manager is authorized to apply organizational resources to project activities.
The key benefits of this Process Group are that only projects that are aligned with the organization’s strategic objectives are authorized and that the business case, benefits, and stakeholders are considered from the start of the project. In some organizations, the project manager is involved in developing the business case and defining the benefits. In those organizations, the project manager generally helps write the project charter; in other organizations, the pre-project work is done by the project sponsor, project management office (PMO), portfolio steering committee, or other stakeholder group. This standard assumes the project has been approved by the sponsor or other governing body and they have reviewed the business documents prior to authorizing the project.
Business documents are documents that are generally originated outside of the project, but are used as input to the project. Examples of business documents include the business case, and benefits management plan”
Project Manager finds incomplete information reviewing the Business Case during the Initiation Phase, therefore, the correct response and /or correct answer is: Review the business case with the sponsoring organization so that the project aligns with the business case
The Distractors are valid and accepted
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/2/ [Item Project Business Case]
| PMBOK® Guide–Fifth Edition (5th) PMI//4.1.1.2/1.6 Business Case/pg 69 [Item]
| The 12 Pillars of Project Excellence: A Lean Approach to Improving Project Results (2012) Adil F. Dalal/Auerbach Publications/4.6/ [Item]
Question
A project manager is working on a complex project with many stakeholders that have conflicting priorities. Senior management asked the project manager to avoid “noise” because this is a highly political project. The project manager opted to use expert opinion from well known industry profiles.
What did the project manager do to satisfy senior management’s request?
A.Responded in a friendly manner to senior management
B.Appeared to be consistent in the use of words and actions
C.Cooperated with senior management to achieve mutual goals
D.Took action based on the senior management’s power to act
Solution: D. Took action based on the senior management’s power to act
Use the Law of Authority to establish your own credentials or credibility early in the negotiation process. When establishing your approach or explaining how or why decisions have been made, link your position to known, respected sources in order to garner credibility.
This question and rationale were developed in reference to:
Pmi.org (2010) //How to use the six laws of persuasion/Brown, S. T/ [Item https://www.pmi.org/learning/library/laws-concept-persuasion-negotiation-strategies-6516]
Question
In the middle of a project incremental delivery, due to a change in the technology, a team member informed the project leader that due to a lack of knowledge in the technology the delivery will be delayed and suggests outsourcing services.
What should the project manager do?
A.Inform the end user of the delay of the specific delivery due to the new technology
B.Search for an outsourcing service with the experience needed
C.Inform the sponsor of the delay and ask for their support and approval
D.Discuss the impact of the new technology with the team and decide action jointly
Solution: D. Discuss the impact of the new technology with the team and decide action jointly
The project manager is responsible of enabling his team to work as autonomously as possible
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//23/315 [Item]
| PMI-ACP Project Management Institute Agile Certified Practitioner Exam (2018) J. Ashley Hunt/Sybex/10/306 [Item]
Question
Which is an essential component for maintaining the support and commitment of all stakeholders?
A.Honesty
B.Effective communication
C.Transparency
D.Reliability
Solution: B. Effective communication
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-relationships-stakeholder-circle-8092 [Item Effective communication is a vital component in the process of building and maintaining relationships, and is essential for maintaining the support and commitment of all stakeholders.]
Question
A project manager wants to motivate their team members and improve project performance.
Which approach is most likely to be effective?
A.Reward all team members equally with formal awards to publicly recognize their achievements.
B.Implement initiatives based on the project manager’s understanding of what motivates others.
C.Delegate motivation to team members, assuming they are professionals who self-motivate.
D.Offer a diverse range of motivational incentives tailored to individual team member needs.
Solution: D. Offer a diverse range of motivational incentives tailored to individual team member needs.
The project manager should recognize each team member as an individual, especially when creating strategies to motivate each of the individuals on the team. Different things motivate people at different times in their lives.
The other answer choices are incorrect. Equal rewards for all team members fail to consider diverse needs and contributions, potentially demotivating high performers and neglecting specific areas for improvement. Relying solely on personal assumptions can lead to mismatched incentives and ineffective motivation strategies. While professionals have intrinsic motivation, assuming everyone self-motivates ignores individual differences and the potential need for external triggers.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/successful-motivational-techniques-virtual-teams-8161 [Item]
