Exam Questions 3

Question 1

Question
A project manager is struggling to figure out the performance of the project teams in an agile environment. For the same scope of work, team A has calculated and delivered 100 story points and team B has calculated and delivered 125 story points.
Which team is performing better?
A.Team A as they have calculated fewer story points than team B.
B.Team B as they have calculated more story points than team A.
C.The team that completes the most stories selected from the sprint backlog.
D.The team with the least amount of defects in their deliverables.

Answer 1

Solution: D. The team with the least amount of defects in their deliverables.
In an agile environment, the focus is on delivering working software frequently, rather than on completing the most stories or calculating the most story points. Therefore, the team that has delivered the most working software with the fewest defects is considered to be performing better.
The other answer choices are incorrect. Team A as they have calculated fewer story points than team B: Story points are a measure of the size and complexity of a story, not of its quality. Therefore, the fact that team A has calculated fewer story points does not necessarily mean that they are performing better than team B.
Team B as they have calculated more story points than team A: As stated above, story points are a measure of size and complexity, not of quality. Therefore, the fact that team B has calculated more story points does not necessarily mean that they are performing better than team A.
The team that completes the most stories selected from the sprint backlog: While completing stories is important, it is not the only measure of success in an agile project. The quality of the deliverables is also important, and the team with the least amount of defects in their deliverables is considered to be performing better.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //14.6.1.7/ [Item Book: Agile foundations]
| O’Reilly Platform (No Date) //2/ [Item Agile Metrics in Action: How to measure and improve team performance
by Christopher W. H. Davis
Published by Manning Publications, 2015
https://learning.oreilly.com/library/view/agile-metrics-in/9781617292484/kindle_split_020.html]

Question 2

Question
A newly-hired project manager is running a project for the first time and is worried about rising tensions. Project team members are arguing during an effort-intensive phase and stakeholders have voiced some doubts about the project’s performance. In a discussion with a senior project manager, the new project manager admits that they have a fear of conflict and asks the senior project manager how they perceive conflict.
How should the senior project manager respond?
A.Conflict in projects is inevitable - focus on managing it.
B.Conflict in projects is preventable - replan the mitigation.
C.Conflict in projects is disastrous - prepare a recovery plan.
D.Conflict in projects is healthy - refrain from interfering.

Answer 2

Solution: A. Conflict in projects is inevitable - focus on managing it.
Conflict happens on all projects. Fear of conflict can restrict communication and creativity. It is not uncommon to want to avoid conflict, but not all conflict is negative. How conflict is handled can either lead to more conflict or to better decision making and stronger solutions.
The others are incorrect because they are not true-to-life descriptions of conflict. Conflict is not always preventable. Certainly, there are times when it is, but there are many instances where conflict cannot be prevented. Conflicts should not be perceived as disastrous. Damage incurred from conflict can be repaired by looking for resolutions and alternatives together. It can also create more constructive relationships. Conflict is also not always healthy, conflict can be unhealthy as well. Conflicts can have a negative impact on projects. Addressing conflict inappropriately can lead to dissatisfaction, lack of trust, and reduced morale and motivation.
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).
PMBOK Guide Seventh Edition (2022) /// [2.2.4 LEADERSHIP SKILLS] [4.2.7.1 Conflict Model]

Question 3

Question
A new graduate recently joined a mature agile R&D team. A mentor, assigned to work with the graduate, is overwhelmed by the extra workload. Team performance and motivation are dropping.
How can the project manager help with this situation?
A.Maintain a laissez-faire leadership style with the team, but use a transactional style to give firm guidance to the graduate.
B.Ask the mentor to use a collaborative servant leader approach to perform the usual duties along with the mentor role.
C.Cancel the mentor plan and focus on keeping the graduate motivated by learning through an intensive immersion.
D.Ask three more team members to share the mentor role in order to reduce the individual mentor workload by 75%.

Answer 3

Solution: A. Maintain a laissez-faire leadership style with the team, but use a transactional style to give firm guidance to the graduate
The graduate is in need of authoritative and stable guidelines and positive feedback while the team must not lose their autonomy to maintain motivation.
Collaborative servant leadership approach is used for increasing team gel and motivation
Without mentor it is difficult to learn through an insensitive immersion
Asking three team members to share the mentor role is not an effective way
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: “The assumptions of transactional leadership are (1) rewards and punishments motivate; (2) a clear chain of command creates the best organizational structure; (3) the leader clarifies performance-based expectations and goals; and, (4) the leader links achievement of goals to rewards Transactional leadership has a focus on interchange of performance for rewards, management-by-exception, monitoring, and correcting mistakes”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//3.4.5.1, 9.5/ [Item 3.4.5.1: “Leadership styles: Laissez-faire (allowing the team to make their own decisions, establish their own goals, a hands-off style), Transactional (focus on goals, feedback and accomplishments, manage by exception), servant leader (put other people first, focus on growth, learning, development, autonomy and well-being)
section 9.5: “The project manager needs to be sensitive to both the willingness and the ability of team members to perform their work and adjust their management and leadership styles accordingly. Team members with low-skill abilities will require more intensive oversight than those who have demonstrated ability and experience.]

Question 4

Question
A project team is working on a complex high-priority project. The project manager is informed that there is a superficial disagreement between a project sponsor and a project team member. This conflict could negatively impact the project timeline and must be resolved immediately. The team member desires to maintain a good relationship with the project sponsor and asks the project manager how they should approach the situation.
What conflict resolution approach should the project manager suggest?
A.Collaborating
B.Accommodating
C.Compromising
D.Forcing

Answer 4

Solution: B. Accommodating
Considering the power dynamic, desire to maintain a good relationship, and urgency of resolving the conflict, the project manager should tell the team member to adopt an accommodating posture. There is a difference in relative authority or authority between the team member and the project sponsor, the project sponsor outranks the team member, and the team member wishes to maintain a good relationship with the sponsor, so accommodating is the best approach.
Forcing is not an appropriate approach because the team member has no authority to force their will on the project sponsor.
Collaborating is not the best approach in this scenario because the disagreement is superficial, the sponsor has more relative power, and there will be an impact on the project timeline if it is not resolved immediately. Collaboration may take time to come to a consensus, but there are timeline concerns and the conflict must be resolved immediately. Further, the sponsor has more authority and may see no need to collaborate with the team member on a superficial issue.
Compromising is not the best approach in this scenario because the parties do not have equal relative power. Compromise requires a give and take and this is a superficial agreement and the sponsor may not be willing to compromise.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) ///[4.2.7.1 Conflict Model]

Question 5

Question
A project manager has engaged the sponsor and discussed concerns regarding noncompliance. The project manager understands that this could be a potential audit situation.
What should the project manager do?
A.Do nothing and continue to work as before, assuming there will be an audit.
B.Disengage the noncompliant department, as this is problematic.
C.Disclose the source of the problem to the auditors and let them decide.
D.Gain the commitment and approval from leadership on noncompliance.

Answer 5

Solution: C. Disclose the source of the problem to the auditors and let them decide.
The correct answer is to disclose the source of the problem to the auditors and let them decide because it demonstrates transparency and adherence to ethical practices. By reporting the noncompliance issue to the auditors, the project manager ensures that appropriate actions can be taken to address the situation.
The other answer choices are incorrect for the following reasons:
“Do nothing and continue to work as before since they will be an audit” is incorrect because it ignores the importance of addressing noncompliance and risks potential consequences for the project and organization.
“Disengage the noncompliant department as this is problematic” is incorrect because it suggests avoiding the issue rather than actively addressing it and finding a solution.
“Gain the commitment and approval from leadership on noncompliance” is incorrect because it does not involve the appropriate step of involving auditors who are responsible for assessing compliance. It also does not guarantee a proper resolution of the issue.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki/// [Item There will be situations where the business case has not been sufficiently made to get approval to do the project. In much the same way that we have used prototyping to help with client definition of functionality, we can use the same concept in the first cycle by making the first cycle of ECPM a proof-of-concept cycle. The proof of concept could entail any of the following: https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c14.xhtml]
| https://www.projectmanagement.com/blog-post/36712/Addressing-Process-Non-Compliance [Item]

Question 6

Question
The project manager of an AI project leads with grace and confidence. They provide support, listen attentively, and allow their team members to work under little supervision.
What model of worker behavior does the project manager exhibit?
A.Expectancy theory
B.Theory X
C.Theory Y
D.Theory Z

Answer 6

Solution: C. Theory Y
Theory Y managers believe people are interested in performing their best given the right motivation and proper expectations. These managers provide support to their teams, are concerned about their team members, and are good listeners.
The other answers are incorrect. Theory X managers believe most people do not like work and will try to steer clear of it; they believe people have little to no ambition, need constant supervision, and won’t actually perform the duties of their job unless threatened. Theory X managers unknowingly also subscribe to the Expectancy Theory. If they expect people to be lazy and unproductive and treat them as such, their team members probably will be lazy and unproductive. Theory Z is concerned with increasing employee loyalty to their organizations.
This question and rationale were developed in reference to:
PMP: Project Management Professional Study Guide, Ninth edition (2018) Kim Heldman/Sybex/8 [Item]

Question 7

Question
An internal project has delivered its scope on time, within budget, and with the expected quality. The client was satisfied with the result and it enabled them to launch the new product to market. However, the product did not attract the expected interest and did not cover the investment made. The project team is aware of these results and it is impacting their morale to deliver the next project.
How should the project manager handle this situation? Choose 2 answers.
A.Have a discussion with the team to explain that the product success is not a direct result of the project and it does not reflect their performance
B.Have a meeting with the business to make sure they understand the project met its objectives
C.No action is necessary, as the project manager is only responsible for the project deliverables.
D.Have a conversation with the business sponsor to validate the strategy for the new project based on this result.

Answer 7

Solution: A and D. Have a discussion with the team to explain that the product success is not a direct result of the project and it does not reflect their performance have a conversation with the business sponsor to validate the strategy for the new project based on this result
Modern Leadership: Be Accountable for Outcomes. Responsible for the team motivation, Accountable for giving the client information to enable client success but ultimately not responsible for the product result.
Maintaining good morale in any workplace setting can be a bit of a challenge, so it’s important as a virtual manager to do what you can to create an environment where morale is high, but also recognize when it’s not—and then do something about it.
This question and rationale were developed in reference to:
https://snippets.pmi.org/snippet/be-accountable-for-outcomes/ [Item]
| O’Reilly (October 2019) Kathy Wisniewski, Ben Bisbee/Association for Talent Development/19. Maintaining Morale/ [Item 19. Maintaining Morale]

Question 8

Question
A team has been working for two months and has consistently missed planned user stories. How should the project manager address this issue?
A.Promote changing the iteration duration in order to commit as planned.
B.Ensure the sprint size is appropriate for the iteration duration.
C.Engage in recruiting a highly skilled resource to reinforce the skills.
D.Consider using a reward system to encourage timely delivery.

Answer 8

Solution: B. Ensure the sprint size is appropriate for the iteration duration
As the team has not yet improved in their estimates, one possible way is to split user stories to help in estimating work and also in what the team can commit to. Hence ensuring the sprint size is appropriate for the iteration duration is the correct choice.
In agile projects, the duration for each iteration is timeboxed and hence it is recommended not to change the iteration duration .Hence this is an incorrect answer.
Engaging in recruiting a highly skilled resource or considering using a reward system is not applicable as the issue is not related to lack of motivation or skills. Hence these two options are incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Essential Scrum - chapter 19 - Sprint planning/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item]

Question 9

Question
A project manager is creating a software project’s quality management plan. While reviewing lessons learned from past, similar projects, the project manager discovers that rework due to quality issues resulted in cost overruns.
What should the project manager do to ensure that quality is addressed throughout the software development life cycle?
A.Conduct recurring retrospectives to regularly check on the effectiveness of quality processes.
B.Assign a resource to focus solely on the project’s quality.
C.Ensure that quality is tied to performance reviews.
D.Identify new quality policies and procedures for the project.

Answer 9

Solution: A. Conduct recurring retrospectives to regularly check on the effectiveness of quality processes
The PM has identified that quality may be a risk in this project, based on lessons learned from past projects. In developing the quality management plan, the PM should ensure that quality checks are done regularly so that the risk is avoided. The responsibility of managing quality would typically require several skill sets that one person may not have. The team should be involved in quality management. Tying quality to performance reviews will not avoid the same quality issues that have happened in the past. The quality management plan should incorporate the organizations quality policies and procedures.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/8/276 [Item]
| The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right (No Date) /Amacom/Quality Process 70/Analyze Variances [Item]

Question 10

Question
Which of the following project artifacts do not utilize the WBS as an input?
A.Project schedule
B.Project scope
C.Risk management plan
D.Quality plan

Answer 10

Solution: B. Project scope
WBS is developed based on the agreed scope.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/applying-work-breakdown-structure-project-lifecycle-6979 [Item]

Question 11

Question
A customer requires knowing exactly the state of a product, the overall project, and the next steps planned for the next month each month.
How should the project manager communicate with this customer?
A.Send a weekly status email, including a complete assessment of earned value.
B.Generate a monthly status report and include technical issues as an attachment.
C.Have a monthly call with the customer to summarize what happened recently and give a general review of the product.
D.Present the project progress in monthly increments with a formal validation and comprehensive understanding of the status.

Answer 11

Solution: D. Present the project progress in monthly increments with a formal validation and comprehensive understanding of the status.
The best way for the project manager to communicate the required information with the customer is to present the project progress in monthly increments with a formal validation and comprehensive understanding of the status. This will ensure optimum stakeholder engagement.
The other answer choices are incorrect as they are not the best way to get validation and engagement from key stakeholders. A complete assessment of earned value does not address all requirements; the customer may not be interested in technical issues; calling the customer once a month implies disengagement with the customer.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.2/527 [Item Plan Stakeholder Management]
| The Agile Practice Guide (No Date) PMI/PMI/2/8 [Item]

Question 12

Question
A transportation company is transforming its operational processes and the main system this company uses to move freight. The scope statement is in place. An iterative delivery approach has been agreed by all stakeholders.
What does the project manager need to do next to help the team understand the work that needs to be done?
A.Start working on the project management plan with work packages, a detailed schedule, and work assignments for team members.
B.Work directly with stakeholders on the work breakdown structure (WBS) and assign tasks with a required timeline for each team member to start the work.
C.Work with the team to decompose the scope into a WBS and work packages in order to create required deliverables and timelines.
D.Create the requirements management plan to outline how project requirements will be collected, analyzed, and documented, and then assign requirements to team members.

Answer 12

Solution: C. Work with the team to decompose the scope into a WBS and work packages in order to create required deliverables and timelines
To understand the work, the scope needs to be decomposed into a work breakdown structure with specific work packages included. Then the detailed requirements documentation is completed based on the agreed scope and the WBS.
Without the detailed scope statement, it is not possible to proceed with creating a detailed schedule or work assignments . Hence all the remaining options are incorrect.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //2 WBS fundamentals/ [Item The government manager’s guide to the WBS]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/5/129 [Item Used the entire chapter as reference.]

Question 13

Question
During project implementation, an issue arises that requires the execution of the project’s contingency plan, which will impact the project schedule. What should the project manager do?
A.Initiate a risk audit.
B.Issue a change request.
C.Review the cost impact.
D.Update the contingency plan.

Answer 13

Solution: B. Issue a change request
Issuing a change request is the formal process for enacting changes on an established project. If there are challenges that could impact the project schedule and budget, issuing a change request can help formalize the need for changes to the project plan, including adjustments to the schedule and budget. A change request will formally document and manage the change and help ensure that the project remains on track and that all stakeholders are aware of the changes.
The other options are incorrect because they are not the best course of action in this situation. While other actions like risk audits, cost impact reviews, and contingency plan updates may follow, issuing a change request is the initial step in managing the change effectively within a project.
Initiating a risk audit is incorrect because risk audits are not the immediate response to an issue that has already occurred. A risk audit is more appropriate for a proactive assessment of the project’s risks rather than for responding to an issue that has already arisen.
Reviewing the cost impact is incorrect because it should be done after the change request has been issued and the impacts of the issues are assessed.
Updating the contingency plan is incorrect because it should be done after the change request has been approved and the changes to the project have been implemented.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.4.7 CHANGES]
| Practical Project Risk Management: The ATOM Methodology (2007) David Hillson and Peter Simon/Management Concepts/7/ [Item]
| Project Management: The Managerial Process (2015) Clifford F. Gray & Erik W. Larson/McGraw-Hill Irwin/Chapter 7 - Managing Risk/p 231 [Item]

Question 14

Question
A pharmaceutical project in the initiation phase is likely to be impacted by new market regulations. Which stakeholder categories should the project manager assign to the relevant regulatory body?
A.External with high power/influence
B.Internal with high power/influence
C.Internal with antagonist/resistant support level
D.External with antagonist/resistant support level

Answer 14

Solution: A. External with high power/influence
External with high power/influence is the right choice for the given context. A regulatory body is an external organization which could have high impact on a project even if they are not directly involved.
The project is likely to be affected by external market regulations.
So, the Rest of the options “Internal with high power/influence”, “Internal with antagonist/resistant support level” and “External with antagonist/resistant support level” are obviously not right choices
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: “External stakeholders are individuals or groups outside the organization who could be impacted by the project or those who govern policy that influences and could affect the project.”]
| Project Management Body of Knowledge (11/02/16) Project Management Institute//1.6/ [Item “A stakeholder is an individual, group or organization that may affect, be affected by or perceive itself to be affected by a decision, activity or outcome of a project. Project stakeholders may be internal or external to the project, they may be actively involved, passively involved or unaware of the project…. Examples of external stakeholders: customers, end users, suppliers, shareholders, regulatory bodes]

Question 15

Question
A project manager is working on a complex, political project with many stakeholders having conflicting priorities. Senior management asked the project manager to ensure that there was no “noise” regarding the project. During a stakeholder meeting, the project manager asked a series of questions to confirm acceptance for each deliverable before asking for acceptance of the whole project.
What did the project manager do to satisfy stakeholders?
A.Responded to positive actions of the stakeholders to reward actions
B.Acted in a manner that was consistent in the use of words and actions
C.Engaged with stakeholders by cooperating toward mutual goals
D.Acted based on the power authorized by senior management

Answer 15

Solution: B. Acted in a manner that was consistent in the use of words and actions
Law of Commitment and Consistency can be called “Get the other person saying ‘yes, yes’ immediately.” This occurs when one party asks the other side to make a number of “small” decisions that lead to only one obvious conclusion: to accept the general concession.
The approved project charter formally initiates the project.
A project charter may still be used to establish internal agreements within an organization to ensure proper delivery under the contract.
The Project Manager has to negotiate project agreements. Project Manager has to persuade the Stakeholders and achieve acceptance.
The correct answer is: “Acted in a manner that was consistent in the use of words and actions”
The Distractors are accepted
This question and rationale were developed in reference to:
PMBoK, Sixth edition (2021) PMI/PMI/4/ [Item Persuasion and Project Charter]
| PMI.com (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 16

Question
A project manager has made compliance-related changes by adopting a new project delivery approach. During external validation, an audit revealed that some of the component work did not conform to the organization’s standards.
What should the project manager have done?
A.Executed only compliant deliverables.
B.Clarified interpretation of compliance guidelines.
C.Translated business requirements to design.
D.Researched regulations in the public sector.

Answer 16

Solution: B. Clarified interpretation of compliance guidelines.
The project manager should have ensured they understand the compliance guidelines before making compliance-related changes while adopting a new project delivery approach that could pose threats to compliance.
The other answer choices are incorrect because they suggest actions that do not promote the specific compliance standards for the project.
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) //https://www.pmi.org/learning/library/achieve-compliance-accommodate-constraints-project-6537]

Question 17

Question
You are managing a complex project with a large number of stakeholders. You decided to use the Salience Model to identify and group the most important stakeholders based on their power, urgency and legitimacy.
Which of the following aspects is the most important in this instance?
A.Dominant
B.Dependent
C.Demanding
D.Definitive

Answer 17

Solution: D. Definitive
In the Salience model the Definitive group contains the stakeholder that have the highest power, urgency and legitimacy
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/planning-effective-stakeholder-management-strategies-development-6058 [Item]

Question 18

Question
In the Project team meeting the team members are complaining of a drop in motivation and that they don’t feel that their efforts are appreciated. You decided to build and present the team as a high performance team to the organization.
Which of the following attributes of the organizational environment and managerial style will lead to a high performance team? Select 3
A.Personal Driving Forces.
B.Work Challenge Dividend.
C.Progressive Financial Rewards.
D.Stimulating Environment.
E.Problem Solving Techniques
F.Theory of Constraints

Answer 18

Solution: A, B and D. Personal Driving Forces, Work Challenge Dividend and Stimulating Environment
Below are the right choices
Personal Driving Forces - The degree of project success seems to be primarily determined by the strength of specific driving forces
Work Challenge Dividend - A professionally stimulating team environment is also favorably associated with low conflict, high commitment, high work and team involvement, effective risk management, good communications, innovation, and overall team performance.
Stimulating Environment - The strongest single driver of team performance and project success is a professionally stimulating team environment, characterized by interesting and challenging work, visibility and recognition of achievements, growth potential, and good project leadership
Below are not right choices
Progressive Financial Rewards - not a long lasting approach
Problem Solving Techniques - is a required individual skill but not going to make a high performance team
Theory of Constraints - is a methodology for identifying the most important limiting factor (i.e., constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/managing-teams-complex-project-environments-8081 [Item]

Question 19

Question
The project team members are dispersed across different countries. Suddenly, travel restrictions do not allow team members to collocate.
When analyzing project risks, which risk analysis tools should the project manager use? (Choose two).
A.Risk checklist
B.Context diagram
C.Meetings
D.Data representation
E.Diagramming techniques

Answer 19

Solution: A and E. Risk checklist and Diagramming techniques
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) /// [Item]

Question 20

Question
During a project steering committee meeting, the project manager reports that a formerly supportive key team member has become resistant to and negative about changes. Where should this information be captured?
A.Responsible, accountable, consult, and inform (RACI) matrix
B.Stakeholders engagement assessment matrix
C.Risk register and issue log
D.Work performance reports

Answer 20

Solution: B. Stakeholders engagement assessment matrix
The stakeholder management plan identifies the strategies and actions required to promote productive involvement of stakeholders in decision making and execution. Documenting this detail in an assessment matrix provides for a ready reference to needed detail.
A RACI matrix defines the specific roles of individuals, however does not elaborate beyond that.
The Risk Register is used to document the risk, including the probability and impact, however is not the means to document specifics of the individual thoughts of team members. .
Work performance reports relate to the work itself, not the thoughts or opinions of an individual team member.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/13.5/ [Item Manage stakeholder engagement]
| Scrum in Action: Agile Software Project Management and Development (No Date) Andrew Phan and Phuong-Van Pham//8/ [Item]

Question 21

Question
Which of the following is a tactic that a project manager can employ to effectively monitor the impact of the risk on the project while monitoring risks?
A.Risk avoidance
B.Risk escalation
C.Risk acceptance
D.Risk reporting

Answer 21

Solution: D. Risk reporting
The correct answer is risk reporting.
While monitoring risks, the risk manager collects project performance data, produces performance measures, and reports and disseminates performance information. A risk report is a project document that is developed progressively throughout the risk management processes and summarizes information on individual project risks and the level of overall project risk.
The other options are incorrect because they are risk responses, not tactics for monitoring risks. Risk responses are the agreed-upon response actions that are appropriate for the priority of the individual risks and the overall risk.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [Item]
The Standard for Risk Management in Portfolios, Programs, and Projects, 2019

Question 22

Question
A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams.
What should the project manager do?
A.Accept the risk of the project missing deadlines due to the mismatch.
B.Provide appropriate training to compensate for the mismatch.
C.Update the project schedule to reflect the delay.
D.Emphasize to the teams the importance of meeting the agreed deadlines.

Answer 22

Solution: B. Provide appropriate training to compensate for the mismatch
Continuously assess and refresh team skills to meet project needs. In this case providing training will help mitigate the mismatch in knowledge/ skills required. Hence this option is the correct answer.
The project manager is expected to take action to mitigate the risk of missing deadlines as the steering committee is concerned about the project.
Hence the option of accepting the risk or updating the project schedule to reflect the delay or emphasizing the importance of meeting the deadlines is ruled out. Hence these options are not correct.
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]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/9/342 [Item]

Question 23

Question
A company is considering adopting the agile methodology for future projects. The project manager is leading a discussion focused on the benefits associated with the agile methodology.
Which of the following points should the project manager highlight?
A.Transparency is central, early and reliable delivery, methodology embraces change
B.Product based method, divides projects into valuable phases, focuses on business justification
C.Clear documentation exist, single point of responsibility, effective collaboration
D.No overtime if possible, face-to-face contact and constantly looking back to move forward

Answer 23

Solution: A. Transparency is central, early and reliable delivery, methodology embraces change
Transparency in central, early and reliable delivery, methodology embraces the change represent three core elements of agile methodology.
Agile focusses on customer collaboration over contract negotiation working software over comprehensive documentation and individual interaction over process and tools
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 24

Question
A project manager is leading an agile project. The product owner complains that the project team is constantly completing fewer story points than the Scrum team working on another project.
What should the project manager do to address this issue?
A.Ask the team to address this issue as part of the retrospective to improve their velocity in the next sprint.
B.Tell the product owner that it is incorrect to compare velocity across teams because story points are specific to each team.
C.Get approval from the product owner to add a contingency buffer to the sprint, and change the duration to increase velocity.
D.Take full responsibility for the team’s low performance as compared to the other team and apologize.

Answer 24

Solution: B. Tell the product owner that it is incorrect to compare velocity across teams because story points are specific to each team.
Story points are a relative measure defined by each Scrum team. Because of that it can’t be and should not be used to compare teams.
There is no need to add contingency or take any responsibility as it is not at all an issue.
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 25

Question
In an agile environment, a project leader should always consider a time for open and free discussions between team members on how the team can increase their performance.
Why is this practice important for the team?
A.Teams should take actions to continuously increase productivity
B.Teams should continuously experiment new ways of doing things
C.Teams should continuously seek to improve their processes
D.Teams should continuously push their members to work harder

Answer 25

Solution: C. Teams should continuously seek to improve their processes
Empowering the team to take decisions on how their processes can be improved will lead to better productivity. The Project Lead must coach the team on how they can analyze and improve their processes as a team and take accountability and pride in improving the processes. Experimentation and taking actions alone may increase risks. Pushing team members to continuously work harder may lower moral and motivation.
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//335/ [Item 24]

Question 26

Question
Which of the following steps gives special attention to the group decision making processes?
A.Problem Definition
B.Problem Solution Generation
C.Ideas to Action
D.Solution Action Planning

Answer 26

Solution: C. Ideas to Action
Ideas to action occur when project teams need to define the criteria, rate the pros and cons of the alternatives and select the best among them. Particularly, special attention is given to the group decision making processes since most organizational decisions, especially the complex ones, are made by groups rather than individuals.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/project-group-decision-making-process-6797 [Item https://www.pmi.org/learning/library/project-group-decision-making-process-6797]

Question 27

Question
One in two dispersed teams fails to reach objectives due to:
A.Inability to manage the distributed workforce
B.Conflict management
C.Team purpose identification
D.Distribution of power

Answer 27

Solution: A. Inability to manage the distributed workforce
Research has indicated that one in two dispersed teams has been shown to fail to reach its objectives due to its inability to manage the distributed workforce.
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 28

Question
A project manager in an organization is considering implementing an agile project delivery. The organization has a strong project management office (PMO) and a well-defined change control process.
What key aspect of agile project delivery should the project manager emphasize as the most compelling argument for its adoption?
A.Agile delivery can improve quality through incremental delivery and efficient defect repair.
B.Agile teams offer flexibility in accommodating planned changes while streamlining the approval process.
C.The product owner utilizes a list known as the backlog to prioritize work items, including planned changes.
D.Agile delivery is well-suited for handling unforeseen changes and shifting business expectations.

Answer 28

Solution: D. Agile delivery is well-suited for handling unforeseen changes and shifting business expectations.
The strength of agile in handling unforeseen changes and shifting business expectations is a compelling argument for its adoption, especially in an organization with a strong PMO and a well-defined change control process.
The other options are incorrect because they are not the most compelling arguments for its adoption in an organization with a strong PMO and a well-defined change control process.
Improving quality and addressing defects may not be as compelling in an organization with a strong PMO and well-defined change control process. Such an organization likely already has quality assurance processes in place, and while agile can enhance them, it may not be the primary reason for adoption.
The flexibility of agile teams to accommodate planned changes is a benefit, but it may not be as compelling as the adaptability of agile for handling unforeseen changes.
Explaining the use of a backlog is a description of how agile teams prioritize work, but it is not a compelling argument for adopting agile delivery.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI/PMI/ [2.3.3 DEVELOPMENT APPROAHCES]

Question 29

Question
A project manager is working on a large business transformation project. All of the build deliverables were signed off and the project manager is managing the transition to BAU (Business as Usual).
Which of the following are important operational readiness considerations that the project manager needs to consider? (Choose 2).
A.A cheat sheet for core functionality is provided and self training is encouraged.
B.Formal training and access to documentation should be provided to all users.
C.Responsibility and accountability are formally handed over to operational teams.
D.The project team remains responsible for operational support during BAU.

Answer 29

Solution: B and C. Formal training and access to documentation should be provided to all users and Responsibility and accountability are formally handed over to operational teams
Validate readiness for transition include ensuring that there is a formal hand over of responsibilities to operational teams. The project team is dismantled and resources released after a set warranty. Providing summary documentation and leaving the users on their own can lead to poor benefits realisation
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/switching-vendors-manage-transition-strategies-6513 [Item]

Question 30

Question
A company’s project management office (PMO) is incorporating more adaptive technologies and has hired a new project manager with hybrid project management experience. The team is slow in adopting the new methodology and has not been updating project artifacts in a timely manner.
Which action should the project manager take to improve the team’s performance?
A.Send an email asking all project team members to complete updates at the end of the day.
B.Set up a training session for all project team members.
C.Reach out to the functional managers for support.
D.Speak individually with each project team member about making the needed updates.

Answer 30

Solution: B. Set up a training session for all project team members
Any new team takes time to adapt to new process and methodology. Setting up training session will help the team.
Electronically making artifacts available is a variation to traditional war room geographically dispersed team
This question and rationale were developed in reference to:
Effective Project Management: Traditional, Agile, Extreme, Hybrid (No Date) Robert K. Wysocki//6/ [Item Segment Team War Room/Variations]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//8.8/Loc. 9343 [Item]

Question 31

Question
A project manager is working on a new compliance project that is different from regular projects as it will involve multinational partners and several government departments. The project will result in the adoption of new standards and procedures.
What must the project manager do from the onset?
A.Ensure that the business requirements are defined and met
B.Ensure solution design is available from the start of the project
C.Ensure execution and handover are done effectively
D.Ensure the interpretation of compliance guidance and validation

Answer 31

Solution: D. Ensure the interpretation of compliance guidance and validation
Ensure the interpretation of compliance guidance and validation is correct as the government is involved and it will help determine potential threats to compliance.
All other options are generic for all projects.
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 32

Question
A group of stakeholders at a financial institution are conducting a project closure review. Some of the stakeholders are concerned that the project deliverables do not satisfy the established closure criteria. What is the first thing that the project manager should do to address this issue?
A.Assure the stakeholders that the project deliverables satisfy all established closure criteria.
B.Propose that the closure criteria be amended by removing the criteria that have not been met.
C.Take corrective measures by adapting the closure criteria and extending the project timeline.
D.Perform a thorough analysis to determine why the closure criteria have not been satisfied.

Answer 32

Solution: D. Perform a thorough analysis to determine why the closure criteria have not been satisfied.
The project manager must first conduct an analysis to identify which deliverables are not meeting closure criteria and why. Without this insight, the project manager should not take any other actions to address the issue.
The other options are incorrect because the project manager must understand where the gaps are to propose or implement a remedy. Assuring the stakeholders that all criteria are satisfied without confirmation is irresponsible and unethical. Amending closure criteria may not be possible, and without analyzing the situation, there is no way to garner insight that could benefit this and future projects. No corrective action should be taken without first understanding the cause of the issue.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) ///[3.8 BUILD QUALITY INTO PROCESSES AND DELIVERABLES] [2.6.1 DELIVERY OF VALUE]

Question 33

Question
A product owner has requested to incorporate embedded functionality for the patient portal in the next sprint. The team decided to perform an Affinity Estimation session to define how much value will be delivered.
Which role is responsible to facilitate the session?
A.Product Owner
B.Scrum Master
C.Developer
D.Stakeholder

Answer 33

Solution: B. Scrum Master
The Scrum Master is the facilitator for all Scrum ceremonies, including estimation events.
This question and rationale were developed in reference to:
https://www.pmi.org/learning/library/agile-project-estimation-techniques-6110 [Item]

Question 34

Question
A project manager is managing an agile project. The PMO manager is not familiar with agile delivery.
Which of the following statements describe the agile approach?
A.Responding to change over following a plan
B.Customer collaboration over following a plan
C.Responding to change over processes and tools
D.Customer collaboration over comprehensive testing

Answer 34

Solution: A. Responding to change over following a plan
The main characteristic of Agile delivery is that embrace change over strictly following a detailed plan.
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 35

Question
A project manager has just completed the initiation phase of a project and needs to identify and analyze the stakeholders. The project charter focused on scope and budget approval only.
What should the project manager do to identify stakeholders?
A.Review lessons learned from previous projects.
B.Review the project charter.
C.Conduct a brainstorming session with the project team.
D.Review the organization chart.

Answer 35

Solution: A. Review lessons learned from previous projects.
The project manager should review the lessons learned from previous projects which can help in identifying stakeholders who have been involved in similar projects and who may have a vested interest in the current project.
The other answer choices are incorrect. The project charter does not specifically mention stakeholders; the project team may not have a complete understanding of the project’s scope and objectives; and not all stakeholders are included in the organization chart.
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 36

Question
A project team has been tasked to build a new product. The team builds the demo first and add features to the initial product. This is an example of what technical practice?
A.Test-Driven Development (TDD)
B.Continuous Delivery
C.Behavior-Driven Development
D.Spikes

Answer 36

Solution: B. Continuous Delivery
Continous delivery technique allow the team to create a demo and continously make improvements until the product is complete and the client is satisfied.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Agile for Project Managers, Chapter 4 Agile Tools/ [Item]
| The Agile Practice Guide (No Date) PMI/PMI//56 [Item]

Question 37

Question
A project team is faced with deciding on the next steps to take in order to address recently identified tasks schedule delays. The project manager expects team members to make the appropriate decisions for their respectively assigned tasks and proceed to implement them.
Which type of leadership style is the project manager using in this instance?
A.Democratic
B.Autocratic
C.Free rein
D.Smoothing

Answer 37

Solution: C. Free rein
laissez -faire leadership style leaves the decision up to everyone as in this scenario. Free-rein leadership style is also called as laissez -faire leadership style
Democratic - This project manager draws on the team members’ knowledge and skills and is able to create a group commitment to common goals.
Smoothing - resource smoothing is defined as a technique that adjusts the activities of a schedule model so that all requirements for the resources do not go beyond the resource limits already pre-defined during the planning
Autocratic management strictly means the manager makes all the decisions, without involving the team members.
This question and rationale were developed in reference to:
PMI.org (2014) //Banister-Hazama, D. & Hazama, C. (2014). Culture Is As Culture Does: The Impact of Corporate Culture on Portfolio, Program, and Project Management. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute// [Item]

Question 38

Question
A project team just completed an environmental scan and have uncovered a lot of related hindrances that could potentially affect the project delivery negatively. The project manager is working with the team to understand the details of each identified hindrance and how the hindrances relate to each other, in order to understand the overall complexity of the project. This will enable the team to arrive at a plan that addresses the challenges identified.
Which of the following techniques has the project manager used in this instance?
A.Pareto analysis
B.Critical analysis
C.Systems thinking
D.Total quality management

Answer 38

Solution: C. Systems thinking
The Project manager by looking at the connections between the different hindrances to have a full understanding of the picture used system thinking
Total quality management (TQM) is the continual process of detecting and reducing or eliminating errors in manufacturing, streamlining supply chain management, improving the customer experience, and ensuring that employees are up to speed with training.
The Pareto Principle states that 80 percent of a project’s benefit comes from 20 percent of the work. Or, conversely, that 80 percent of problems can be traced back to 20 percent of causes. Pareto Analysis identifies the problem areas or tasks that will have the biggest payoff.
This question and rationale were developed in reference to:
PMI.org (2008) //Schneider, R. A. (2008). Managing projects in complex business environments: the contribution of systems thinking. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Warsaw, Poland. Newtown Square, PA: Project Management Institute.// [Item]

Question 39

Question
In two months, there will be a delivery of project machines from a factory. The project team is in the process of performing a follow-up meeting to review the commitments and dependencies regarding these machines.
Which actions should the project team take to ensure that the deliveries are properly performed by the factory? (Choose 2).
A.Ensure that they track and monitor all dependencies and report at regular intervals.
B.Send an email to the research and development factory one week before delivery.
C.Specify exactly when a dependency is required and for how long this requirement holds.
D.Schedule a meeting with the factory regarding how the machine is going to be manufactured.
E.Talk to the factory employees to ascertain if they are qualified to build the machines.

Answer 39

Solution: A and C. Ensure that they track and monitor all dependencies and report at regular intervals and Specify exactly when a dependency is required and for how long this requirement holds
Review and update your dependencies list throughout the project.
This question and rationale were developed in reference to:
Effective PM: Trad, Agile, Extreme (2015) Robert K. Wysocki/Wiley// [Item Suppose the client would like to have three releases of the product or service. One way to approach the partitioning would be to look at the longest dependency path and allocate that path to the three increments. The longest dependency path is the one that begins with F3. Here are some possible alternatives for allocating that longest path:https://learning.oreilly.com/library/view/effective-project-management/9781119562801/c15.xhtml]
| https://snippets.pmi.org/snippet/5-steps-to-manage-project-dependencies/ [Item]