Missed Questions

Question 1

A problem occurs during the project execution. It is not a big problem, but it does bother some of the stakeholders. The project manager requests that it be added to the issue log. What would be the reason for this?

A. The issue log serves as a place to document problems that occur and to track their resolution.
B. The issue log will be reviewed by the risk team at its next meeting to develop a contingency plan.
C. The issue log will be submitted to the change control board for a change approval.
D. The issue log serves as a place to document the unidentified risks.

Answer 1

A. The issue log serves as a place to document problems that occur and to track their resolution.

Question 2

Which of the following statements best describes the stakeholder engagement assessment matrix?

A. It describes the level of involvement of each stakeholder.
B. It describes the past performance of each stakeholder.
C. It compares the current and desired levels of engagement of each stakeholder.
D. It compares the current and desired levels of engagement for the project team members.

Answer 2

C. It compares the current and desired levels of engagement of each stakeholder.

Question 3

A team member asks where to find a set of building codes. Which type of knowledge is this?

A. Implicit
B. Explicit
C. Tacit
D. General

Answer 3

B. Explicit

Question 4

What is the role of a configuration management system?

A. Track change requests
B. Prioritize the product backlog
C. Control versioning of all components
D. Define roles and responsibilities

Answer 4

C. Control versioning of all components

Question 5

What does configuration management address?

A. Activities such as keeping track of all the changes the customer makes to the product plans
B. The way in which the product is configured for use to satisfy the end users and how that develops as it is being built
C. Documentation of the management of configuring the product for use and how changes to the product will be incorporated into the overall project plan.
D. Activities such as how version control of project documents and changes to the product will be initiated, analyzed, and traced

Answer 5

D. Activities such as how version control of project documents and changes to the product will be initiated, analyzed, and traced

Question 6

Which of the following statements about issues is correct?

A. Stakeholders use the issue log to manage an issue.
B. An issue should be assigned to one person to resolve.
C. There must be no open issues when the project is closed.
D. Only issues that are behind schedule need to be discussed during project
status meetings.

Answer 6

B. An issue should be assigned to one person to resolve.

Question 7

When does a risk become an issue?

A. The project manager judges the risk to be significant enough that it is stipulated to be an issue
B. The risk has a high probability of happening in the immediate future.
C. The risk has occurred.
D. The risk owner escalates the risk to an issue.

Answer 7

C. The risk has occurred.

Question 8

Which two of the following will the project manager need to ensure before effective training can take place? (Choose two.)

A. Training is successfully resourced and scheduled.
B. The final project sign-off has been received.
C. Reminders should be sent to confirm the trainees’ participation.
D. Billing for the training should have taken place.

Answer 8

A. Training is successfully resourced and scheduled.
C. Reminders should be sent to confirm the trainees’ participation.

Question 9

Rough order of magnitude?

Answer 9

-25% to +75%

Question 10

Budget estimate?

Answer 10

-10% to +25%

Question 11

Definitive estimate?

Answer 11

-5% to +10%

Question 12

In what document would the project manager and the team document all project deliverables, acceptance criteria, and exclusions?

a. The resources requirements
b. The WBS
c. The project scope statement
d. The agreement

Answer 12

The project scope statement

Explanation: The project scope statement, created during the process Define Scope, contains information such as the product scope description, deliverables, acceptance criteria, and assumptions.

Question 13

A project manager wants to know if there is a good combination of T-shaped skills in the agile team.

What can the project manager measure to determine this?

a. Less internal knowledge sharing
b. Decrease in detected defects
c, Reduction in reassigned tasks
d. More collaboration with SMEs
.

Answer 13

Reduction in reassigned tasks

Explanation: When teams include several T-shaped members, there is less hand-off of tasks because members can collaborate to complete the work. The distractors describe conditions in I-shaped teams: higher focus on defects, shared skillsets where knowledge sharing is not effective and a need for more external expertise on areas out of the specialization.

Question 14

Three months into the project, the project manager finds that current knowledge, skills, and attitudes of project stakeholders are far less than the needed knowledge, skills, and attitudes. What tool or technique did the project manager likely overlook or inadequately perform earlier in the project?

A. Training gap analysis
B. Communications requirement analysis
C. Multicriteria decision analysis
D. Leason’s Learned analysis

Answer 14

Training gap analysis

Explanation: A training gap analysis examines current versus desired (or required) knowledge, skills, and attitudes. This forms the foundation for training plans, as well as other decisions such as recruitment and hiring contractors.

Question 15

During a kick-off, the Project Manager provided training for the entire team regarding the specifics of the company operations that the project supports. A year later, project productivity is suffering because members who were added later in the project do not have the same level of understanding. How should the Project Manager respond to this challenge?

A. Ask current team members to provide training and support, and hold a second kick-off meeting for new team members.

B. Tell the newer team members to ask for help from the long-term members when they run into things they do not understand.

C. Recognize that this is a natural project progression, and revise the schedule to allow for the slight decrease in productivity.

D. Add new members who have the relevant experience, reassign the newer team members, and log turnover issues in the lessons learned register.

Answer 15

Ask current team members to provide training and support, and hold a second kick-off meeting for new team members.

Explanation: It is the PM’s responsibility to make sure that the new members are adequately trained. This approach provides that training.

Question 16

Multiple new members are added to an ongoing project. Although all original team members received basic training on the specifics of the business operation that the project supports, the new members do not have the same basic understanding. This lack of understanding results in decreased productivity. How should the project manager respond to this issue?

A. Revise the team, so that the newer resources are moved to other projects and resources with relevant experience are added, then log lessons learned.

B. Assure all new team members that they should feel comfortable asking for help from both the long-term members and project manager.

C. Recognize that this is a common occurrence when teams experience change, and revise the schedule to allow for the slight decrease in productivity.

D. Ask the original team members to provide support and training, and schedule a second kick-off meeting for new team members.

Answer 16

Ask the original team members to provide support and training, and schedule a second kick-off meeting for new team members.

Explanation: It is the PM’s responsibility to make sure that the new members are adequately trained. This approach provides that training.

Question 17

An agile team member has an extremely varied skill set and performs their work well on projects. This team member has been allocated to many different roles during their work history at the company. For this reason, the team member states that he feels like he is put on projects randomly, he is not getting anywhere, and the company does not value his work. What should the team lead do?
A. Urge the team member to get as many certifications as possible.

B. Reassure the team member about their value as a T-shaped team member.

C. Coach the team member and help them to find a suitable mentor for career development.

D. Encourage the team member to become more emotionally intelligent.

Answer 17

Coach the team member and help them to find a suitable mentor for career development.

Explanation: The team member’s perception of their professional value is flawed. This is a T-shaped team member, or a generalizing specialist, which is the ideal kind of project team member. They need to be coached so that they understand this and should be encouraged to find a mentor who can help them add professional value to their career. All other options are valid ways of increasing our professional value, but in this case, the problem is that the team member misunderstands how valuable they already are.

Question 18

User testing on the last product release revealed low user interest in certain features that required a significant effort to develop. The team feels demoralized, and they want to make sure their future efforts are worthwhile. Success in the next iteration is critical as the competitor product is gaining market share. How should the team respond?
A. Team lead can arrange a training session for everyone to learn about the benefits of a growth mindset.

B.Team can brainstorm how to better understand the product vision.

C. Team lead can perform stakeholder analysis to find subject matter experts (SMEs) who can guide the backlog value ranking process.

D. Scrum master can coach the product owner on prioritizing the desired end-user features and engaging stakeholders.

Answer 18

Scrum master can coach the product owner on prioritizing the desired end-user features and engaging stakeholders.

Explanation: The product was released without sufficient user input or prioritization to ensure it has appeal and delivers business value. SME input (for example from marketing or market researchers) can help with ranking the features appropriately, but the deficiency points to the product manager. The person in this role needs to understand how to work with stakeholders in a more effective way so that the team is spending time and effort developing features that are relevant and represent value.

Question 19

Question 16:Submit a Comment
An agile approach meets the needs of the next phase in a team’s project. As the team discusses the phase it becomes clear that some team members have not received appropriate training in the agile model. How should the Project Manager respond to this issue?

A.Identify and provide the most cost-effective agile training for team members.

B. Use available funds in the contingency reserve to guarantee training all team members.

C. File a change request that includes the agile training that members lack.

D. Train team members on main agile topics by hosting training sessions.

Answer 19

Identify and provide the most cost-effective agile training for team members.

Explanation: Providing training to project team members can result in added skills that can be useful for future phases or projects. Training lessons and related costs could be evaluated to be included in the resource management and cost management plans.

Question 20

A team decides that an agile approach fits the needs of the next phase in their project. Unfortunately, there are team members who have not had the appropriate agile training. How should the project manager respond to the lack of agile training?

A.Ensure the project’s contingency reserve can cover agile training for all team members.

B. Identify and implement the most cost-effective agile training for the team members.

C. Include agile training for these team members without a change request.

D. Create virtual training sessions for key team members, covering the main agile topics.

Answer 20

Identify and implement the most cost-effective agile training for the team members.

Explanation: Training for project team members can result in added skills that could be useful for future phases or projects. The Project Manager should identify and implement Agile training for team members. Training lessons and related costs should be evaluated and included in the resource management plan, and cost and schedule baselines.

Question 21

A team under the Project Manager has been efficiently delivering expected results in an environment where schedule and scope are fixed. Now, there is an increased demand for new skills due to changes in the market. What can the Project Manager do to meet this new demand?
A.Change the distribution of partially dedicated resources with the needed skills.

B. Hire a third-party vendor who can provide resources with the needed skills.

C. Meet the new demand by upgrading the existing team members’ skills.

D. Meet the new demand by adding new resources with the required skills.

Answer 21

Meet the new demand by adding new resources with the required skills.

Explanation: Developing the team is very important, however in a situation where time is limited, the most efficient option is expanding the team to include skilled resources.

Question 22

You are partnering with other leaders in your organization to review and challenge some of the lengthy processes that create bottlenecks and are blocking the organization’s agility. You are:

A. Trying to help the organization optimize the change control processes
B. A servant leader, trying to remove organizational impediments
C. A servant leader, trying to remove project blockers
D. A project manager doing your job

Answer 22

B. A servant leader, trying to remove organizational impediments

Question 23

You are the project manager on a project to develop software to provide translations between French and Spanish. The communication problems you are having with some team members have created conflicts, and the team motivation is low. Other problems are not being solved, and the vision and strategy have become blurred. You need to take action to influence the organization to get things done. You need to improve in:

A. The combination of defining and solving problems
B. The management of interpersonal relationships
C. Management specialization, particularly new product development of language translations
D. General management knowledge and skills

Answer 23

B. The management of interpersonal relationships

Question 24

Conflict is inevitable in a project environment. Which of the following statements is FALSE?

A. Conflict resolution should focus on the present and not the past.
B. Conflict is a team issue.
C. Conflict resolution should focus on the personalities not the issues.
D. Openness resolves conflict.

Answer 24

C. Conflict resolution should focus on the personalities not the issues.

Question 25

KPls are used to help us determine how:

A. Can we fix defects
B. Are we performing
C. Do we compare to other teams
D. Are we aligned to the rest of the organization

Answer 25

B. Are we performing

Question 26

Mentoring benefits the team, the project and ultimately the entire organization. You should be mentoring:

A. The project sponsor
B. Only your project team members
C. Your contractors and subcontractors
D. Your team members and other relevant stakeholders

Answer 26

D. Your team members and other relevant stakeholders

Question 27

A virtual project team has been working together for a month. During this time, they have bonded a little, and then at an in-person team-building day, they finally meet each other. At this meeting, the team decides they would like to make a change to the weekly status meeting ground rules and include a little time for socializing. They think it will help to ease the feelings of isolation many of them express. The current team charter states that status team meetings are to be used for work purposes only.

What should the project manager do first?

A. Poll team members to measure support for changing the ground rules.
B. Allow the team to schedule a separate meeting during work hours for socializing.
C. Schedule another collocated team-building event soon.
D. Change the ground rules to allow socializing during the first 10 minutes only of weekly status meetings.

Answer 27

A. Poll team members to measure support for changing the ground rules.

Feedback
For a change to the ground rules, the team’s consensus is key. All of the other choices are definitely possible but will impact the project negatively. A separate meeting would risk taking team focus away during working hours; changing the ground rules and limiting it would seem autocratic; another team-building event would be costly in time and money.

Question 28

Your team would like to visualize their workflow and limit the work they perform at any point in time, so they don’t overload themselves. They decide to not take on more work than they can handle. They should consider using:

A. A Gantt chart
B. A Team charter
C. Matrix diagrams
D. A Kanban board 

Answer 28

D. A Kanban board

Question 29

A product development team composed of one product owner and several global team members, all working virtually, has several projects in progress. A team member finishes a project and, in an attempt to help the team, they execute a product launch and closes a project on their own, without notifying the product owner or any other team member. After closure, the team member emails the whole team a list of lessons learned and quality improvements to be implemented across the portfolio.

Which two actions should the project team take to improve team communication? (Choose 2)

A. Archive the project artifacts and update the lessons learned register.
B. Revisit the correct project process roles and responsibilities at the next retrospective.
C. Congratulate and thank the team member for their hard work.
D. Update the quality policy and project management plan.
E. Examine the project team-building or team-formation framework.

Answer 29

B. Revisit the correct project process roles and responsibilities at the next retrospective.

E. Examine the project team-building or team-formation framework.

Feedback
The team member has acted to close a project without the team. While the team member might have had the best of intentions or produced a positive outcome, their way of working is out of scope for healthy project team communication. Team members should not act alone, without the product owner, to close a project. Although virtual teams can suffer from poor communication, the problem here could also be a weak sense of team identity or a team member who does not have the correct training or know the team’s way of working. The team member might have even ignored the team’s way of working for professional advancement or in the genuine best interest of the project. Whatever the case, this team is disunified and it needs to be reunified. Revisit the correct project process roles and responsibilities at the next retrospective and examine how well this team’s framework is working to make necessary changes.

Question 30

A team member has reported a project manager to HR for shouting during meetings. Other team members validate the complaint, but when the PMO asked the project manager about this, their answer was they were only trying to motivate the team.

What is the problem here?

A. The team charter lacks details about polite conduct.
B. The project manager is unqualified.
C. The team members are too sensitive.
D. The project manager needs to be a servant leader.

Answer 30

D. The project manager needs to be a servant leader.

Feedback
There could be many reasons for this conflict on the team, but project professionals, as part of their roles as leaders, must exercise appropriate interpersonal skills as servant leaders. Some teams and situations are extremely sensitive; project managers should be able to adapt to lead any kind of team or personality. Clearly, the project manager understands the need to motivate the team, but the question is how to do this in the right way. This is the opportunity presented by servant leadership, to understand how to effectively lead this team by example. Clearly, the team members are indicating their dissatisfaction with the project manager’s current method. Team charters cannot contain detail about every type of communication and expectation on a team.

Question 31

You are involved in a negotiation session and are trying to get a “Win-Win” solution, you are:

A. Collaborating
B. Accommodating
C. Positioning
D. Compromising

Answer 31

D. Compromising

Question 32

You are creating a vision for your project, defining an end state that should help the team concentrate on achieving the project objectives. You are creating description of: (Choose three.)

A. Return on investment
B. Product solution
C. Key features
D. Business case
E. Differentiators from competing products

Answer 32

B. Product solution
C. Key features
E. Differentiators from competing products

Question 33

You are a member of a project team that is beginning to address project work, technical decisions and the project management approach for your project. What stage of team development best describes where your team currently is?

A. Forming
B. Performing
C. Storming
D. Norming

Answer 33

C. Storming

Question 34

Virtual teams are becoming the norm in so many projects. Usually they require more time and resources for communication, and they present many opportunities for the project team. Such opportunities include: (Choose two.)

A. Including people with limited mobility
B. Less communication
C. Tight matrix
D. Adding expertise to the project team

Answer 34

A. Including people with limited mobility
D. Adding expertise to the project team

Question 35

You are in a sprint review, you are demonstrating:

A. only “tested” products
B. Only “developed” products
C. Only “done” products
D. All the products worked on during the sprint

Answer 35

C. Only “done” products

Question 36

Your team assessed some stakeholders as low interest and high influence, what should you

A. Keep them informed
B. Nothing
C. Manage them closely
D. Keep them satisfied

Answer 36

D. Keep them satisfied

Question 37

You are the project manager of the KMH Project. This project is slated to last eight years. You have just calculated EVM and have a CV of –$3500, which is outside of the acceptable thresholds for your project. What type of report is needed for management?

A. Progress report
B. Forecast report
C. Exception report
D. Trends report

Answer 37

An exception report is typically completed when variances exceed a given limit.

Question 38

Your project is slated to last three years and will include stakeholders from four countries. In this project, you’ll rely on teleconferencing and web collaboration software to reduce the travel costs throughout the project life cycle. Based on this information, which one of the following is a factor that may affect project communication?

1. Communication management
2. Management by walking around
3. The project length
4. Variance analysis reporting

Answer 38

The project duration is the only factor that may affect project communication. Project communication is always needed, but longer, larger projects will require more communications than shorter, smaller scoped projects.

Question 39

Sam is the project manager of the AZA Project for your company, and he is required to use earned value management in the project. Management has created performance targets for CPI and SPI based on the project team’s overall performance in the project. Sam must follow the enterprise environmental factors for reporting all components of EVM. Which one of the following is an output from performance reporting?

A. Trend analysis
B. EVM
C. Variance analysis
D. Change requests

Answer 39

Of all the answers, a change request is the only acceptable answer. Incidentally, there are two outputs of performance reporting: change requests and performance reports.

Question 40

Betty is the project manager for her organization and she’s currently managing the HGF Project. Her project has 45 stakeholders in two different time zones. According to the communications model, which one of the following means that communications occur when Betty communicates with the project team?

1. The transfer of Knowledge
2. The outputting of knowledge
3. The presence of knowledge
4. the transmission of knowledge

Answer 40

The transfer of Knowledge - Communication happens when knowledge/information has been transferred from one person to another.

Question 41

The initial draft of a project management plan is completed.

The project manager plans to show the draft to stakeholders who are located around the globe for approval. The project manager has limited time to gain approval, and the project management plan is lengthy.

The project manager needs to ensure that the review of the plan is completed on time.

Which action should the project manager take?

1. Send the plan for the stakeholders to review, and then meet with the all of them in a joint meeting to discuss it.
2. Have each stakeholder review the plan individually, adding their comments, and then update the document accordingly.
3. Ask select stakeholders to review particular sections of the plan based on their areas of expertise.
4. Organize individual meetings with only the key stakeholders to walk them through the plan.

Answer 41

Send the plan for the stakeholders to review, and then meet with the all of them in a joint meeting to discuss it.

Explanation:By sending the project management plan to the attendees in advance, the PM can insure that the meeting is most productive.

PMBOK® Guide Sixth Edition (2018), 3. The Role of the Project manager / 3.4.4.3 Politics, Power, and Getting Things Done, pp62-63

Question 42

The project management team is creating the communications management plan. This document lists the information that will be communicated in regards to the project. What is the least likely type of information that would be found in this document for each type of communication? [Pick Two]

1. The impact on stakeholder commitment or involvement
   2.The reason
   3.How (e.g., format media) it will be communicated
2. How often it will be communicated
3. The audit process for each communication

Answer 42

The impact on stakeholder commitment or involvement
Explanation:This type of information would more likely be found in the stakeholder engagement plan.

The audit process for each communication
Explanation:A “communications audit” is not a concept listed in the PMBOK®, though realistically this might add value on projects where communications are ineffective.

Question 43

After a project delay, the project manager determines that a change is needed to the product deliverables in order to ensure quality. The project manager takes the following steps:

1. A formal change request is issued.
2. The project manager communicates the change to all stakeholders.
3. The project manager receives feedback that the communications approach did not meet stakeholder expectations.

What should the project manager do next?

1. Use the communications management and stakeholder engagement plans.
2. Refer to the communications management plan and issue a status report.
3. Ensure stakeholders’ expectations are included in the project management plan by issuing a change request.
4. Hold a meeting with the project sponsor to better understand stakeholders’ expectations.

Answer 43

Use the communications management and stakeholder engagement plans.

Explanation: These two plans help establish how communication will be managed and how the stakeholders will be engaged.

Question 44

What is the overriding goal of project communications management?

1.To provide the information needed by the customer(s) to ensure their continued support
2. To provide the information needed by the project manager to complete the project successfully
3. To provide only the information needed by stakeholders to accomplish the goals of the project and the organization
4. To provide the information needed by the sponsor to ensure the investment of funds is used properly

Answer 44

To provide only the information needed by stakeholders to accomplish the goals of the project and the organization

Question 45

A Project Manager has the following situation:

-A very long project management plan is drafted.
-Stakeholders on the project are spread across three continents.
-The Project Manager needs the stakeholders to approve the plan in as short of time as possible.

What is an appropriate course of action for the Project Manager to take?
1. Send the plan to each stakeholder individually.
2. Ask them to add their comments and return it for updating.

1. Schedule individual meetings.
2. Invite only the key stakeholders and walk them through the plan.
3. Divide the plan into sections.
4. Based on their areas of expertise, ask select stakeholders to review particular portions.
5. Arrange a meeting with all stakeholders.
6. Have the stakeholders review the plan before the meeting.

Answer 45

1. Arrange a meeting with all stakeholders.
2. Have the stakeholders review the plan before the meeting.

Explanation: The PM should arrange a meeting that works well with most, if not all stakeholders, because of the time changes. Then, send the plan to all stakeholders and request they review it in its entirety before the meeting and to come prepared to ask question, if needed. This option will require the least follow up discussions.

Question 46

The product owner needs a more precise view of actual time spent on tasks in order to apply more accurate business value estimates in the product backlog.

How should the project manager propose to address the problem?

1. Halve the iteration length to one week to increase precision of time usage calculations
2. Train the team on using ideal hour units and work with them to estimate the backlog
3. Explain that flexible estimating units enable agile to accelerate delivery of business value
4. Replan the remainder of the project to use flow-based agile and standard hourly scheduling

Answer 46

Train the team on using ideal hour units and work with them to estimate the backlog

Explanation: Distractors are either bad practice in agile (hourly scheduling, and increment shortened for procedural reasons), or uncompromising with the sponsor (explanation).

Question 47

A governmental agency becomes a key stakeholder on a complex project due to regulatory changes. In light of the change, the Project Manager needs to develop an understanding of this new stakeholder and identify any new high-level risks that may result from the change.

Which two options should the Project Manager use? [Pick Two]

1. Update the assumption log.
2. Schedule meetings with the new stakeholders.
3. Share the benefits management plan with the new stakeholders.
4. Revise the stakeholder engagement plan.

Answer 47

Revise the stakeholder engagement plan.

Explanation: Meetings are used to develop an understanding of project stakeholders. Since there is a new stakeholder on the project, the stakeholder engagement plan should be reviewed and revised to include them.

Question 48

Which of the following reasons is least likely to cause the project manager to postpone or cancel a regularly scheduled project meeting?

1. Key information for the meeting is unavailable, as the system that generates the information has crashed, and there will not be enough time to restore it.
2. After closely examining the agenda template created by the organization, it seems apparent that it will not make good use of people’s time. There isn’t sufficient time to revise the agenda.
3. The customer would like to visit the job site to view the progress.
4. The technical lead is expected to provide critical input to the meeting, but this person is ill and cannot attend.

Answer 48

The customer would like to visit the job site to view the progress.

Explanation: The project manager should manage the expectations of the customer and schedule the site visit at a different time that works for the customer, but doesn’t interfere with scheduled meeting times.

Question 49

Which of the following is most accurate related to the concept of black-out times? [Pick Two]

1. Both traditional and agile projects commonly require black-out times when transferring a completed product into the live environment.
2. Black-out times are times represent events such as organization holidays when no one is working.
3. Black-out times typically happen more on traditional projects than agile projects.
4. Traditional (plan-driven; predictive) projects do not require black-out times.
5. Black-out times reduce risks to the live environment and the users who rely on the integrity of the live environment systems.

Answer 49

Both traditional and agile projects commonly require black-out times when transferring a completed product into the live environment.

Explanation: This is correct, as stated. Black-out times reduce risks to the live environment and the users who rely on the integrity of the live environment systems.

Black-out times reduce risks to the live environment and the users who rely on the integrity of the live environment systems.

Explanation: This is correct, as stated. Black-out times refer to the times when a product or service is transferred to the live environment. Generally, no changes to the live environment are allowed during black-out times.

Question 50

An external Service Level Agreement (SLA) was created and signed by both the service provider and the customer. After two months of receiving services, the customer is very dissatisfied. The service provider demonstrates that they have complied with all SLA metrics, such as the availability, speed, security, and continuity. What is the most likely cause for this dissatisfaction? [Pick Two]

1. The SLA was negotiated by the business owner, as opposed to key users.
2. The SLA did not include or describe business metrics.
3. The SLA was negotiated by the key users, as opposed to business owner.
4. Legal (procurement) was not involved in the crafting of the contract.
5. The SLA did not include or describe desired functional performance.

Answer 50

The SLA did not include or describe business metrics.

Explanation: Availability, speed, security, and continuity are all important examples of service warranty (fit for use). However, there is no mention of any business-related metrics, such as number of (important) transactions.

The SLA did not include or describe desired functional performance.

Explanation: Availability, speed, security, and continuity are all important examples of service warranty (fit for use). Functional performance, also referred to as service utility or fit for purpose, focus on desired outcomes, such as enabling employees to process invoices, access and print specific reports, and respond to customer inquiries.