Missed Questions 4

Question 1

You are the project manager for your organization, and you’ve contracted two organizations to complete parts of the project. The project requires that these two different companies work together on parts of the project. One of the vendors will need to install network cables throughout a building, while the other company is responsible for connecting the networking cables to a central patch panel and to the individual networking receptacles. The vendors disagree about how the work should take place. What’s the best approach to manage this scenario?

Answer 1

Vendors are stakeholders in the project, and the project manager must utilize conflict resolution to find the best solution for the project. Although the project contracts may already define the order of the work and the terms of the agreement, the project manager should meet with the vendors to come to an agreeable approach for all parties to work together and for the project to move forward smoothly.

Question 2

You are a project manager for your organization. Your project is to install several devices for one of your company’s clients. The client has requested that you complete a few small tasks that are not in the project scope. To maintain the relationship with the client, you oblige her request and complete the work without informing your company. This is an example of which of the following?

1. Effective expert judgment
2. A violation of ethics
3. Contract change control
4. Integrated change control

Answer 2

A violation of ethics

When the project manager completes activities outside of the contract and does not inform the performing organization, it is essentially the same as stealing. The PMP must be held accountable for all the time invested in a project.

Question 3

You are the project manager for an information technology project. It has come to your attention that a technical problem has stopped the project work. How should you proceed?

1. Measure the project performance to date and account for the cost of the technical problem
2. Rebaseline the project performance to account for the technical problem
3. Work with the project team to develop alternative solutions to the technical problem
4. Outsource the technical problem to a vendor

Answer 3

Work with the project team to develop alternative solutions to the technical problem

When problems arise that stop project tasks, the project manager should work with the team to uncover viable alternative solutions

Question 4

You’re the project manager for a new project that utilizes on-demand scheduling. It uses a backlog of requirements, and as resources become available in the project, the next requirement is launched. This pull-based approach to scheduling is used with what type of system?

1. On-dmeand
2. Iterative
3. Kanban
4. Accommodate

Answer 4

Kanban

Kanban is Japanese for visual sign or card — as a “signboard” is used to show what’s being worked on, how many requirements are completed, and how many requirements remain to be worked on.

Question 5

Kanban is Japanese for visual sign or card — as a “signboard” is used to show what’s being worked on, how many requirements are completed, and how many requirements remain to be worked on. Which project management life cycle is most likely to use a Kanban board?

1. Predictive life cycle
2. Adaptive life cycle
3. Pan -driven life cycle
4. Hybrid life cycle

Answer 5

Adaptive life cycle

Change-driven life cycles are also known as agile or adaptive cycles and are most likely to use a Kanban board.

Question 6

As a new project manager, you’re working to increase your knowledge of agile environments to diversify your portfolio. Agile includes all of the frameworks and methods below, except for which?

1. Scrum
2. Backlog management
3. Feature-Drive Development (FDD0
4. eXtreme Programming (XP)

Answer 6

Backlong management

Agile approaches and agile methods are umbrella terms that cover a variety of frameworks and methods including Kanban, Scrum, eXtreme Programming (XP), Feature-Drive Development (FDD), Dynamic Systems Development Method (DSDM), Agile Unified Process (AUP), and Crystal versions.

While backlog management is a crucial part of Agile methodologies, it is not a framework or method in itself. It is a practice used within frameworks like Scrum, Feature-Driven Development (FDD), and eXtreme Programming (XP). The other three options - Scrum, Feature-Driven Development (FDD), and eXtreme Programming (XP) - are all specific Agile frameworks or methods. So, they are included in Agile environments.

Question 7

For your newest project, a stakeholder is requesting to see progress in increments. What methodology manages projects in smaller portions of work that can be assigned and finished in a short period of time?

1. Waterfall
2. Lean
3. Iterative
4. Agile

Answer 7

Agile

Agile project management is a way to manage projects in incremental portions of work that can be managed and completed within a short period of time.

Question 8

As a project manager, you know a lot can change during a project. In the Agile Triangle of Constraints, what are the three points?

1. Time, cost, and scope
2. Time, ROI and project team
3. Cost, scope, and ROI
4. Scope, budget, and deadline

Answer 8

Time, cost, and scope

Agile’s Inverted Triangle Model includes time, cost, and scope.

Question 9

You’re a seasoned project manager, but your background is in traditional project management. You’re leading a project in an agile environment. In this environment, which part of the Triangle Model is considered to be a variable?

1. Time
2. Cost
3. Scope
4. Team

Answer 9

Scope

Agile’s Inverted Triangle Model turns the triple constraints upside down. Instead of viewing the scope as fixed at the start, Agile sets time (iterations) and cost (team members) as fixed, and the scope is adjusted to focus on the highest priorities. Agile is built with the expectation that scope will evolve as the project continues.

Question 10

You’re a member of a project team that’s currently working on a new smartphone app. As a member of a project team in an agile environment, you must do all of the following, except:

1. Coach others
2. See the value of the agile approach
3. Experience the benefits that agile provides
4. Have quick victories

Answer 10

Coach others

Agile team members must see the value of the agile approach, experience the benefits that agile provides, and have quick victories.

Question 11

Blanche has managed projects for more than seven years and has mostly used the waterfall method. She recently took a job for a company that builds pieces for smartphones, and she started studying the Agile method that’s largely used by the company. She begins by focusing on Agile principles. What is the formalized document called that identifies the principles of the Agile approach?

1. Agile principles
2. Agile charter
3. Agile manifesto
4. Book of Agile

Answer 11

Agile manifesto

The Agile Manifesto identifies 12 principles that describe the Agile approach. It came about through a group of software developers who came together in 2001 to formalize the Agile approach.

Question 12

A project owner repeatedly complains, saying that a function developed by the development team does not seem to align with the original design.

What will help to solve this issue?

1. Ask the development team to rewrite the function so that it matches with the project scope.
2. Ask the product owner to sit in on the next iteration review meeting to learn more about the development status for the product.
3. Invite the project owner to the next sprint/iteration review to discuss their concerns.
4. Ask the quality assurance team to identify any mismatches in functionality compared to the initial design.

Answer 12

Invite the project owner to the next sprint/iteration review to discuss their concerns.

Explanation: Iteration or sprint reviews (demos) are designed to show the project owner (customer) what the team has produced in that iteration/sprint. This is a perfect opportunity for the project owner to raise their concerns.

Question 13

After all planning is completed, the project manager, the project management team, and team members hold a meeting to ensure that all these individuals understand their responsibilities. What is the best description of this meeting?

1. A kickoff meeting
2. A roles and responsibilities meeting
3. A project planning meeting
4. A contract review

Answer 13

A kickoff meeting

Explanation: Kickoff meetings can be held just prior to executing the work (as in this case) to clarify roles and responsibilities or at the beginning of planning to orient the team to the overriding goals of the project so they can craft an accurate project management plan. Additionally, each project could merit additional kickoff meetings to inform and engage relevant stakeholders.

Question 14

During the initiation phase of a project, the project manager conducted a stakeholder analysis and documented all requirements. Still, some stakeholders are dissatisfied with project results because their expectations were unmet.

What should the project manager have done to prevent this?

1. Asked the project team to refer to the stakeholder engagement plan and respond accordingly.
2. Met with the sponsor periodically to ensure project alignment.
3. Captured the stakeholder’s varying expectations throughout the project’s life cycle.
4. Added this as a risk in the risk register.

Answer 14

Captured the stakeholder’s varying expectations throughout the project’s life cycle.

Explanation: By understanding and capturing stakeholder expectations, the project manager could have avoided this dissatisfaction.

Question 15

What is the least likely statement that would be found in a project charter? [Pick Two]

1. The following key departments will be reorganized: accounting, finance, and human resources. –
2. The critical path consists of the four activities, Collect Requirements, Design Solution, Create and Test Solution, and Deploy Solution.
3. $3,827,000 is the project budget based on the deliverables, detailed schedule, and expected inflation rates.
4. The project should save the organization $65,000 per month in reduced lease payments.
5. The project must be completed prior to the start of the next fiscal year.

Answer 15

The critical path consists of the four activities, Collect Requirements, Design Solution, Create and Test Solution, and Deploy Solution.

Explanation: At this stage, it’s very unlikely that this level of critical path detail would be established.

$3,827,000 is the project budget based on the deliverables, detailed schedule, and expected inflation rates.
Explanation: At this stage, it’s very unlikely that this level of detail would be established.

Question 16

A project manager in a luggage manufacturing company is asked to explore new business opportunities and deliver three proofs of concepts (POCs) to the executive team. Sales are declining rapidly and the company’s future is at risk. The 15 project team members are stakeholders from all over the organization, chosen for their independent thinking. They have very different points of view about which opportunities are best, and arguments are erupting openly and often.

Because of the varied points of view, the project manager adopts an agile approach to quickly build shared understanding about the work and find the best solutions to present to the executive team. Which two approaches should the project manager consider? [Pick Two]

1. Send a survey to the 15 stakeholders asking for new business ideas and concepts; share all the answers anonymously and then vote on the three best.
2. Prioritize the executive or senior stakeholders’ ideas; empower them as team leads of self-organizing agile teams that deliver POCs to the company incrementally.
3. Ask each stakeholder to create a vision statement and use an Extreme Programming (XP) metaphor to explain their best idea; all stakeholders vote for the three best and develop them as POCs.
4. Supervise the work but empower three agile teams of five people each to self-organize and ideate new business concepts as user stories to be reviewed at retrospectives and then developed iteratively.
5. Train stakeholders on how to create user stories and story map of their ideas to share these with the whole group and vote for the three best to create the POCs.

Answer 16

Supervise the work but empower three agile teams of five people each to self-organize and ideate new business concepts as user stories to be reviewed at retrospectives and then developed iteratively.

Explanation: Because a proof of concepts (POCs) demonstrates feasibility, that efficacy, in addition to time and democratic ideation, are important in this scenario. The two best options to meet all of these requirements are A and B. The story mapping technique is suitable for discovery work and for larger groups to organize and visualize the user stories and develop their work. Allowing each person to ideate and then vote on the three best is an effective way of listening to diverse points of view and making decisions. The other option that can work is empowering self-organizing agile teams—breaking the larger group into smaller ones that can handle conflict productively and work better. The last three options are less promising approaches. A survey is a useful tool for capturing diverse opinions, but this answer does not allow for conflict to produce ideas nor prove the ideas can work. Empowering the senior stakeholders is controversial because it prioritizes people based on their jobs. The stakeholders on this project have an equal voice, so it is unwise—and not agile—to create a hierarchy. The final option of using a vision statement and XP metaphor is a promising beginning, but the story mapping and adaptive development methods are better because they will include greater detail about the business ideas and be closer to a POC, which is the desired outcome.

Train stakeholders on how to create user stories and story map of their ideas to share these with the whole group and vote for the three best to create the POCs.

Explanation: Because a proof of concepts (POCs) demonstrates feasibility, that efficacy, in addition to time and democratic ideation, are important in this scenario. The two best options to meet all of these requirements are A and B. The story mapping technique is suitable for discovery work and for larger groups to organize and visualize the user stories and develop their work. Allowing each person to ideate and then vote on the three best is an effective way of listening to diverse points of view and making decisions. The other option that can work is empowering self-organizing agile teams—breaking the larger group into smaller ones that can handle conflict productively and work better. The last three options are less promising approaches. A survey is a useful tool for capturing diverse opinions, but this answer does not allow for conflict to produce ideas nor prove the ideas can work. Empowering the senior stakeholders is controversial because it prioritizes people based on their jobs. The stakeholders on this project have an equal voice, so it is unwise—and not agile—to create a hierarchy. The final option of using a vision statement and XP metaphor is a promising beginning, but the story mapping and adaptive development methods are better because they will include greater detail about the business ideas and be closer to a POC, which is the desired outcome.

Question 17

A newly assembled project team is holding a kickoff meeting over a weekend. About half of the project team already works together; the other team members are contractors.

The company already uses lean and agile approaches. However, during the meeting, the team members openly argued about everything—from project goals to the smallest details.

Which action will help the team to build a shared understanding?

1. The team lead should arrange the team and contractors in working pairs.
2. Nominate someone to the role of project manager and adopt a hierarchical team structure.
3. Ask the product owner to lead the session and explain to the team what to do.
4. Create breakout sessions and assign team members to specific work based on their expertise.

Answer 17

Ask the product owner to lead the session and explain to the team what to do.

Explanation: This team is in the storming phase, so arguments may be normal. However, they need to refocus and come together sooner rather than later. The team should collaborate, and at this stage the product owner is best qualified to offer some cohesion.

Question 18

A government is ready to announce a new tax on sugary products to fund a healthcare program. The team is working on the first set of goals to secure buy-in from the industry stakeholders and launch a strong public campaign to support the mandate.

In which three ways can the project build a shared understanding of the project goals with public stakeholders? [Pick Two]

1. Announce the tax along with an advertising campaign to educate the country and individuals about the benefit.
2. Create partnerships between the government and industry stakeholders so that the industry is prepared to support the change.
3. Inform industry stakeholders that noncompliant businesses will be penalized.
4. Launch a national survey program to anticipate how individuals and businesses will react.

Answer 18

Announce the tax along with an advertising campaign to educate the country and individuals about the benefit.

Explanation: Projects do NOT always bring popular changes. There are many ways to approach stakeholder buy-in to a controversial problem. Proving the value of the project incrementally is one, if you have the time. Explaining the benefits to the skeptical customer is an empathetic approach, which is also valid. And involving key stakeholders in the premise of the change and allowing them to share in its success is a third possibility. Because the change will be difficult for stakeholders, just listening or gathering data is NOT enough.

Create partnerships between the government and industry stakeholders so that the industry is prepared to support the change.

Explanation: Projects do NOT always bring popular changes. There are many ways to approach stakeholder buy-in to a controversial problem. Proving the value of the project incrementally is one, if you have the time. Explaining the benefits to the skeptical customer is an empathetic approach, which is also valid. And involving key stakeholders in the premise of the change and allowing them to share in its success is a third possibility. Because the change will be difficult for stakeholders, just listening or gathering data is NOT enough.

Question 19

A team misunderstood one product functionality documented in an earlier stage of the project. During the current iteration, the functionality has not yet been developed, but a business representative has mentioned the deficiency.

How should the Project Manager proceed?

1. The functionality was formally approved, so initiate the change management process.
2. Schedule a meeting to discuss and brainstorm the functionality with the project team and business representative.
3. Ensure that the issue is addressed by escalating it to the project sponsor, who should discuss it with the representative.
4. Continue with the current sprint, recognizing that the issue will be identified during the testing phase.

Answer 19

Schedule a meeting to discuss and brainstorm the functionality with the project team and business representative.

Explanation: As the functionality has not been built the project manager should facilitate building common understanding and empowering the team to evaluate the impact of a possible change, this way avoiding re-work.

PMBOK® Guide Sixth Edition (2018), 3. The Role of the Project Manager / 3.4.4 Leadership Skills
| The Agile Practice Guide (2017) 3 Life Cycle Selection / 3.1.10 - Hybrid life cycles as Fit-For-Purpose, p29

Question 20

The five-year project routinely experiences major changes that requires massive revisions in scope, schedule, cost, quality, and other factors. Seemingly, the changes are approved by different individuals with minimal consideration. Based on this pattern, the project will likely to experience these major inefficiencies and turns in the future. Which situation would best describe the root cause of this situation? [Pick Two]

1. The organization should have outsourced this project.
2. Lack of a project sponsor
3. The project should have used an agile approach.
4. Lack of a signed project charter
5. The industry is very chaotic.

Answer 20

Lack of a project sponsor

Explanation: Each project should have an assigned sponsor. This person provides funding, support, and guidance for the project. The sponsor should also consider each proposed change that would change the scope, schedule, cost, and overall purpose of the project.

Lack of a signed project charter

Explanation: The project charter contains high-level information such as business reason, requirements, scope, schedule, cost, and other factors. A formal, signed charter helps to minimize unproductive and unnecessary changes to the project.

Question 21

At the start of a project, stakeholders agreed to expedite approval of the project charter and project management plan to get the project started on time. But after the first sample batch is sent to the customer, a serious problem is discovered:

Customer: “Samples sent over for approval are inferior, with failure rate of 27%. . . thought we agreed 15% as maximum failure rate.”

The project manager checks the project management plan and discovers that “good quality” was noted as the acceptance criteria instead of the usual number range for failure rate. The other stakeholders are willing to approve the batch with a 20-25% failure rate, but the customer rejects this idea.

What should the project manager do, and which artifact should be updated?

1. Collaborate with all the stakeholders to agree on the quality standard and acceptance criteria, then update the quality policy for the project before continuing the work.
2. Update the project management plan with the required 15% failure rate and seek approval to deliver the goods incrementally, with some past the original due date.
3. Persuade the customer to accept the loss in quality in exchange for on-time delivery and update the issue log and lessons learned.
4. Resolve the quality problem, per the customer’s acceptance criteria and update the issue log and project management plan.

Answer 21

Resolve the quality problem, per the customer’s acceptance criteria and update the issue log and project management plan.

Explanation: Rushing to start this project with unclear documentation was clearly the cause of a misunderstanding. Misunderstandings must be resolved to fulfill project goals and successful project outcomes. This is especially true of a customer’s requirement! When a project has already started based on a misunderstanding, you need to think and act decisively while stewarding the project toward successful outcomes. Of these four choices, resolving the quality problem and updating the project management plan achieves these two goals in the best way. The product will meet the customer’s quality standard and the project management plan will reflect the work. Prioritizing on-time delivery to please the customer might seem to be a good idea at first, but if the goods do not meet the acceptance criteria, the company risks losing a customer and a good reputation.

Question 22

Which suggestion would likely cause the biggest problem for a project? (1) using both internal and client resources to reduce the project duration; (2) holding departmental meetings after regular business hours to reduce the project duration; (3) having multiple sponsors fund the project in case the project needs more money during executing; (4) securing a large line of credit from the local bank in advance in case the project needs more money during executing.

1. Having multiple sponsors fund the project
2. Holding departmental meetings after regular business hours to reduce the project
3. Using both internal and client resources to reduce the project
4. Securing a large line of credit from the local bank in advance

Answer 22

Having multiple sponsors fund the project

Explanation: The inevitable conflicting goals of these individuals would likely cause significant funding problems in the long run. This suggestion is higher level, and thus more significant than all the other options presented.

Question 23

The team is estimating story points. They decide to use the Fibonacci sequence to establish points. Which of the following options is the simplified (modified) Fibonacci sequence used in agile estimating?

1. 1,2, 3, 5, 8, 13, 20, 40, 100, infinity
2. 0, 1, 5, 10, 20, 40, 80, 160, 320
3. 0, 1, 2, 3, 4, 5, 8, 13, 21, 34
4. 0, 1, 2, 3, 5, 10, 20, 40, 80

Answer 23

1,2, 3, 5, 8, 13, 20, 40, 100, infinity

Explanation: This is the simplified version. There are two generally recognized “true” versions of the sequence: 0, 1, 1, 2, 3, 5, 8, 13, 21, 34, 55 (continued) and 1, 1, 2, 3, 5, 8, 13, 21, 34, 55 (continued). Note: other versions of simplified (modified versions exist. Some include 0 and 1/2 and exclude infinity, but the one shown in this question is listed specifically in the PMI Authorized PMP Exam Prep manual.

Question 24

All the following options are generally true regarding Kanban and Kanban charts except [Pick Two]

1. Kanban shows Work in Process (WIP), a key concept related to productivity.
2. Kanban shows Work in Process (WIP). Limiting WIP incorporates Just In Time (JIT) inventory best practices.
3. Kanban is often described as a “push-oriented process.”
4. On agile projects, Kanban charts should be displayed in a location where any authorized stakeholder can easily view it.
5. Kanban means, “Change for the better,” or “Improvement.”

Answer 24

Kanban is often described as a “push-oriented process.”

Explanation: Kanban is often described as a “pull-oriented process”. This means that completing a downstream task sends a signal upstream that work waiting to enter the next stage can move to that stage.

Kanban means, “Change for the better,” or “Improvement.”

Explanation: Kanban is usually translated as “Task Board,” “Sign Post,” or “Billboard.” “Change for the better” and “improvement” are the common interpretations of the word kaizen.

Question 25

Brad is a new Scrum Master for a prominent book publishing company. He’s preparing for his first project at the company. Which of the following is not a pre-sprint activity?

1. Creating the vision statement
2. Crating the product roadmap
3. Developing the resource management plan
4. Developing the product backlog

Answer 25

Developing the resource management plan

Pre-sprint activities include creating the vision statement, a product roadmap, stories, and the product backlog.

Question 26

As the Scrum Master working with a new team, you conduct Daily stand-ups. All of the following are true statements except for which one?

1. Daily stand-ups are a critical component of planning
2. Daily stand-ups last no more than 15 mins
   Daily stand-ups are used to uncover problems
3. Daily stand-ups are used to ensure work is progressing well

Answer 26

Daily stand-ups are a critical component of planning

The purpose of the daily stand-up meetings, one of three key meetings and used within Scrum, is not planning. Instead, daily stand-up meetings are used to uncover any obstacles to committed work and as a way to ensure that work is progressing smoothly.

Question 27

AJ is leading a project that’s being described as revolutionizing the mobile health tracking industry. He is preparing for a retrospective. Which of the following sequences depicts the correct order of events regarding the Sprint Retrospective?

1. Sprint Retrospective>Sprint Planning> Sprint Review
2. Sprint Planning> Sprint Review> Sprint Retrospective
3. Sprint Planning> Sprint Retrospective> Sprint Review
4. Sprint Review> Sprint Retrospective> Sprint Planning

Answer 27

Sprint Review> Sprint Retrospective> Sprint Planning

The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. Of the choices presented, Sprint Planning > Sprint Review > Sprint Retrospective is NOT the best choice, because there is daily work and the daily scrum between the Sprint Planning and the Sprint Review ceremonies.

Question 28

The development team is working on user stories. How many days does the team take (approximately) to deliver an agreed number of stories?

1. 5
2. 45
3. 35
4. 30

Answer 28

Teams takes 30 days or so to deliver an agreed number of stories. Remember, a sprint is four weeks, 28 days. So the best answer is 30 as it’s the closest answer. It’s not unusual to see a question where none of the choices are very good - this is one of those questions.

Question 29

Maggie’s team is starting to work on user stories for their newest project. How many hours of work is a user story?

1. 10
2. 20
3. 30
4. 40

Answer 29

A user story should be 1-3 days of effort, or roughly 20 hours, 24 hours max.

Question 30

Matthew’s team is working on user stories. Some of the team members are new to this. What are the three C’s of user stories?

1. Card, Control, Conversation
2. Card Conversation, Confirmation
3. Conversation, Control, Cahllenge
4. Control, Challenge, Card

Answer 30

The three C’s of user stories are card, conversation, and confirmation.

Question 31

Your team is creating user stories. Which of the following does not fit the INVEST characteristics of effective user stories?

1. Negotiable
2. testable
3. Sharable
4. Valuable

Answer 31

INVEST stands for independent, negotiable, valuable, estimate, small, and testable.

Question 32

You’re thinking of hosting a workshop. Workshops can be in a variety of formats. All of the following are tips for hosting a great workshop, except for which?

1. Have a diverse group of people
2. Facilitated for involvement
3. Have all participants in the same room
4. Get people involved early

Answer 32

Have all participants in the same room

Tips for hosting a great workshop include having a diverse group of people, facilitate for involvement, and get people involved early.

Question 33

Your team is about to have a brainstorming session. All of the following are brainstorming methods, except for which?

1. Round Robin
2. Free for all
3. Lighting session
4. Quiet writing

Answer 33

Lighting session

Brainstorming methods include quiet writing, round-robin, and free for all.

Question 34

There are different modeling techniques for agile projects. Which of the following is not an agile modeling value?

1. Courage
2. Feedback
3. Discussion
4. Simplicity

Answer 34

Discussion

The agile modeling values are communication, simplicity, feedback, courage and humility.

Question 35

Data models are an important part of software projects. What is the purpose of defining data models?

1. It determines the structure of data
2. It preps for analysis
3. It determines the project foundation
4. It determines the data value

Answer 35

It determines the structure of data

Defining data models determines the structure of data and is sometimes called a data structure.

Question 36

Mitch’s team is putting together wireframes for the smartphone app they’ve been working on. All of the following statements are true about wireframes, except for which?

1. A quick mock-up of a product
2. Not a way to get feedback
3. Could be screens, with data flowing between screens
4. A form of low fidelity prototyping

Answer 36

Not a way to get feedback

Question 37

Wes and TJ are creating software for Double Agent, a software platform that completes financial transactions through a web portal. Wes begins the development of the application, designing the portal with a one-click investment option allowing the end-user to easily buy stocks with one click. TJ disagrees with the approach, stating that the product owner wants a pop-up box confirmation to confirm the end user’s intention before the order is placed. Wes agrees that the product owner wants a seamless easy transaction process, but without losing the double confirmation. This is an example of what?

1. The gulf of evaluation
2. Recency bias
3. Risk-based spike
4. Difference programing

Answer 37

The gulf of evaluation

This is an example of the gulf of evaluation. The gulf of evaluation is when team members have different interpretations of the customer’s product description.

Question 38

Virginia is taking a closer look at a project’s value-based analysis. What is value-based analysis?

1. Assessing and prioritizing the business value of work by subtracting the cost from the benefit.
2. Its part of the project management plan
3. It determines if the project is worth starting
4. Data that supports a projects worth

Answer 38

A value-based analysis is assessing and prioritizing the business value of work by subtracting the cost from the benefit.

Question 39

Allen is taking a closer look at a project’s value-based analysis. What question does value-based analysis answer?

1. Will it be a high business value item
2. Will the item generate business value every week or month
3. Will it be a low business value item
4. What is it dependent on?

Answer 39

Will the item generate business value every week or month

Question 40

The executives, managers and coaches of a professional sports team often disagree. On a current project to create a VIP perks program, the product owner gets wildly conflicting inputs from the stakeholders ––9 executives, managers and coaches. The product owner who is new to the organization asks the team for help on making decisions to create the initial product backlog.

What should the team do?

1. Hold a kickoff meeting with all stakeholders, present the conflicting points of view and take notes on the whiteboard. These will become user stories.
2. Since the stakeholders can’t agree, send them individual surveys to collect data, then write user stories and use voting techniques to prioritize them.
3. Interview the stakeholders separately and then the team and product owner can make the decisions.
4. Meet with the stakeholders to brainstorm, allow stakeholders to give their opinions and use active listening and expert

Answer 40

Meet with the stakeholders to brainstorm, allow stakeholders to give their opinions and use active listening and expert judgment to note areas of agreement for use in creating user stories.

Explanation: Conflict is a part of decision-making, and it can be an important source of ideation in groups. Especially in an organizational culture that has a lot of inherent conflict, stakeholders may be accustomed to conflict as part of the culture. The kickoff meeting is not the place to resolve problems.

Question 41

At a weekly project status meeting, a key team member expresses concerns about the overall approach documented within the project management plan. The project manager is surprised because the team is in the process of executing an important component of the project and the concern has not been raised before.

What steps should the project manager take?

1. Update the risk register to document the concerns, then continue with the meeting’s scheduled agenda items.
2. Immediately acknowledge the team member’s concern, continue with the scheduled agenda, then privately meet with the team member to fully understand the concerns expressed.
3. Recognize that the concern must be fully discussed and resolved prior to continuing with the meeting’s agenda items.
4. Address the team with a generic reminder about meeting etiquette, then ask if the team wants to use the time to fully discuss the concerns raised during the meeting.

Answer 41

Immediately acknowledge the team member’s concern, continue with the scheduled agenda, then privately meet with the team member to fully understand the concerns expressed.

Explanation: Conflict should be addressed in private, first, to better understand the concern being raised. Exploring the concern after the meeting gives the PM an opportunity to verify the concern and determine needed next steps without disrupting the meeting with all meeting attendees.

Question 42

During the execution of a project, a key team member is concerned with the overall approach documented in the project management plan. The member surprises the Project Manager with negative comments about the approach during a weekly status meeting.

How should the Project Manager address the team members’ concerns?

1. Remember that a project should not go forward when key team members are in disagreement and use the meeting to discuss the member’s concerns.
2. Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette. Then, solicit feedback about the etiquette expectations.
3. Continue with the meeting, and ensure that the concerns are added to the risk register after the meeting is finished.
4. Make a short comment to acknowledge the team members’ concerns, continue with the meeting, and meet with the member in private to discuss their concerns.

Answer 42

Make a short comment to acknowledge the team members’ concerns, continue with the meeting, and meet with the member in private to discuss their concerns.

Explanation: Conflict should be addressed in private in order to better understand the concern being raised. Exploring the concern, after the meeting, gives the PM an opportunity to verify it and determine next steps without disrupting the meeting with all meeting attendees.

Question 43

Question 6:Submit a CommentTwo team members disagree about which technology should be used during the project, as each member prefers a different technology. Which of the following is an example of using the compromising/reconciling method to resolve this conflict?

1. The project manager authorizes a test of both technologies to see which one would better fit the needs and the constraints of the project.
2. To maintain harmony, the project manager emphasizes to both team members that both technologies would work equally well for the project, but the charter already states the technology that will be used.
3. The project manager agrees to use both technologies for all work on the project; all deliverables will be created, essentially twice, once for each technology.
4. The project manager tells both team members that the decision cannot be made immediately, so the project manager sets up a follow-up meeting two months in the future.

Answer 43

The project manager authorizes a test of both technologies to see which one would better fit the needs and the constraints of the project.
Explanation:Authorizing a test is a problem solving/collaborating approach, which typically leads to the most effective resolution of the conflict.
To maintain harmony, the project manager emphasizes to both team members that both technologies would work equally well for the project, but the charter already states the technology that will be used.
Explanation:Maintaining harmony is a smoothing/accommodating approach, which often involves one party emphasizing agreement or conceding some demands.
✓ The project manager agrees to use both technologies for all work on the project; all deliverables will be created, essentially twice, once for each technology.
Explanation:Using both technologies is a compromising/reconciling approach that involves both parties giving up some of their demands, which leads to some satisfaction for all parties. In this case, both team will likely have to support both solutions, which places an additional burden on them, not to mention the extra cost and time to develop the duplicate deliverables.
The project manager tells both team members that the decision cannot be made immediately, so the project manager sets up a follow-up meeting two months in the future.
Explanation:Setting up a meeting far in the future with no other description is an example of withdrawing/avoiding, which entails one or more parties retreating to be better prepared.

Question 44

A Project Manager has local and virtual team members for a project.

To manage scheduling priority conflicts among team members, the project manager schedules a video conference call.

Which statement is true about this scenario?

1. It demonstrates the Force/Direct conflict resolution technique.
   Explanation:See the correct answer for the explanation.
2. It is an example of the Compromise/Reconcile conflict resolution technique.
3. It demonstrates the Smooth/Accommodate conflict resolution technique.
4. It is an example of the Collaborate/Problem Solve conflict resolution technique.

Answer 44

It is an example of the Collaborate/Problem Solve conflict resolution technique.

Explanation: Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.

Question 45

Which conflict resolution technique can result in a lose-lose outcome as neither party fully meets their needs?

1. Problem solving/collaborating
2. Withdrawing/avoiding
3. Forcing/directing
4. Compromising/reconciling

Answer 45

Compromising/reconciling

Explanation: The compromising/reconciling approach involves both parties gaining something, though both parties gain less than they needed. As both parties give up some of their demands, this can lead to a lose-lose situation.

Question 46

The atmosphere is tense in the sprint planning review. The agile team are mumbling amongst themselves, one of them kicks a chair, shouting at the product owner, that it does not make sense.

What should the project manager do in this situation? [Pick Two]

1. Calm all present by asking them to call on their emotional intelligence
2. Facilitate by asking the team to suggest ways to resolve the points of dispute
   Reprimand the member who kicked the chair with a warning
3. Remind the team of the product owner’s responsibilities and authority
4. Intervene, giving one uninterrupted minute to all present to state their case

Answer 46

Facilitate by asking the team to suggest ways to resolve the points of dispute

Explanation: The project manager is addressing the conflict with a collaborate/problem approach, first ensuring all viewpoints are expressed and then inviting suggestions on how to resolve the dispute. One distractor includes reminding the team on the PO’s authority and reprimanding the protesting member, but these actions correspond to a force/direct approach, not compatible with agile principles and in any case not completed with the imposed solution. The call on emotional intelligence corresponds to the compromise/reconcile approach, which is not complete without inviting members to compromise.

Intervene, giving one uninterrupted minute to all present to state their case

Explanation: The project manager is addressing the conflict with a collaborate/problem approach, first ensuring all viewpoints are expressed and then inviting suggestions on how to resolve the dispute. One distractor includes reminding the team on the PO’s authority and reprimanding the protesting member, but these actions correspond to a force/direct approach, not compatible with agile principles and in any case not completed with the imposed solution. The call on emotional intelligence corresponds to the compromise/reconcile approach, which is not complete without inviting members to compromise.

Question 47

An efficient, empowered agile innovation team do not understand why required approvals from the legal department are allowed to delay their progress. Eventually, the team confronts the product owner in a heated retrospective exchange. The product owner replies that approvals are needed to check for existing patents which may block the products of the team from going to market.

How should such conflicts be prevented?

1. Ensure that the product owner presents the team with the rationale behind the refinement workflow
2. Require the team to move a story to the kanban blocked column if they have concerns about progress
3. Require that supporting department stakeholder attend the daily meetings to report progress
4. Ensure that the product owner can be easily approached to respond to team questions and concerns

Answer 47

Ensure that the product owner can be easily approached to respond to team questions and concerns

Explanation: The conflict is due to a lack of communication as well as inaction to prevent delay. The most comprehensive response is to ensure constant communication between the team and product owner. Distractors are incorrect because unrealistic (daily meetings), inefficient (blocked column) or incomplete (refinement rationale).

Question 48

Two team members disagree about which technology should be used during the project, as each member prefers a different technology. Which of the following is the LEAST effective way to resolve this conflict?

1. The project manager demands they use one of the technologies.
2. The project manager agrees to use both technologies for all work on the project; all deliverables will be created, essentially twice, once for each technology.
3. To maintain harmony, the project manager emphasizes to both team members that both technologies would work equally well for the project, but the charter already states the technology that will be used.
4. The project manager tells both team members that the decision cannot be made immediately, so the project manager sets up a follow-up meeting in three months.

Answer 48

✓ The project manager demands they use one of the technologies.
Explanation: Demanding the team uses one of the technologies is an example of forcing/directing, and it is the least effective approach. It is a win-lose approach enforced through power.

✘ The project manager agrees to use both technologies for all work on the project; all deliverables will be created, essentially twice, once for each technology.
Explanation: Using both technologies is a compromising/reconciling approach that involves both parties giving up some of their demands, which leads to some satisfaction for all parties.

To maintain harmony, the project manager emphasizes to both team members that both technologies would work equally well for the project, but the charter already states the technology that will be used.

Explanation: Maintaining harmony is a smoothing/accommodating approach, which often involves one party emphasizing agreement or conceding some demands.

The project manager tells both team members that the decision cannot be made immediately, so the project manager sets up a follow-up meeting in three months.
Explanation: Setting up a meeting far in the future with no other description is an example of withdrawing/avoiding, which entails one or more parties retreating to be better prepared.

Question 49

All of the following statements are generally accurate regarding conflict resolution on an agile project except

1. Optimally, the Coach resolves conflict between team members.
2. Resolving conflict through problem solving is preferable to compromise.
3. Conflict requires people to defend their positions.
4. Conflict can be healthy, as it raises different perspectives.

Answer 49

✓ Optimally, the Coach resolves conflict between team members.
Explanation: Optimally, team members work collaboratively to resolve conflict. The Coach helps by guiding the team, when necessary, in conflict resolution techniques.

Resolving conflict through problem solving is preferable to compromise.
Explanation: Compromise implies all parties sacrificing some degree of their needs to move forward. Optimally, collaborative problem solving provides a fully acceptable solution to all parties.

Conflict requires people to defend their positions.
Explanation: Defending positions can reveal assumptions, which can be explored and discussed by all parties.

Conflict can be healthy, as it raises different perspectives.
Explanation: Different perspectives provide the foundation to find more effective solutions.

Question 50

A governmental anti-money laundering software project needs a solution to collaborate with a remote agile team of four in another country. Spontaneous verbal communication between the teams must be supported. All workstations of the remote team and kanban boards must be visible at all times.

Which virtual team collaboration solution is most appropriate?

1. Workstation screen mirroring
2. Always-on fishbowl windows
3. On-demand video conferencing
4. Information radiator monitors

Answer 50

Always-on fishbowl windows

Explanation: This is a project where confidentiality and security are critical - thus permanent monitoring of remote resources is necessary. Only the fishbowl solution would have the required field of view on a permanent basis. Radiators only display content, on-demand video conferencing would not be a permanent video feed, and mirroring only displays 1 computer screen, not the environment.