Missed Questions 5

Question 1

A company is constructing recycling plants in 15 countries around the world. The Head of Project Management Office (PMO) wants more timely progress reporting and experience sharing between project managers in these geographically distant projects.

Which methods might the PMO borrow from agile to fulfil this need? [Pick Two]

1. Backlog Refinement calls
2. Virtual daily standup meetings
3. Electronic Kanban board
4. 2-week Retrospective calls
5. Definition of Done review calls

Answer 1

Electronic Kanban board

Explanation: Kanban board would provide timely progress reporting and 2-week Retrospective calls would be a forum for sharing recent experience and lessons to improve.
DoD is wrong because it focuses only on completion criteria, BR and SoS would only be valid if all PMs are working on a common product.

2-week Retrospective calls

Explanation: Kanban board would provide timely progress reporting and 2-week Retrospective calls would be a forum for sharing recent experience and lessons to improve.
DoD is wrong because it focuses only on completion criteria, BR and SoS would only be valid if all PMs are working on a common product.

Question 2

Members of a virtual agile team are separated by seven time zones. Daily meetings are too long and the problem is made worse by switching laptop cameras between the speaking members.

Which measures should the project manager take to achieve shorter, more efficient daily meetings? [Pick Two]

1. Place webcams to face the kanban boards and teams
2. Limit speakers to only members who have made progress
3. Require all members to stand during the full meeting
4. Use the iteration reviews to discuss the kanban board
5. Ask the team members to raise blockers off-line

Answer 2

Place webcams to face the kanban boards and teams
Explanation: Standing meetings limited to one webcam per group has been shown to reduce meeting times without losing efficiency. Distractors are wrong because they remove key content of the meeting (kanban review, blockers and the three questions per member.

Require all members to stand during the full meeting
Explanation: Standing meetings limited to one webcam per group has been shown to reduce meeting times without losing efficiency. Distractors are wrong because they remove key content of the meeting (kanban review, blockers and the three questions per member.

Question 3

A recently formed agile team is exhausted after working 12 hour days to fulfill their sprint commitments.

Who has not properly performed their duties in this situation?
1. Scrum Master
2. Project Manager
3. Product Owner
4. Team members

Answer 3

Scrum Master

The Scrum Master has the role of ensuring that the teams working conditions, including workload, are appropriate and sustainable.

Question 4

Chris is a project manager for Ringly Corporation, which is just beginning a new project. This project will utilize agile, and its goal is to develop an app for mobile devices to host multiple phone numbers. Chris and his agile team are excited about getting to work, but the product owner has not yet set project requirements. After the initial meeting, a senior stakeholder approached Chris and asked him to start project work immediately. How should Chris respond?

1. Ask them to speak with the product owner.
2. Confer with the product owner on the backlog.
3. Refer the stakeholder to the steering committee.
4. Agree and start work with the development team.

Answer 4

Confer with the product owner on the backlog.

Overall explanation
Chris should first confer with the product owner to determine how many product requirements have been identified and prioritized. The development team could get to work if the most important items have been prioritized in the product backlog. The entire product backlog does not need to be built and completely prioritized to start development. Chris cannot simply agree and start work with the development team as the product backlog must be adequately groomed for the team to select user stories. Referring the stakeholder to the steering committee is not the best choice for this scenario. Chris should speak with the product owner first, not necessarily stakeholders, even senior stakeholders.

Question 5

Jessica has been managing many projects for her organization and is exemplary in her execution. She relentlessly stresses the importance of collecting and documenting lessons learned throughout the project lifecycle to ensure continuous learning and improvement and contribute to the organization’s knowledge management system. Her colleague, Adam, finds that his weekly meetings are all spent tackling complex feature development issues, and there is little attention or time spent on lessons learned. Adam seeks advice from Jessica to ensure lessons learned gathering does not get missed in such a situation. What is the most appropriate recommendation?

1. Add a lessons-learned agenda item.
2. Avoid issues during meetings as they will go away with time.
3. Discontinue updating meetings but schedule meetings with individual team members.
4. Record the minutes of the meeting.

Answer 5

Add a lessons-learned agenda item.

Overall explanation
A sure approach is to add a lessons-learned agenda item to the meeting and engage the team for feedback while welcoming positive and negative factors that impacted the team. Discontinuing updating meetings will prevent efficient sharing of information. Recording the minutes of the meeting may not capture any lessons learned. Issues and problems should never be ignored.

Question 6

Rebecca is the project manager for the Moonlit Project. Rebecca and the key stakeholders recently conducted a gap analysis of its technical implementation plan. Several stakeholders have pressed Rebecca to take immediate action on the analysis. A consultant has offered several ideas for improvement in the technical implementation. What should Rebecca do next?

1. Agree and act immediately.
2. Escalate the decision to the steering committee.
3. Thoroughly review the analysis and propose a series of changes.
4. Ask the project team for their opinion.

Answer 6

Thoroughly review the analysis and propose a series of changes

Overall explanation
Before taking any action, Rebecca should understand the analysis. Once she knows what is going on, she can submit change requests to close the gaps. Acting immediately is not ideal as Rebecca may not fully understand the scenario, plus any changes will have to go through change management. The steering committee or project team are not likely to be able to assist in this scenario. The project team is a key stakeholder, so they have already offered their opinion as part of the gap analysis.

Question 7

The shortest feedback cycle in Catherine’s agile projects can be seen when:

1. The business reviews a target release.
2. Two developers complete paired programming.
3. At the daily standup meeting.
4. Beta testing is completed.

Answer 7

Two developers complete paired programming.

Overall explanation
The shortest feedback cycle happens with paired programming, as two delivery team members work together throughout each day. A target release occurs at the end of a release cycle. Beta testing is post-release to the customer. The daily standup only happens daily, and paired programming occurs throughout each day.

Question 8

Betsy is the project manager of the JGB Project for her organization. She would like to solicit seven vendors for a price to supply 1,000 fixtures for her project. What type of document would Betsy issue to the vendors in this scenario?

1. An invitation for a bidders’ conference
2. A request for a quote
3. A request for information
4. A request for proposal

Answer 8

A request for a quote

Overall explanation
A request for a quote seeks a price estimate for the procured goods or services. The question focuses on the price for the fixtures, so a quote is needed from the vendors. A request for proposal seeks ideas and suggestions on how to complete the work. A request for information is asking the vendor to provide information on their goods or services. A bidder’s conference enables the bidders to meet to ask for clarification on the provided work statement.

Question 9

Clark is preparing the agenda for his project’s close-out meeting. Clark’s project team has provided him a list of talking points, including their communication with the customers, their understanding of the organization’s strategic objectives, and some more efficient project management software recommendations. Clark has also spoken to customers regarding their satisfaction with the product and will discuss this during the meeting. Which of the following topics would not be discussed during the close-out meeting?

1. How quality audits should be conducted.
2. Obtaining the customer’s formal project acceptance.
3. Training staff on the internal project management processes and improving these processes.
4. Level of collaboration for the project team.

Answer 9

How quality audits should be conducted.

The discussion of quality audits should be conducted during the project’s planning phase, not the closing phase. The other options are topics that should be discussed during the project’s closing phase. Obtaining the customer’s formal project acceptance, performing training and improvements, and discussing the level of collaboration of the project team will be discussed during close-out meetings.

Question 10

Skylark Inc. is transitioning to an agile development approach. They have selected project M to develop a breakthrough water purifying device and have tasked your team with the development. The development team consists of cross-functional skilled resources. The team approaches you and states that they are unaware of what the final product will look like and are unsure how to proceed with the undefined scope. What would you advise them to do in this situation?

1. Ask the customer for more detailed information about the device.
2. Start with short iterations following the most promising approach and learn as they go.
3. Follow the project charter.
4. Perform a research spike.

Answer 10

Start with short iterations following the most promising approach and learn as they go.

Overall explanation
The best way to proceed in cases where there are many unknowns is to identify and follow the most promising approach and work in short iterations to learn and adapt as more information is discovered, which is a key agile benefit. Agile project charters are usually not very detailed or contain technical guidance for the team. Asking the customer more about the device on a breakthrough project will not be fruitful, as the customer hopes to learn as the development unfolds. Research spikes and gathering more information might be good options, but not in this situation, as the team does not know the product. Research spikes are most valuable when we need to investigate the how, not the what.

Question 11

You are the project manager of a project to install new light fixtures throughout several factories. The project is expected to last one year and has a BAC of $750,000. The project is now in month four and has a CPI of 0.89. Which one of the following statements is true about this project?

1. The project will likely finish under budget.
2. The project will likely finish in alignment with the cost baseline.
3. The project is performing well.
4. The project spends 1 dollar for 89 cents of work.

Answer 11

The project spends 1 dollar for 89 cents of work.

Overall explanation
The project with a CPI of 0.89 is not doing too well. For every dollar the project spends, it loses 11 cents. The project is not performing well. The project will likely finish over budget. The project costs probably will not be in alignment with the cost baseline.

Question 12

Sarah, the CIO, wants to know why you have requested so many meetings with the users of the software your project is creating. While she acknowledges that the users are stakeholders, she does not understand why you believe these stakeholders should be involved so much during the project’s initiation phase. Why should the stakeholders be involved now?

1. Involving the customers and other stakeholders is necessary to obtain project sponsorship.
2. Involving the customers and other stakeholders is part of stakeholder engagement.
3. Involving the customers and other stakeholders improves project performance.
4. Involving the customers and other stakeholders reduces project risk.

Answer 12

Involving the customers and other stakeholders is part of stakeholder engagement.

Overall explanation
Involving the stakeholders and customers will increase the probability of shared ownership, deliverable acceptance, and satisfaction. This is an ongoing component of stakeholder engagement, and it aids in maintaining interest and support of the project. There is no guarantee that involving customers will improve project performance. Although stakeholder participation does lead to risk reduction, it is not the best option. Stakeholder participation during initiation is not necessary for project sponsorship.

Question 13

In Avi’s organization, members of management are referred to as coaches. Avi, as a project manager, is referred to as a project coach. In the creation of a resource document to handle this situation, what should be covered?

1. The notion that coaches are separate from managers.
2. The concept that the project team is supposed to work for the coach.
3. How coaches and managers are the same.
4. How a coach is supposed to complete the job.

Answer 13

How a coach is supposed to complete the job.

Overall explanation
How a coach is supposed to complete the job is the correct answer here. When project managers, or any managers, are referred to by varying terms, job descriptions are essential so the project manager can complete the required obligations successfully. The other responses are incorrect. The role of the project team should be evident because the project manager knows how to complete the job; the project manager does not need to know the differences and similarities between management and the current role but does need to know what the specific responsibilities are.

Question 14

Terry’s team is disagreeing about an issue. They want to feel safe and protected, with some team members engaging and some distancing themselves from the debate. A few discussions are happening online. How should Terry facilitate this issue?

1. At this early stage of the conflict, Terry should empower the team members to solve this themselves.
2. Terry should immediately step in and schedule a group meeting so that the entire team can hear the opposing sides.
3. Terry should mediate by going back and forth between the two sides and negotiating an agreement
4. Terry should do nothing.

Answer 14

At this early stage of the conflict, Terry should empower the team members to solve this themselves.

Overall explanation
At this disagreement level of conflict, the best choice is for Terry to empower the team to resolve this. In an agile team, conflict should be addressed and resolved collaboratively. A meeting would not be scheduled only to hear another side but to be focused on a resolution. There should be going back and forth without the team getting together. This situation should not be ignored.

Question 15

Joyce is using a model that will help her gauge the effectiveness of different methods of communication on her project at Sandor Software. She has learned that the most effective methods are

1. High in information density and illustration
2. Low in information density and interactivity
3. Low in time and high in inclusion
4. High in information density and interactivity

Answer 15

High in information density and interactivity

Overall explanation
Good communication is highest in information density and interactivity. Information density is how much useful information can be conveyed in the communication and interactivity is how much the communication allows for a back-and-forth between the parties. Good communication would not have a low level of useful information or a low level of back-and-forth between parties. The amount of time or inclusion is irrelevant.

Question 16

You should understand several management theories for your project management exam and for your role as a project manager. Which theory posits that workers need to be involved with the management process?

1. McGregor’s Theory of X and Y
2. Herzberg’s Theory of Motivation
3. Expectancy Theory
4. Ouchi’s Theory Z

Answer 16

Ouchi’s Theory Z

Overall explanation
Ouchi’s Theory Z states that workers need to be involved with the management process. McGregor’s Theory of X and Y posits that X workers do not want to work and need constant supervision, while Z workers will work if the work is challenging, satisfying, and rewarding. Herzberg’s Theory of Motivation describes types of people and what excites them to work. The Expectancy Theory describes how people will work based on what they expect in return.

Question 17

One typical way that an agile project implements control limits is

1. None of the above
2. Through a sprint burnup chart
3. By measuring defect rates on a wall chart
4. By placing limits on WIP on a Kanban board

Answer 17

By placing limits on WIP on a Kanban board

Overall explanation
The best example is the WIP limit on a Kanban board, which prevents too much work from being in the process. The other choices are not accurate ways to provide control limits. Measurement of defects and sprint burnup charts are forms of monitoring, not control.

Question 18

Ronnie is copying all of his company’s data from on-site mainframes to the cloud. The project is scheduled so that certain departments will transition their related data simultaneously. The copied data will be deleted from the mainframes as soon as the data is in the cloud. However, this cannot occur until the cloud data undergo an integrity analysis to ensure that all data from both sources match. Which of the following precedence diagramming method (PDM) dependencies is being used to construct the schedule model?

1. Start-to-finish
2. Finish-to-start
3. Finish-to-finish
4. Start-to-start

Answer 18

Finish-to-start

Overall explanation
The correct answer is finish-to-start, which is the most commonly used type of precedence relationship. It refers to a relationship in which a successor activity cannot start until a predecessor activity finishes. Start-to-finish refers to a relationship in which a successor activity cannot finish until a predecessor activity has started. Finish-to-finish refers to a relationship in which a successor activity cannot finish until a predecessor activity also finishes. Start-to-start refers to a relationship in which a successor activity cannot start until a predecessor activity also starts.

Question 19

Gil is a new project manager at Vegas Trucking. Because the project team members do not know Gil and have not worked with him previously, they are not interested in working on the project goal. However, some issues have come up with the project. And, for the project to be successful, these issues need to be dealt with immediately. For most project management situations, which of the following choices would be the most effective problem-solving technique?

1. Compromising
2. Confronting
3. Avoidance
4. Forcing

Answer 19

Confronting

Overall explanation
Directly meeting the problem, known as confronting, is the most effective problem-solving technique. Both sides have to give up something in a compromise. Forcing involves the project manager forcing decisions based on external inputs, such as seniority and experience. Avoidance does not solve the problem; it ignores the problem.

Question 20

A project is reaching its end and management has asked you to move forward with closing the project. All the technical work is complete. During the closure phase, all the following activities occur except

1. Creation of lessons learned.
2. Performance reporting
3. Performing cost-benefit analysis.
4. Formal acceptance

Answer 20

Performing cost-benefit analysis.

Overall explanation
The cost-benefit analysis (CBA) is a simple technique that is used to create non-critical financial decisions. It involves adding the benefits of a particular action (select a project) then comparing the associated costs. Cost-benefit analysis is done earlier in the project to help select between future alternative opportunities. All the other mentioned activities are done during project or phase closure. Therefore, performing a cost-benefit analysis is the correct answer. The creation of lessons learned is done during project or phase closure. Formal acceptance is done during project or phase closure. Performance reporting is done during project or phase closure.

Question 21

You are the project manager of the GGJ Project, and you are working with your project team to create the project’s risk management plan. Which one of the following items is not part of the risk management plan?

1. Risk categories
2. The risk register
3. Risk strategy
4. Methodology

Answer 21

The risk register

Overall explanation
The risk register is not part of the risk management plan but rather the output of the risk identification process. The risk strategy, which defines your project’s risk management approach, is defined in the risk management plan. Risk categories provide a structure that ensures a comprehensive process to identify risks to a consistent level of detail and is, therefore, part of the risk management plan. A methodology defines the approach, tools, and data sources used to perform risk management and is thus part of the risk management plan.

Question 22

You are the project manager of the Home Automation Project. You are uncertain what the fee will be for wiring the home with bundled cable, so you hire a vendor to examine the home and create an estimate for the SOW you have prepared. You will use this estimate from the vendor to measure all other estimates from vendors that want to bid on the installation of the bundled cable. What is this estimate called?

1. Independent estimate
2. Definitive estimate
3. Budget estimate
4. Good faith estimate

Answer 22

Independent estimate

Overall explanation
An independent estimate, sometimes called a should-cost estimate, is prepared in-house or by a third party. This estimate then measures all other estimates against it. A budget estimate defines the midstage estimate for the entire project. A definitive is the most detailed estimate based on the WBS for the entire project. A good faith estimate is not a valid term.

Question 23

Nico reviews and refines a project scope statement with his team before signing off and confirming its contents with stakeholders. Although the project’s original scope was very broad, they discovered that they are expected to provide one hundred printers, toner, and spare parts for the project and maintenance for up to a year. Nico runs a small shop with several other clients, so he quickly calls the project’s primary stakeholder to discuss these requirements. This is an example of which part of the project scope statement?

1. Deliverables
2. Product scope description
3. Acceptance criteria
4. Project exclusions

Answer 23

Deliverables

Overall explanation
Deliverables are products, results, or capabilities required to complete a process, phase, or project. The product scope description explains the characteristics of a given service or product in accordance with the project charter and any requirements documentation. Acceptance criteria are conditions that must be fulfilled for deliverables to be accepted. Project exclusions are explicit statements or descriptions of what is out of scope for the project.

Question 24

Benjamin’s team at Stark’s Swords completes projects in an agile way, following appropriate practices. They use exploratory testing

1. To verify functionality in addition to functionally focused testing.
2. To explore the functionality within a user story.
3. Instead of functionally focused testing.
4. For nothing, as it is not appropriate in an agile project.

Answer 24

To verify functionality in addition to functionally focused testing.

Overall explanation
Exploratory testing should be used in addition to functional testing. Exploratory testing is not for testing within the story but for testing the functional aspect of the completed story. Exploratory testing is not used instead of functional testing. Exploratory testing is appropriate in an agile project. Exploratory testing is not focused on functional details in user stories.

Question 25

You are the project manager of a construction project for a new client. The client has asked that you include an outdoor deck as part of the project—something your company does not normally do, but you agree to take on this project component using a contractor to build the seating deck. For this portion of the project, you would like to use a time and materials contract. What must this contract type have?

1. Addendums for each change in the project work
2. A not-to-exceed clause
3. The signature of the purchasing agent
4. An end date for the procured work

Answer 25

A not-to-exceed clause

Overall explanation
A time and materials (T&M) contract must have a not-to-exceed (NTE) clause; otherwise, the costs can spin out of control. Although a signature is needed on most contracts, a T&M demands an NTE clause—or else. Not all T&M contracts require an end date. Changes can spur new contracts, be covered by the existing T&M contract, or have addendums.

Question 26

In Hector’s team, even trivial decisions are debated, which wastes productivity. What could Hector do to help his team make collective decisions?

1. Bare fist fighting
2. Planning poker
3. Fist-of-five voting
4. Brainstorming

Answer 26

Fist-of-five voting

Overall explanation
Participatory decision models, such as fist-of-five voting, are helpful to implement when a team struggles to make collaborative decisions. Bare fist fighting, of course, goes against PMI’s Code of Ethics and Professional Conduct. If Hector’s team were only in disagreement on estimates, then planning poker would be the correct method. While brainstorming is a great idea-generating technique, it does not help with decision-making.

Question 27

You are the project manager of the generator upgrade and replacement project, which is expected to last 36 months. The project work is extremely dangerous, so the project team will undergo intense safety training to ensure the workers’ safety and make certain the project is not delayed due to faulty work. The cost of the safety training is known as which one of the following?

1. The cost of doing business
2. The cost of nonconformance to quality
3. The cost of regulations
4. The cost of conformance to quality

Answer 27

The cost of conformance to quality

Overall explanation
This is an example of the cost of conformance to quality. The cost of nonconformance is the cost of having to redo the project work, loss of sales, downtime, and other expenses caused by not doing the training. The cost of doing business is usually assigned to regular expenses such as salaries, rent for office space, lights, etc. Training, especially this type of training, is above and beyond the cost of doing business. The question does not suggest that regulations require this training.

Question 28

As the project manager for Oleson’s Swim Supply, one of Isiah’s tasks is to evaluate the risks in his projects. Some risk events have a high impact, and some have a low probability. In Isiah’s current project, multiple risks have impact scores that are high-risk but overall score in the low-risk category. How can this be?

1. Until a risk occurs, the risk impact is not accounted for in the project.
2. The risks are rated high, medium, or low.
3. The risk scores are graded on a bell curve.
4. Each risk has a low probability.

Answer 28

Each risk has a low probability.

Overall explanation
The correct response is each risk has a low probability. A risk can have a very high impact on the project but at the same time score very low in probability. For example, the possibility of a hurricane destroying the project’s construction site would certainly have a high impact if it actually happened, but the likelihood that it would happen is low. This is not a true statement and is therefore incorrect. A model using high, medium, and low compared to a numbering system would not change a project’s overall high or low-risk score; this response is incorrect. This response is not relevant to the scenario and is therefore incorrect.

Question 29

Joachim and Kelly work on a project together where Joachim is assigned as the project manager, and Kelly is assigned as a project coordinator to help support his efforts. The project is running well when suddenly an unanticipated risk surfaces, creating an issue estimated to cost $32,000. The analysis also shows schedule impact. Therefore, to bring the project back on track, Joachim immediately submits a change request to adjust the schedule baseline and uses the already approved contingency reserves to address the cost. The key stakeholders are informed. Kelly, however, is concerned that the scenario was not handled correctly by Joachim. What did Joachim do wrong?

1. He did not account for all possible risks during project planning.
2. He used contingency reserves instead of management reserves.
3. He should not have submitted the change request since the risk was unknown.
4. He should not have included the schedule baseline in the change request.

Answer 29

He used contingency reserves instead of management reserves.

Overall explanation
In the mentioned scenario, the risk is unknown, and the project manager should have used management reserves instead of contingency reserves to address the risk. Contingency reserves are included in the cost baseline to address specific identified risks (known risks) whereas, management reserves are included in the project budget to address unknown risks. Using contingency reserves for unknown risks adversely affects the project’s cost baseline. Therefore, of the choices provided, using contingency reserves instead of management reserves is what the project manager did wrong. The primary problem is where the funds originated from to address the unknown risk. Not all risks can be identified in project planning which is why there are unknown risk events in projects, so this choice is incorrect. The change request and baseline adjustment are not the best answer; the problem is the funding source for the risk response.

Question 30

Enrique is concerned about the scope of his project. Although he tried to be mindful of his project’s resources when defining the project’s deliverables, Enrique worries that he will be unable to deliver unless he is explicit with the stakeholders about what his team can and cannot reasonably be expected to produce. For instance, one of the stakeholders is especially interested in cosmetic features that are subjective and outside of Enrique’s expertise. Rather than letting the stakeholder argue for inclusions like these in the project scope statement, as the project proceeds, Enrique puts together a list of what his team will do in the allotted time and clarifies that any additional work will require contract modifications. This is an example of which part of the project scope statement?

1. Product scope description
2. Scope exclusions
3. Acceptance criteria
4. Deliverables

Answer 30

Scope exclusions

Overall explanation
In the project scope statement, scope exclusions define what is specifically not included in the project scope. This helps to manage expectations and clarify boundaries. By stating that any additional work beyond the defined scope will require contract modifications, Enrique is explicitly excluding such work from the current scope of the project.

The product scope description explains the characteristics of a given service or product in accordance with the project charter and any requirements documentation. Deliverables are products, results, or capabilities required to complete a process, phase, or project. Acceptance criteria are conditions that must be fulfilled for deliverables to be accepted.

Question 31

Andrew is concerned that his team may be getting sloppy as they get closer to the end of the project. He would like to review the defects that remained at the end of the last few sprints to monitor defects in the future. The best tool for him to do this is

1. A defect trend analysis
2. A quality assurance report
3. The product backlog
4. A burndown chart

Answer 31

A defect trend analysis

Overall explanation
The best choice for this is a trend analysis of the defects. A quality assurance report is a general term that is not a specific feature of agile. The product backlog does not focus on defects only. A burndown chart focuses on points, not defects.

Question 32

You are the project manager of the NGBB Project. Your project team has failed to complete the work as the project management plan demanded; however, they have identified their errors. What action will the project team now have to perform with your guidance?

1. Peer review
2. Defect repair
3. Exit interview
4. Quality control

Answer 32

Defect repair

Overall explanation
The project team will have to fix the defects in their work. Quality control is based on inspection. The errors have already been identified, so the project team must fix the errors. Peer review is an example of quality control. The project team must fix the problems. This statement is not applicable to the situation. Sorry, but you do not get to fire your project team members.

Question 33

Kenneth has completed a project to build a new art studio for university students. The professors are satisfied with the artistic decorations and resources available for their students. Kenneth has collected the feedback from the university staff and students and is preparing to archive them. The project sponsor has requested Kenneth to schedule a close-out meeting to review all relevant documentation before signing off on project completion. Which document would be most relevant to prepare for the meeting?

1. Project management plan
2. Change request
3. Lessons learned report
4. Project charter

Answer 33

Lessons learned report

Overall explanation
The lessons learned report consists of the data captured during the lessons learned session and any additional input from participants who could not attend. A change request would typically be submitted during the execution or monitoring and controlling of the project phase. The project management plan would be developed during the planning phase. The project charter would be prepared during the initiating phase.

Question 34

The project manager reports that the project is progressing according to scope. Management asks to change a few requirements with the scope. Which plan details how requirements will be analyzed, documented, and managed in the project?

1. The communication management plan
2. The requirements management plan
3. The scope management plan
4. The change control system

Answer 34

The requirements management plan

Overall explanation
The requirements management plan defines everything when it comes to identifying, documenting, and controlling project requirements. The scope management plan defines just the details of the project scope and how it is defined and controlled. The change control system is the process for all of change management. The communication management plan does not detail how changes to the scope will be documented.

Question 35

Your team is in the design phase of a new door lock prototype controlled by a mobile app. Stakeholders want the lock to be secure and reliable and want to balance the cost of the materials for the best profit margin for the product. The team engineers identify which type of material will provide the most significant security strength at the lowest cost through a series of tests. From the options below, which is the most likely technique used to determine these variables?

1. Design for X
2. System flowchart
3. Histogram
4. Design of experiments

Answer 35

Design of experiments

Overall explanation
A design of experiments is useful for identifying significant factors that influence processes or the product during the prototype development phase. This approach allows the team to experiment with different combinations of materials in a ratio to costs and profitability for the organization. A system flowchart shows the flow of data through a system and is not the best choice for this scenario. Design for X optimizes a specific characteristic of a product rather than finding a solution through a series of testing and trials. A histogram is a bar chart that shows a graphical representation of data.

Question 36

Benji is a project manager for a scrum project that is also using a Kanban board. During the last retrospective, the team agreed on a new process for taking work items from the in-queue column of the Kanban board and moving them into production. Today, Benji overheard a developer arguing with the product manager about the sprint backlog and how to determine which work item should be picked up next. What should Benji do?

1. Intervene and speak with both sides to determine the source of the conflict.
2. Do nothing. The team recently reviewed how to move items from the Kanban queue into production.
3. Privately reprimand the developer for not following the process decided during the retrospective.
4. Interrupt the argument and decide which task should be next.

Answer 36

Intervene and speak with both sides to determine the source of the conflict.

Overall explanation
Confusion is common after a new process is implemented. Benji should work to understand why the developer and product manager disagree and then help clarify any confusion. Doing nothing will not resolve this disagreement and may damage the relationship. The scrum master should not decide which ticket is selected next. Privately punishing the developer without understanding the issue will undermine the scrum master authority and team morale.

Question 37

Ashley’s team is focused on the goal of eliminating waste in their software project. They can best do this through

1. Distributed teams, providing the minimal features required, and a high rate of quality.
2. Minimizing required approvals, immediate testing of code, and a collocated team.
3. Gold plating, minimal requirement defects, and assigning the team to only one project at a time.
4. Having requirements waiting for the developer, minimal requirement defects, and a collocated team.

Answer 37

Minimizing required approvals, immediate testing of code, and a collocated team.

Overall explanation
Minimizing required approvals, immediate testing of code, and a collocated team. These three features are all focused on the reduction of waste. Distributed teams, any wait, and gold-plating can all introduce waste to a project.

Question 38

Farah is the project manager of a massive technical project. She believes one of her team members, Kathy, has received an important message but based on her body language; she disagrees with it. What is this known as?

1.Negotiation
2. Decoder
3. Transmission
4. Acknowledgment

Answer 38

Acknowledgment

Overall explanation
The correct answer is acknowledgment, meaning Kathy has received the message but does not necessarily agree with it. The other responses are incorrect. A decoder is defined as the mechanism for message decoding. Negotiation is not a valid choice for this scenario. A message’s output is a transmission.

Question 39

You are the project manager of a construction project for a children’s playground in your community. This park will have several structures for kids to climb on, a kickball field, and several water areas for wading and cooling off from the summer heat. The project sponsor is reviewing the project. In her review, she is confused regarding some of the ordering of the project work. Especially, she asks why there is a gap between the installation of the play structures foundations and building the structure. She thinks this must be a mistake or that you must be accounting for some risk in the schedule. If a task requires waiting until its predecessor is complete before it can be started, it is said that the task has

1. Project float
2. Free float
3. Lag
4. Lead

Answer 39

Lag

Overall explanation
A task that must wait for its predecessor to complete before it can be started has lag time. Lag time is waiting time, such as waiting for the concrete foundation to cure before your team can build the structure. You may experience lag when the material, such as concrete, paint, or even network redundancy, completes. No added labor can make the lag time be reduced. There is no lead here because lead implies that a task can begin without its predecessor completing it. We cannot say if there is evidence of float here without knowing the network diagram tasks’ specific duration and understanding how they relate to one another. We cannot say if there is evidence of float here without knowing the network diagram tasks’ specific duration and understanding how they relate to one another.

Question 40

Erica is the scrum master for a project at Bottle Corporation. Several stakeholders point out that a recent deployment is no longer necessary to the project during a sprint review. What should Erica do next?

1. Ignore the stakeholders and continue the meeting.
2. Refer the stakeholders to the project’s information radiators.
3. Refer the stakeholders to the product owner.
4. Ask the stakeholders to submit new story ideas to the project’s backlog.

Answer 40

Ask the stakeholders to submit new story ideas to the project’s backlog.

Overall explanation
These stakeholders should be encouraged to submit new stories that move the project forward to the backlog. The product owner will likely direct them to submit their ideas to the backlog. Information radiators provide historical information on how the project is doing. Ignoring the stakeholders will risk negatively impacting the project by agitating them and losing important information.

Question 41

James is designing a website, and Nathan is testing it. James would prefer that Nathan test the website’s landing page while James works on the point-of-sale portion. While creating the project schedule, James notes that testing for the website cannot begin unless there is at least one page with working features. As a result, he tells his web developer to start creating the website so that Nathan can start testing it. Which of the following precedence diagramming method (PDM) dependencies is being used to construct the schedule model?

1. Finish-to-start
2. Start-to-finish
3. Start-to-start
4. Finish-to-finish

Answer 41

Finish-to-start

Overall explanation
The precedence diagramming method (PDM) dependency being used in this scenario is a Finish-to-Start (FS) dependency because in FS, the successor activity (testing) cannot start until the predecessor activity (creating the website page) finishes.

Question 42

Joey is recovering from a project which recently ended. During this project, the stakeholders continuously added deliverables to the scope in addition to updating existing deliverables. The result was Joey’s team being overworked and his other projects suffering from a lack of resources, all of which increasingly became devoted to the out-of-scope project. Before starting a new project, Joey decides to write up the overall characteristics of the product his team will provide as soon as he has a project charter and requirements documentation. This is an example of which part of the project scope statement?

1. Deliverables
2. Project exclusions
3. Acceptance criteria
4. Product scope description

Answer 42

Product scope description

Overall explanation
The product scope description explains the characteristics of a given service or product in accordance with the project charter and any requirements documentation. Deliverables are products, results, or capabilities required to complete a process, phase, or project. Acceptance criteria are conditions that must be fulfilled for deliverables to be accepted. Project exclusions are explicit statements or descriptions of what is out of scope for the project.

Question 43

What term is assigned to projects that may cost $1 billion or more, may affect 1 million or more people, and may run for years?

1. Program
2. Portfolio
3. Megaproject
4. Macro project

Answer 43

Megaproject

Overall explanation
Megaprojects can cost $1 billion or more, can affect 1 million or more people, and can run for years. A program is incorrect. A program is not a large project but the management of projects in tandem to realize benefits that would not be realized if the projects were managed independently. A portfolio is incorrect. A portfolio describes the investment of projects within an organization. A macro project is not the best answer for this question.

Question 44

Kenneth is a product owner in a highly risk-averse company. For him to adjust the backlog based on risk to the company, he is most likely first to need to know the ________________.

1. The cost of the team during the delivery of the software
2. Full details of the user stories
3. The financial return expected of the whole project
4. The number of customers expected to use the product within the first two years

Answer 44

The financial return expected of the whole project

Overall explanation
Kenneth needs to know the financial return for the entire project to distribute the return across features and come up with the risk-adjusted backlog. Kenneth should not focus only on delivery costs for this calculation. The number of customers is irrelevant. The details of the user stories are irrelevant.

Question 45

Luis is the scrum master for Project Mix-it-Up, its fifth iteration, and has a velocity of twenty-five story points. The project is nearly complete, and the team is ready to move on to other work. However, a key stakeholder approached Luis with a new feature they would like to add to the project. What should Luis do?

1. Submit the feature for the team to review since they are almost done with the work.
2. Decline the request as the change is coming too late for the project.
3. Direct the stakeholder to the change control board because of the timing of the project completion.
4. Add the feature to the backlog as change is welcome at any time.
   Overall explanation

Answer 45

Add the feature to the backlog as change is welcome at any time.

Overall explanation
Adding features to an agile project is as simple as adding them to the backlog. It is then up to the product owner to prioritize those tasks. There is no change control board in an agile project, so this request is not valid. The team does not get to review new features because features are added to the product backlog for prioritization by the product owner. Declining the request is not the best choice as changes and additions may enter the project at any time, but it is up to the product owner to approve and prioritize the change request.

Question 46

Roy is the coach for his agile team. He needs to figure out what motivates his team to ensure the project is as successful as possible. As he has his one-on-one meetings with the team, he always keeps in mind that

1. The project’s objectives are more important than everything else, although it is always essential to meet company objectives as well if possible.
2. In an agile project, the individual objectives of team members are just as important as other objectives.
   3.The objectives of the company and the team outweigh individual objectives, although it is always important to meet individual objectives as well if possible
3. The objectives of the company are more important than everything else.

Answer 46

The objectives of the company and the team outweigh individual objectives, although it is always important to meet individual objectives as well if possible

Overall explanation
Both the company and team objectives are important, with individual objectives being secondary. Individual objectives do not trump other objectives, nor are project objectives always more important than all else.

Question 47

Christopher is a part of the delivery team that is working on the first iteration of their project. One of his assigned user stories is missing acceptance criteria. Christopher should most likely

1. Stop work on the item, as the team made a mistake in estimating a user story with no defined acceptance criteria.
2. Ask the product owner to add the acceptance criteria so he can continue work.
3. Ask the scrum master to add the acceptance criteria so he can continue work.
4. Reestimate the item before he continues his work.

Answer 47

Stop work on the item, as the team made a mistake in estimating a user story with no defined acceptance criteria.

Overall explanation
The best choice is to stop working on the item, as it should not have been estimated without clear criteria. A scrum master is not responsible for acceptance criteria. The product owner could add acceptance criteria, but the item should not have been estimated without it. The item should be reestimated, but work should not necessarily continue, especially if the estimate is different.

Question 48

You are the Highway Automation Project project manager and are facilitating the risk identification process with your project team and other key stakeholders. You have encouraged the participants to identify as many project risks as possible. All of the following are acceptable risk identification techniques, except which one?

1. Root-cause analysis
2. SWOT analysis
3. Prompt lists
4. Qualitative analysis

Answer 48

Qualitative analysis

Overall explanation
Qualitative analysis happens after risk identification. Prompt lists are a risk identification method. SWOT analysis is a risk identification method. Root cause analysis is a risk identification method.

Question 49

Hugh provides general contracting services for residential and light commercial projects. He usually begins by digging a foundation, after which he pours concrete and creates support structures. He has some leeway in deciding which steps come next, but he usually prefers to do the framing and electrical work before doing any ductwork for climate control systems. His projects come together piece by piece, but they cannot be considered complete until all the pieces are in place. Which project methodology is appropriate?

1. Predictive
2. Iterative
3. Incremental
4. Agile

Answer 49

Iterative

Overall explanation
Iterative project life cycles are characterized by multiple planning sessions covering all or most aspects of a project throughout the project’s life cycle. Incremental project life cycles include a series of small or manageable steps that are planned to be implemented over time. Predictive project life cycles are based on the specification of requirements and substantial planning during the beginning phases of a project. Agile project life cycles continuously elaborate their requirements based on feedback obtained following a sprint to add a feature or group of features to a product.

Question 50

Amy has eight stakeholders on her project team and is using the 100-point method for backlog prioritization. There are 50 items in the backlog. What is the maximum number of points that any single item can receive?

1. 800
2. 16
3. 100
4. 5,000

Answer 50

800

If all stakeholders agreed on one item as the one and only priority, the most points would be 800, which is 100 points per stakeholder x 8 stakeholders. The number of items in the backlog is irrelevant. The calculation of the maximum points is 100 points per stakeholder x 8 stakeholders = 800 points. The other answers are incorrect calculations for the maximum amount of points an item may receive.

Question 51

A scrum team is wrapping up the current sprint when Patrick, part of the development team, asks the scrum master when the increment is considered done. What would be the best answer the scrum master can give?

1. When every sprint backlog item to be delivered meets its Definition of Done, and the product owner accepts it
2. When the team holds the sprint retrospective, the last event for the sprint
3. When the allotted timebox for the sprint expires
4. When the team holds the sprint review and demonstrates the increment to the stakeholders

Answer 51

When every sprint backlog item to be delivered meets its Definition of Done, and the product owner accepts it

Overall explanation
The increment is complete when every item to be delivered by the team meets its Definition of Done, and the product owner accepts it. Every item in the sprint backlog has a Definition of Done that the team uses to determine when it is ready. The product owner can accept an item on behalf of the company only if it meets its Definition of Done—any item that is not done when the timebox expires must be pushed to the subsequent sprint. Any item that is not done when the timebox expires must be pushed to the subsequent sprint. A sprint review meeting is designed to demonstrate completed work to stakeholders to seek feedback. It is held after the work on the increment is finished for the current sprint. A sprint retrospective is an opportune time for the scrum team to inspect the team internally, creating a plan for improvements that will be enacted during the next sprint, but it does not meet the Definition of Done.

Question 52

Stakeholder identification is essential to effective project managers. All the following are key stakeholders on every project except for which one?

1. Government agencies
2. The project manager
3. Influencers
4. The project management team

Answer 52

Government agencies

Overall explanation
Government agencies are not critical stakeholders on every project. The project manager is a key stakeholder in every project. The project management team is a vital stakeholder in every project. Influencers are key stakeholders in every project.