Missed Questions 6

Question 1

You are the project manager of a large project to install 10,000 fixtures across a college campus. Your project team has been late on their assigned work, and you fear the project will be late. Which one of the following provides forecasting for the project?

1. The program evaluation and review technique
2. Risk analysis
3. The estimate at completion
4. The graphical evaluation and review technique

Answer 1

The estimate at completion

Overall explanation
The earned value management formula—estimate at completion (EAC)—provides forecasting for the project’s success. The program evaluation and review technique (PERT) provides time estimates, not forecasting. The graphical evaluation and review technique (GERT) provides branching and loopbacks in network diagramming, not forecasting. Risk analysis does not provide forecasting at the level that EAC does.

Question 2

Paul is an agile practitioner on a newly created scrum team. During the backlog refinement meeting, a few of the team members said that one of the features in the backlog could have multiple technical approaches. When some team members believe doing it one way would be better, others lean toward the alternative. Although the feature is of high value, the team is concerned that if they do not take the correct approach, it will add risk to the project and result in serious performance problems downstream. What is the best thing for the team to do next?

1. Research and document the right approach first and then start work on the feature.
2. Move the feature to the end of the backlog.
3. Move the feature to the start of the backlog.
4. Update the risk register with the anticipated risk information and inform the stakeholders.

Answer 2

Move the feature to the start of the backlog.

Overall explanation
It is recommended that high business value, high-risk features/items are worked on first. While that may seem counterintuitive, the sooner this work is done, the sooner the team will mitigate the issues and unknowns, leading to a higher quality product. That way, if there is a failure, it will occur early and relatively inexpensively. Risk management is the discipline of identifying, monitoring, and limiting risks. Several approaches to risk planning and management can be taken in an agile software development project. However, a prioritization process is often followed where the risks with the greatest loss and probability of occurring are handled first, and risks with lower loss and probability of occurrence are handled in descending order.

Question 3

You are the project manager for your company, and you have recently been assigned to a new high-profile project. When should the project kick-off meeting happen?

1. When the project manager has approved the project plan
2. When management has approved the initial project plan
3. At the start of scope validation
4. When the project manager has the project team assembled for the first time

Answer 3

When management has approved the initial project plan

Overall explanation
The project kick-off meeting happens after the initial project plan has been approved. This does not answer the question as well as answer C, which outlines when management has approved the initial project plan. The project manager does not necessarily approve the project plan—management does. Scope validation is an inspection-driven process that aims for the project customer to accept the project work.

Question 4

At Massive Dynamic, they use agile project accounting. What is the most likely benefit of this approach regarding procurement?

1. Procurement is consistent regardless of the approach.
2. The legal review must be completed within the timebox related to each sprint.
3. Contracts must be evaluated each day as part of scrum sessions.
4. The process is often much faster due to smaller statements of work and less legal wrangling.

Answer 4

The process is often much faster due to smaller statements of work and less legal wrangling.

Overall explanation
It is likely that the SOW’s are shorter due to planning occurring along the way. They would be issued for smaller amounts of work or would have less defined scope information. Procurement is not consistent across all projects. Contracts are not discussed daily. Contracts should not be evaluated daily or within a certain timebox.

Question 5

Johann is reviewing a recently accepted project scope statement before discussing it with his team. In addition to the mechanical parts his team is expected to provide, Johann notices that his team is expected to write status reports and documentation. Johann is surprised since his team consists mostly of tradespeople who seldom write reports. He checks with his sponsor to see if the reports and documentation are required. The sponsor confirms that they are. This is an example of which part of the project scope statement?

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

Answer 5

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 6

Samantha’s agile development team has just moved to Test-Driven Development. They are focusing on two new areas in their development model. They are most likely

1. Development and production smoke tests.
2. Manual peer testing and writing of automated test scripts.
3. Creation of unit tests prior to code being written and refactoring code once it is written.
4. Writing of automated test scripts for the future release of code and paired programming.

Answer 6

Creation of unit tests prior to code being written and refactoring code once it is written.

Overall explanation
Test-Driven Development is focused on unit tests written before code and refactoring for maintainability. Paired programming is irrelevant to TDD. Manual peer testing is a fictional term. Production smoke tests are irrelevant to TDD.

Question 7

The organization has decided to remodel and improve their employee lounge. A large team of cross-functional stakeholders is arguing about the layout and equipment to be included in a new employee lounge. The group generates four ideas, and all members vote for their preferred idea. One idea receives 44% of the votes, more than any other option. Thus, this idea is chosen. Which decision-making technique was used?

1. Consensus
2. Plurality
3. Autocratic
4. Creativity Voting

Answer 7

✘ Consensus
Explanation:Reaching consensus is a desired outcome, but this question states that a minority opinion “won” over other options.
✓ Plurality
Explanation:The item under discussion (in this case, style) is decided by plurality when the item receives the highest percentage of votes, even if that percentage is not greater than 50%.
Autocratic
Explanation:This decision-making technique generally involves one individual deciding, regardless of the opinions of others.
Creativity Voting

Question 8

There are four key values specified in the PMI Code of Ethics and Professional conduct? All of the following are key values except: [Pick Two]

1. Fairness
2. Quality
3. Certification
4. Responsibility
5. Respect

Answer 8

Quality
Explanation:PMI’s four values in the Code of Ethics and Professional Conduct are responsibility, respect, fairness, and honesty.

Certification
Explanation:PMI’s four values in the Code of Ethics and Professional Conduct are responsibility, respect, fairness, and honesty.

Question 9

Question 7:Submit a CommentA large project team for a major annual event is reforming with all the same team members. To prepare for the preliminary meeting with the team, the newly assigned project manager reviews the lessons learned repository and sees this highlighted comment: “Team members were distracted at the live matches. The team leads were ineffective at redirecting team member effort.”

How should the project manager approach this situation?

1. Coach the team members from the previous year about professionalism at the live matches.
2. Replace the team leads from the previous year with stronger, experienced team leads.
3. Implement appropriate behavior guidelines and penalties for team members at live matches.
4. Establish clearer ground rules with the team and team leads, including disciplinary actions for breaches.

Answer 9

Establish clearer ground rules with the team and team leads, including disciplinary actions for breaches.

Explanation:This team needs improved ground rules. The project manager should recognize that the team’s behavior may not change unless something forces it to change–and establishing clearer ground rules can do this. Because the project manager is new, coaching team members about past behavior will seem theoretical to them; the team leads need to be coached as well! Deselecting team leads or implementing guidelines and penalties seems too heavy-handed for a new project manager. The goal is to create a positive dynamic with this new team so they do not make the same mistakes again.

Question 10

A planned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The Project Manager wants to prevent this type of situation in the future.

What should the Project Manager do?

1. In the next daily standup meeting, review the issue.
2. During the retrospective, examine the issue.
3. In the demo, address the issue.
4. During the next iteration planning meeting, discuss the issue.

Answer 10

During the retrospective, examine the issue.

Explanation: A retrospective is a great opportunity to talk about what went right, what went wrong, lessons learned and what to improve for next time.

Question 11

The organization has decided to remodel and improve their employee lounge. The large team of cross-functional stakeholders is arguing about the layout and equipment to be included in a new employee lounge. The group generates four ideas. Optimally, which decision-making technique should be pursued for the new lounge?

1. Majority voting
2. Plurality
3. Consensus/unanimity
4. Autocratic

Answer 11

Consensus/unanimity

Explanation: Reaching consensus is a desired outcome. All other options involve a portion of the stakeholders exerting their will at the expense of other stakeholders.

Question 12

Review the following steps.

1. A project has been successfully delivered.
2. The project manager is executing formal closure.
3. ______________________________________.

What is Step 3?
1. The project manager should obtain stakeholder acceptance.
2. The project manager should reallocate the unused funds.
3. The project manager should update the bid documents.
4. The project manager should reassign the project team.

Answer 12

The project manager should obtain stakeholder acceptance.

Explanation: Accepted deliverables that were formally signed off by the customer or sponsor in Validate scope are then forwarded to the Close Project or phase process. Formal documentation is then signed by the customer or sponsor acknowledging final acceptance of the project’s deliverables.

Question 13

A customer is not satisfied with the delivered product, saying that it was not what they expected. The Project Manager is surprised, because the agile development team delivered the product several iterations early.

What is one way that the Project Manager could have avoided this result?

1. Required team sign off for each of the constant changes to the requirements
2. Ensured that the team fully participated in developing the project scope
3. Made sure that the customer was aware of the value of demos
4. Set aside more resources for product testing after changes are made

Answer 13

Made sure that the customer was aware of the value of demos

Explanation: The customer was not engaged enough in the project. The iteration review is the best mechanism for the team to demonstrate the product and for the customer to give feedback to ensure that their expectations are met.

Question 14

A company in the food industry creates, markets, and produces a variety of baked goods. They sell their products through supermarkets. They introduce approximately ten new products per year. What type of organization probably best describes this company?

1. Functional
2. Multidivisional
3. Projectized/Project-oriented
4. A matrix organization

Answer 14

Functional
Explanation:Functional organizations generally departmentalize similar types of resources (e.g., engineering, manufacturing, accounting), and most resources work on functional or operational activities most of the time.
Multidivisional
Explanation:A multidivisional organization segregates aspects of the business, such as regions or product lines, with potentially little centralization between those aspects. There is no indication of different product lines, regions, or customer to suggest they are multidivisional.
✘ Projectized/Project-oriented
Explanation:Project-oriented organizations likely perform a very large number of complex projects. Most human resources work on projects, and projects account for most organizational spending.
✓ A matrix organization
Explanation:As they produce new products, this involves projects. As they produce a large volume of their products, this involves operations. Thus, matrix is the best answer.

Question 15

A team was in the execution stage of the project management plan when three necessary changes were brought to their attention. The team members all have differing opinions regarding how to implement the changes.

What should the Project Manager do?

1. Organize a meeting with team members to review the issues and request changes where needed.
2. Confirm that all team members and stakeholders understand and follow the change management plan.
3. Ensure all requested changes are applied to the project and communicate directly with all team members.
4. Hold a meeting with the board and project sponsor to address the issue.

Answer 15

Confirm that all team members and stakeholders understand and follow the change management plan.

Explanation: The team and Project Manager must follow the documented and agreed upon change management processes.

Question 16

Which of the following options is the weakest justification for initiating a project?

1. To ensure compliance with a regulation
2. To reduce technology costs
3. To increase revenue generated
4. To increase the transaction speed of an application

Answer 16

To increase the transaction speed of an application

Explanation: Projects are justified for a variety of high-level reasons, often falling into categories such as profit, revenue, cost reduction, customer or employee satisfaction, regulation compliance, etc. In this answer, there’s no indication that increasing transaction speed would provide value to the customer.

Question 17

A Project Manager believes that a delay in developing a prototype was due to a lack of knowledge in a specific skill that was needed by the cross-functional team.

How could the Project Manager prevent this situation on future projects?
1. Identify required strengths, and organize the team based on those strengths.
2. Offer more skill-specific training throughout the project.
3. Meet with the project sponsor and team members to assign training for specific skills.
4. Empower team members to problem solve in situations where skills may be lacking.

Answer 17

Identify required strengths, and organize the team based on those strengths.

Explanation: Developing the team is an important part of servant leadership. If the Project Manager knows the required strengths and skill sets needed for a project, then they can build the team around those strengths.

Question 18

A project to migrate the email system of the client to another platform creates an unexpected, but significant, issue on another business-critical system. What should the project manager do?

1. Ask the project team to resolve the issue.
2. Inform the stakeholders of the issue.
3. Revise the project management plan to include the issue.
4. Update the issue log.

Answer 18

Inform the stakeholders of the issue.

Explanation: Since the affected system is business-critical, immediate communication is needed.

Question 19

An oil and gas company is redesigning their oil storage tanks to meet updated international industry standards. A vendor is contracted to perform the work. During the latest inspection, a critical flaw is detected in the tank venting systems.

The vendor states this is a design flaw and they notified the team lead 3 weeks ago to inspect the tanks, but they did not perform the inspection. The vendor kept working, using the designs they were given, to meet the next milestone. The team lead says the inspection was not on the schedule.

What should the project manager do first?
1. Schedule a quality assessment to fix the problem as soon as possible.
2. Consult the project schedule to verify the inspection dates.
3. Escalate to operations and log the problem in the issue log.
4. Consult the responsible, accountable, consulted, and informed (RACI) chart to find out who is responsible and accountable for the inspections.

Answer 19

Schedule a quality assessment to fix the problem as soon as possible.

Explanation: The project manager needs to get this problem fixed as soon as possible. The RACI chart and the conflict between the vendor and the team lead should also be addressed but this can be done later. Escalation is typically the option taken when the issue is beyond your authority and too complex to solve on your own.

Question 20

The legal team informs the product owner that another company owns a patent for an innovation used in the product of the agile team, now 75% complete.

What should the product owner do to determine the appropriate way forward?

1. Work with the legal department to find markets where the patent is not registered
2. Continue work on the product after removing the patented component
3. Terminate project immediately to prevent any further sunken costs
4. Perform marginal economics analyisis and identify minimum releasable features

Answer 20

Perform marginal economics analyisis and identify minimum releasable features

Explanation: A foundational assumption to release the product is now a show-stopper. Marginal economic analysis determines if there is a viable way forward. Identifying minimal releasable features can mitigate the economic loss. Distractors are either unrealistic (unpatented markets, removing component) or uninformed (terminate project).

Question 21

Which of the following options is generally most accurate regarding earned value related to Agile projects?

1. Earned value and “Agile value” are the same thing.
2. Earned value is more appropriate for Agile iterations than releases.
3. Earned value measures the degree of collaboration between product owners and the team.
4. Earned value means releasing marketable features as early as possible to recoup the investment as soon as possible.

Answer 21

Earned value is more appropriate for Agile iterations than releases.

Explanation: Evolving scope makes earned value more difficult to use compared to traditional projects. Thus, earned value should be used when the scope, schedule, and cost are reasonably stable: the iteration level.

Question 23

Which of the following is not a component of the Communications Management Plan?

A. The initiator and receiver of project information
B. The Stakeholder Register
C. The collection and transfer of institutional knowledge
D. The frequency of each communication

Answer 23

B. The Stakeholder Register

Question 24

In iteration planning, the team identifies the tasks necessary for the user stories that are part of the iteration backlog. Tasks are then assigned and owned by team members, accountability for performing the work necessary in the iteration is taken by:

A. The project manager
B. The scrum master
C. Each member of the team for the work assigned to them.
D. The entire team

Answer 24

The entire team

Question 25

A company has a goal of increasing customer satisfaction within 4 months. A project is initiated to meet this goal.
The Project Manager needs to identify best practices.

What should the Project Manager utilize to accomplish this?

A. Facilitation
B. Benchmarking
C. Interviews
D. Affinity diagram

Answer 25

C. Interviews

Interviews should be used to gather feedback from actual customers. This ensures that any decisions are made off of real data rather than assumptions.

Question 26

A Project Manager joins a project as a replacement on a project team. During initial meetings, the Project Manager realizes there are many differing opinions about how to address technical decisions. Team members do not respect each other’s ideas, and the environment is becoming counterproductive. However, the team developed processes and procedures and is now working smoothly and productively on the project, without conflict or interruption.

In what phase of development is the team?

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

Answer 26

C. Norming

Feedback

Storming often starts where there is a conflict between team members’ natural working styles. People may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated and counterproductive. Once the team members start working together and adjusting their work habits and behaviors to be more supportive, the team has transitioned into Norming.

Question 27

In a cost-reimbursable proposal, cost realism should be determined by:

A. Establishing a cost incentive as part of the contract
B. Market research of similar products or services
C. Competition between the submitted proposals
D. An independent cost estimate

Answer 27

D. An independent cost estimate

Question 28

The cumulative actual cost (AC) is less than the planned value (PV)

A. The project is ahead of schedule
B. The project is under budget
C. The project is behind schedule
D. We need more data to decide

Answer 28

D. We need more data to decide

Feedback

We need more data to evaluate the earned value. We have spent less than we should have at this point, but we don’t know how much work have we achieved.

Question 29

A project team collected sensitive client data early on in the project to help develop the project management plan. The team is now working on deliverables for the project.

The compliance manager raises an issue of project non-compliance.

What is the first document the Project Manager should review?

A. Business case.
B. Statement of work (SOW).
C. Issue log.
D. Risk register.

Answer 29

C. Issue log.

Feedback

After a new issue is raised, the issue log should be reviewed and updated, as needed, prior to taking action.

Question 30

You’re starting a new project management role with a well-known corporation. A few weeks into the project, you need to check on the project’s scope. Which tool should you use?

1. Kanban board
2. Fulfilment chart
3. Burndown chart
4. Burnup chart

Answer 30

Burnup charts are a good way to track how much you’ve already accomplished and check on the project’s scope.

Question 31

A new project begins tomorrow and is planned to be several months long. When is the Sprint progress monitored?

1. At the end of the sprint
2. Once per week
3. Daily Scrum
4. At the end of each iteration

Answer 31

This should be done in each Daily Scrum

Question 32

Your team is reaching the halfway mark on their latest project. A team can show its completed value with what tool?

1. Project charter
2. A product backlog burnup chart
3. A sprint burndown chart
4. Kanban Board

Answer 32

A team can show its completed value with a product backlog burnup chart.

Question 33

A project has already gone through several iterations, but there’s work to be done. How often should the project progress be monitored?

1. Once per month
2. Once per Sprint Review
3. Every two weeks
4. During the Daily Scrum

Answer 33

Project progress should be monitored at least once per Sprint Review

Question 34

A project has already gone through several iterations, but there’s work to be done. What is the purpose of monitoring the project’s progress?

1. To check in with stakeholders
2. To confirm work completed
3. To provide a status report
4. It forecasts the completion date of the project

Answer 34

Monitoring the project’s progress forecasts the completion date of the project.

Question 35

You’re putting together the burndown chart for your team’s next project. What is on the X-axis?

1. The number of sprints
2. The ideal timeline
3. The work to be completed
4. The start and endpoints

Answer 35

The number of sprints

Question 36

You’re putting together the burnup chart for your team’s next project. What is on the Y-axis?

1. The number of sprints
2. The ideal timeline
3. The completed work
4. The start and endpoints

Answer 36

The Y-axis shows completed work.

Question 37

A company is undergoing a global enterprise-level transformation. In 3 years, they will end 85 years of publishing books and instead offer tutored, virtual learning communities.

The first big project is to refit the factories and warehouses as film studios. The project management office (PMO) authorizes a project using a predictive life cycle, and that work begins. However, the learning community designers (key stakeholders) keep requesting design changes, which has caused delays and costly rework. With 18 months left, the team is getting nervous.

How should the project manager respond?

1. Pivot to an iterative development approach to capture designer feedback at set intervals during construction.
2. Suspend the project until the designers finalize their decisions and then restart work.
3. Continue to process the designers’ changes using the change control process.
4. Limit the changes to critical ones only and initiate another project afterwards to retrofit the studios with further changes.

Answer 37

Pivot to an iterative development approach to capture designer feedback at set intervals during construction.

Explanation: When a project is being delayed consistently and significantly with changes from stakeholders, it is time to consider a different approach to handling changes. In this case, the team can take the designers’ feedback in iterations as part of the project work. This will ensure the project continues to develop what the company really needs. In this case, the other approaches suggested would eventually work, but the work needs to be done and ready in a demanding time line.

Question 38

What is the general purpose of incentive fees?

1. For the buyer to increase the likelihood of getting their needs met by the vendor
2. To get the job done faster
3. For the seller to potentially earn more money
4. To align the objectives of both parties

Answer 38

To align the objectives of both parties

Explanation: This implies a win-win scenario. If the vendor performs, the seller gets additional money.

Question 39

A Project Manager is attending a periodic review with stakeholders.

The project sponsor asks the project manager how deliverables will be verified for accuracy and accepted.

In which project document is this information found?

1. Quality management plan
2. Requirements management plan
3. Work performance reports
4. Scope management plan

Answer 39

Quality management plan

Explanation: The quality management plan identifies the quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/ or standards.

Question 40

Which of the following options is the weakest justification for initiating a project?

1. To increase customer satisfaction ratings
2. To reduce waste
3. To increase earnings-per-share
4. To establish cloud storage of files

Answer 40

To establish cloud storage of files

Explanation: Projects are justified for a variety of high-level reasons, often falling into categories such as profit, revenue, cost reduction, customer or employee satisfaction, regulation compliance, etc. In this answer, there’s no indication that establishing Cloud storage would provide value to the Customer.

Question 41

An agile project team is joined by a newly hired team member who is highly skilled but has only worked on predictive project teams. After working with the team for 1 month, the project team has scheduled a product demo with the client, an external customer. The client gives direct and passionate feedback: “This mechanism is overcomplicated. Customers won’t like it. We can’t support it. Start over!” The new team member begins crying and immediately exits the room.

How should the project team react?

1. Discuss expectations around communications and team ground rules at the next retrospective.
2. Move the new team member to a less critical project until they become more comfortable using agile approaches.
3. Use emotional intelligence (EI) to coach the client on how to interact in future situations.
4. Tell the new team member they must respect and listen to all client feedback.

Answer 41

Discuss expectations around communications and team ground rules at the next retrospective.

Explanation:
The best approach here is to utilize the retrospectives by maintaining the healthy and strong relationships among all stakeholders. As a new member of the project team and new to an agile working environment, they will need help understanding expectations, how a psychologically safe environment works, and coaching from the team. Unfortunately, clients and customers sometimes do react passionately or negatively; this is reality. A unified, empowered team culture built on effective and safe communication and organizational policies is the best defense against this kind of behavior. It is not a project team’s job to coach a client or customer on emotional intelligence (EI).

Question 42

A team lead receives an email from the product owner asking for a more precise view of actual time spent on tasks to apply more accurate business value estimates in the product backlog. The team is extremely busy, and deadlines are tight.

How should the team lead answer this request?

1. Ask the product owner to supply the team with more specific and detailed user stories so they can understand the customer value desired better.
2. Make sure the team is updating the burndown chart daily, so the product owner has an accurate view of the work completed.
3. State that the team is extremely busy and can’t help right now.
4. Explain that flexible estimating units enable the team to accelerate delivery of business value.

Answer 42

Make sure the team is updating the burndown chart daily, so the product owner has an accurate view of the work completed.

Explanation: The team needs to keep the product owner updated on the completion of work, and the burndown chart is a daily work measurement tool that most teams use. The product owner should already communicate with the team about development through detailed user stories; it is the product owner’s responsibility to monitor value, NOT the team’s. The product owner should already know why they use flexible estimating units. Communication between project stakeholders should always be cordial and team-focused, no matter how stressful the situation.

Question 43

Company H is completing a merger and has acquired several valuable assets from company Z that require specialist care, including intellectual property rights and museum artifacts. The team is conflicted about what to do, but the product owner has identified knowledge transfer—to ensure the new organization can maintain the collections properly—as one of the highest priorities for the merger.

Which two of the following actions should the team take? [Pick Two]

1. Create a backlog item to insure the artifacts and property that are most valuable.
2. Hire specialists in intellectual property rights and museum management to lead a formal transfer.
3. Post updates in the monthly status report.
4. Pair leaders from each of the critical business elements in both companies for collaboration.

Answer 43

✘ Create a backlog item to insure the artifacts and property that are most valuable.
Explanation:See the correct answer for the explanation.
✓ Hire specialists in intellectual property rights and museum management to lead a formal transfer.
Explanation:Pairing new team members and hiring specialists, in this case, are the best ways to transfer specialist knowledge successfully. Ensuring the safety of the collections will be helpful, but this tool won’t ensure the teams learn how to maintain the collections. Daily stand-ups are too short to properly share knowledge; they are intended for daily planning and brief updates. Monthly status updates are not sufficient to conduct specialist knowledge transfer.
Post updates in the monthly status report.
Explanation:See the correct answer for the explanation.
✓ Pair leaders from each of the critical business elements in both companies for collaboration.
Explanation:Pairing new team members and hiring specialists, in this case, are the best ways to transfer specialist knowledge successfully. Ensuring the safety of the collections will be helpful, but this tool won’t ensure the teams learn how to maintain the collections. Daily stand-ups are too short to properly share knowledge; they are intended for daily planning and brief updates. Monthly status updates are not sufficient to conduct specialist knowledge transfer.
Hold daily standup meetings to discuss the new roadmap.

Question 44

Three project teams are working on parts of a single project. The parts are highly dependent on each other. The leader of the team indicates that this might create conflicts when the outputs from the three teams are combined.

The project manager needs to provide guidance to the team lead.

What guidance should be offered?

1. The team lead should tell all three teams to continue to work simultaneously, recognizing that conflicts can be addressed at the testing phase.
2. The team lead should identify potential conflicts, and arrange for a weekly joint meeting with the members of the three teams to monitor each other’s work.
3. The team lead should decide which team’s work should be prioritized, then delay the work from the other two teams to ensure there are no conflicts.
   Explanation:See the correct answer for the explanation.
4. The team lead should document conflicts as they occur, and take action to remedy any problems that arise.

Answer 44

The team lead should identify potential conflicts, and arrange for a weekly joint meeting with the members of the three teams to monitor each other’s work.

Explanation: Before deciding to act, the project manager needs to determine the potential conflicts and monitor progress.

Question 45

A project team is being sent overseas to lead an integration project at a subsidiary factory. To prepare, they review a transcript from the retrospective from a previous trip to identify the main problems.

Which problem listed below can the team approach and potentially solve using servant leadership and active listening during the next iteration?

1. Heatwave during site visit, so outdoor practical training was replaced by simulations.
2. Scheduling problems because host teams have dedicated non-working hours at different times of the day due to shift work.
3. Equipment is at risk from poor quality maintenance because of ineffective training.
4. Host team is very unwilling to partner in training exercises.

Answer 45

Host team is very unwilling to partner in training exercises.

Explanation: It is possible to understand why another team would be unwilling to do something and then seek a resolution. Use empathy and active listening to try to understand, but also inspire the host team with the use of servant leadership. Scheduling problems, adverse weather, and incomplete training need practical, technical solutions.

Question 46

An agile project team is using scrum methods. A previously unidentified risk has occurred and threatens the current release.

What should the scrum master do?

1. Stop project work until the risk is assessed and analyzed.
2. Bring the issue up during the next standup meeting.
3. Engage the team to facilitate a workaround.
4. Collaborate with stakeholders and the project team to develop a risk response.

Answer 46

Engage the team to facilitate a workaround.
Explanation: This risk, once it occurs, is no longer a risk—it is an issue that requires action. In an agile environment, the team lead, in this case a scrum master, facilitates the self-organizing team to take action and find a solution. The team should discuss the issue during the next standup meeting for awareness, but this is only the first step in problem solving. Since this issue is both from an unidentified risk and poses a serious threat, it requires action first.

Question 47

Relevant stakeholders on an agile project are considering a proposed change. Which of the following is most accurate? [Pick Two]

1. The scrum master has the authority to approve or deny a proposed change.
2. The new story will likely be treated as a feature of new project.3 Only the product owner can approve the change.
3. The new story will be placed at the bottom of the backlog.
4. If approved, the product owner decides where to insert the new into the product backlog.

Answer 47

If approved, the product owner decides where to insert the new into the product backlog.

Explanation: The product owner “owns” the product backlog. The product owner decides on the priority of the new story. In certain cases, the team may have inform the product owner that certain stories must be created in a non-negotiable sequence (i.e. mandatory dependencies), but the product owner organizes the product backlog.

Question 48

A project has the following characteristics:

-It is in the execution phase.
-A regulatory law has recently been approved that mandates immediate compliance.
-This law will impact the scope, schedule, and cost of the project.

The project manager needs to determine what to do first.

What is the correct step to take?
1. Begin the change request process.
2. Escalate the issue to senior management.
3. Initiate mitigation of the risk.
4. Ensure the project management plan is updated.

Answer 48

Begin the change request process.
Explanation: Since compliance is mandatory, a change request needs to be submitted.

Question 49

The project management team is starting to draft the resource management plan. All of the following options are important types of information that the project manager should review to write an effective resource management plan except

1. Templates for the resource management plan
2. The organizational culture and organizational structure (e.g., functional, matrix, project-oriented)
3. Regulations that affect hiring policies and practices
4. The listing of specific staff assigned to the project

Answer 49

The listing of specific staff assigned to the project

Explanation: The acquisition of staff assignments takes place later in the project. The resource management plan would document who acquires resources, how they will acquire them (e.g., evaluation tools), and other factors.

Question 50

After three agile iterations showed a trend of increasingly prolonged test work, the team performed an intensive backlog refinement.

What metrics would show that the problem was effectively addressed?
1. Decrease in backlog item count
2. Increase in value per story
3. Speed of impediment resolution
4. Stories completed per iteration

Answer 50

Stories completed per iteration

Explanation: Refinement results in smaller, less complex stories, which allows the team to complete them faster. Distractors are either irrelevant to the story complexity (impediment resolution ), illogical (smaller stories would typically have lower value) or not in line with agile practices (backlogs continue to grow in items with further constant refinement.)