PMP Wrong Questions Flashcards

Question

Before a project evaluation meeting, a key stakeholder complains that the project does not deliver the expected business benefits. The project manager needs to prepare for the meeting to effectively address the complaint. What should the project manager do first? A.Review the change control log for approved variances in the project deliverable. B.Review the communications management plan and stakeholder engagement plan. C.Review the project performance metrics and acceptance test results. D.Review the project objectives and success criteria.

Answer 1

Solution: D. Review the project objectives and success criteria. Project success is measured by the achievement of project objectives and success criteria. The project manager should review these two to understand the key stakeholder's complaints before taking action. The other answer choices are incorrect while the change control log may provide insights into changes that have been made to the project deliverables, it does not directly address the issue of whether the project has delivered the expected business benefits. The communications management plan and stakeholder engagement plan may provide information on how stakeholders have been engaged throughout the project, but it does not directly address the issue of whether the project has delivered the expected business benefits. The project performance metrics and acceptance test results may provide information on how well the project has met its technical requirements, but they do not directly address the issue of whether the project has delivered the expected business benefits.

Answer 2

Solution: D and E. Assess the impact of adopting the new process and Communicate the impact with key stakeholders. The project manager should assess the impacts of implementing the new process and communicate the findings with key stakeholders. Assessment will help identify the opportunities and threats of implementing the new process. It is necessary that the project manager communicates the results of the analysis with key stakeholders. The other answer choices are incorrect. They may occur after the impact is assessed and the stakeholders are made aware. Involving the functional manager may not be necessary at this stage. Postponing the decision is not efficient, the project manager should assess the impact first because the new process may help execute an activity with a shorter duration, which would benefit the project. Updating the WBS is not necessary at this time because no decision has been made at this point.

Answer 3

Solution: C. Confirm the terms of the team member's contract to close their participation appropriately. The first step the project manager should take to ensure a smooth transition and minimize any disruption to the project. It is important to understand the terms of the contract, such as the notice period and any outstanding deliverables, to determine the appropriate course of action. The other answer choices are incorrect because they are not the first step the project manager should take. Modifying the contract at this point is not practical and may not be legally viable. Determining the affected packages and ensuring resources is important, but it should come after understanding the contractual obligations. Checking the contingency reserve for new resources can be a later step, but first, the project manager needs to understand the scope of the situation.

Answer 4

Solution: D. Work with the legal department and other applicable departments to review the processes that support the project delivery. As a servant leader, the project manager should work with the legal department and other applicable departments to review the processes that support the project delivery. This will help ensure that the legal requirements are met while also minimizing delays to the delivery schedule. The project manager's role as a servant leader is to facilitate collaboration and communication between different departments and stakeholders to ensure project success. The other answer choices are incorrect. Advising senior management would be a time-consuming and complex initiative that may not directly solve the issue. Continuing with organizational procedures and ignoring the issue is not proactive, will not resolve the issue, and could negatively impact the project. Informing the customer and asking them to discuss this with the organization's leadership transfers the responsibility for the issue to the customer and is inappropriate. The project manager must facilitate and remove obstacles, not other stakeholders.

Answer 5

Solution: A. Conduct a session to update the existing social agreement on how the team will work collaboratively. When new team members join an existing team, a new team is created. The project manager should conduct a session to update the existing social agreement on how the new team will work collaboratively. Setting the ground rules of the new team is a key factor and the role of the project manger in facilitating the participation of everybody to reach an agreement. The other answer choices are incorrect because they do not suggest updating the current social agreement to accommodate the new team members.

Answer 6

Solution: B. Benefits management plan The project manager should review the benefits management plan with the stakeholder as it is the best document to describe how and when the benefits will be delivered and the outcome's impact on the organization.

Answer 7

Solution: C. Facilitate the negotiation of the acceptance criteria between the customer and vendor. The best course of action for the project manager in this situation is to facilitate the negotiation of the acceptance criteria between the customer and vendor. This is because it is the most collaborative and consensus-building approach. It also allows the project manager to ensure that the rework is done in a way that meets the needs of both the customer and the vendor. The other answer choices are incorrect and are less effective. Asking the customer to permit rework as the vendor has unique knowledge of the product is a good idea, but it is important to get the customer's agreement before proceeding with the rework. Finalizing the new DoD with the customer and making the vendor bear the cost of rework could be good if the vendor is not willing to rework the deliverables at no penalty. However, it is important to be mindful of the cost of rework and the impact it will have on the project schedule. Directing the vendor to rework the deliverable since they did not meet the requirements is the most direct approach, but it could damage the relationship between the customer and vendor. Additionally, it is important to make sure that the vendor is willing and able to rework the deliverables to the customer's satisfaction.

Answer 8

Solution: C. Ask the team to re-assess their effort estimates in the iteration planning session. The team learns from previous iterations how to do things better. The actions to address any shortcomings are taken as part of the next planning session. The next action should be to assess whether the team now has sufficient experience to perform the tasks within the planned timeframe for the next iteration. The other answer choices are incorrect. The options to seek additional training and reprioritize the product backlog may not affect the team's ability to complete in the next iteration. The option to ask the sponsor to approve delayed timelines is also unnecessary if the team assesses that it now has the necessary experience to complete the next iteration within schedule.

Answer 9

Solution: A. Present a detailed analysis of the market, business plan given by the product owner, and risk management plan to investors. The project manager should present a detailed analysis of the market, business plan, and risk management plan to investors will provide the information necessary for investors to make a choice in whether to invest. The other answer choices are incorrect. Cost-benefit analysis is only part of the information needed to make an educated decision on whether to invest. Presenting a risk analysis and management plan is only part of the information needed to make an educated decision on whether to invest. Stakeholder involvement may or may not ensure continued investment in the product.

Answer 10

Solution: C. Plan an iteration directly after AI processing to analyze and prioritize the development goals. By planning an iteration immediately following the AI processing, the project team can analyze the results, prioritize the development goals based on the findings, and focus the remaining budget on the most valuable tasks. The other options are incorrect. Limiting the specification iterations to 50% of the overall project duration does not directly address the issue of maximizing the business value within the remaining budget. Additionally, it might not be feasible given the unpredictable nature of AI processing times. Limiting the AI processing to 25% of the overall project budget might not be feasible or beneficial. AI processing is a crucial part of the project, and it's unpredictable by nature, constraining it could lead to sub-optimal results. Planning the specification work as a predictive task with a fixed duration doesn't account for the unpredictability of the AI processing, and it may not necessarily maximize the business value of the remaining budget. This approach might not align well with the nature of innovative projects, which often need to be flexible and adaptive.

Answer 11

Solution: B. Assessed the internal and external regulatory environments. At the beginning of the project, understand the regulatory requirements based on the type of project and the industry will allow the team to include tasks in the plan geared to meeting the requirements, ensure enough resources are allocated to addressing the requirements and reducing the amount of rework that would result from not doing the assessment.

Answer 12

Solution: A. Ensure that the product meets the standards and requirements in Region X and plan future iterations to address the noncompliance with the standards in the other regions. An agile approach refines work items and delivers them frequently. It also assures controlling quality to comply with the requirements throughout the project. In the case of non-compliance, the project manager should plan iterations to implement other requirements and standards. The project manager should prioritize ensuring that the product meets the standards and requirements of the region where it will be launched first. Once the product is launched in Region X, the project manager can then plan future iterations to meet the standards and requirements of the other regions. This approach allows the project manager to respond to the competition threat while also ensuring that the product meets the needs of all of the target markets. The other options are incorrect because are not the most realistic and feasible solutions. Documenting this as noncompliance in the quality management plan is incorrect because it does not address the fact that the product does not meet the standards and requirements of two of the other regions. The project manager needs to take action to modify the product to meet those standards. Re-planning all iterations is incorrect because it is not feasible to re-plan all of the iterations to meet all three regions' standards within the scope of the work. This would require a significant amount of rework and could delay the launch of the product. Connecting with customers is incorrect because it does not resolve the issue of the product not meeting the standards and requirements of two of the other regions. The project manager needs to take action to modify the product to meet those standards.

Answer 13

Solution: B. Conduct procurement performance reviews on a regular basis with all contracted vendors to ensure that products and services are all delivered or will be delivered on time and as per the agreed-upon contract. By conducting procurement performance reviews on a regular basis, the project manager can proactively identify and address any potential issues with vendor performance. This will help to ensure that the project meets its procurement objectives and that the products are delivered on time and meet the quality requirements. The other answer choices are incorrect because they are not enough to ensure that the products meet the quality requirements and are delivered on time, and the project manager needs to monitor vendor performance to identify and address any potential problems.

Answer 14

Solution: B. Review the training requirements with the team member. By reviewing the specific skills and knowledge needed for the assigned tasks, the project manager can identify any gaps and develop a plan to address them. This could involve providing additional training, mentoring, or shadowing opportunities. The other answer choices are not as effective. Review each required task with the team member when it starts: While this approach could provide the team member with some initial guidance, it does not address the underlying lack of preparation. Without proper training or support, the team member may struggle to perform the tasks efficiently and effectively. Escalate the issue to the resource's functional manager for resolution: While the functional manager may be able to provide some assistance, it is ultimately the project manager's responsibility to ensure that their team members are prepared to perform their assigned tasks. This includes identifying and addressing any training needs. Ensure training is built into the resource management plan: While this is a good long-term solution, it does not address the immediate issue of the unprepared team member. The project manager needs to take action now to ensure the team member can contribute to the project.

Answer 15

Solution: B. Schedule a meeting with the stakeholder to discuss the inaccurate reporting and provide accurate information. By scheduling a meeting with the stakeholder, the project manager can take a proactive approach to addressing the issue of inaccurate reporting. The meeting will provide an opportunity to identify the root cause of the problem, discuss potential solutions, and develop a plan to improve the accuracy of the stakeholder's reporting. This will help to ensure that the steering committee has the information it needs to make informed decisions and that the project is able to stay on track. The other answer choices are not as effective. Update the communications management plan to ensure that the stakeholder receives the necessary information: While this is a good long-term strategy, it will not address the immediate issue of the stakeholder providing inaccurate information. The project manager needs to first determine why the stakeholder is providing inaccurate information and then take steps to correct the situation. Send regular updates to the steering committee to keep them informed about the project: While this is important, it will not address the issue of the stakeholder providing inaccurate information. The project manager needs to ensure that the stakeholder is providing accurate information, not just that the steering committee is receiving accurate information. Escalate the issue and request that all reports be preapproved before they are sent to the steering committee: This is an extreme measure that should only be taken if all other options have been exhausted. Preapproving all reports will slow down the communication process and may not prevent the stakeholder from providing inaccurate information.

Answer 16

Solution: B. Identify the cause of the morale issue. The new project manager should first gather additional information to identify the root cause of the low morale issue. Hence this option is the correct answer. The other answer choices are incorrect. Increasing the supervisor's level of authority or modifying the role of the supervisor in the project or speaking with the supervisor and updating the project issue log will not improve the senior supervisor's morale.

Answer 17

Solution: A. Use a RACI chart to facilitate team task accountability. A RACI (responsible, accountable, consult, and inform) chart shows the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members. The other answer choices are incorrect. A Gantt chart shows schedules without assigning responsibility; the sponsors should not need to be consulted if a RACI is in place and agreed; and the WBS does not include the decision-making authority.

Answer 18

Solution: B. Estimate the duration of each project task. Estimating task duration helps ensure the project is completed on time, within budget, and to the satisfaction of stakeholders. By estimating task durations accurately, project managers can provide stakeholders with a realistic timeline for project completion. This helps manage stakeholder expectations and reduces the likelihood of disappointment or frustration. It also helps to identify potential roadblocks and dependencies. The other answer choices are incorrect. Confirming stakeholder delivery expectations is not an effective or reliable way to estimate project duration. An industry benchmark is a standard or reference point often used to compare an organization's performance to that of its peers or competitors. A detailed release plan provides a false sense of predictability to stakeholders and requires significant effort to maintain later in the life cycle as the situation evolves. A high-level release plan is more appropriate for complex projects.

Answer 19

Solution: D. Engage the steering committee and escalate the issue. The project manager should engage the steering committee and escalate the issue. This is the best way to ensure that the project can proceed without being delayed or derailed by the increased cost of the services. The steering committee may be able to provide additional funding for the project or may be able to help the project manager find ways to reduce the cost of the services. The other answer choices are not as effective. Restarting the procurement process and selecting a new vendor is a drastic measure that should only be taken as a last resort. It is likely to delay the project and may not result in a lower cost. Reviewing the contract type that will be awarded to the vendor is not enough to address the issue of the increased cost of the services. Proceeding with the best offer as per the procurement process is not a good idea, as it will likely result in the project exceeding its budget.

Answer 20

Solution: B. Ensured that updated project information is always accessible to all stakeholders It is imperative that stakeholders have updated project information that is accessible. This transparency is necessary to ensure all involved are well aligned about the product outcome. The other answer choices are incorrect. Waiting for the stakeholders to be present or to approve, or meeting with them individually does not avoid disagreement and may cause unnecessary delays.

Answer 21

Solution: D. Track progress toward each benefit, based on the benefits management plan. In order to ensure that the intended value is being delivered or on track to be delivered, the project manager should track progress toward each benefit, based on the benefits management plan. The other answer choices are incorrect because they do not mention the benefits management plan. The benefits must be identified and measurements put in place to track progress towards the benefits.

Answer 22

Solution: C. Keep delivering iterations of the solution and show the benefit increments to the leadership team. As the team is transitioning to a hybrid predictive-agile environment, the project team will use new metrics that matter to the management team. Metrics for agile projects often provide a historical track record so project teams can use such data for improved forecasts and decision making. In the agile environment delivering business value is the responsibility of the project team, who will collaboratively produce the benefit incrementally.

Answer 23

Solution: A. Work with the vendor to understand the alternatives. The project manager should take ownership of the impediment and work with the vendor to find solutions or alternatives. The project manager can work with the vendor to identify potential alternatives that could mitigate the delay. The project manager also needs to understand the full scope and impact of the delay. The other answer choices are incorrect because before taking action, the project manager should have a thorough understanding of the issue and possible paths forward. Reviewing and updating a release date without assessing the delay and having an accurate release date is not good practice. Escalation may be necessary, but the project manager should gain insight into the issue and potential resolutions beforehand. There is also not typically a functional manager in an agile environment. The team cannot make decisions or find a solution without involving the vendor.

Answer 24

Solution: C. Remove a few items from the current sprint after getting the approval of the product owner. Removing a few items from the current sprint, with the approval of the product owner, is the most appropriate action in this situation. It allows the team to focus on completing the most critical and valuable tasks within the sprint's original time frame. The other options are incorrect because they are not as suitable for this scenario. Knowledge transfer takes time and may not be feasible given the sudden and unexpected nature of the team member's absence. Knowledge transfer is a good practice in general, but it may not be the most appropriate action for this specific situation. Adding a temporary resource to the team is not the most practical option and may not be efficient or cost-effective for such a short duration, and it could disrupt the team's workflow. Changing the sprint duration disrupts the sprint planning and review process and can lead to various issues, including reduced predictability and potential scope creep.

Answer 25

Solution: A. Qualitative risk analysis. Qualitative risk analysis evaluates the importance of each risk in order to categorize and prioritize individual risks for further attention Qualitative risk analysis is the consideration of a range of characteristics such as the probability of occurrence, degree of impact on the objectives, manageability, timing of possible impacts, relationships with other risks, and common causes or effects. The other options are incorrect because they are not the best way to evaluate the importance of each risk identified by the team. Quantitative risk analysis is incorrect because it examines the combined effect of identified risks on the desired outcome. A Monte Carlo risk analysis is a technique that computes or iterates the project cost or project schedule many times using input values, selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates. Expert judgment may be used for risk analysis, but it is not a primary technique used to evaluate the importance of individual risks. Expert judgment may be subject to biases and may only offer a limited perspective. Therefore, the correct answer is qualitative risk analysis.

Answer 26

Solution: B. Collaborate with the stakeholder and submit a change request to the Change Control Board (CCB). When a stakeholder requests a change that impacts the project's scope and schedule, it's essential to collaborate with the stakeholder to fully understand the nature and implications of the change. Following that, submitting a formal change request to the Change Control Board (CCB) is the proper approach. The CCB is responsible for evaluating changes and making informed decisions about their approval or rejection. By submitting a change request, the project manager can ensure that the impact of the change is assessed and that the stakeholders are informed of the potential consequences. The other options are incorrect because they do not address the fundamental need to properly evaluate and manage the requested change through a formal process. Advising the stakeholder that the request was not part of the exit criteria is not enough, as the legislation requires the additional deliverable. Escalating the issue to the sponsor may not be necessary, as the CCB is already empowered to approve changes. The sponsor's involvement should come after a thorough assessment and formal change request submission. Adding the new risk to the risk register and monitoring it is not enough, as it does not address the need to approve the change request. Treating this situation solely as a risk may not be sufficient to manage the change effectively.

Answer 27

Solution: D. Arrange a virtual team kickoff meeting with the stakeholders. A virtual team kickoff meeting allows the project manager to engage with all stakeholders, regardless of their location or vacation schedule. This ensures that all stakeholders receive the same information and have an opportunity to ask questions. Additionally, virtual team kickoff meetings can be recorded and shared with stakeholders who are unable to attend live. The other answer choices are incorrect. Holding the kickoff meeting with only some stakeholders present can lead to a lack of alignment and understanding among stakeholders. Additionally, updating stakeholders who were not present can be time-consuming and may not be as effective as providing them with the information in person. Postponing the kickoff meeting can delay the start of the project and may not be feasible if the project has a tight deadline. While one-on-one sessions with stakeholders can be helpful for gathering input and addressing concerns, they do not provide the same level of engagement and interaction as a group meeting.

Answer 28

Solution: A. Ask the product owner to create a user story for the next sprint. A crucial feature is missing, so the appropriate action is to work with the product owner to capture it as a user story and prioritize it for inclusion in the next sprint. By creating a user story for the missing feature, the product owner can prioritize it in the backlog and ensure that it is developed and delivered quickly and efficiently. The other options are incorrect because they are not as effective. Meeting with the project team to reevaluate the product roadmap may not be necessary and should not be the most immediate action to address the missing feature. The product roadmap is typically not reevaluated in response to a single missing feature. Drafting a project termination report and documenting the lessons learned is premature. It would only be necessary if the project could not be completed successfully. Continuing delivery and updating the DoD does not address the missing feature. Continuing with the delivery without addressing the missing feature could lead to non-compliance and other issues. While updating the DoD is important for future sprints, it doesn't immediately address the issue at hand.

Answer 29

Solution: B. Conduct a workshop with the project steering committee to review the new regulation and find a resolution. The project manager needs to work with the project steering committee to find a resolution and ensure compliance with the new regulation The other answer choices are incorrect. Proceeding without addressing the new regulation will result in non-compliance upon project completion. The project manager should not ask for new funds or leverage the contingency reserve without getting the approval of the change control board.

Answer 30

Solution: B. Included the transition plan as a deliverable in the project closing process. By including the transition plan as a deliverable in the project closing process, the project manager can proactively prevent the issue of ongoing business operations and ensure that the project is successfully handed over to the business operations team. This will help to free up the project manager's time so that they can focus on other projects. The other answer choices are not as effective. While a revision to the organizational structure may be a necessary step in setting up a new business function, it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement. A RACI chart is a useful tool for clarifying roles and responsibilities, but it does not address the specific issue of handing over the project to the business operations team. The project manager needs to develop a transition plan that specifically outlines the steps for handing over the project. The recruitment process may be a necessary step in setting up a new business function, but it is not a deliverable in the project management sense. The project manager should focus on delivering the project deliverables that are outlined in the project scope statement.

Answer 31

Solution: A. A hybrid life cycle including a prioritized product backlog approved by the sponsor A hybrid development approach is a combination of adaptive and predictive approaches. This means that some elements from a predictive approach are used and some from an adaptive approach are used. This development approach is useful when there is uncertainty or risk around the requirements. Considering that the project is complex and will need to go through multiple stages, the team is unable to predict when tasks will occur, or their duration, but the project needs to be completed by a fixed due date, the project manager would best be advised to choose a hybrid approach that would include working with the project sponsor to prioritize the functionalities or deliverables in the backlog. The other answer choices are incorrect. A predictive life cycle is incorrect because it is a development approach in which the project scope, time, and cost are determined in the early phases of the life cycle. A predictive life cycle should be applied to projects with a clearly defined scope, which is not the case here. An agile life cycle is incorrect because it should be applied to projects with unknown scope/timeline, such as proof of concepts (POC) or technology projects. In addition "detailed schedule in agreement with all business units" is not yet possible. An iterative life cycle is a small chuck or interaction of the agile methodology. In addition, as stated in the there is no information on task durations, and the budget cannot be estimated/approved by the sponsor at this point.

Answer 32

olution: C. Flexibility and predictability Flexibility and predictability are the most important things in the organization's culture for the project manager to determine the appropriate hybrid approach. When assessing organizational culture to determine a new hybrid approach for a project, the project manager should consider balancing flexibility and predictability. The other answer choices are incorrect. Exploration and stability may be helpful, but it does not directly address the need for balancing flexibility and predictability. Speed and traditional models may be helpful, but it does not directly address the need for balancing flexibility and predictability. Disruption and conformity may be important factors to consider, but they do not directly address the need for balancing flexibility and predictability.

Answer 33

Solution: A. Closely monitor these stakeholders Stakeholders who have no interest or influence in the project may not be actively involved in the project, but they may still be affected by the project's outcome. It is important to keep these stakeholders informed of the project's progress and address any concerns. By closely monitoring these stakeholders, the project manager can ensure that they are not negatively impacted by the project and that they are aware of the project's progress. The other answer choices are incorrect. Highly encouraging these stakeholders is not necessary because they are not interested in the project, so they are unlikely to be persuaded to become more involved. Attentively focusing on these stakeholders is not necessary because they are not influential, so they do not need to be given a lot of attention. Visibly harnessing these stakeholders is not necessary. These stakeholders are not interested in the project, so they are unlikely to be willing to help the project succeed.

Answer 34

Solution: C. Negotiate for the resource's availability The project manager should negotiate for the resource's availability first. The project manager should explain to the project sponsor the impact of the customer's request on the project and the need to have the specialist available to make the change. The project sponsor may be able to negotiate with the other project manager to have the specialist temporarily assigned to the current project. The other answers are incorrect. If the project sponsor is unable to get the specialist's availability, then the project manager can request a new resource from HR. The project manager should not tell the customer that the new change is not possible without first trying to negotiate for the resource's availability or requesting a new resource from HR.

Answer 35

Solution: D. Share a draft copy of the Resource Breakdown Structure (RBS) with the sponsor. The RBS is a document that outlines the project's resources, including the types of resources, the quantities of resources, and the costs of resources. The RBS visualizes how resources are allocated across employees and teams at every stage of the project. This information would be more relevant to the sponsor's request than the BES, WBS, and WBS dictionary for reviewing the early resource estimates. The other answer choices are incorrect. WBS Dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure. Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Statement of work (SOW) is the all-encompassing scope to be carried out by the project team to accomplish the project objectives.

Answer 36

Solution: B. Crashing If the scope increases without increasing the schedule, the crashing technique achieves compression by adding more resources.

Answer 37

Solution: A, C and E. Cost, Schedule and Quality planning Data gathering techniques that can be used but are not limited: Brainstorming Interviews Focus groups Questionnaires and surveys Benchmarking

Answer 38

Solution: C. Adapt and tailor existing assets. The project team will need to tailor existing assets to meet the project’s needs. The team should take advantage of the organization’s existing assets, when appropriate, rather than procuring new ones. The most effective strategy, in general, is to use existing assets that are already in use within the organization. Procuring new assets isn't the best strategy, and building a WBS and signing off come after.

Answer 39

Solution: B. Add it to the issue log and include it in the project report PMBoK Sixth Edition in chapter 4 states,: "4.3.3.3 ISSUE LOG Throughout the life cycle of a project, the project manager will normally face problems, gaps, inconsistencies, or conflicts that occur unexpectedly and that require some action so they do not impact the project performance. The issue log is a project document where all the issues are recorded and tracked. Data on issues may include: Issue type, Who raised the issue and when, Description, Priority, Who is assigned to the issue, Target resolution date, Status, and Final solution. The issue log will help the project manager effectively track and manage issues, ensuring that they are investigated and resolved. The issue log is created for the first time as an output of this process, although issues may happen at any time during the project. The issue log is updated as a result of the monitoring and control activities throughout the project's life cycle" The question identifies that there can be delays in the project schedule as planned due to delivery issues. Therefore, the correct procedure for the project manager is to record the issue in the Issue Log. The Distractors are correctly written and are valid distractions

Answer 40

Solution: A. Recommend that the team include risky stories in early iterations rather than later ones Risk management should be iterative in agile projects. Any risk items or stories that are identified as higher risks should be addressed earlier by adding them in appropriate sprints rather than to wait for the risks to hit the project. The other answer choices are incorrect. Focusing on low risk stories will leave out the high risk stories that should be prioritized; the team, not the product owner, should determine the stories; Pareto analysis is not the right tool to use.

Answer 41

Solution: C. Developed communications plan. By developing a communications plan, the project manager can ensure that the stakeholders are kept informed of the project's progress and that they have a way to communicate their concerns. This can help to avoid the situation where stakeholders are complaining and declining meetings. The other options are incorrect. Creating the project charter is a good idea, but it is not the most important thing to do in this situation. The project manager needs to address the issue of stakeholder communication first. Conducting a kick-off meeting is a good way to communicate with stakeholders, but it is not enough on its own. The project manager needs to have a plan for ongoing communication with stakeholders. Distributing a RACI matrix is a tool that can be used to clarify the roles and responsibilities of the stakeholders. However, it is not a substitute for a comprehensive communications plan.

Answer 42

Solution: C. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies The Project Manager should take this opportunity to mentor the Product owner on the role of the team[Product Owner being a part of the team] in Agile projects, which appears to have been missed earlier. Hence this is the correct answer. The team is not concerned with the budgetary aspects in Agile projects. Hence the remaining options are incorrect.

Answer 43

Solution: D. Implement communication channels to announce task completion. In this situation, the project manager has a directive behavioral orientation and is task-oriented and results-driven. Directive orientation is characterized by a focus on results, a willingness to take charge, and a preference for clear and concise communication. These qualities are essential for a project manager who is responsible for ensuring that a complex project with a tight deadline is completed successfully. The other answer choices are incorrect. Building rapport and relationships is aligned with affiliation orientation, motivating team members is aligned with achievement orientation, and influencing and controlling team members is aligned with power orientation.

Answer 44

Solution: B. Qualitative Risk Analysis The choices list four processes within Risk Management. They are done in the order of 1) Plan Risk Management, 2) Identify Risks, 3) Qualitative Risk Analysis, 4) Quantitative Risk Analysis. Qualitative Risk Analysis prioritizes identified risks by assessing their probability and impact, and is relatively simple, compared to Quantitative Risk Analysis. Quantitative analysis uses mathematical models to calculate risk responses, and can be time consuming and expensive. Therefore, only the highest priority risks are advanced to quantitative analysis.

Answer 45

Solution: A. Risk register PMBoK Sixth Edition Chapter 4 and 11 states: " 11.2.3.1 RISK REGISTER The risk register captures details of identified individual project risks. The results of Perform Qualitative Risk Analysis, Plan Risk Responses, Implement Risk Responses, and Monitor Risks are recorded in the risk register as those processes are conducted throughout the project. The risk register may contain limited or extensive risk information depending on project variables such as size and complexity. On completion of the Identify Risks process, the content of the risk register may include but is not limited to: List of identified risks. Each individual project risk is given a unique identifier in the risk register. Identified risks are described in as much detail as required to ensure unambiguous understanding. A structured risk statement may be used to distinguish risks from their cause(s) and their effect(s). Potential risk owners. Where a potential risk owner has been identified during the Identify Risks process, the risk owner is recorded in the risk register. This will be confirmed during the Perform Qualitative Risk Analysis process. List of potential risk responses. Where a potential risk response has been identified during the Identify Risks process, it is recorded in the risk register. This will be confirmed during the Plan Risk Responses process. Additional data may be recorded for each identified risk, depending on the risk register format specified in the risk management plan. This may include: a short risk title, risk category, current risk status, one or more causes, one or more effects on objectives, risk triggers (events or conditions that indicate that a risk is about to occur), WBS reference of affected activities, and timing information (when was the risk identified, when might the risk occur, when might it no longer be relevant, and what is the deadline for taking action). 4.4.3.1 LESSONS LEARNED REGISTER The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. The lessons learned register is created as an output of this process early in the project. Thereafter it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured. At the end of a project or phase, the information is transferred to an organizational process asset called a lessons learned repository" Therefore, the correct answer is: "Risk Register", because that is where all the risks related to the project should be recorded. The Distractors are correctly worded and accepted This question and rationale were developed in reference to:

Answer 46

Solution: B. Expectancy theory Expectancy theory proposes that employees are motivated when they are given assignments they feel confident they can achieve, when they value the compensation you offer and when they believe you will compensate them as promised. The aim of need achievement theory is to explain why certain individuals are more motivated to achieve than others. Maslow's hierarchy of needs is a theory of motivation which states that five categories of human needs dictate an individual's behavior. Those needs are physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs. The contingency theory emphasizes the importance of both the leader's personality and the situation in which that leader operates.

Answer 47

Solution: A. Honesty Honesty is a leadership quality that a project manager must possess. Project managers must report the realities of the project and should be transparent. Aggression and power are to forceful, and servant leadership is more for agile practices.

Answer 48

Solution: D. Inform the customer and management immediately, launch an investigation, update the risk register, and take action based on the outcome The correct answer is to inform the customer and management immediately, launch an investigation, update the risk register, and take action based on the outcome. Risk management is everyone's job. Without an investigation, it may be difficult to accurately identify where the failures were, who is responsible, how to respond, and how to prevent this from happening again. Choosing not to inform the customer and management is inappropriate because all risk owners and risk action owners must be briefed on any changes that may affect their responsibilities. Updating the risk register is imperative as this is an incident that may be repeated and may trigger corrective actions to avoid a repeat. There are a lot of unknowns here that rule out the other options. Risk responses should be appropriate for the significance of the risk, cost-effective in meeting the challenge, realistic within the project context, agreed upon by all parties involved, and owned by a responsible person. Projects that are performed under contract may have contract terms that specify how these types of situations should be handled. Requesting that the team member purchase the replacement is incorrect because there should be an investigation before making that decision. Further, the project manager is the custodian of the assets, so the team member may not be considered financially responsible at all. We do not know if there is an insurance policy associated with the asset or the extent of coverage, so that is not necessarily an option.

Answer 49

Solution: C. Advise management to purchase insurance coverage to transfer the risk and include it in the budget. Transferring a risk involves shifting ownership of a threat to a third party to manage the risk and to bear the impact if the threat occurs. Risk transfer often involves payment of a risk premium to the party taking on the threat. Transfer can be achieved by a range of actions including, but not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Agreements may be used to transfer ownership and liability for specified risks to another party. Transferring the risk is a preferable strategy for average risk threshold takers. Increasing the quote for this project may lead to not getting this project, especially when the bidding process is attractive for the vendor/supplier with an average risk threshold. Avoiding the risk solely based on penalty charges is incorrect because the project can't be eliminated, especially when it is attractive for the vendor/supplier with an average risk threshold. Recording the penalty charge as a risk in the risk register alone is not going to help.

Answer 50

Solution: B. Risk identification Tools like checklists, brainstorming, SWOT analysis, and assumption analysis, are used to identify risks. The other options are incorrect because they do not typically use the tools listed. Risk sharing is a risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit of that opportunity. Risk analysis involves the activities related to defining the characteristics of a risk and the degree to which it can impact objectives. Risk enhancement is a risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity.

Answer 51

Solution: A. All identified risks The correct answer is all identified risks. Risk management allows organizations and teams to increase the predictability of outcomes, both qualitatively and quantitatively. The project manager should assess and categorize all possible risks. Project team members should proactively identify risks throughout the project to avoid or minimize the impacts of threats and trigger or maximize the impacts of opportunities. Both threats and opportunities have a set of possible response strategies that can be planned for implementation should the risk occur. The remaining options are incorrect because failing to assess and categorize all risks leaves the team unprepared and vulnerable.

Answer 52

Solution: A. Secondary risk A secondary risk can be defined as a risk created by the response to another risk. In other words, the secondary risk is a consequence of dealing with the original risk.

Answer 53

Solution: D. None of the above

Answer 54

Solution: C. It is suitable to conduct a risk management plan before preparing the risk register The risk management plan may be developed as part of the project kick-off meeting, or a specific planning meeting may be held. Attendees may include the project manager, project team members, key stakeholders, or other team members who are responsible for the risk management process for the project. Others outside the organization may also be invited, as needed, including customers, sellers, and regulators. A skilled facilitator can help participants remain focused on the task, agree on key aspects of the risk approach, identify and overcome sources of bias, and resolve any disagreements that may arise. Additionally, as part of the risk plan, monitoring the risk process should be conducted periodically to ensure that the risk plan and risk register are properly updated. The other options are incorrect. It is not a matter of having the right template to secure updated registers. Project managers should comply with the risk plan to have an updated risk register, and reviewing it periodically is part of the monitoring risk process. Reactive actions do not guarantee to avoid the problem again.

Answer 55

Solution: C. The Delphi technique The correct answer is the Delphi technique. The Delphi technique uses facilitated anonymous polling to identify risks. The facilitator gathers the initial poll responses and circulates them without attribution to the entire group. The group members may then revise their contributions based on those of others. The process often generates a consensus after a few iterations. This makes it an appropriate method to use when participants can’t meet in one place, like the team members in 6 different countries. The other answers are incorrect because they are not risk identification techniques, they are risk analysis techniques. Monte Carlo analysis is a quantitative risk analysis technique that computes or iterates the project cost or project schedule many times using input values, selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project costs or completion dates. Decision tree analysis is a quantitative risk analysis technique used to determine partial and global probabilities of occurrence An affinity diagram is a qualitative risk analysis technique used to organize specific ideas or factors that contribute to a risk. It helps to sort risks by similarities or generic risk categories.

Answer 56

Solution: D. Review the scope management plan to determine how new functionality requests are to be accommodated The scope management plan documents how the project and product scope will be deﬁned, validated, and controlled. The key benefit of this document is that it provides guidance and direction on how scope will be managed throughout the project. The other choices are incorrect, as they have nothing to do with handling NEW changes to project scope.

Answer 57

Solution: B. Work with the stakeholder and the product owner to try and find alignment but support the product owner as they are ultimately responsible for the product "Work with the stakeholders..." (Correct option) On agile projects, teams are empowered to make decisions. It is important to support the team through the process. In Agile, a product owner is responsible for refining and prioritizing the items in the back log. "Review the positives..." This option is not correct because the product owner must be involved to resolve the issue and assist with the decision. "Schedule a meeting..." A Pareto chart is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line. Reviewing Pareto chart is not going to help us in this scenario "Empower the project team..." The project team would not prioritize the items in the back log.

Answer 58

Solution: B. Empowered team members to self-organize specific tasks to meet the objectives. For agile projects, rather than a project manager prioritizing, selecting, and sequencing work, they should ensure that higher-level objectives are explained and the team members are empowered to self-organize specific tasks as a group to best meet those objectives. This leads to the creation of practical plans with high levels of buy-in from the team members. The other answer choices are incorrect. The project manager does not prioritize work or select and sequence the work. The agile team prioritizes work after the product manager has decided on a Minimum Viable Product (MVP). Working with the team to understand expectations does not address prioritizing work.

Answer 59

Solution: A. Invoke the project's change management procedure "Invoke the..." (Correct option). Any changes to baseline requirements must be done using the change management procedure. "Re-estimating..." this option is not the first option that is followed. "Validation..." this option forms part of the change management procedure. "Root..." This is not a problem therefore there is no need for RCA.

Answer 60

Solution: A. Mentor the team about how to use the project iteration board "Mentor the team..." (Correct option). The project iteration board shows the project's status. All project members should know how the iteration board can assist in their tasks. "Assign a project team..."This approach does not assist the individual team members to learn how to find the project status on their own. "Coach the team..."The project backlog report is generally used for stakeholder communication whereas the project iteration board is used by the team. "Establish a process..." Establishing a new process when existing best practice processes exist will confuse the team.

Answer 61

Solution: C. Update the project plan to allow the project team to focus on the project deliverables The project manager should look at resolving any impediments, such as updating the project plan manually, and protecting the team in needing to be engaged in project deliverables. Assigning a team member to update the project plan will take them away from their other project tasks. Implementing a new project management application is a whole separate project. The project manager may inform the PMO and ask for the issue to be resolved but the main priority is to get the plan updated and keep the project team focused.

Answer 62

Solution: D. Close this project and request a new project from the project sponsor "Close this project...(Correct option)"Since there have been issues in the past and major scope changes are anticipated, its better to close this project and charter a new project. "Change the earned value management..." Changing the performance measurement technique will not affect the project performance and there is no issue with the adopted performance measurement technique i.e.; Earned Value Management. "Change the contract..." Change the contract is incorrect as the changes are yet to be evaluated and finalized. "Negotiate scope changes..." with stakeholders is incorrect as it will not rectify the issues that have occurred in the past and may lead to stakeholders disengagement.

Answer 63

During a project status meeting, the project manager discovers that stakeholders have different expectations that are not aligned. None of these expectations have been met, which has created tension in the meeting. What should the project manager do to keep things moving on the project? A. Update the risk register to reflect the difference in expectations as a high risk. B.Ask stakeholders to send their expectations by email to ensure that they are included in the project plan. C.Meet with stakeholders privately and update the responsibility matrix. D.Show stakeholders that the current status is aligned with the work breakdown structure (WBS).

Answer 64

Solution: B. A better understanding of team members' priorities would create a common language that would foster cooperation The question is asking how meeting with the team will enable the project manager to facilitate better teamwork. "A better..." is the correct answer as it speaks to how, with a developing better understanding from where each of the team members is coming from helps to develop a shared vision and enhance teamwork "An official team..." is an approach to improve project performance, however, the question is asking about factors that will enable the project manager to facilitate better teamwork. "Understanding each team..." may be an appropriate course of action to define necessary training, however that does not answer the question. "By developing..." may help the team to gain confidence, however does not answer the question

Answer 65

Solution: A. Implement the change as approved "Implement the change..." (Correct option). This is the only viable option as in approving the change the CCB board would have taken all possible implications into consideration. The other options are incorrect as only a portion of the question is answered.

Answer 66

Solution: D. Meet with the change control board (CCB) to review change requests The correct answer is "Meet...". If there are critical business requirements that failed to be included, a change request must be submitted to begin the process of review to see if they need to be. "Interview..." is not valid because, interviewing team that conducted requirements analysis is not going to help in this scenario "Modify..." is not valid because, requirements management plan can't be changed just like that and publish it to the stakeholder without CCB review and approval. "Schedule..." is not valid because, meeting a project sponsor and report the end user's concern is not going to help address the current situation without bringing to the notice of CCB

Answer 67

Solution: D. Establish formal change approval processes to guide teams to deliver essential features first Having formal change approval processes is the best way to ensure compliance with the project plan and minimize scope creep. The key benefit of this process is that the scope baseline is maintained throughout the project and any changes are formally recognized along with impact on the budget and schedule. The other answer choices are incorrect because they do not minimize the chances of scope creep. Controlling scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.

Answer 68

Solution: C. Request a risk audit Periodic risk audits help to identify the strengths and weaknesses in handling risks. This entails identifying any barriers to the effectiveness of the risk management process. Risk audits evaluate whether or not the risk management rules are being carried out as specified and whether or not they are adequate. These audits can help to determine whether or not the process is still relevant and is being used effectively. The other options are incorrect because they do not address the core issue. Transferring the risks may not be appropriate and does not solve any process-based issues or weaknesses. Updating the risk register is not applicable at this stage because it has not yet been determined why the project seems to be in trouble. Risk analysis defines the characteristics of a risk and the degree to which it can impact objectives. In this case, there is no clear indication as to why the project appears to be in trouble, so risk analysis is not an effective way to identify the weaknesses of the risk management process.

Answer 69

Solution: C. Conducted a Monte Carlo analysis which will determine potential outcomes and responses Variability risks are uncertainties about the characteristics of a planned event to a decision. The number of errors found during testing may be higher or lower than expected, this is a variability risk. They can't be identified and managed because they are non-event-related. The project manager can use a Monte Carlo analysis, with the range of variation as probability distributions, and actions to reduce the impact of this risk on the outcome. Since variability risks cannot be identified and managed, they would not have a mitigation strategy, or be in the risk register. Since the project is completed and the deliverables met the parameters, there is no need to understand the testing methods further.

Answer 70

Solution: A. Hospital radiology team The project manager should consult with the hospital radiology team to obtain their insights and expertise regarding the implementation of the magnetic resonance units. They can provide valuable input on the specific requirements, technical aspects, and potential challenges involved in the implementation process. By involving the radiology team, the project manager can gather realistic information and identify opportunities for reducing the implementation time without compromising the quality or safety of the project. The other answer choices are incorrect. In this scenario, the project team, project sponsor, and hospital procurement officer may not have all the relevant information to reduce the implementation time for the magnetic resonance units.

Answer 71

Solution: A. Meet with the project sponsor to discuss and develop a revised project plan. The most important thing for the project manager to do is meet with the project sponsor to discuss the situation and develop a revised project plan. The project manager should be transparent with the project sponsor about the team's progress and challenges. The project manager should also work with the project sponsor to develop a revised plan that is realistic and achievable. The other answer choices are incorrect as they are last-resort options. Requesting a project deadline extension, using the forcing method, and escalating the issue to the functional manager should be a last resort. The project manager should work with the project sponsor to develop a revised plan and motivate the team before escalating the issue.

Answer 72

Solution: B. Setup meetings with the team members to discuss the project’s status and risks. An understanding of agile and it's marriage to risk is important to effectively get an overview from the entire team of the risks a project will face. Project manager should understand the project status and risks first from the team members. This is the right choice scheduling meeting with stake holders is the second step after understanding the project status and risk Conducting pareto analysis is the fourth step after understanding the project status and deliverables Without understanding project status, it is difficult to understand the risk register

Answer 73

Solution: C. Meet with the scrum master to discuss what occurred and how it has affected productivity. The scrum master's role is to remove obstacles and impediments from the team. In this case, the stakeholder approaching a team member is interfering with the team. The scrum master should talk with the stakeholder to understand their concerns and ensure they know the correct process for handling disputes with the team. The choices relating to the team member communicating directly with the stakeholder are not likely to be productive, as the question indicates that there already is a conflict between them that needs to be addressed by a third party. Requesting reassignment to a different project does not address the underlying problem.

Answer 74

Solution: A, C and D. Managing risks, Escalating impediments and Coaching on global continual improvement. The Release Train Engineer is a Program Level role who facilitates program level processes and execution, drives continuous development, manages risks and escalates impediments The following can be done by Project Manager as well: Managing Risk Escalating impediments Coaching on global continual improvement.

Answer 75

Solution: B. One of the competitors announced the imminent release of a new version of their product. The competitor launch does not prohibit the team from doing work and does not impact team velocity. Thus, it would not be considered an impediment.

Answer 76

Solution: A. Project vision The Project Vision describes why the project is initiated, and any change would change all other parameters. The other listed parameters are more likely to change than Project Vision.

Answer 77

Solution: A. Review the project vision. The Project Vision describes the overall purpose of the project and potentially its key benefits. Project objectives without a vision may describe the desired end result and time frame, but they do not form an underlying meaning for the work. Sharing a common project vision and having the same understanding about tracking the progress towards this vision is one of the key factors in the success of a project and team.

Answer 78

Solution: B and C. Help establish cooperation and trust and Let the team decide and evolve their roles and responsibilities. In Agile, the team is "self-organized" so the project manager should build trust and let individuals get comfortable taking responsibility in their roles in a virtual setting instead of providing directions, as suggested in answer choice A. Neglecting face time and check-ins will reduce communication and negatively impact the project.

Answer 79

Solution: D. Ask team members to find a way to complete the missing developer's work in this iteration. The best choice is to find a way to complete the absent developer's work as originally scheduled (in this iteration) by relying on other team members. The other choices involve waiting for the developer to return from leave, and while they are possible, nothing in the question states that other team members do not have the skills to fill in and maintain the project schedule as much as possible.

Answer 80

Solution: D. Review the task progress with the team and decide the course of action The project manager is responsible for timely delivery, if task not completed on time, it can be reviewed and rescheduled after impact analysis on whole project. The team may already have made some progress, or have plans in place to finish the task. The PM should understand the progress and then decide course of action. Other team members may not have the correct skills for the task, and asking them to help may jeopardize other tasks. There is no need to talk to the team member privately. The PM can check the dependency, priority, and impact to the project, after they understand the current progress and plan for the delayed task.

Answer 81

Solution: C. Discuss with the project team to reduce the use of support resources by the project. Resource sharing is one of the key approaches to optimize costs. To manage the project budget, the project manager should discuss with the project team to reduce the use of support resources by the project. The other answer choices are incorrect. These options are more for a predictive approach. A change review board is not common practice in agile; the project is not plan driven so there is no cost constraint.

Answer 82

Solution: D. Oversee a single document registry and change control system that both teams use. Document control is an important part of project change control. A single document registry will ensure that there is version control and all the documents are accessible to all the stakeholders from a single repository. The project manager should oversee a single document registry and change control system that both teams use. The other answer choices are incorrect. Multiple document registry systems will cause inconsistency, confusion, and delays. It is not the sponsor's role to maintain a document registry.

Answer 83

Solution: A. Demonstrate support for the team by discussing their goals and beliefs. The primary goal of a project manager in relation to the project team is to ensure that the team has the time and resources to do their job and to remove any barriers they may encounter. By standing up for the team's beliefs the project manager is demonstrating their support for the team. Breaking the remaining work into smaller task, dividing the tasks and asking the team to prioritize the task will not solve the frustration the team members are facing. Discussing with team's concerns with the functional manager may not help to resolve the motivation of the team members to focus and complete the remainder of the project.

Answer 84

Solution: C. Norming Following the conflict of the storming phase, the team learns to work more effectively in the norming phase, including resolving conflicts. Norming is the correct choice. Norming is the stage at which the project team starts to function as a collective body. At this point, project team members know their places on the team and how they relate to and interface with all the other members. They are starting to work together. There might be some challenges as work progresses, but these issues are resolved quickly, and the project team moves into action. Effective team conflict resolution skills are not present in the forming and storming stages. They are well developed in the performing stage, but the question asks at which stage they begin to arise. The other options are incorrect. The forming stage is when the project team first comes together. Members get to know each other’s names, position on the project team, skill sets, and other pertinent background information. This might occur in the kickoff meeting. During the storming stage, project team members jockey for positions on the team. This phase is where people’s personalities, strengths, and weaknesses start to come out. There might be some conflict or struggle as people figure out how to work together. Storming might go on for some time or pass relatively quickly. At the performing stage, the project team becomes operationally efficient. This is the mature project team stage. Project teams that have been together for a while are able to develop synergy. By working together, project team members accomplish more and produce a high-quality product.

Answer 85

Solution: A. Attend cultural sensitivity training to understand and respect cultural differences. When working with team members from different countries, it's crucial for a project manager to be culturally sensitive and aware. Cultural sensitivity training can help project managers understand and navigate the nuances of working with a multicultural team, promoting effective communication, collaboration, and respect for cultural differences. The other options are incorrect. Brushing up on language skills is incorrect because it may not be feasible or unilaterally effective. Effective communication involves more than just language; it also encompasses cultural nuances, customs, and non-verbal communication. Even if the project manager speaks the languages of all of their team members, it is still important to be aware of cultural differences in communication. In this scenario, the project manager is seeking to prepare themselves to manage a multinational project, which they have never done. Conducting team-building exercises should come after cultural sensitivity training, as it's important to first establish an understanding of cultural differences and build a foundation of respect and effective communication. Developing an awareness of local customs is always a good idea, but the project manager will be working with team members from different countries, learning local customs is not the most effective way for the project manager to understand and respect the different cultural backgrounds of their team members. Cultural sensitivity training offers a more comprehensive and structured approach to understanding and respecting different cultural backgrounds.

Answer 86

Solution: C. Meet with subject matter experts (SMEs) and the project sponsor to set expectations If a project timeline is not realistic, then the project manager needs to provide the proof to the sponsor so that a realistic expectation can be set. The SMEs can provide that information and allow the sponsor to decide on a course of action. The Change Control Board evaluates and approves additions or deletions of scope. A written request for additional resources and negotiating a new timeline could be an approach, but not the first thing one would do.

Answer 87

Solution: D. Work to identify and align performance indicators with the deliverable. In order to measure the successful delivery and completion of any initiative, it is critical to determine the performance indicators beforehand. The Project Manager can ensure project success by identifying & aligning the performance indicators with the deliverable. Implementing a detailed communications management plan is incorrect as that is not the issue. Also, the stakeholder continues to receive communications. A project manager would not escalate to the project sponsor. All of the stakeholders do not attend the daily standups.

Answer 88

Solution: C. Integrate skills development activities. When a project manager needs to assign new resources to an existing project team, it is important to integrate skills development activities into the project execution phase. This will help to ensure that all team members have the skills and knowledge they need to do their jobs effectively and meet project requirements on time. A highly skilled and capable team is more likely to work effectively and meet project requirements on time. Skills development activities ensure that team members are equipped to handle their roles and responsibilities competently. The other options are incorrect because they are not the most immediate actions to ensure the team's effectiveness during the execution phase of the project. Creating accessible library services is incorrect because it does not directly address the team's skills and capabilities and does not ensure effectiveness in the execution phase. Conducting brainstorming sessions is incorrect because they are not directly related to skills development or ensuring the team's effectiveness. Monitoring team cohesiveness is important for assessing team dynamics and collaboration, but it is not a proactive way to ensure the team works effectively and meets project requirements on time. The project manager should focus on helping the new resources integrate into the team and develop the skills they need.

Answer 89

Solution: B. Review the contract terms and the Procurement Management Plan. The procurement management plan describes how a project team will acquire goods and services from outside of the performing organization. The contract's terms and conditions will specify how changes will be handled. Thus, the contract and Procurement Management Plan will define how to proceed, and should be reviewed first. The other answer choices are incorrect because the contract terms must be followed and therefore must come first.

Answer 90

Solution: A. Update the issue log and notify the other stakeholders. The FIRST thing the PM needs to do is to capture this as an issue and communicate this to the other stakeholders. Until then, no action can or should be taken. This question and rationale were developed in reference to:

Answer 91

Solution: B. Initiate integrated change control process. The product not meeting project scope is a "Risk" that needs to be managed. This is managed through Integrated Change Control Process. Project scope may change to include this particular scenario after the CCP is initiated. There is no baseline review nor renegotiation with the customer until after the CCP is initiated.

Answer 92

Solution: C. Meet with the project team to identify if further agile methodologies training is necessary. It is important for the project manager to meet with the team and analyze the issue before proceeding. This will help identify gaps in training to ensure user story due dates are met. Then, the project manager and team members can review the time allotted to iterations and sprints, adjusting them as needed. Working with the sponsor to push delivery dates will be unnecessary when the issue is resolved and a reward system may not work for a team with differing preferences.

Answer 93

Solution: A. 1-2-3-4 The critical path refers to the longest sequence of dependent tasks that must be completed on time for the entire project to finish on schedule. Since there are no external dependencies between Path A and Path B, analyze their individual durations. Path A: Tasks 1-2-3-4 (all with a duration of 5 days each) has a total duration of 20 days (5 days/task * 4 tasks = 20). Path B: Tasks 5-6-7 (durations of 3, 7, and 2 days respectively) has a total duration of 12 days (3 days + 7 days + 2 days = 12). Because Path A has a longer total duration (20 days) compared to Path B (12 days), it represents the critical path for this project. The other answer choices are incorrect. The combination of both paths is not necessary since the paths are independent, thus there's no dependency between tasks 1-2-3-4 and 5-6-7, nor tasks 1-2 and 6-7.

Answer 94

Solution: B. Conduct an analysis of how incorporating agile methodologies will impact the project. The project should first conduct an analysis of how incorporating agile methodologies will impact the project requirement before making other changes to the approach. Using budget reserves to add vendors is not the correct action for this scenario. The Project Manager should do the due diligence on why the project should be changed to agile before presenting the request to the PMO and project sponsor. The Project Manager shouldn't be implementing the request and training the project team on agile methodologies without first getting approval from the stakeholder.

Answer 95

Solution: A. Hold a session with the stakeholders explaining the business value of prioritization, mindset, accountability, and improved quality. The project manager is responsible for educating and engaging the stakeholders. The project manager should hold a session with the stakeholders explaining the business value of prioritization, agile mindset, accountability, and improved quality. The other answer choices are incorrect. Conducting a cost benefit analysis may not show results in favor of the agile approach; inviting stakeholders to instill understanding of the benefits of agile is not the objective of a backlog grooming session; holding a session shows more dedication to the stakeholders as opposed to sending a video lesson link.

Answer 96

Solution: A. Measurable objectives of critical success factors The project sponsor is generally responsible for the development of the business case for the project. That person would be the logical source of the objectives for project success. Detailed deliverable requirements, WBS, and performance management baseline are all lower level documents that the project manager should develop based on the criteria provided by the sponsor.

Answer 97

Solution: A. Ideation 2.0 Ideation 2.0 is about using new approaches to ideate solutions to the problems you encounter in your daily routine, helping you to design collaboratively while keeping in mind the necessary outputs to inform the initial prototype. The other answer choices are incorrect because they are not designed to address problems that are encountered on a daily basis.

Answer 98

Solution: D. Projects are used to develop and modify products, processes, or services. Business value is added by projects to develop new products or modify existing products, processes, or services. Projects should deliver unique features, and do not deliver day-to-day activities.

Answer 99

Solution: B. Hybrid Hybrid is correct as the team needs to adopt the hybrid approach as their projects require agile benefits such as being more customer centric, responding faster to change as well as predictive benefits of clear stages and documents. Hence a blend is recommended in this instance. Agile is incorrect as the defined stages with specific documents are required in order to meet industry regulatory standards. Predictive is incorrect as the project requires frequent requirement changes, incremental and iterative changes whereas predictive methodology is applied when when the scope of work and requirements for the project are clear and justify the detailed upfront planning. Waterfall is incorrect as the waterfall project management is a sequential, linear process of project management whereas this project requires frequent requirement changes, incremental and iterative changes

Answer 100

Solution: D. Steering committee Steering committee is the correct answer. The project steering committee has authority for decisions at the organizational level, including assigning the project sponsor and approving starting or stopping a project. Other options are not correct per the explanation provided about the steering committee.

Answer 101

Solution: A. Escalate the project risk to a higher level. If there are potential conflicts between strategic goals and the portfolio of work, then the risk is escalated to the proper level of management. The project benefits haven't changed, there is no indication yet that a contingency plan is needed, and there would be nothing to substantiate a change request.

Answer 102

Solution: C. Record, prioritize, publish, address and communicate The correct order is record, prioritize, publish, address, and communicate. Process Description Record The Daily Standup Meeting is the best time to document impediments in the Impediments Log as each team member reveals them. After the brief meeting, the Scrum Master will gather additional information so that the impediments can be prioritized. Prioritize Impediments should be prioritized based on their levels of importance and in relation to those on that are already on the log. Publish The Impediments Log should be made visible to everyone and posted for all to view. Address The Scrum Master should address the highest priority impediments from the log and ensure that it is removed so that the team can continue to reach the Sprint’s objective. Communicate When the impediment is removed, this information should be communicated to the involved parties and the Impediments Log is updated.

Answer 103

Solution: C. Support the team’s choices and project decisions. The best way for the project manager to proceed is to support the project team’s choices and allow them to assume control of project decisions. The project team has successfully made important decisions for previous projects, and they are comfortable with the hybrid approach. They are also familiar with the project plan, so they are well-positioned to make decisions that are aligned with the project's goals and objectives. The other answer choices are incorrect. The project manager taking control of the decision-making process would be a top-down approach that could stifle innovation and creativity. Providing the team with a detailed process would be rigid and could prevent the team from adapting to changes in the project's scope or requirements. Training the team members on decision-making would not be enough to ensure that the project team is successful.

Answer 104

Solution: A. Work closely with the marketing team to promote the product and adapt to market changes. The best answer is Work closely with the marketing team to promote the product and adapt to market changes. This is because the stakeholders have identified market adaptation as one of the key factors for success. The project manager can work with the marketing team to develop a marketing plan that will reach the target market and adapt the plan as needed to respond to changes in the market. The other answer choices are also important, but they are not as critical as market adaptation. Ensure that the project has sufficient budget and resources to address any challenges is important, but the project manager can still work with the marketing team to develop a marketing plan even if the budget is limited. Be actively involved in the project by monitoring progress, making necessary changes, and capturing data is also important, but the project manager can still do this even if they are not invited to all standups. Invite the stakeholders to attend all standups to ensure they are actively involved in the project’s success is important, but it is not as important as market adaptation.

Answer 105

Solution: C. Use a hybrid approach and showcase each successful completion of each module. Waterfall Plan – Agile Execution many organizations seek the security of waterfall planning and a more deliberate approach to project initiation while also seeking the agility and opportunities for incremental and rapid value realization that exist with agile execution. These organizations recognize that there is value in planning, but that the plans themselves are less valuable and, in most projects, will change. They therefore embrace change by executing their planned projects using agile tactics. This is a fixed time and cost project with a clear scope. The PM needs to use the hybrid approach to provide the customer with details of completion ofeach module The customer wants to monitor the progress regularly NOT receive daily status reports nor wants to analyze the completion of each successful story

Answer 106

Solution: A. Develop a proof of concept plan to assess the feasibility and impact of the change and present it to the project sponsor. Predictive projects typically have a fixed scope, schedule, and budget. Changing any of these elements can have a significant impact on the project. Predictive projects may use proof-of-concept developments to explore options. A proof of concept is a small-scale experiment that can be used to test the feasibility of a proposed change. It ensures that any alterations to the project align with its objectives, scope, and timeline. Presenting the plan to the project sponsor for approval maintains proper project governance and change control processes. The other options are not suitable responses. Immediately authorizing the change without evaluating it can lead to unforeseen issues and could disrupt the project's ongoing execution. Telling the functional manager that changes are not permitted during the execution phase is overly restrictive and does not align with effective project management. The project manager should be willing to work with the functional manager to find a solution that meets the needs of the project and the environment. Change requests should be accompanied by an evaluation of any new risks that are introduced due to the addition to or change in scope. The project manager should work with the change control board and the change requestor to guide change requests through the change control process.

Answer 107

Solution: B. Update the risk register. The first action to take is to update the risk register. The project manager is perceiving a risk that project performance may deteriorate in the future, and will record it in the register, potentially with a response plan. There is no indication that team member performance reviews are warranted, nor that project processes need to be reviewed in the management plan. The stakeholders may or may not need to be notified, but even if they are, the risk register would be updated first.

Answer 108

Solution: C. Theory Y Theory Y is the correct answer. Theory Y assumes that the team members want to contribute and reinforces team motivation by seeking input and assistance to obtain the best results. Theory X believe that the team members dislike their work and have little motivation, and an authoritarian style of management should be implemented. Theory Q and Theory T are distractors. There is no Theory Q or T.

Answer 109

Solution: B. To assess the conformance and non-conformance cost during the life of this product. Cost of Quality (COQ) helps identify and quantify the financial impact of quality-related activities throughout the project lifecycle. In this scenario, estimating COQ provides valuable insights to identify savings. The other answer choices are incorrect. While COQ might inform future prevention strategies, the primary focus is analyzing costs associated with the current product. COQ analysis helps understand both prevention and appraisal costs, but cost minimization isn't the sole objective. It's about finding the optimal balance. COQ analysis considers all quality costs throughout the product lifecycle, not just project execution.

Answer 110

Solution: C. Meet with the project sponsor to understand the project's purpose and high level requirements. The first steps in initiating a project are to understand the goal, the requirements and to create a charter. So meeting the project sponsor to understand the project's purpose and high level requirements is the first step. If the requirements and goal of the project are not yet known, the skill set of resources is not known, so it is too early to meet with functional managers or with stakeholders. The requirements documentation and charter must be completed before a requirements management plan can be drafted.

Answer 111

Solution: D. Meet with the team to ensure they understand that attendance at status meetings is required. Meet with the Team is the correct answer. It speaks to the setting of expectations and communication with the project team members. By being open and transparent, the PM ensures the message has been clarified with the team members. Reassign and document options may be steps the PM may take if the behavior continues after the expectations have been clarified with the team Encourage contradicts what the PM is observing and needing to communicate to the team.

Answer 112

Solution: A. Issue log The issue log should be updated. This document helps the project manager track and manage issues throughout the project lifecycle, ensuring that they are investigated and resolved. In this case, the project has new information on an issue that should be captured on the issue log. The risk management plan is not correct, as it specifies how a project manages risk, and does not list identified risks or their response plans. The assumption log contains details about the assumptions and limitations that could affect the project. The stakeholder register records identified stakeholders and their expectations from the project. Nothing in the question indicates that changes to these documents is necessary.

Answer 113

Solution: D. Identified the risks early and developed a mitigation plan. The project manager should have created a mitigation plan and identified risks like the loss of key team members. The other answer choices are incorrect. Replacing the key member may not be possible, or it may be time-consuming to find a replacement. Reassigning the key member's tasks to other team members may not be feasible, as it can add workload and stress to team members, potentially impacting overall productivity and efficiency. Motivating the team may not be enough to overcome the loss of a key team member and ensure milestones are met.

Answer 114

Solution: C. Work closely with the project team to develop and clearly define the project vision. The project manager should work closely with the project team to develop and clearly define the project vision. This will help to ensure that everyone on the team understands and agrees to the project goals. The project manager should also work with the project team to define a DoD for each backlog item. This will help to ensure that everyone on the team is working towards the same goal and that the project delivers the expected results. The other answer choices are not as relevant or effective. Setting up a meeting with the project stakeholders to ensure the communication management plan is clearly defined is important but will not address the root cause of the problem, which is the vague project objective and no clear DoD. Ensuring the sponsor allows the project team to include the most technical resources to better ensure project success is important but it is not a guarantee of success. The project manager needs to make sure that the team has a clear understanding of the project goals and requirements. Working with the project stakeholders to ensure that the project charter and deliverables are clearly defined is not enough to ensure success. The project manager also needs to make sure that the team has a clear understanding of the project vision and DoD.

Answer 115

Solution: A. The focus shifts towards discussing issues instead of identifying ways to improve for future projects. In this scenario, the most likely outcome of the sponsor's directive is that the focus shifts toward discussing issues instead of identifying ways to improve future projects. Removing or reducing retrospectives can hinder the project team's ability to learn, adapt, and continuously improve its processes. The other answer choices are incorrect. One suggests that the removal or significant shortening of retrospectives would improve team processes based on specific project observations. reality, retrospectives are intended to reflect on the project as a whole and identify areas for improvement, not just based on specific project observations. While stakeholder observations are valuable, retrospectives primarily focus on internal team reflection and improvement. The time management plan itself is not directly dependent on retrospectives. Failing to update the time management plan would be a separate issue that should be addressed through effective project management practices, regardless of the presence or absence of retrospectives.

Answer 116

Solution: D. Set up a meeting with the product owner and the customer to discuss the criteria for an acceptable deliverable. To align the customer expectations with the upcoming deliveries the product owner should work with the customer to describe functional behavior as acceptance criteria (definition of Done).

Answer 117

Solution: A. Monitoring the budget throughout the project and demonstrating the value of the project to the company. Given the limited budget and unavailable additional funds, the primary focus for the project manager should be proactive monitoring, budget tracking, and communicating the value of the project. The other answer choices are incorrect. Expressing concerns about a budget increase is not the initial priority given the sponsor's clear statement about the budget. Removing deliverables might impact the project's scope and functionality, potentially compromising its success. Requesting funds from the next fiscal year contradicts the sponsor's statement and isn't a viable solution at this stage. It's essential to work within the approved budget and explore alternative solutions within the current fiscal year.

Answer 118

Solution: A. Question the expert privately about their reluctance or biases and insist on an inclusive attitude The project manager should understand the reason or root cause on why the expert resource is avoiding assignment before doing any disciplinary warning or other action to replace the expert resource.

Answer 119

Solution: D. Final report and project document updates When closing the project, the project manager reviews the project management plan to ensure that all project work is completed and that the project has met its objectives. The project documents are updated accordingly. The other documents - SOW, Work Performance Report, Requirements Management Plan, Change Management Plan, Procurement Management Plan, Project Charter - are all deliverables earlier on the project and not during project closure.

Answer 120

Solution: A. Confirmed the effectiveness of the risk response and monitored progress Project work should be continuously monitored for new, changing, and outdated individual project risks and for changes in the level of overall project risk by applying the Monitor Risks process. The Monitor Risks process uses performance information generated during project execution to determine if the response was effective.

Answer 121

Solution: A. Review the project business case and the results of the feasibility study To ensure that the deliverables are realistic, the project manager needs to review the feasibility study and then evaluate the results. The objectives of the project will be determined in the business case, along with the feasibility study to determine the validity of the project. This may result in a go/no-do decision to initiate the project. None of the other choices will ensure this Meeting with the project sponsor or stakeholders will not be helpful before you know how feasible the project is. The risk register can be updated after the the validity of the project is determined.

Answer 122

Solution: B. Distribute the plan to the stakeholders for their review days before scheduling a meeting to obtain approvals. By sending the project management plan to the attendees in advance, the PM can ensure that the meeting is most productive. The other choices are incorrect as they do not address the two vital constraints for the project namely diversified project stakeholders and limited time to gain approval. Some choices even create a greater risk to the project.

Answer 123

Solution: C. Performed integrated change control procedures. The project manager should have performed integrated change control procedures to seek approval for the change to the equipment before purchasing it. This would have prevented the stakeholder's concern from arising in the first place. Integrated change control is the appropriate process to address changes to the project's scope, quality, or other parameters. Even if the change is small and appears to have no impact, small changes can have unintended consequences. In the context of predictive project management, it is especially important to follow a change process, even for small, low-impact changes. Evaluating the impact of the change, obtaining necessary approvals, and communicating the decision to stakeholders ensures that the change is managed in a structured and controlled manner. The other options are incorrect because they do not directly address the issue of preventing unauthorized changes. Updating the communications management plan does not effectively address the issue. If the project manager had adhered to the change control process, they would have obtained approval for the change from the appropriate stakeholders, including the stakeholder who is concerned about the cost. Sharing the results of a risk analysis is good practice, but does not address the stakeholder's concerns or replace the need for an integrated change control procedure. Performing regular equipment quality assessments is part of ongoing project execution, but doesn't replace the need for integrated change control when there's a change that impacts project parameters.

Answer 124

Solution: C. Deming's PDCA cycle Deming's PDCA cycle is the correct option. The other options are not used to understand change impact.

Answer 125

Solution: B. Evolves over time as people gain and lose influence Relationship network changes over time as the project progresses people lose or gain influence. Other options are incorrect as they are true in essence but are not the reason the Relationship network changes over time

Answer 126

Solution: B. Identify the source of the conflict between the stakeholders and address the issue. Projects operate in dynamic environments and face many mutually exclusive constraints including budget, scope, schedule, and quality, which can lead to conflicts. There are many potential sources of conflict regarding the prototype's capabilities, and without understanding the source of the conflict, the project manager cannot effectively resolve it. The project manager should seek to identify the source of the conflict, address the issue, and work to resolve it. Addressing conflict before it escalates beyond useful debate leads to better outcomes. The other answer choices are incorrect because without knowing the source of the conflict, it can't be known whether inviting the project sponsor to intervene or planning a brainstorming session will resolve the conflict. Generating a list of positives and negatives is not an effective way to address the situation. While understanding the impact of the conflict may be helpful, it is not as important as identifying the source of the conflict and working to resolve it. If it is not resolved, the impact will grow.

Answer 127

Solution: C. Resolve the issue independently so that team members do not become distracted A project manager's job is to remove impediments to team performance, therefore software deficiencies must be addressed at an administrative level and not at the team level. The other answer choices are incorrect. They are not valid because administrative resources, rather than team resources, will be used to address the issue.

Answer 128

Solution: B. Aid team members in prioritizing their personal tasks against the project's goals In the case that there is limited time, the team must prioritize the delivery-related tasks to get the product distributed on time. The project manager should handle this situation by aiding team members in prioritizing their personal tasks against the project's goals. The other answer choices do not lead to the desired outcome.

Answer 129

Solution: B. Meeting the mutual interests of all stakeholders. The project manager should focus on finding a solution that meets the needs of all stakeholders, even if it means making some compromises. This will help ensure the project's success and maintain good relationships with stakeholders. The other answer choices are incorrect. Meeting the personal interests of stakeholders is not always possible, and it may not be in the project's best interests. Preserving the relationships and rapport with stakeholders is important but not the most important thing. The project manager should focus on meeting the needs of stakeholders, even if it means some relationships are impacted. Pushing stakeholders to accept the project manager's viewpoint is not a good strategy. This will only alienate stakeholders and make it more difficult to reach a consensus.

Answer 130

Solution: C. Collaboratively review project objectives with the sponsor to agree on achievable plans and deliverables. Given the project's focus on agility, adaptability, and responsiveness to market trends, the project manager should establish clear and achievable goals. Collaboration with the sponsor ensures a shared understanding of priorities and market realities, alignment between project plans and expectations, and flexibility to adapt plans based on evolving market trends. The other answer choices are incorrect. Conducting periodic reviews might delay adaptation. Requesting more funding might be reactive rather than proactive and doesn't address the core need for flexibility. Creating a new business case implies starting over, potentially delaying the project, and neglecting existing plans.

PMP Wrong Questions Flashcards

Study questions that I got wrong